Professional Business Coaches

Professional Business Coaches


7 Critical Realizations Every Business Owner Should Have

Have you had your business epiphany yet? Learn about some revelations that have helped other entrepreneurs grow their businesses.

Are you frustrated with working long hours? Are you struggling to grow your business?

Hi, this is Bernie Heine, and today I want to talk about seven epiphany moments of business growth.

So here are seven different ways that you can approach growing your business, and I encourage you to take some notes and think about which one of these really resonates with you and what can you do to help grow your business.

Do You Have a Vision for Your Business?

Do you have a vision for your business? Do you know why you’re in business? Do you know want your long-term goals are with having this business? Where do you want to be in 10 years?

So many business owners that I meet can never really answer this type of questions. They never really thought about it. If that’s the case for you, here’s what I recommend.

Take some time out with your staff or with yourself, if it’s just your own business. Get away from it all for a while. Think about the things that really make you want to be in this business. Why are you doing this in the first place? Where do you want to take this business in the next five years, 10 years, 20 years? Craft that long-term vision.

Your Business Is a Reflection of You

The epiphany moment number two is understanding that your business is a direct reflection of you. How you do things is how your business will look. So the more you invest in yourself, the more you improve your personal effectiveness, your leadership skills, your marketing skills, your sales skills, the stronger your business will be.

So many people focus elsewhere but if you’re leading the organization, then the money you spent directly on you impacts the success of the company. Continuously plan to improve yourself. Think about what you might do right now to take the next step.


Passion and Enthusiasm Aren’t Enough: Skills Matter

Don’t assume that enthusiasm and passion are enough. Sure, you’re very passionate about your business and you’re very enthusiastic, but do you have all the right skills?

You need that level of energy as an entrepreneur, but when was the last time you worked on improving your skills? Are you still using some knowledge that you learned maybe back in college or maybe on your first job? When was the last time you read a new book on business or took a course or went to a training program or got another degree or additional certification? How much are you working on those things?

Imagine a professional athlete, maybe someone in the NFL, and imagine that they’re still relying on the skills they learned when they were in high school or in college. They would not be very effective, would they? Yet, so many business people fall into that same trap. So think about what you can do to improve yourself, your personal effectiveness, and your knowledge to be a better leader.

Understanding the Value of Connections

Epiphany moment number four is understanding the value of connections. A lot of business owners focus their attention on their prospects and their customers. It’s all about closing the next sale, and that’s all great, but don’t forget about the other connections. Don’t forget to network.

What about strategic alliances? Do you know some businesses that have the same customers as you have but sell different products? How often are you networking with those people or working with them? Think about all the connections and strategic alliances you can build. Go beyond the direct customer contacts that most people are so focused on.

Don’t Be All Things to All People: Focus on a Niche

Don’t try to be all things to all people. So many times I hear entrepreneurs say “well if I narrow my focus too much, I’m going to miss out on all these clients that are over here and over here. There’s all this business to be had.” In fact, the more you try to be all things to all people, the more you’re not really important to anybody, and that means that your profit margins are likely to be very low.

The more you focus on a niche where you can have a targeted message on the benefits that you bring to a narrow focus of people, the more you can sell at higher prices.

So think about who you really are targeting? What are you selling to those people and how can you increase your margins by being more of an expert in the field?

Avoid Doing It All Yourself: Learn to Delegate

Epiphany moment number six is avoiding the “it’s easier to do it myself” syndrome. How many times have you heard yourself saying that or maybe heard others say “well it’s just easier for myself” or “let me just take care of this.” Well, it might be easier to do it yourself right now, but it’s rarely more effective.

Catch yourself when using that term and think “at this moment it might have been easier for me to handle this right now,” but think long-term. If you keep doing that, when will you have time to do bigger and better things? When will you have time to invest in the growth of the company as opposed to being focused on all these menial tasks? So, learn to delegate!

Understanding the Benefits of Systematizing the Business

So epiphany moment number seven is understanding the benefits of systematizing the business. So many small businesses don’t have systems that are laid out in a clear manual because they say “it’s not really important. We all know what we’re doing. Why do we need to write this down?”

Well if you think about a franchise business, you often pay $100,000 essentially just to get the operating manual, the step-by-step recipe for how the business works.

Now, why is that important? First of all, it helps in training. It documents how we do things, but also, it gives us an opportunity to go back and make corrections and edits. If we’re making up the processes every day, or if we just assume we’re following the same process but haven’t ever really documented it, how can we make improvements? How can we make process improvements? How can we get better? How can we learn?

Take the time to systematize the business. Have an operating manual you can refer to when bringing on new people or expanding the business. It’s a lot easier when you’ve got documented set of processes to fall back on.


So finally, let’s take some action here. Think about these seven epiphany moments we just talked about. Pick one or two that really resonate with you. Create an action plan and get going today!

Call us at PBC for a free consultation and learn about some revelations that have helped other entrepreneurs grow their businesses.


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This is one of the episodes of The Thinking CEO with Bernie Heine at

4 Simple Steps to Delegate Better

From being prepared to pass on tasks to having ongoing performance discussions, learn how you can delegate more effectively.

Hi, this is Bernie Heine, and today I’d like to talk about the 4 stages of delegation. So in surveys of CEOs of companies, often times not being able to delegate well and not spending enough time developing my people are some of the top two responses the CEOs give when asked about what issues they’re facing.

The two of those are interrelated. If we delegate more, we will be developing the skills of our people because they’ll be doing the things that we were otherwise doing. So the big question is how do I delegate more effectively? I want to talk today about these four stages.

Be Prepared to Delegate

The very first stage is I have to be prepared to delegate. So what does being prepared mean? So to be prepared to delegate, I first have to identify what are those jobs that I’m doing that I shouldn’t be doing? So listing out the whole job, these are the tasks that I do/ the process that I use to do these things and I realize I’m not the best person in the company to be doing it. So if I lay those out, I’ll have the list.

Who is Best for the Job?

The next thing in this preparation is understanding who best can do those jobs, and I need to understand people from a behavioral standpoint and from a career ambitions standpoint. The more I understand my people, the better I’ll be at selecting who the right person is to delegate that work to.

Plan the Discussion

So once I’ve completed my preparation, that next stage is to plan that delegation discussion. So do I really understand how many hours this person already works that I’m going to be delegating this to? How does that fit into their work schedule? Also how does it fit into their career ambitions? is this going to be the kind of thing that’s going to make them excited to want to move forward or am I just doing mundane work that is going to drag them down?

Also, how should this adjust their work life? Is this easily added into what they’re doing? Are they going to in turn learn how to delegate some of their current activities to others so they can make room for this work? So really plan out this discussion, so going in you’ll be set up for success when you do have the discussion.

Carry Out the Process

So step three is actually carrying out that delegation discussion. Laying out carefully the steps and the process you want to go through to make that happen, sharing your experiences with how this process works, and also setting up some smart goals with the person you’re delegating it to so you’ll be able to follow up because we’re talking about delegating not abdicating. So it’s not giving up the work, giving up the responsibility. You still maintain control over the process and are responsible for the process, but someone else is doing the work they need to have clear guidelines and goals, so that they know when they’re being successful in carrying out the activities, and you have an easy way to follow up with them to know that everything is under control.

Ongoing Performance Discussions

Finally, the fourth step is to have ongoing performance discussions. So you should anyway be having regular discussions with your people to know where they are and know where they are in their careers or they are the the current job tasks and after delegating multiple assignments to different people, you want to be in regular contact with them in these discussions to follow up on those goals that we’ve set. How are things going with the work you’re doing? really to stay on top of it as a leader managing the process. Also pay close attention to the careers and the ambitions of that are working for you.

So remember, it’s important to be delegating the work. We can’t do it all ourselves. Even if someone can do it 90% is good or 80% as good as you can, consider delegating it and think about how their lives will improve when they get better doing these things, how their current careers will move on because they’re doing important work that otherwise their boss was doing, and overall build a stronger company and have more time for yourself to focus on the big picture things, the larger things, grow the business and grow your own career.

Call us at PBC for a free consultation and learn how you can delegate more effectively.


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This is one of the episodes of The Thinking CEO with Bernie Heine at

Why Leadership Is a Choice Anybody Can Make

You don't need to be a CEO to be a leader. Find out how you can become one by taking charge of your own life and making good choices."

So I think one of the issues that we’re facing in our society today is a lack of leadership.

Hi, this is Bernie Heine, and today I want to talk about leadership as a choice. Who do you think of when you think of a good leader? And what are the characteristics of that person? Take a moment to reflect on that. What are the things that you value when you see somebody, meet somebody, work with somebody, and you say “wow! that person’s a good leader?” What are the things that come to mind?

Now think about some of those terms you might come up with. Maybe they’re outgoing or they’re very thoughtful. Maybe there’s a person that asks really good questions or the person that takes initiative/gets things done.

You Can Be a Leader

Now imagine for a second you can do all those things yourself, can’t you? Do you have to be the appointed CEO of the company? Do you have to be the manager of the department? Or can anyone exhibit those behaviors?

The fact is, we can all be leaders. It’s a choice we make. We have the ability as human beings to choose the outcomes of our lives. We choose things that we we want to do. We don’t have to take things as they are, we can change them. We don’t have to conform always to what everybody is trying to tell us to do. We have our own minds think on our own to go in our own direction.

The late Jim Rohn is an inspirational speaker, and one of the things he said once in his one of his talks was that his life changed when he realized it even rains on rich people. What he meant by that was happens to us tends to happen to all of us equally. If the economy goes up or the economy goes down, or there’s new innovations from other companies these effects happen to all of us equally. What we can do is how we react to those things. What we do about those things is what makes a difference for us.

And successful people recognize that they need to take charge of their own lives and be responsible for the things they want to change in their lives. So we think about leadership and all those positive things you were thinking of before, so what’s the opposite of that? These are people who blame the rest of the world on what’s going wrong in their lives. They can come up with hundreds of reasons why they’re not successful: well it’s the economy, well it’s my neighbor, well it’s my family, well it’s my upbringing. Or maybe it’s my boss or countless other things. These people point fingers at everyone else as to why they are not a successful individual.

The Oz Principle-Roger Connors, Tom Smith, and Craig Hickman

Well it turns out they’re just displaying more victim behavior than leadership behavior. In the book The Oz Principle, the authors point out a very simple graphic, and it’s a straight line across the page. They propose the question that we should all think about every minute of every day: am I above this line or am I below this line?

‎‎That line above the line means leadership behavior, and below the line is victim behavior, and all of us go through the process of going above and below the line all the time. When something bad happens generally our human nature is to react negatively and think “why did that happen?” and “what are they trying to do to me?” We need to quickly recognize in those moments that we have to pull ourselves up above the line and think and get above the situation and say “what can I do to make this better?” “what I make happen?” “what decisions can I take?” “what actions can I take to make the situation better?” rather than wallowing in the victim side, which is “oh well, all these bad things have happened n. that this is bad that’s bad these people are against me, and those don’t like me and my boss is always giving me all this work.”

Think about what is that I can do to pull myself  above? So am I above the line or below? Above the line is making the choice to be a leader and below the line is making the choice to be a victim, and these are clear choices that we make all the time to be a better leader. You take the challenge on to take the choice of choosing leadership, and these are clear choices that we make all the time to be a better leader. You take the challenge on to take the choice of choosing leadership.

Call us at PBC for a free consultation and find out how you can become a leader by taking charge of your own life and making good choices.


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This is one of the episodes of The Thinking CEO with Bernie Heine at

Use Your Strength and Passion to Be a Great Leader

Bernie Heine explains that the more we focus on our strengths and talents, the more we get out of our lives. Learn how to find your own "Zone of Leadership."

So I was in a meeting with a group of clients the other day, and we were asked to point out one strength and one weakness. And wouldn’t you know, it’s very difficult for people to come up with those strengths and much easier to talk about their weaknesses.

Hi, my name is Bernie Heine, and today I want to talk about strength-based leadership. Generally for people, it’s easier to talk about what’s wrong about themselves or what their weaknesses are rather than focusing on their strengths, but the truth is the more we focus on our strengths, the more we get out of our lives. It’s my easier to get growth, grow ourselves, grow our businesses when we focus on strengths then when we are totally consumed with improving our weaknesses.

The Zone of Leadership

So what I’ll often do with my clients is do a little exercise around identifying what we’re really good at. And this is talking about knowing yourself, knowing what really important to you, what you’re good at, and what you’re really passionate about. If we go through this exercise of listing out all the things that we’re passionate about, and then also a list of all the things that were really good at. What are our core strengths? There’s a lot of assessment you can take to get there, but just having these two lists, and if you put those in a venn diagram in two circles, where the circles overlap, that area in the middle is what we call the zone of leadership.

Overlap of Passion and Talent

So whatever activities you engage in that are in that overlap of the two circles: things that you’re really good at, your strengths, and things you’re really passionate about. If you focus your activities on things in that zone of leadership, you really never have to work in your life. These are the things that you’re just so happy to do that it never feels like work. So I challenge you all to take a look at what are the things that I know I’m really good at? What are the things that I’m passionate about? And what’s in that overlap?

‎‎Let’s get in the zone. Think of yourself like that rock star that’s performing an encore at the end of a big concert. They don’t consider that to be work. In fact, they would probably continue to play all night if the venue would allow it. That’s witnessing somebody who’s in the zone. They’re thinking “wow! We just like to play because this is so much fun.” People in the work sense can be in the same place as long as you’re doing things you’re good at and things you’re passionate about.

Call us at PBC for a free consultation and learn how to find your own "Zone of Leadership."


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This is one of the episodes of The Thinking CEO with Bernie Heine at

How To Be a Better Leader by Using Emotional Intelligence

Bernie Heine tells you how to be a better leader by improving your credibility and emotional intelligence.

I'm often asked "what does it take to be a good leader?"

Hi my name is Bernie Heine, and I'd like to talk a little bit about emotional intelligence, and one of the keys to knowing yourself, knowing others, and really improving your leadership style.

Develop Your Leadership Skills

When I ask audiences "what does it mean to be a good leader?" and people say "well it's communication skills, it's having a vision, it's motivating people", all kinds of great stuff comes out. One of the key things that comes out over and over again is credibility. People want to know that their leader is a credible individual, so how do we improve that? What we do to improve our credibility? Well, a lot of it has to do with our level of emotional intelligence. We all have an IQ, which is a fixed thing about our intelligence that we can't really do much about – you either have a good one or you don't have a good one, and we can't really do much about the level of our intellectual quota, but our emotional intelligence is one that we can get better at all the time. It turns out that our emotional intelligence is the one that is most highly correlated with success in life, no matter how you measure success.

Building Credibility and Emotional Intelligence

There are four steps we can go through to build our credibility and our emotional intelligence. The first one is that I have to know myself. So I have to know what is it about me that makes me unique, versus where everybody else is. And then I have to be able to control myself. One of the things I learned in this process when I first started doing this kind of work was that I talk too much, and I have to recognize points in time when I have to slow down and listen to other people not be the one filling the room with words all the time. So, knowing myself then controlling myself. The next key step is that I have to know others. How can I look around the room or be in a one-on-one dialogue with an employee, with a prospect, with a client, size them up and then do the fourth part, which is meet their needs. So I have to know how to adjust my style so I can meet their needs.

Readjusting the Golden Rule

Most people are familiar with the golden rule, which is to treat people as you wish to be treated. The problem with the golden rule is, not everyone wants to be treated like me. And if I were to treat the rest of the world just as I’d like to be treated, I would alienate about three quarters of the population. So I aspire to the platinum rule, which is to treat others as they wish to be treated. So now you ask “how do I know how to do that?” One of the simple tools that we have, which is very effective for this process, is a DiSC analysis. This is where we divide people into four categories, and at this rudimentary level we can understand where people are, and then adjust our styles into their category. The basic way to understand that is we all recognize that some people are more extroverted and some people are more introverted; we have people who are more people-oriented, they care a lot about who they’re working with and who’s around them, and we have some people who are more task-oriented, who care more about the job they’re working on, and less so about the people they have to work with. So when we mix these two simple questions – am I introverted or extroverted?; am I more task-oriented or people-oriented? – I can divide into different categories and use this tool in understanding people at a very simple level. I can then know how to adjust my style in order to be more effective with them. Really effective leaders connect with their people. They’re connecting with them because they are using their emotional intelligence to know where they’re coming from, and then speaking in a language that they can receive. Work on your leadership skills, improve your emotional intelligence, and that’s really the key to success in life.


Call us at PBC for a free consultation and learn more about how to become your best and be one of those highly successful leaders.


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This is one of the episodes of The Thinking CEO with Bernie Heine at

How To Elevate Communication: The Core Competencies of Coaching

Bernie Heine explains what core communication skills are needed to be a great coach.

More and more these days, businesses are embracing coaching principles.

Hi, my name is Bernie Heine, and I’d like to talk to you today a little bit about how these coaching core competencies are becoming more and more important in business today. Whether you’re a leader or whether you’ve been assigned to be a mentor to someone in an organization or to coach someone within an organization, we all can learn a lot from using the core competencies of what coaching is all about. And I’ll explain a few of those right here.

Bridge Communication Gaps

The first one is creating awareness. Most people are unaware of where they stand in life, they don’t notice things about themselves. We have these blind spots, and everybody else seems to see it but we don’t see it. People like me talk a lot as an example, and I never used to notice how much I talk because when somebody else was quiet, I just assumed that they had nothing to say so I would just fill the space with my words, because I like to do that. Becoming more self-aware, I recognized the need to take breaks from speaking, so that everyone else has a chance to talk. I’m very conscious about this now, when I’m interacting with others, to make sure that I don’t overpower the situation. But I’m sure you all have met someone on both sides of those equations, either that talk too much or that don’t talk enough in an interactive environment. This is one of the things that a coach can really bring out in people, helping them become more self-aware of some of those things that might be holding them back in their careers.

Another one is active listening, so if I’m going to really understand someone better, I need to be listening carefully for what they’re saying, and not just listening so that I have the next comment to make in a conversation but really listening to where they are. This is also a great skill that every leader should have when they’re leading a group, an organization, a team meeting. Are we listening to each other, really paying attention to what the other person is feeling, thinking, where they’re coming from?

Encourage Unique Thinking and Behavior

As a coach one of the core coaching principles is to reframe the situation. People often get stuck in a particular pattern, and they don’t think “well what if I stepped aside from that right now and viewed this from a different angle” – a classic one in sales is you view it from what the customer is looking at or in marketing look at what the customer is looking at when they’re reading our materials. But in an organization, it’s also always there – put yourself in the role of the assistant who is taking the orders from you, what do you think is going on in their minds? Helping people reframe the situation often helps them move forward, because we want people to be in action. It’s about helping people take action moving forward, and also holding themselves accountable. A lot of times one of the biggest benefits of using coaching principles in your leadership is helping people stay accountable. Just the fact that people talk about what they’re going to do, the fact that they have shared with you some of their goals and some of their ideas or their desires, or what they want to do with their lives, just that sharing is already helping them stay on a track to improving what they’re doing. By involving other people, we often help ourselves to be more accountable. Having an accountability partner to go out for a run or playing in a basketball game, whatever it might be people often use the ability to help us stay on track and move forward.

Be Positive with Employee Reviews

Finally, one of the most important aspects that we look at when we’re using coaching principles, is focusing on people’s strengths. We hear all too often, especially at the time of year when companies are doing performance reviews, ‘well this person needs to get better, they’re really bad at this, we have to work on this,’ we focus on all these negatives that people have and how to make these negatives into a little bit better. So they go from mediocre to just okay in some level of their performance. As a coach, it’s not that we ignore those, but we also look at what’s good about somebody, what strengths do they have, what things can they leverage in their lives to go from being good to awesome to become world-class at something. And everybody has something about them that they’re really passionate about and that they’re really good at. And when we focus on those things, the overlap of our passions and our strengths is what we call the zone of leadership. When people are in the zone, they’re unstoppable – they do amazing things, they work all kinds of hours because they’re not working, they’re just having fun and really enjoying it. So when we’re coaching somebody, we want to look for those, we want to help them identify what are those strengths and passions that really turn those people on. And then as a leader we are in an amazing position often times to assign work to that person to help guide them in their careers, through the company, or even just the position they have on the team to make sure that that’s what they’re leveraging and they’ll do really awesome, amazing work and become fantastically happy people.


For more on Coaching Core Competencies, you may consider the following PBC resources: 

Read the blog - The 12 Coaching Core Competencies


Download the white paper - Developing a Coaching Culture


Call us at PBC for a free consultation and learn about these coaching core competencies that will increase your employee's ability to work together and significantly improve the performance of your company.


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This is one of the episodes of The Thinking CEO with Bernie Heine at

5 Principles For Building a Leadership Culture in Your Organization

Everybody can be a leader! Bernie Heine explains how to foster leadership to boost your organization.

I believe that today, one of the greatest challenges that our society faces overall is a big lack of leadership.

Hi, my name is Bernie Heine and I'd like to talk a little bit about five leadership principles that can work together to build a leadership culture within your company.

Anyone Can Be a Leader

The first one I want to talk about is the fact that everybody can be a leader. We talk about leaders as being the heads of the company – it's the CEO's job to be the leader – but we can all be leaders – the most junior person, the intern that we hired last week – anyone can exhibit leadership properties. Being a leader means taking initiative, being positive, looking for the right answers, looking for solutions and not looking for the problems. Everyone has the ability to be a leader, and I think we've all experienced people like this in our lives, someone that wasn't necessarily the CEO who brought up a good idea to get people moving, to stop the argument that brought some other people together. These are all the things that we look towards in our leaders and everyone can have that position.

Selfless Leadership

The next important leadership culture to consider is to serve the team and not myself. Leaders think about serving the collective good – "what am I doing help the rest of the organization?" As opposed to focusing inward "what am I doing right now to make myself better in this situation?"

Establishing Long-Term Goals

Another important aspect is that leaders look to the future and declare victory and then work backwards. So, I make a statement about 'this is what I'm going to accomplish, this is our vision, this is where we're going'. And this could be for the company overall if you're the CEO, but even if you're a more junior person in the organization, what is it that I'm accomplishing even with my department, even with my role within my department, and make a statement about 'this is what I want to accomplish' and then I set in the steps to get there.

Be a Leader, Not a Victim

The fourth really important principle is to never allow yourself to become a victim. What do victims do? The opposites of leaders, victims wallow in the 'woe is me', they blame everybody else around them, and never hold themselves accountable. Victims essentially give up their lives to other people around them – it's the economy, it's the weather, it's my boss, it's the clients – we all have lots of excuses as to why we are not successful. But what leaders do is say 'well, all those things might be happening but I'm able to choose the path of leadership, I'm able to have a choice, I don't have to react simply to what's going on, I can do things about it.' So leaders take action and make things happen. There is a great book called the Oz Principle, where he talked about just drawing a line on a page and then asking yourself the simple question am I above the line, meaning I'm the leader, or am I below the line, meaning am I being a victim. As human beings, we vacillate across this line all the time, and we have to recognize when we are above and when we are below.

If It Ain't Broke, Break It Yourself

The final leadership culture I'd like you to consider for your organizations is if it ain't broke just break it! We have to keep moving forward, we can't live with the status quo. Leaders have to be bold enough to say 'even though this has worked in the past, we need to break some stuff to move forward.' In the end, you can't make an omelet without breaking some eggs. So let's get out there and break some eggs and make a change.


Call us at PBC for a free consultation and learn how to create (or re-create) a leadership culture - a solution to the significant lack of leadership.


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