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employee engagement

Helping Employees Thrive Beyond “Business as Usual”

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The Gallup report on the State of the Global Workplace for 2023 is revealing, but not necessarily in a good way. 23% of employees are engaged in their work, which Gallup defines as “[finding] their work meaningful and [feeling] connected to their team, manager, and employer,” while 18% are disengaged. This leaves 59% of employees on autopilot.

With employee engagement at historic lows—though still higher than last year—some leaders are attempting to make positive changes. Unfortunately, they’re still looking through the lens of the past and trying to impose or return to old norms. 

Based on our research and experience, this approach is evidence of leaders being in denial. For a vast majority of industries, hybrid work is the future if companies want to retain talent, prioritize growth, and stay competitive. 

And yet, some people suppose that remote work is to blame for employee disengagement. “Of course my employees aren’t engaged when they’re sitting in their pajamas and only seeing people on Zoom!” While I think this is far too simple, there are real challenges that arise in our new hybrid work world. Some are inclined to brush these under the rug, but that is a one-way ticket to building a company that is living in the past. Let’s walk through some of the biggest obstacles to employee engagement and some solutions.

Business as Usual?

Let’s start with a story. One of our clients has two private equity firms backing them. When the back-to-work conversation began, Firm A said great—five days a week, business formal, and we’ll see you at 8 A.M. on Monday. Firm B said, great—we’ll start three weeks after the holidays and begin with three days a week. When employees showed up to the office, they all had a pair of slippers awaiting them under their desks.

The differences between these two firms are plentiful, as you might imagine. Can you imagine how it might have felt for the employees who had ample transition time versus those who had to show up as if the world as they know it hadn’t changed dramatically over the last two years? 

Firm A’s employees were disgruntled and confused—a lack of communication, transparency, and planning led to disengagement, turnover, and whiplash. Firm B, on the other hand, knows how to meet their team where they’re at. The leaders realized that—given what had already been happening—the team could work differently than they did before. There was no point in forcing a bygone paradigm of work. Firm B was and continues to communicate strategically and honestly about the circumstances.

The Solution: Personalize Your Change Management

How can companies be more like Firm B in their change management? Well, when you consider how you might implement remote and/or hybrid work, it’s crucial to think about what is most important to you and your team. Unless you work in an industry that requires employees to be in the office, it’s likely worth it to transition to hybrid or remote work. 

Many companies are giving up their local footprint in favor of renting a coworking space once a week or once a month. Some companies used to have four floors in a building and now only have one. 

There are myriad options that can be cost-saving and therefore allow you to provide other higher-value benefits like new training opportunities or healthcare offsets. You can make moves like this that match the values of your company and people and ultimately, can make you a more competitive company for potential talent.

Lack of Opportunities for Connection 

We know it’s important to be in person sometimes. Imagine being a young person joining a new organization right after graduation. So much learning happens not just by attending meetings and getting feedback from your supervisor on your own work, but also by watching how leaders and those with more experience on the team interact. When you see your boss talk to a client, you learn cultural norms whether they’re good, bad, or indifferent. You learn about professional norms, relationship-building, and about the subtle and oh-so-human parts that make up the work we do. 

There is more to sales, innovation, and business than technical offerings. How do you structure the offering? How do you talk about it in a board meeting? How does strategy get developed in person when everyone is in the room? Frankly, someone who has only three years of remote-only sales experience would have to play some catch-up if they are transitioned to doing sales in person. 

The Solution: Intermittent Co-Location

A lack of connection with coworkers can certainly be a cause for a lack of employee engagement—yet, it’s unimaginative to think this can only happen five days a week in the office while wearing heels or a tie. As it turns out, the Gallup poll reports that engagement has 3.8x as much influence on employee stress as where they work. In other words, employees’ relationships with their team and leaders matter far more than whether they’re remote or in-person. 

Intermittent co-location can be a great solution. Companies can come together in whatever cadence works for them – once a week, three days a month, a once-a-year retreat, the options are endless – to create opportunities for connection, in-person brainstorming, and real-life interactions. Although these contact hours are dramatically fewer than the traditional 40 hours, they can make a huge difference in Zoom interactions and for junior colleagues’ professional development. Getting people together in the same room changes things—we know this intimately in our post-lockdown world. 

How can companies do this? One of our clients does quiz nights that started during the pandemic and continue to happen once a quarter with a great turnout. Another group of engineers has a virtual Dungeons and Dragons group that creates wonderful team bonding and inside jokes. Both of these approaches work because they’re authentic to the culture. 

The caveat here is that the interaction can’t be forced. The way to create effective connections is—shocker—to ask your employees! Send out a survey and ask what people are excited about—your team is as unique as your business. Check your assumptions, and don’t assume everyone will be equally excited by free drinks at a happy hour or tickets to the opera. 

Fractured Communication

Managers often worry that remote work will lead to broken communication channels. Maybe pre-pandemic, your core team heard major updates about company policy, benefits, and events at their weekly in-person round-up. Now some leaders fear there isn’t an adequate replacement—at worst, emails get lost, managers get stuck in the middle, and employees start missing deadlines. This is the worst-case scenario, but it’s not inevitable. 

The Solution: Communicate Through Existing Channels 

In the new world of hybrid and remote work, organizations need to think differently not only about communication, but also about how they equip their people leaders. Being overly reliant on email is not the answer. 

Instead, use what is natural to the organization and use multiple channels to communicate the most important information. Don’t be afraid to mention benefit renewal information at the monthly team meeting, in a few emails, and on the Slack channel. If you have in-person workers, you can put up posters in the break room. Being strategic with how you communicate with your team was crucial before the pandemic, and it’s even more crucial after. 

Burnout 

Need I say more? This is a big one—Forbes recently reported that 43% of middle managers are burned out. Many employers are not aware of the myriad expectations placed on employees both inside and outside of work. The cumulative effects of the economy, the pandemic, as well as related and unrelated personal issues have created another pandemic of burnout. Although I am not an expert on the psychology of burnout, I do advise companies on the people-first policies that can reduce the likelihood of burnout.

The Solution: People-First Policies

People-first work environments prioritize employees as people in policies. This means providing humane amounts of PTO, the ability for employees to communicate about sick time, and allowing flexibility by having discernment about what is urgent and what is not while also having bold goals for your company’s future. 

I’ll be honest: companies that aren’t moving towards more humane leadership will not be the companies of tomorrow. While employee power has waned since the Great Resignation, we know employees will make their own choices and seek other employment if they aren’t happy with their company’s benefits, culture, and policies. 

With remote work on the rise, it will take more than it used to for companies and organizations to retain and hire the best talent. It’s crucial to have a pulse on your employees. Do this by creating channels for them to communicate concerns before they become reasons for massive turnover. Communicating in ways that are authentic to your organization, offering appropriate benefits packages, and treating employees like people can make all the difference for your team.

The New Normal

While all of the above suggestions might be easier said than done, it’s worth repeating that we have entered the new normal. And the new normal is not a one-time thing; it is constantly being created and re-created.

Engaging employees requires that leaders acknowledge that things have changed and will continue to change. And it’s not just that businesses have changed—psyches have changed. Since 2020, how we all view opportunities, priorities, and work has changed forever. At the same time, the competitive environment has changed. The rise of remote work means both that employers have more choices in talent than ever before, and that employees also have more choices. 

Being locally, nationally, and globally competitive is going to require smart strategizing that responds to the reality of the times rather than imposing an out-dated paradigm onto your people. People do their best work when they’re engaged, valued, and cared for by their workplace teams, benefits, and culture. 

In our executive advisory and change management work, we’ve seen the transformation that is possible for both teams and leaders. If you want to strategize for the future, we have a team that can help. Don’t hesitate to reach out. 

Photo credit: katemangostar on Freepik

Nick Ciantra

Meet the Team: Nick Ciantra, Senior Strategic Communications Consultant

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At Audacia, strategic communications are at the heart of what we do. When we work with clients, we need a 360-degree view of who they are. This doesn’t happen overnight—-it requires talent, experience, and our time-tested processes. Only with all of these ingredients can we capture the heart of a company in its value proposition and brand positioning. 

In previous blog articles, we’ve introduced Sarah Deming, our Manager of Business Operations, and Sarah Gershman, our Executive Presence Partner. This time, we’re introducing Nick Ciantra, our Senior Strategic Communications Consultant.

Interview with Nick Ciantra: Senior Strategic Communications Consultant

Being able to speak accurately and authentically about where you are and where you’re going as a company is no small task. Here at Audacia, we’ve spent years perfecting the art of working with companies, their employees, and their customers. Only by collecting data from all of these stakeholders are we able to deliver the strategy and aligned communications package that companies need for their next big goal. 

Nick is our Senior Strategic Communications Consultant. His background working with agencies in creative leadership roles at Fortune 100 insurance companies and Fortune 500 retail companies allows him to bring an experienced eye to his work with our clients. He is a meticulous researcher who can see the big picture while being “in the weeds” with clients. Nick knows how to seamlessly bring together our clients’ dreams and reality. In his free time, Nick enjoys playing guitar, skiing, and golfing.

Below are highlights from Nick about the value he brings to Audacia Strategies. 

Q | Can you describe your role at Audacia Strategies and how you fit into the team?

I’ve been at Audacia for about a year, and I’m typically brought in to work on projects that focus on communications and branding. I work closely with our client groups at a senior level. Our work is largely behind the scenes while we work to approach the problems and opportunities our clients face. When we’re consulting with our clients, it’s a mix of market research, interviews, and fact-finding, and of course, looking for the opportunities they need and giving them those deliverables. It can be fun—in the early stages, no ideas are off the table.

As we get deeper into the work, I help clients articulate their vision, mission, value proposition, and brand positioning. In short, I shape how companies ultimately talk about themselves internally and externally. Our work with clients is about getting them to the heart of who they are. Much of this comes from the client. On our end, we help them share and synthesize the data. Eventually, we crystallize their brand positioning and how they think about themselves. It’s equal parts art and science. 

Q | What is your favorite part about working with Audacia?

The team. They’re really people you want to work with. They’re not only knowledgeable and smart, but they’re also quality people. It’s a strong team, which is important when we go through intense periods working closely together for many, many hours. 

We work with our clients on communications and business processes, and those strengths are definitely reflected within the team. We bounce ideas off each other and we’re able to be transparent about how we’re thinking about problems and opportunities. This is where the magic happens—not worrying about an idea being too “out there” allows new ideas to germinate. There’s a real open-mindedness that allows the best ideas to blossom. Brainstorming is a skill that not every organization has, but Audacia definitely has it. 

Q | Can you describe a win or highlight from your time working with Audacia?

When we finished our work with Xator, the leadership team reviewed the work and they said, “This is exactly who we are.” Leadership told us that how we described them is exactly how they wanted to say it, but they weren’t able to get there themselves. Doing your research and working to understand the culture of an organization is key to delivering something like that—that’s the power of what we do. It takes listening, refining, and research to get to a final product that makes the client say, “That’s absolutely us. You nailed it. Can we use it at a trade show next week?” Ultimately, there were very few changes, it was so rewarding. 

Q | Are there best practices associated with your role that you would like to share?

There is a process to walk through. People want to jump to the end, which is admittedly the exciting part. Even though communications strategy can be creative work, we need to be particular about how the process works. This means doing research, having conversations, and reviewing the data—we don’t get to a final result like Xator’s without this process. It is work and it makes the final result possible. Although it might seem tedious at times, it’s the secret sauce.

Q | What are the most important lessons you’ve learned working with Audacia?

Our clients hire us because they’re in a transition—they’re going through something that’s huge for the organization and typically, their priorities are shifting. On our end, we need to create value quickly. This means working fast, multitasking, and being nimble while producing high-quality work. It’s not a pick-one kind of situation. 

Q | If there were one thing you wish you had known before you started working with Audacia what would it be?

The only thing, other than wishing I worked for Audacia sooner, is that Katy is a wonderful leader and motivator of people. You see how much her clients respect her opinion and her point of view. Katy’s way of seeing and doing things permeates the organization. Just like other companies, how the boss handles herself gets reflected within the organization. Katy’s stamp is on the organization in a really positive way; she’s smart, thoughtful, and a great person to work with. 

What I would say to folks who haven’t worked with the team is that Audacia Strategies brings insight in an effective and cost-efficient way. If you’re going through a transition, or looking for an outside view, this is a really good team to work with. 

Nick makes the secret sauce we bring to our clients possible, and we are so grateful for him and the experience he brings to this team. His perceptive and creative eye make our clients’ visions a reality; he is the creative lynchpin of our team.

To find out more about how our experienced team of experts can support your strategic vision and transformation, contact us today.

what we learned

Drinking Our Own Champagne: What We Learned in 2022

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Having a crisp, clean, and differentiated value proposition for your company is no small task. Being able to speak accurately and authentically about where you are and where you’re going is useful beyond your next networking event. We do this work every day with our clients, and over the last few months, Audacia Strategies went through this process too. I want to give you an inside look into what we learned from putting our money where our mouth is.

Having a value proposition describing who you are today and where you’re going in the future matters. Think about it like sailing: If you’re one degree off, that doesn’t sound like a big deal in the short term, but over a whole voyage, you can end up hundreds of miles from where you were intending to go. Creating a value proposition is about making sure you’re on the course that’s right for you and your business.

How do you begin the task of writing a statement (yes, it needs to be one single statement or talking point) of who you are today, what you believe in, and who you will be in the future? And what it is really like on the inside logistically, professionally, and emotionally? 

The Value Proposition

It’s hard to explain your business and what you offer in 15 seconds over your second glass of wine at a cocktail party. But when you do, it can transform how you talk to customers about both their visions and their pain points. And the way you communicate your value will attract the clients who need what you offer.

Creating the right value proposition is a reflective and often research-intensive task. When we worked with our client, Xator, we spoke to 35 employees from across the company and around the world. We reviewed their customers’ feedback, looked critically at all of their marketing material, and evaluated their top competitors’ message positioning and language. With this research in hand, our team shared our findings and highlighted opportunities for Xator to better define who they are, what they do, and why it matters. You can read more about our work with Xator in this case study. 

The result was a succinct, evocative, and authentic statement of what Xator does—no jargon needed. When you hit the nail on the head, you see the shift: eyes light up, and people get excited to hear an accurate, authentic reflection of who they are and where they’re going. When this process is complete, it feels like magic, and companies know they finally found their secret sauce. It’s empowering to discover the right words to describe what you’re offering to the world. And once you have those words, you want to share them with everyone all the time!

After witnessing several of our clients’ transformations, we knew we needed to experience it for ourselves.

The Opportunities and Sacrifices of Drinking Our Own Champagne

As we enter our eighth year (!), we knew it was time to reconsider how we talk about Audacia Strategies. Our firm has evolved since our launch in 2015. You can’t throw a stone without hitting 12 communication firms of various shades. And while people have an idea of what a communications firm does, Audacia isn’t a communications firm or a PR firm, or a marketing agency. Let’s face it, we don’t fit the standard mold. We choose to see this as an opportunity, rather than a disadvantage, though.

​​Audacia Strategies is an advisory firm helping business leaders build the businesses of the future and uncover opportunities they never thought possible. We do this through a relentless focus on communications. 

Our mission? We help businesses change, lead, and succeed. 

Yep, those sentences sound simple, but an incredible amount of work went into gaining that clarity. 

As I’ve said before, it’s hard to see yourself from the outside. Reflecting on where we’ve been and where we’re going has been a rich experience made possible only by investing and redistributing time, resources, and energy towards this project. Time that would otherwise have been spent on day-to-day tasks was instead filled with reflection, research, dreaming, hard conversations, and lots of listening. We listened to feedback from our clients, our employees, and our leadership about where we make the biggest impact for our clients and the type of work we absolutely love to do.

From the Founder’s Seat

As a leader and founder, one of the hardest parts of this process is letting go of what I thought the company might be at its outset. The dream of Audacia Strategies started on a bus between San Juan del Sur and Managua, Nicaragua in a notebook I just happened to have with me. Revisiting our value proposition presented an opportunity to view the company not for what I expected it to be, but for what it is and what we hope it will accomplish. This is an essential mindset shift for doing this work (more on this in a minute).

In the beginning, I thought we’d bounce from transaction to transaction and focus on M&A. Our original focus on transactions taught me some lessons about how transactions could be done even better:

Leaders must look honestly at their company and whether their vision matches reality. We chose to invest our resources in asking: 

  • Who is Audacia today? 
  • How do we view ourselves aspirationally? 
  • What language can we use to better connect with our clients?

The Emotional Side of Value Propositions

As a founder, I must be willing to take on the challenge of viewing the company not for what I expected us to be, but for what we are. This process sometimes involves mourning what might have been, even if what’s coming is probably (certainly) better. Because I’ve been on the other side of the table sitting across from leaders who needed assistance in moving through this grief, or moving beyond fear or ego, I was (somewhat) prepared for this process.

Getting the reflections needed for accurate self-perception and self-definition requires humility. When I’m in a meeting with customers or employees, I have to remind myself to be present and listen without interjecting and without trying to course-correct. I might think that because I have the vision I have the right answers, but that isn’t necessarily true.

Just like our clients, I have to trust that we will discover the right charter through this process. That taking in every perspective means that we can think bigger about ourselves, and help our clients think bigger about what opportunities we can offer them.

Looking Forward: Finding Your “Why”

In all of this, Audacia had to do what every company we serve must do: find our “why.” Without your “why,” a value proposition is empty.

Companies aren’t people, but company culture is very much built by people. Finding the individual and collective “why” gives companies their secret sauce, and it’s hard-won. This process brings up core questions about identity, value, and security. It’s especially hard to do this process when you’re as emotionally invested as most leaders are.

For me, having our “why” made it easier for me to let go of my early vision for Audacia. I began to look forward with even more clarity. We help business leaders build the businesses of the future and uncover opportunities they never thought possible. Holding to this value proposition—one that speaks to our employees, partners, and clients as much as it speaks to me—allows all of us to look ahead and see the next evolution of Audacia Strategies.

Final Thoughts 

I’ll leave you with a final thought about why we do this. Business is at a turning point right now. While our parents put their heads down and worked, companies demand more of individuals today. In turn, individuals are demanding more from companies. To stay competitive and functional, companies need to be more reflective and insightful.

Serving your clients and employees the way they serve you requires learning how to be authentic in the business world. Society and expectations about work are shifting rapidly. Beyond knowing why you do what you do—a core component of what makes or breaks a sense of purpose—an authentic value proposition helps your clients and employees share your excitement about what you do. Just like coaching or therapy, it’s hard, but it’s some of the most valuable work you can do. Trust us, we’ve been through it.

Ready to take the leap and find the value proposition that speaks to your secret sauce? Reach out to the team today.

Photo credit: Group Of People Raising A Toast by Scopio from NounProject.com

growth

Growth, Reflection, and Change in 2022

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How quickly a year goes by! It feels like we were just in the thick of it with new transitions and M&A deals. Suddenly, it’s all in the rearview mirror. 

At the end of the year, many of us who take time to reflect have the tendency to skip to the resolutions for next year. As humans, we have a bias toward the negative. We zoom in on what didn’t work as well as we hoped, and with the best of intentions, we immediately focus on resolutions for next year. This bias means we don’t always take time to feel pride and satisfaction about what we accomplished.

So, I’m going to give it to you straight: 2022 has been a phenomenal year for Audacia. 

Our seventh year of business was transformative for us. Our business grew in more ways than one, we got clear about who we are, and we thought hard about what our priorities mean to us. While this sounds simple laid out in a list, an enormous amount of work went into all of this. Let me share some of our 2022 highlights with you.

Business Growth

We’ve had an incredible and growth-filled year for our business. We grew our team to 14 strong and growing (check out these interviews with Sarah Deming and Sarah Gershman). Together, we worked to create the same culture of trust and transparency we work to instill in our clients. Because I trust my team, I’m able to focus my energy on big-picture strategy. 

On the numbers side, we doubled our top-line after multiple years of phenomenal growth. In addition to growing our team and top-line, we’ve been lucky to benefit from a growing community of supporters, partners, and subcontractors. We entered into many new rewarding subcontractor relationships and have received the benefit of expertise in everything from value propositions to executive presence. 

We also had the opportunity to work with wonderful clients like Xator. In just a few months, we helped them craft a succinct, evocative, and authentic statement of what Xator does—no jargon needed. We got to watch the internal and external transformation that happens when employees can speak authentically and accurately about what they do. 

And make no mistake, we worked hard to get to this point. We interviewed employees, read reviews, analyzed their competitive market positioning, and critically examined the marketing materials of both Xator and their competitors. If you want to hear more about this process, stay tuned for a case study in January!

Audacia’s Value Proposition

In addition to working with clients like Xator on their value proposition, we invested time, resources, and energy into working on our own value proposition. Our firm has evolved and changed since our launch in 2015. While people have an idea of what a communications firm does, Audacia isn’t a communications firm, or a PR firm, or a marketing agency. Let’s face it, we don’t fit the standard mold. In the midst of our evolution and growth, we needed to revisit how we talk about what we do. We chose to see this challenge as an opportunity to walk the walk.

In other words, we went through the same process we used for Xator and other clients: the ultimate act of putting our money where our mouth is. The process was rich: we learned so much about ourselves, about our clients, and we gained insight into how we’ve changed. And what did we learn?

Audacia Strategies is an advisory firm helping business leaders build the businesses of the future and uncover opportunities they never thought possible. We do this through a relentless focus on communications. 

It might sound simple, but it took us months of work to get here. We’ll tell you more about how this process looked on the inside early next year.

Learning to Prioritize

I know my clients get overwhelmed by their day-to-day and that can keep them from achieving their strategy. Over the last year, it often felt like we were more often ruled by the urgent than the important, and we spent a lot of time thinking about this. Here’s what we learned.

First, our urgent is usually our clients’ important and urgent. What we do means we’re on call for a corporation when there’s a new CEO or when there’s a significant transaction. It isn’t necessarily a bad thing to prioritize the urgent, and it’s part of doing business when you work with companies in transition.

Second, although it often felt like our days were ruled by the urgent, an imperfect devotion to the important still allowed us to prioritize our value proposition. It’s hard for companies to prioritize such reflective and research-intensive work, hence the need for external comms teams. But despite the days that felt ruled by the urgent, we managed to step back and do this important and clarifying work.

As we look to 2023, we’re thinking about how to attend to the urgent without letting it pull us off track. What are the changes we need to make in terms of our operations, staffing, and management to ensure we can balance the urgent and the important? How can we set realistic expectations for both ourselves and our customers? As much as we want it all done tomorrow, it doesn’t work like that. At Audacia, we want to continue to focus on dreaming big about the outcomes we want and work backward from there. The smartest way to invest your time is to start from where you are rather than where you wish you were.

Closing the Year With Gratitude

In reflecting on all the growth Audacia experienced this year, I want to offer gratitude for our clients, our team members, our business partners, and all of those who have referred business to us and supported us along the way. It feels like just yesterday that we started, yet here we are entering our eighth year of business. We are incredibly grateful for all of our supporters, and we are so lucky to do what we do. 

On behalf of the Audacia Strategies team, we wish you a joyful holiday season and a healthy, happy new year. Let’s make 2023 Audacious!

Photo credit: Jacob Lund Photography from NounProject.com

Lessons learned

Reflecting on the Evolution of Audacia: 3 Big Changes and Lessons Learned

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In business, there is often a tendency to set goals, chase them down, and then set more goals. Rinse. Repeat. Taking a step back from this relentless pursuit of achievement to take stock of lessons learned, though, is critical. 

We see this tendency all the time with our clients working through big transformations. If they become overly focused on getting through what they think of as the “hard part” – the merger, the transition, the restructuring – without picking their heads up, they can miss what’s even more important. Without understanding how that big transformation fits into the overall strategy, there’s a risk that you’re simply going through the motions, making change for change’s sake. There’s almost nothing worse than a checklist untethered from a strategy.

At Audacia, we periodically reflect on where we’ve been, so that we can move forward with our eyes wide open. In that spirit, let’s look at the biggest changes and lessons learned from the past (almost) seven years.  

1. The Team is Growing

One of the most visible changes that we’ve made over the years is our growing team. In the beginning, it was hard to think about bringing others on. Sure, I was happy to quietly partner with people I had worked with throughout my corporate career, but the thought of developing my own team… shudder, at least in those early days.

As I’ve mentioned in previous posts, entrepreneurship doesn’t run in my blood, and the idea of being responsible for other peoples’ livelihoods was scary at first. But, of course, the stories my mind invented were much more terrifying than the reality.

In fact, building out our team of experts, partners, and employees has been one of the greatest joys of running the business. Today we’re 14 strong and growing. Together, we have created a culture of trust and transparency. Because I can trust my team, I have more space to think strategically, and I can focus on the big picture without getting lost in the details.

Not only that, but we’re also able to leverage our collective experience and talent to deliver bigger and better solutions for our clients. And diversity of thought, experience, and perspective, enables us to deliver those solutions to a broader range of clients. 

This is not to say we’ve got it all figured out; we are a work in progress. But I’m really proud of the progress we’ve made and excited to see where our path takes us next.

Lessons Learned:

  • We are better together.
  • Don’t let fear hold you back from making a bold move. (I’m still a work in progress here!)
  • Building a reliable support system is one key to being successful as a business owner.

2. We’re Getting Clearer About Who We Are

This change may be less visible from the outside, but it is crucial to finding ideal clients, honing our service offerings, and boosting our credibility – not to mention, strengthening our messaging. Getting clearer on our superpowers and how our values express themselves through the work we do has allowed us to back away from saying “yes” too often.

Over the years, we have zeroed in on what we do and how to position ourselves in the market. Living through pivotal moments in our business has helped us figure out how to help our clients through pivotal moments in theirs as well. We can confidently talk about how we work with organizations experiencing structural transitions including: 

These types of transformations have internal and external ripple effects to be aware of from the beginning, but those effects can be invisible to teams on the inside. Our team comes in, gets the lay of the land, and develops a coherent communications strategy to carry you through the transition and beyond.

We provide much more than a coherent communications strategy, though. Developing such a strategy requires you and your team to think through crucial details about the transition and the fundamental changes on the horizon. In strategy sessions with Audacia, clients have breakthroughs that improve operational efficiency, usher in a new era of cultural transparency, and spark innovative ideas that lead to even bigger transformations.

Lessons Learned:

  • If you want prospects to understand what you do, you need to be clear about what you do.
  • Having a coherent communications strategy is about so much more than communicating well.
  • Teams that know their value deliver above and beyond their value.

3. We Answer Client Concerns Before They Have Them

Perhaps the most important change Audacia has made over the years has been the way we approach our clients’ needs. In the beginning, we were mostly reactive. When a prospect reached out to schedule a consultation, I listened to their concerns and devised a solution connecting all of the dots. There’s nothing wrong with this approach. It’s one that yields success for many, including Audacia in the early stages.

However, we’ve evolved beyond this reactive approach. Today we are more proactive, anticipating our clients’ needs even before they have them. When I sit down with a prospect, I listen. I want to hear not only the text, but also the subtext. Our advisory is unique to each client and their situation. We are constantly formulating and reformulating strategies to present solutions for clients in all different stages of transformation.

As a result, we’re adding more strategic value to our clients and we’re more engaged across their transformation journey. Our average client engagement has grown from three months to six months. 

We’ve also seen more repeat business in recent years as clients come to value our strategic perspective, ability to “get *ish done,” and tangibly/actually move them forward. Because we have been around the block, we are well positioned to lead our clients through the shifting sands of transformation, and having access to that kind of reassurance in the midst of chaos or crisis can be absolutely priceless.

Lessons Learned:

  • Helping clients see around corners is the cornerstone of a true partnership. Often solving one problem leads to another and organizations need help recognizing when this is the case.
  • Small shifts in the way you think about client work can have outsized benefits.

Looking back on the early days of Audacia, I can’t help but feel gratitude for what we’ve built. Here’s to setting more goals and chasing them down, but also taking time to reflect and learning from the past.

Photo credit: Business Associates Sitting In Board Room Having A Meeting With Coffee And Tablets by Flamingo Images from NounProject.com

Meet the Team: Sarah Gershman, Executive Presence Partner

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Building a strong business is all about building strong relationships and at Audacia Strategies, we love to say, “it’s not ‘just business.’ It’s about people working together toward a common goal.” That’s why partnering with the best is a top priority. I’ve known many of our partners for years. They’re not just business associates, they’re people I’d sit down with for a casual dinner (and probably an adult beverage or two). I’m proud to know, partner, and collaborate with each of them. 

In a previous article, we introduced you to one of the Sarahs on Audacia’s team, our Manager of Business Operations, Sarah Deming. This time, we’re introducing Sarah Gershman who is our Executive Presence Partner.

Interview with Sarah Gershman, Executive Presence Partner

At Audacia, we are all about strategic communications and strong communication is all about getting the key players within an organization to stay on message. This starts with leaders and this is where Sarah Gershman shines.

Sarah is an executive speech coach and CEO of Green Room Speakers, a communications firm based in Washington, DC. She is also an adjunct professor of communications at the McDonough School of Business at Georgetown University and the Johns Hopkins University School of Advanced International Studies, where she lectures to students from around the world.

As Audacia’s Executive Presence Partner, Sarah puts her specialization to work helping leaders deliver high-stakes and complex messages with clarity, authenticity, and conviction. Having coached executives at organizations including Microsoft, General Dynamics, Booz Allen, Lockheed Martin, Eli Lilly, the Office of the Secretary of Defense, the US Department of Commerce, the US Department of Justice, and the US Department of Labor, Sarah brings a wealth of experience to the table.

Below are highlights from Sarah about the valuable contributions she makes to our team.

Q | Can you describe your role at Audacia Strategies and how you fit into the team?

As an executive speech coach, I help leaders elevate their executive presence as they grow their businesses. In practice, one of my roles at Audacia is to get to the core of what a leader needs to communicate to their target audience. When one of Audacia’s executive clients needs to be prepped for an engagement like a critical speech, townhall, investor presentation, I come in to coach them on how best to communicate key messages. So I spend a lot of time helping leaders think through mission critical messaging.

I also coach leaders through communicating big changes within the company. This can be especially challenging because there is a need to tell a coherent story that bridges the gap between the firm’s past and its future. Often, finding that story takes stepping back to look at all the current messaging and making connections that might not be immediately obvious to leaders themselves. Together with others on Audacia’s team, I provide much needed perspective.

Q | What is your favorite part about working with Audacia?

There is something so exciting about working specifically with companies in transition. Audacia’s clients are taking bold risks, making big changes, and going through high stakes transformations. As the leader of an organization experiencing rapid change, communication skills are a top priority. If you can’t get the message across, you lose buy-in from stakeholders.

I love the excitement of helping organizations in these critical moments. It lends an added pressure – in a good way – to the coaching I do. 

And I love the people! Katy has put together an incredible team that attracts incredible clients. It’s a privilege to work with everyone.

Q | Can you describe a win or highlight from your time working with Audacia?

The example that comes to mind is working with a CEO in transition as he stepped into his new role. Although he had been a leader within the company with a strong reputation, he had never been a CEO, so he understandably needed guidance around executive presence.

When we first met, the CEO had a harder time commanding the room. Part of the challenge was that he was replacing a beloved CEO who was a rockstar, literally. We needed to find a way for the new CEO to tell his own story.  

In just a couple of sessions, we helped him find his message, own it, and connect much more deeply with his audience. It turns out that the new CEO loves chess, so we helped him tease out what that says about leadership and his personal leadership style. Once he connected those dots, he stepped more fully into his role, quickly earning the trust of his team and investors.

Q | Are there best practices associated with your role that you’d like to share?

One of the skills that makes me successful is listening. It may seem simple, but it actually requires a lot of practice. When I’m meeting with an executive, I listen deeply, and I ask a lot of questions.

Coaching an executive to have presence, charisma, and to communicate clearly requires not just hearing what is being said, but also the unspoken message underneath. I try to discover my client’s motivations on a deeper level. When I know what makes you tick, then I can figure out how to leverage that information to help you truly engage your audience. So I’ve trained myself to listen for those things.

My goal with every executive I coach is to get them to think through their story and their messaging themselves. It’s not good enough for me to tell you what your message should be. If you don’t feel it at your core, your words won’t feel authentic to your audience.

Sarah is one of a handful of experienced and talented strategic partners I’m proud to call part of Audacia’s team. Together, she and I have over 20 years of experience working with executives and investors. 

We recently put our heads together to write an article for Harvard Business Review about the three big questions investors ask themselves when evaluating a CEO. Reading it will give you insight into why our executive clients always walk away from sessions with Sarah feeling more confident and ready to own their messages. 

Is your firm going through a big transition? Are you a leader who needs support as you develop your communications strategy? Our team is here to help. Contact us to schedule an initial consultation.

People

Meet the Team: Sarah Deming, Manager of Business Operations

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At Audacia Strategies, our biggest asset is our people. From the beginning, I’ve known that to build a firm that provides strategic communications for organizations going through big transformations, I needed to build my team intentionally. And I am really excited about how the team has come together.

Long time readers also know that we talk a lot about transparency and walking our talk. So in that spirit, we will be sharing some interviews with Audacia team members giving their take on our evolving culture. First up is our Manager of Business Operations, Sarah Deming.

Interview with Sarah Deming, Manager of Business Operations

Every successful firm needs people who can be the glue holding things together behind the scenes. For us, that’s Sarah Deming. 

Sarah has a background in art management, small business, and operations administration. At Audacia Strategies, she assists with scheduling, email management, human resources, and marketing strategy. She’s eager to take the lead on projects and makes smart decisions for our clients. 

As Audacia Strategies’ Manager of Business Operations, Sarah has a knack for creating and implementing processes that help businesses grow as efficiently as possible. She has an eye for detail and understands the importance of organization and effective communication. In her free time, you can find Sarah reading a good book, making art, or enjoying the great outdoors with her husband and two daughters.

To learn more about what makes working for Audacia a great fit for Sarah, continue reading.

Q | Can you describe your role at Audacia Strategies and how you fit into the team?

I’m a bit of a jack-of-all-trades behind the scenes. My role is part Operations, part Executive Administrator, part Marketing, and part Human Resources. It was really eye-opening recently to sit down with our CEO, Katy (Herr) Hew, and take a closer look at the tasks I perform on a daily basis. The most typical thing about my day is that it’s never typical – each day is a little different and that’s one of the things I love!

Although I work most closely with Katy and our COO, Natalie Homme, I also communicate with our partners, clients, and the rest of our team to schedule meetings. Additionally, I monitor social media, post content, update our website, organize documents, onboard new team members, and so much more.

Q | What is your favorite part about working with Audacia?

The people! We have the absolute best team. Everyone is supportive, open to new ideas, positive, kind, eager to solve problems, and always willing to help each other out. Working with Audacia has shown me that it is possible to find a workplace with a culture that genuinely encourages team members to find the work-life balance that works best for them.

While other places I’ve worked have paid lip service to creating a supportive environment, Katy makes it happen. She cares deeply about Audacia – our mission, clients, and the people who work for her. Trusting her team to enjoy their lives AND deliver results, Katy demonstrates strong leadership every day. She really makes me feel seen. I’m so grateful to be a part of Audacia Strategies and to have a professional woman leader like Katy as a role model.

Q | Can you describe a win or highlight from your time working with Audacia?

When I first began working with Audacia, we switched email marketing providers and I facilitated our migration to the new platform. During that process, I evaluated the current email drip sequence we had set up for new subscribers and saw some areas where it could be improved.

I pitched Katy a new nurture sequence with evergreen content about Audacia and what we can do for businesses going through transformative change, and she loved the idea! Four months later we launched our new and improved nurture sequence, and it’s still yielding amazing results.

By implementing projects like this, it shows me that there are opportunities to grow into a bigger role within the company. Because I’ve seen firsthand how eager Katy is to invest in her people and in our ideas, I’m motivated to actively look for ways to develop on a personal and professional level. It really feels like the sky’s the limit in terms of learning and growing at Audacia.

Q | What do you think makes you especially well suited for your role as Manager of Business Operations?

Being organized and efficient are essential to what I do. If I’m scheduling a meeting, my goal is always to get it on the calendar within 48 hours. Sometimes that’s just not possible, but having this in mind drives me to be responsive and on my toes. It’s like a game I play with myself! 

Also, I take a lot of pride in responding to emails quickly, being friendly and warm, and generally being available to everyone on our team for any and all matters that may arise in the course of doing business. I’ve learned that with a little creativity, most problems have ready solutions. 

Of course, I make sure to set healthy boundaries as well. Because our team is entirely remote, we have to stay committed to make sure working from home doesn’t mean working all the time.

It’s also important for me to use our project management tool to keep track of my tasks so nothing gets overlooked. I write down even the smallest tasks and even create tasks to remind me to follow up on other tasks.

Behind every successful firm, you will find someone like Sarah Deming holding things together and making sure everyone has what they need from an operational standpoint. But Sarah is truly one of a kind. Audacia Strategies wouldn’t be where we are today without Sarah. 

To find out more about how our team has your back, contact us today. Sarah will get back to you to schedule your consultation.

transformative change

“Are We There Yet?” — Change, Communications, and Culture

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If there’s anything that’s more difficult than transformative change, it’s communicating about transformative change. And let’s face it, the past two years have been defined by change.

As leaders of organizations living through a profound period of global change, we’ve learned some powerful lessons:

  • The future will not be more stable or more certain.
  • Black swans feel much different when we live through them (sometimes multiple times), than when we read about them in economics textbooks.
  • Disruption or large scale change cannot be contained to one aspect of life.

In short, societal shifts spill over into personal and business life, business upheaval impacts personal and societal security, and uncertainty about personal health throws a wrench into every aspect of life. No matter how hard we try to avoid it, transformative change comes for all of us.

With the hindsight of the last few years, now is the time to review our approach to change and ask ourselves how we can better prepare for and communicate about the next wave of transformative change. Let’s take a closer look at the core aspects of strong communication here.

The Pulse of the Organization

Exhausted organizations do not handle change, let alone transformation, well. Think about how well you operate after a series of all-nighters. Even the thought of having to eat — to survive! — feels like a monumental task. Similarly, exhausted organizations can barely perform key functions, which doesn’t bode well for facing changes with grace.

When leaders continually keep their fingers on the pulse of their organizations, however, they are less likely to lead exhausted organizations and much better positioned to handle transformation. Keeping your finger on the pulse means recognizing when your people are being pushed to their breaking point and making the necessary adjustments needed.

How do you take the pulse of your organization?

  • Get to know your employees and customers: Use pulse surveys (Voice of the Employee (VoE), Voice of the Customer (VoC) surveys), “ask me anything” sessions (AMAs), virtual and IRL coffee chats, town halls, skip level meetings, “walking the halls” (for those back in the office).
  • Get to know your leaders: Keep tabs on your people leaders and customer leaders too. Managers can often be the linchpins of culture and influencers of others.
  • Ban the “just deal with it” mentality: Of course, decisions need to be made and transformative change must go on, but if your strategy is to tell your people to “just deal with it,” then you have a failed strategy on your hands. Instead, build a plan with the tools, support, resources, and aircover they need…and be ready to adjust. 

Transformative Change and Culture

Taking the pulse of your organization is only the beginning of figuring out how to communicate about transformative change. To really pull this off, you also need to consider the culture on a deeper level.

Having a change playbook is important, to a point (and lord knows you can find a consultant who will sell you one), but remember that a guide is just that — a guide. There may be times when what your team really needs is for you to set that playbook on fire (maybe even literally).

Here are some areas to consider when it comes to culture: 

  • Consider what is authentic to your organization. What is the general tone of communication? And if there was ever a time to be more transparent, more honest, more plain spoken…transformative change is that time.
  • Consider who is trusted in your organization. Perhaps the Board of Directors is more trusted than management (I’ve worked there). Or perhaps long-tenured middle management is trusted more than the new or newer executives? Understanding these relationships and building that into your strategy is crucial.
  • Consider why you’re doing what you’re doing and have a good answer. Just because “all the other $1B organizations” use top-down communications for layoffs, doesn’t mean that you have to. Keep in mind, “because I said so” is not a successful strategy for successful change.
  • Consider what you are asking of your team and customers. Transformative change, or any change (hello, Atomic Habits), requires commitment. It’s about the larger purpose and that’s generally an emotional ask. You are asking your team and your customers not just to help you make a business change, but to take a journey with you toward achieving your organizational purpose — which will solve more customer problems, make the world a better place, make the organization a better place to work, or any combination thereof.

A Few More Do’s and Don’ts

Once you have thought through the lay of the land and have the big picture in front of you, here are a few more do’s and don’ts to keep in mind.

1. Don’t sand down the edges on the executive team. 

Whether it’s a layoff, a major acquisition, or an IPO, your people are your biggest asset — yes, even in the metaverse. And employees, customers, and the media are all looking for leaders to lead and exhibit humanity.

In a recent interview, Brian Chesky, the CEO of AirBnB, said it well, 

“I think CEOs and leaders are more human than they come across. I mean most of these people are real people. They do have feelings. I think the problem with corporations is the lawyers and the HR people and the others, ‘sand the edges’ off the person in an effort to protect the person. And, that is a major disservice because they just reduce them to something that’s not even a human being anymore, they’re just this very cold person.” 

Of course, you need to work with your executives to communicate in a way that complies with the law and represents the organization appropriately, but this is very different from turning them into robots who are afraid to show any glimmer of vulnerability.

2. Do acknowledge the suckiness, if it sucks.

You may be surprised at how much resistance to transformative change can be relieved with a simple acknowledgment of how difficult it is. When it feels like you’re the only one feeling the pain, change can be a really lonely place. Often your people just need you to see them doing their best through an objectively sucky situation. And if it sucks for you too, talk about it.

3. Do acknowledge the excitement of the future, as appropriate.

As hard as it can be, change also usually comes with a lot of excitement. Don’t be afraid to embrace the excitement and display appreciation for the teams that will make the change happen.

4. Don’t promise a return to the status quo.

Never offer to “stop the change.” It may be tempting to try to relieve the pain of transformative change by promising a return to the status quo on a particular date, for example. This falls into the category of promises you can’t keep, though. Sure, there may be a light at the end of the tunnel, a product launch, a closing date on the merger, but even those flashpoint events aren’t likely to spell the end of change. 

We’re all changing, all the time. Our environment is changing, the market is changing, society is changing. All we can do is remain in a ready stance — flexible, fluid, optimistic, and ready to roll with the next pivot or “tweak.”

Finally, I want to leave you with some more words of wisdom from Brian Chesky because these two sentences are really all you need to know when it comes to communicating about transformative change: “Just do whatever you think is the right thing at that moment. Take care of people and then they’ll root for you.”

And you know Audacia Strategies is here for you. We’re ready to help you better prepare for and communicate about the next wave of transformative change. Let’s talk!

Photo credit: Businessman Applauding With His Colleagues During A Presentation by Flamingo Images from NounProject.com

M&A trends 2022

Considering an M&A Deal in 2022? Keep an Eye on These Trends

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With 2021 firmly in the rearview mirror, now is a good time to explore the merger and acquisition (M&A) outlook for 2022. After an historic year, fueled by a backlog of deals from 2020, soaring global markets, plenty of access to capital, advantageous changes to tax rates, and attractive valuations, investment professionals expect a still active but cooler market in 2022.

While many of the factors that contributed to global M&A volumes topping $5 trillion for the first time remain in play, they are less pronounced. And dealmakers agree that deal volume peaked in August of 2021. This coupled with the likely rise of interest rates this year, which will increase the cost of debt, could impact valuations and slow deal volume.

Despite these potential headwinds, if you’re considering launching an M&A deal on either the buy or sell side in Q1 or Q2 of 2022, you’ll likely find a busy dealmaking environment. So let’s discuss the M&A outlook and what to watch as you prepare your materials.

Takeaways from 2021 M&A Activity

During a panel discussion at the end of last year, my fellow panelists and I discussed strategic M&A opportunities for investors and the M&A outlook for 2022. To watch the full panel discussion, click here.

As we kept an eye on deals playing out at the end of 2021, here are our biggest takeaways:

  • Private equity will continue to play a huge role: Private equity firms played a huge role in M&A deals in 2021 and will continue to do so. According to one report, private equity now accounts for 30% of M&A activity. This makes sense because with the market surge, private investors have a record amount of dry powder (capital) available.
  • Valuation/multiples have been climbing but will likely level out: Most M&A professionals believe that valuations in several sectors have reached their peak — or are borderline frothy. It’s hard to envision a scenario where valuations would be significantly higher a year from now and likewise, few see valuations dropping significantly. Experts expect valuations to settle at a sustainable level in the next few months.
  • More selective deal strategies are on the horizon: While few practitioners expect a slowdown of the M&A market, many see more selective deal strategies on the horizon. We’ll likely see megadeals playing a transformational role and smaller, tuck-in acquisitions playing an increasingly important role for small- and medium-sized companies looking to build and scale capacity quickly with less integration risk.

Key Differentiators Remain

Looking at the big picture, key differentiators remain. Whether you are on the buy side or the sell side, you and your team will want to keep the following in mind:

1. Integration matters.

If you aren’t looking past the deal to the future, then you will be at a distinct disadvantage when negotiating. On the buyside, you’ll want to be ready to share your integration plan. Show your awareness of everything from projected revenues to cultural implications to talent management. Changes to the labor market, for example, could complicate your deal. Be ready to prove that you’re aware of these details.

On the sellside, you’ll want to make integration easy to whatever extent is possible. Identify and mitigate key risks early both in the external competitive market and in the internal workings of the company. In addition to risk mitigation, look for opportunities to create value. Be prepared to talk about how you can add value and the quickest path to increased profits as you see it.

2. Keep non-financial due diligence on your radar.

The M&A outlook also reminds us that there are a lot of factors that can affect deal success and financial performance, but which are non-financial in nature. In fact, 70-90% of M&A deals fail due to non-financial aspects. 

Show your deal partners that you know where the non-financial risks and opportunities lie for your brand. Dig deep into factors such as executive reputation, employee sentiment, culture, and communication style.

Management’s credibility is also important to convey. Develop your story connecting your managers and executives to the company’s mission, vision, and values. The more you can show leadership as standing strong together, the better your prospects for closing a great deal.

3. Pay attention to middle management.

More often than not, middle management — as opposed to the C-suite — controls the narrative for employees and customers. Because managers are often more accessible and work more closely with these stakeholders, they are trusted. So, you’ll want to give middle managers the same attention you give to executives.

According to Sarah Gershman, Executive Speech Coach, CEO of Green Room Speakers, and one of Audacia’s partners, it’s important for middle managers to feel prepared to communicate appropriately throughout the deal process. “Middle managers spend most of their time interfacing with customers and doing the work,” says Sarah. “And telling the story of the merger doesn’t come naturally when you’re in the weeds. So it’s a smart idea to find an expert who can help middle management understand and empathize with their audience.”

Beyond prepared remarks, there will be questions and plenty of uncertainty. Managers are the first line of defense in helping to stabilize nerves, and they are your best line of offense in sharing enthusiasm for the next step of this transformative event. That said, the key when answering questions is to show that you understand the question. “Deep listening is a critical skill here,” says Sarah. “You want to listen not only to hear the question, but also to understand what’s behind the question and what’s at stake.”

What if someone asks a question and you don’t know the answer? According to Sarah, as long as you have demonstrated that you have really heard the question, you can feel empowered to say the magic words, “I don’t know. Let me check on that and get back to you.” Remember, it is always better to share authentic and accurate information than incorrect information or speculation.

4. Clearly articulate the narrative.

For both the buyer and seller, it is essential to be able to articulate the narrative around why this deal, why now, and why this property is best in XYZ hands. “Keep in mind,” says Sarah, “people have spoken and unspoken needs.” Unspoken needs are usually driven by emotions, like fear. To clearly articulate your narrative, you need to drill down and find the precise emotion you’re after. “If you want to inspire your audience, that’s different from motivating them or energizing them.” 

With an M&A deal, addressing the other side’s unspoken needs goes far beyond explaining your unique capabilities and differentiated IP. You must also be able to demonstrate an understanding of your company’s markets, customers, opportunities, and competitive pressures. And telling the story of your company’s value within the context of the deal is key.

The bottom line: Despite the headwinds identified, the M&A outlook for 2022 is very good.

If you’re ready to ride the M&A wave this year, you need the right partners by your side. At Audacia Strategies, we’re prepared to work with you and your team as you navigate the next big deal. Contact us to discuss your M&A strategy.

Photo credit: Modern Businesspeople Having A Video Conference In A Boardroom by Jacob Lund Photography from NounProject.com

IPO

The IPO and SPAC Market is Hot. Is Your Firm Ready for the Public Eye?

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2021 has been a record-breaking year for Initial Public Offerings (IPOs). Analysts predict that by December 31, we will have seen roughly 1,000 companies hit the market. As of now, there have been 372 IPOs and 535 SPACs, for a total of 907 companies representing $266 billion in proceeds. 

Among the most notable companies on the upcoming IPO agenda are giants like mobile payment company Stripe, San Francisco-based Instacart, which has more than half the U.S. online grocery delivery market, and Impossible Foods, the maker of plant-based burgers. Others include Databricks, an artificial intelligence company and a Brazilian digital bank, Nubank, backed by Warren Buffett’s Berkshire Hathaway.

With the market this hot, we know that you may be considering joining their ranks and raising capital either through a traditional IPO or a SPAC. And while you can find plenty of IPO checklists and guides, making the process seem deceptively simple, the decision to take your firm public requires careful consideration. So, we thought it might be appropriate to look at some of the questions founders tend to overlook.

Make Sure You Know Your ‘Why’

There are a lot of good reasons to go public, but being the CEO of a public company adds several layers of complexity to your job. So it’s important to make sure you know your ‘why’ and why your ‘why’ makes you unique in your market (AKA your differentiator). This will help you stay grounded throughout the tough moments.

Many firms may think, “I need to raise capital, so I think I’ll take my company public.” Maybe you need access to capital to support planned acquisitions or maybe you want better access to debt and equity markets to carry out your growth plans. That access comes with costs both in flexibility and on the bottomline. Whatever your reason, spend some serious time evaluating it from every angle. A murder board can be a great resource here as well.

Another reason knowing your ‘why’ is important is that you need to be prepared to own the IPO process. Don’t assume that the investment bankers, lawyers, accountants, and consultants you hire will manage the process. Make sure you (and your team) manage the timeline and understand the process. Ask a lot of questions. Avoidable delays may cause you to miss your window in your industry. When you stay in charge of the timeline, you stay in control of the process.

What are SPAC IPOs?

In the past few years, we’ve seen a surge in what’s called a Special Purpose Acquisition Company (SPAC) and these relatively new types of deal are fanning the flames of the IPO market. Also known as a blank check company, SPACs are another way to raise capital.

Not your typical IPO stock, SPACs start out as shell companies that raise money by issuing stock. Then they use the proceeds, combined with bank financing to buy and take privately held companies public. SPACs typically set two-year time limits on completing the acquisition and if the deal doesn’t go through, then investors get their money back.

Although SPACs aren’t new, they have seen a rise in popularity after COVID-19 shut down the IPO market in Q1 of 2020. Prior to 2020, we were seeing about 15 SPACs per quarter. During Q3 of 2020, that number jumped to 82, and it jumped again to 129 the following quarter. In the first quarter of this year, we saw a record of 298 SPACs.

But whether SPACs are a temporary trend or have real staying power is yet to be determined.

3 IPO Tips from an IR Pro

There’s one other point that founders should be aware of when considering whether it’s time to take their company public: it’s all about the investors. Sure, you need to focus on the SEC regulatory requirements and keeping the analysts on your side. But when it comes down to brass tacks, public companies live and die by their investors’ decisions.

To that end, here are four tips from Managing Director of Investor Relations and Financial Transformation, Mike Pici:

1. Get your house in order.

There’s no reason to be in a hurry to go public. In fact, we’re seeing trends go in the opposite direction. Whereas a startup receiving a healthy stream of venture capital might have once gone public in four years, today the process might take eight years or more. Companies are waiting longer and growing larger before they go public. 

This is a positive trend because it is hard to course correct when you’re being publicly held to the results. So make certain your house, both financial and non-financial, is in order before going public.

2. Be prepared to show a track record of growth.

If you’re thinking like an investor, then you know that investors aren’t just looking for positive cash flow or past success. They’re also looking for evidence of future growth. The amount of revenue is not as important as showing healthy growth quarter over quarter. To this end, we recommend that you show a minimum of 1-2 quarters of growth before filing for your IPO.

3. Consider whether the firm can withstand the amount of stress going public will create.

You’ve likely faced obstacles in the growth of your business. And you should be proud of how you were able to face and overcome those obstacles. But if you believe overcoming adversity qualifies you to take your company public, you would do well to talk to other founders who have gone through the process.

You need to know what you’re walking into before you sit down at the table. The stress of going public is a particular type of challenge and while most founders will only do it once in the lifetime of their businesses, remember that you’ll be working with experts who have done hundreds of deals. Make sure you and your management team are up to the task.

Your IPO Roadmap:

Once you have decided to take your firm public, you’ll need a plan. At Audacia Strategies, we work with our clients through every stage of the IPO process. Here is a preview, which we call our IPO Roadmap:

Part 1: Developing your IPO story 

Although you’ll have multiple filings that describe your business, your risks, and your opportunities, you’ll also want to develop an overarching narrative to share with diverse audiences. Now is the time to refine your value proposition, establish credibility and proof points, set your guidance strategy, and set up internal processes to establish consistent communications.

Part 2: Building an Investor Relations (IR) program

A successful initial public offering requires syncing up several moving parts. If doing a product launch feels like playing “Twinkle Twinkle Little Star,” an IPO feels like playing “Beethoven’s 9th.” Of course, to play a symphony, you need an orchestra. For your successful IPO, that means building an IR program. You can schedule a consultation with our Managing Director of IR, Mike Pici, here.

Part 3: Navigating life after IPO

Once you’ve successfully taken your firm public, it’s time to follow through on the commitments you’ve made and deliver against those proof points. Remember the IPO is really just the beginning of your journey.

If you’re ready to start your IPO journey, contact us today to discuss your needs. Our team is ready to develop a transformational strategy that works for you.

Photo credit: Team of two women analyzing charts and diagrams by Jacob Lund Photography from NounProject.com