True Edge Performance Solutions

What types of clients do you generally work with?

While we work with leaders at all levels in a wide variety of industries (including non-profits), our most common entry point is with a business owner, key executive, or rising star in a small to medium-sized privately held business. Most are highly accomplished individuals intent on continually bettering their leadership skills and the performance of the enterprises they lead.

Why choose a psychologist as a business advisor?

Running an organization successfully requires more than just “business sense.” Ultimately, it’s the people who drive organizational performance. So, the most effective leaders are acutely attentive to the ways human beings think, feel, behave and relate to one another when they’re going about their work. Psychologists are experts in human behavior (typically accruing 5-7 years of formal education after college before beginning their professional careers), with extensive training in evaluating behavioral/relational issues, and helping people to grow and change. Our psychologists also have execu

What industries do you work with?

Over the years, we have worked with around 200 different organizations in a wide variety of industries, including: professional services (e.g., CPA, architectural, engineering, law), construction, heavy and light manufacturing, healthcare, senior living, agribusiness, real estate, non-profits, church/ministry organizations, education, retail, residential services (e.g., plumbing, electrical, junk removal, etc.), food service, hospitality, large events, grocery, tech services, logistics, marketing/advertising, aerospace/defense, automotive, insurance, professional associations, waste/environmen

What role do you play in succession planning? I already have a CPA, attorney, and financial planner, so what’s left to cover?

Your accountant, attorney and financial planner all play important roles in succession planning, whether you are aiming for an internal sale (i.e., to family members or current employees) or an external one. Those professionals will work to ensure that you cover the necessary bases with respect to the financial aspects of the transition. But there’s more at stake than moving money and shares. You’ll want to be sure that the next owners and managers are prepared to lead and run the company successfully AFTER you leave. Think about it—If your business depends on you for its success, then an exte

Do you work with family businesses?

We do. In fact, over half of our clients are family-owned businesses. When the realms of business ownership, daily work, and family overlap, a unique set of rewards and challenges come into play. In our experience, most business families are aiming for both a healthy family and a high performing business, despite that the interests of “family harmony” and “business” can sometimes be difficult to align. Our team is attuned to the needs of business families, and equipped to improve and reinforce both business performance and family functioning.

Our board and management teams tend to trip over each other. Can you help us clarify the board’s role in relation to management’s?

This is a very important issue, and one that we encounter often in both non-profit organizations and equity corporations. Too many organizations attempt to put their boards to work without first adequately defining the board’s role nor its “rules of engagement” with those in management. First, you must determine if your board is advisory or fiduciary in nature. Many privately held companies have advisory boards – where the board gives advice to ownership and/or management, but is not really in a position of authority over management. Where there is a fiduciary board (as generally found in non-