Most companies say they care about culture. Most even have “core values” written somewhere. But as Tzvi Schwartz, Expert EOS Implementer, points out in EP210 of Grow Through Positivity, culture is still one of the most misunderstood parts of business—and one of the most powerful. In this episode, we talk about why leaders often want to jump straight to numbers, goals, and scorecards, while overlooking the fact that those results are built on how people feel when they show up to work. If someone walks into the office anxious, disconnected, or like they don’t really belong, there’s no way they’re operating at 100%. Multiply that feeling across a whole team and it’s obvious why culture isn’t “soft” at all; it’s the engine behind performance. Tzvi uses a great story from a trip to Cancun to illustrate the idea of fit. For a week, he could “fake” fitting in—using a translation app, staying in English-speaking areas. But imagine being stuck there long term, not knowing the language, food, laws, or norms. Nothing about that situation makes you want to volunteer more, lean in, or give extra. Then, on a bus, he hears a familiar Brooklyn accent and suddenly there’s an easy, natural connection. Same person, totally different fit. That’s the heart of culture and core values: not “good vs. bad” people, but right fit vs. wrong fit. Drawing on Patrick Lencioni’s work, we also dig into three big tests for real core values: You don’t compromise them, even for star performers or family members. They’re not aspirations you wish you lived; they describe how you actually show up, especially under pressure. They’re not accidental habits (like dress code or shared background) that happen to be common in the company. Tzvi shares a tough story about a client who let go of his own brother from the company—not because his brother was a bad person or untalented, but because their values and default attitudes just didn’t match. That moment proved the values were real: they were willing to protect the culture even when it hurt. One line from the episode that leaders should sit with: “Your job is to select people, not to train them into your values.” If you tell the team, “Respect is a core value here,” but you show up late, check your phone in meetings, or talk behind people’s backs, the culture doesn’t just fail—it backfires. People stop believing anything you say. Simplest way to apply this in your company: Look at one value you claim to hold. Then ask yourself, “Where am I currently compromising this, and who would we keep or protect even though they don’t live it?” Whatever answer makes you uncomfortable is probably where your culture work needs to start.

Leadership can get lonely, especially when you’re carrying challenges that the people around you simply don’t understand. In this episode of Grow Through Positivity, I sat down with Jonathan Domsky, Business and Life Coach at Untangled Coaching, to talk about the power of peer-to-peer forums and why they matter so much, especially for leaders in the Jewish nonprofit space. Jonathan shared how forums have shaped his life for more than two decades, not just as an entrepreneur, but as a husband, father, coach, and human being. What stood out most is that a great forum is not about people telling you what to do. It’s about having a trusted space where you can be fully honest, speak without filters, and hear from others who have lived through similar situations. That’s what makes this so powerful. So many leaders are surrounded by people all day, yet still feel alone in the decisions they carry. A strong peer group changes that. It creates a space for real conversations, real perspective, and the kind of clarity that helps you move forward with more confidence. One of the biggest takeaways from this conversation was this: a great forum helps you find your blind spots. Sometimes the greatest value is not in solving the problem you already see, but in discovering what you didn’t even know you were missing. For nonprofit and business leaders alike, the simplest way to apply this is to ask yourself one honest question: do I have a space where I can talk openly about my real challenges with people who truly understand the weight of leadership? If not, that may be the next gap to solve. Jonathan is building something meaningful for Jewish nonprofit leaders, and I believe this kind of support is needed now more than ever. #GrowThroughPositivity #Leadership #PeerToPeer #JewishNonprofit #BusinessLeadership #Forum #Coaching #JonathanDomsky

Most owners are brave enough to start a business.Far fewer are brave enough to really look at their numbers. In this episode, Aryeh (Ari) Braun – Owner at Braun’s Accounting Inc shared why so many small and mid‑sized business owners avoid their finances, and what changes when they finally face them. Specialists beat generalists when it matters mostAri’s background is in bookkeeping and accounting, but he chose to focus his firm on tax preparation and year‑end filings for small and mid‑sized businesses (typically 1–6 employees). That allows him to go deeper into returns, strategy, and tax savings instead of trying to “do everything for everyone.” The real problem isn’t ignorance, it’s avoidanceMost owners could understand profit, cash flow, and margins, but they don’t take the time. Often it’s fear: Fear of discovering they’re not really making money Fear of seeing the “leaks” in their businessSo they keep running, hoping it all works out, instead of pausing to look at their P&L and balance sheet. Clarity reduces anxiety, even if the news isn’t perfectAri sees over and over that once owners actually look at their numbers: They sleep better at night because they know where they stand They can see where the leak is and start fixing itConfusion is what keeps people up at night, not the reality itself. Your job is not just to file taxes; it’s to build a profitable businessAri’s 10‑year vision is to go beyond filing returns and act more like a CFO‑type advisor: helping business owners manage cash flow, understand profitability, and make better decisions during the year, not only at the end. This week, set aside 30–60 minutes and: Pull your latest profit and loss and balance sheet (even if they’re messy). Ask yourself three basic questions: Am I actually making money month to month? Where are my biggest expenses, and do they match my priorities? Is there any “leak” I already know about but haven’t addressed? If you feel stuck or overwhelmed, send these reports to your accountant and book a call with one clear agenda: “Help me understand if I’m truly profitable and where my leaks are.” The courage that got you into business is the same courage you need to look at your numbers. Key takeaways for business ownersSimplest way to apply this in your business

In this powerful episode of Grow Through Positivity, Elie sits down with Moishy Klein — founder of Klyne & Co, systems strategist, and trusted partner to growing businesses that feel stuck in chaos. This is not a theory talk. This is practical. This is honest. This is what it really takes to build a scalable company. Moishy shares: How he realized “more people” wasn’t the answer — better systems were The moment he saw that every business already has systems… just unintentional ones Why founders get stuck in constant firefighting and how to break that cycle The simple way to go from verbal delegation to real documented processes How to think about tools like Monday, ClickUp, Salesforce, or Zoho the right way The three-step framework: Define → Document → Delegate Why clarity beats “more software” every single time What it looks like when a business can run without the owner in every decision We also dive into: The four core systems every growing business needs (and what to start with) How to get a team to actually adopt new tools and processes The mindset shift from “I’ll just do it myself” to “I’ll build it so others can do it” Why documenting once can save you hundreds of interruptions a year Practical examples of using Loom, Scribe, and training hubs to onboard faster If you’re scaling a business… If your team keeps asking you the same questions… If you feel like everything depends on you… This episode is for you.

Most construction projects focus on what’s being built. Shloimy Taussig, CEO of Park Environmental, focuses on what might be hidden in the walls — and how to give everyone involved clarity instead of confusion. He shared a few powerful lessons that apply to any growing business: Lead with clarity. His tagline “where environment meets clarity” is how he operates: be the person clients can call when they’re lost, even if they’re not yet customers. Document your process early. As a new CEO wearing both operations and sales hats, his biggest insight is the value of a simple SOP — from intake email to final report — so future hires have something concrete to follow. Don’t be afraid to make the call. A big breakthrough for him was simply picking up the phone to call contractors and partners instead of overthinking it. Most doors open when you actually reach out. Go deeper, not wider. Instead of adding every possible environmental service, he’s focused on becoming excellent in asbestos inspections and ACP5 turnarounds, especially for facade work, boilers, and renovations in NYC. One practical question for your week: What’s one process you can write down today so the next person doesn’t have to pull it out of your head? #Leadership #SmallBusiness #CEOJourney #Operations #SOP #SalesMindset #Construction #RealEstate #AsbestosInspection #GrowthThroughPositivity

What happens when passion meets purpose — and you choose impact over fast scaling?In this episode of Growth Through Positivity, Ellie sits down with Bentzi Elkouby , owner of Fluentalk, to discuss building a language enhancement company with a 97% success rate and over 3,500 clients served.Bentzi shares:• How he “fell into” the business and later bought it out• Why Fluentalk focuses on executives and corporate professionals• The danger of scaling too fast at the expense of quality• Why they accept only 1% of teacher applicants• How language mastery can transform careers and confidence• The vision to become an international brandFluentalk isn’t about quick fixes.It’s about empowering serious professionals to master English for real business impact.If you’re a business owner, executive, or corporate professional who feels the daily strain of operating in a second language — this episode is for you.🎯 Who This Episode Is For• Executives operating in English as a second language• Business owners looking to sharpen communication• Companies investing in employee development• Leaders who believe in long-term mastery over shortcuts📞 Connect with BenziCompany: FluentalkPhone / WhatsApp: 845-836-2355Email: [email protected] out directly via LinkedIn to explore programs.

Most business owners know how to work hard.Far fewer know how to turn that hard work into healthy, predictable cash flow. In my conversation with Avi Pinsky – “Business Finance Doctor” at Pinsky Consulting, he shared how he helps owners move from overwhelmed and reactive to financially clear and intentional. Your bookkeeper and accountant mostly tell you what happened in the past; you also need someone focused on what should happen next (forecasting, cash flow, and strategy). Your financials are not just for taxes – they’re a story about which parts of your business are healthy, which are draining you, and where your real profit comes from. Many owners are working hard on low‑margin or losing services, or giving “interest‑free loans” through slow collections and loose receivables. When you lose sight of your long‑term vision, you start living in fire‑drills; reconnecting the numbers to that vision is often the first step back to health. Before you hire a “finance doctor,” do these three things: Once a month, sit down with your financials (P&L, balance sheet, receivables) and ask: “Which product/service is actually most profitable?” “Who owes us money, and for how long?” Pick one change for the next 30 days: Tighten payment terms, Pause or reprice a low‑margin offer, Or test a more scalable/group version of a 1:1 service. Write down one personal goal your business should fund (family lifestyle, side project, relocation) and keep it visible when you look at your numbers. If your business isn’t moving you toward that, something has to change. Where in your business do you feel like you’re “working for the business” instead of the business working for you? Key takeaways for business ownersSimplest way to implement this in your business

Most leaders talk about “right people, right seats.”Jonathan Reynolds (CEO & Visionary at Titus, author of Right Seats, Right People) flips it on purpose: start with the seat first. In our conversation, he shared why so many hiring issues are actually role clarity issues: Leaders jump to resumes and interviews without being able to answer a basic question: “What must this role actually achieve to be worth the salary?” Until you define 3–5 clear, measurable outcomes for the seat, you’re guessing on who to hire and how to judge success. Success isn’t “butts in seats on day one” – it’s whether that person is delivering 100% of the role by their one‑year anniversary, which is how Titus measures quality of hire. Titus has built a whole talent strategy firm around this idea, partnering especially with EOS‑run small and mid‑sized businesses to own everything “people”: hiring, engagement, development, and retention. Simplest way to apply this in your business before your next hire: Write down 3–5 specific outcomes that would prove this role is a home run by their 12‑month mark (revenue, projects shipped, processes built, KPIs improved). Sense‑check: If I’m paying full compensation, am I truly willing to pay it for exactly these outcomes? Adjust until the answer is yes. Use those outcomes everywhere – in the job post, interview questions, onboarding plan, and one‑year review. If you can’t describe “winning” clearly, you’re not ready to hire yet. Where in your current team do you have a person you like in a seat you’ve never actually defined? #Leadership #Hiring #RightSeatsRightPeople #TalentStrategy #PeopleOps #EOS #SMB #BusinessGrowth #Recruiting #GrowthThroughPositivity

Most business owners obsess over making money.Far fewer focus on building a business that can keep it and run smoothly without them. In my conversation with Joseph Frasko (Principal, Aurora Capital Group), he shared how 30+ years in finance, M&A, and private equity have shaped the way he looks at any company — through the eyes of a future buyer, even if the owner never plans to sell. Here are a few key ideas that stuck with me: Being “exit‑ready” is just good business. Clean financials, documented processes, and the right people in the right seats help you operate better today and make the business more attractive tomorrow. Value isn’t just about profit; it’s about transferability. The less the company depends on you, one key employee, or a single supplier, the higher the multiple someone is willing to pay for it. You can actually grow into bankruptcy if you chase sales without understanding cash flow, margins, and capacity — sales go up, but cash gets tighter and stress skyrockets. Joseph’s lens is simple but powerful:Run your business as if a serious buyer could walk in any day and ask, “Can this company run and grow without you?” Simplest way to apply this in your business:Once a month, block out an “owner hour” and ask yourself: If I had to sell tomorrow, what would scare a buyer most — my numbers, my systems, or my dependencies? Where are we relying on one person, product, or relationship to keep things afloat? Turn each answer into a small, concrete fix: tighten reporting, document one process, or reduce a single point of failure. If a buyer looked under the hood of your business today, what’s the first thing you’d want to clean up?

Not every win in business is about getting bigger. Sometimes the real win is using every half inch of what you already have. In my conversation with Berish (Beres) Laufer – CEO & Interior Designer at Half Inch Scale Inc, he shared how he built a boutique space-planning firm that focuses on maximum usability, practicality, and flow in homes, schools, offices, and beyond. Key takeaways for business owners and builders Space planning is not “nice to have” – it’s an advocacy role. Berish doesn’t just draw; he acts as the client’s advocate, making sure every room, wall, closet, and corridor actually supports the way the family or business wants to live and work. He bridges the gap between architect and designer so the final plan is both beautiful and practical. Specialization creates trust (and repeat work). He started with kitchens (hence the name “Half Inch Scale”) and got pulled into full houses, schools, doctor’s offices, and Batei Medrash because clients and builders saw how he used every half inch of space. Do one thing exceptionally well and clients will invite you into bigger, more complex projects. Bigger isn’t always better – fulfillment matters. After running a large operation with trucks, staff, and huge overhead, Berish intentionally chose to build a small, in‑house boutique firm. A fellow designer reminded him: if you’re making a living, are satisfied, and not “working for your employees,” staying small can be a conscious, successful strategy – not a failure. Simplest way to apply this in your business Whether you’re in design, construction, or any service business: Clarify your role as the client’s advocate. Before the next project starts, ask your client: “How do you want this space (or system) to feel and function in daily life?” Use that answer to drive every layout, decision, and trade‑off. Audit one existing project for “wasted space” or effort. Look at a current or recent job and ask: Where are people walking too far, storing things awkwardly, or constantly “working around” the layout? What’s the equivalent of “making magic to make it fit” that you could avoid next time with better planning? Decide what “enough” looks like for you. Instead of chasing headcount and trucks, define your own success: income, schedule, type of projects, and personal energy. Build around that, even if it means staying intentionally small and boutique. Where in your work are you still measuring success by size instead of by how well you use what you already have?