On this episode, Igor Pertsovsky covers various topics related to business success. One of the key ideas discussed is the importance of individual health in business success, where the health of the organization is made up of the health of the individual. He also emphasizes the need for a vision and mission for organizational success, as well as the importance of tangible methodology and roles in company development.

Connect with Igor on LinkedIn

Hello and welcome to another episode of the How

to Scale a Business Podcast.

My name is Hector Sania Stevan, and I am one of your hosts.

We are here with Igor Polsky, and we're gonna talk about

implementation, getting things done.

We're gonna talk about, uh, actually creating, you know, creating.

A business, a product implementing something, because I think so many

entrepreneurs get caught up in the idea phase and the what ifs or we could dos

or the, you know, the, the, the, the vision is so important, but I think

Igor, you are, are someone who really helps and speaks to the implementation,

the execution, and, and the actually, you know, getting things doneness.

So Igar, welcome to the show.

Hi, Hector.

Pleasure to be.

Talk to me about your background, kind of how you got into

what you're doing, and then tell us a little bit about what you do as well.

Yes, sure.

Uh, so as you said, my name is Gerofsky.

Uh, I live in Phoenix, Arizona, and for the past 20 plus years,

I, I was in technology industry, uh, many different implementations

and work with large companies.

As well as midsize and small companies as well.

And for the past, uh, 10 last years, I am doing, uh, project management with,

uh, various technologies as well as, uh, coaching where help, uh, technology

teams and business owners and the leaders, uh, to achieve their goals,

meet their objectives, and uh, overall.

Uh, be a better version of them.

Yeah, that's been a big theme of these conversations is the, the

personal side of business success.

And you know, one of the themes that recently came up was how the health

of the organization is made up of the.

The health of the individual.

Right.

And I'd imagine that the productivity of the organization is made

up of the same way of, of the productivity of the individual.

So was there, was there a light bulb, a moment or was there a, a, a

time where you knew that, that this was gonna be what you were going to

focus on and dedicate yourself to?

Was there a particular challenge or a obstacle that you kind of overcame that,

that had the slight bulb go off for?

Uh, yes, of course there's always a trigger for everything we do, I think

in life and some pain points or some, uh, Something that comes our way and

we don't realize that it might be, uh, for the, for the first time it

looks very bad and like it's a pain.

But in over overall it's important to use this pain towards something, uh, positive.

And same happened to me.

So I was very successful in my career doing, uh, very like technical roles.

And then I moved from, uh, uh, like 16 years ago.

I moved from Israel to, uh, Scottdale, Arizona.

And it was all looked very b nice and, and, and fun until my company, the

large company I worked with, uh, decided to when, uh, to go out of business.

And they did.

And I left, uh, uh, In a situation that I didn't plan to be.

I, it was all like, very, uh, challenging, but, and I tried to, um, to

do something for myself and my family.

And also, uh, I decided to, to change the career, uh, into more

like a project management, uh, role that was completely new to me.

Even I did some projects in the past, but I actually decided to

become a professional project manager and, uh, took, uh, training

certifications, uh, started to look, uh, and, uh, present myself different

to, uh, potential organizations.

And looking back like, uh, 14 years, uh, plus 14 years, I am really happy what

I do and I, uh, I helped myself and I helped, uh, many other organizations.

Where I, uh, worked to, to achieve what they need in the form of

implementing the projects in, in form of, uh, building better teams

and, uh, get better revenues and, uh, achieve their financial strengths.

So, so I'm really, I'm really happy, uh, right.

So what are some big.

Mistakes or some big, big, I I, I don't know what else to call 'em, mistakes,

but some things when you come in and start to look at an organization, what

are some things that they're doing wrong that are kind of the easy, you know, the

easy gimmies or let's start here because this small little, you know, lever will

really move, you know, some big, big.

I wish I would, it would be that easy, uh, to come and say, you just

need to change this, uh, small thing.

And it will be, uh, uh, all, uh, all great.

It's a little bit, uh, more complex.

Uh, but if the company wants to improve and to, to grow, they need to have that,

uh, uh, mentality of, uh, and mindset.

And it comes from leadership, of course, but everybody else, uh, in organization

need to be on board with that.

It's continuous learning culture, uh, how we can do better service, how we can.

Uh, uh, better productivity.

Uh, like what, what, and somebody like myself or other coaches

or, uh, consultants, can I identify what is is happening now

where the company wants to be.

Uh, they need to define that clear objectives, and

sometimes they don't have it.

So they don't have the mission.

They don't have.

Uh, something, that vision that unites all employees from the

very top to the very bottom.

What are we trying to do here?

How, uh, what is the goal?

And so it starts there and, but, uh, I think companies

still behind on technology.

There's so much technology available today in the form of, uh, cloud

products and many companies are hesitant, uh, of implement.

Uh, small and big ones, uh, because this is a big change and

somebody needs to come from inside.

Look into what's happening and tell them, oh, you need to do this.

Uh, it'll be journey.

It'll not be easy, but if you don't do it, it'll be, uh, very

challenging for your business.

And, uh, You cannot just stay where you are.

You need always think where you wanna be, what, uh, what, what tools do you need?

What training for your people, how processes will look like.

So it's a combination of multiple things, but start with like a, uh,

objectives in the form of, uh, vision and, uh, mission for the organiz.

Yeah, you talk about mission and vision, which I think a lot of

entrepreneurs have, or at least it's, it's, it's vague, but it's, it's there.

And then the next part, which you talk about is what are the specific milestones,

what are the benchmarks along the way?

And perhaps that's where a lot of owners miss, or, or it's, it's one

or the other that I see a lot of 'em have, a lot of 'em have these shorter

milestones, but they don't have a larger vision, so they're, they're

not thinking big enough or vice versa.

So what's.

What are the keys to creating those, those milestones or those shorter term

goals that are gonna move us in the direction of that longer term vision?

Yeah, very good question, Hector.

Um, so what most of the entrepreneurs have and uh, also leaders in

organization, They have a, a dream.

They have, uh, uh, something that they're really passionate about.

And, and this is, uh, very important and it's a very good start, but,

this is very, very ambiguous.

Uh, sometimes you just need to, uh, to bring the professional consultant, uh, to

analyze and help the dream to become a.

And it doesn't happen overnight.

This is a, this is, this requires a culture change.

This is, uh, requires to break down, as you mentioned, milestones that,

uh, ambiguous, uh, uh, dream into something, uh, uh, tangible to define

those, uh, tangible like, uh, specific measurable, uh, achievable, uh,

objectives and to define, uh, the time.

To it and, uh, and of course to be open to changes and while your team and

yourself like an owner open to changes and, uh, open to try something else,

that when it actually becomes possible and, uh, doesn't mean everything

will happen without any issues or without any challenges or problems.

The the promise will come and they need to be addressed.

And always there will be, uh, decisions, uh, to be made.

Uh, but eventually, uh, it's a journey.

It's a learning.

It's, uh, trying and failing.

Uh, and it's a, uh, but there should be a roadmap with milestones and requirements.

What tools do we need?

What processes we need to implement, what methodology will be used for

development if this is a software company?

What our roles and responsibility and what, uh, people we need to hire.

All these need to be very, very tangible and not like a big dream.

Let's, let's go and it, and it'll be all good.

Doesn't work.

So that's, um, uh, that's my, uh, approach to, um, any change in any, uh, implement.

So what's the process?

Because I'd imagine that a lot of businesses are, are starting from

scratch, at least a lot of new business owners are, are starting

from scratch and how do they start to.

To put some of these in place.

Is it a, they come in and, you know, here's the structure and, and you

know, we're gonna do all this at one time and really lay the foundation.

Is there bits and pieces that someone can start to implement and execute

in small chunks to kind of make it, you know, what, how, how do you

help someone best approach that?

Yeah, Hector, I mean, I would recommend, uh, anybody in any, like,

any, uh, anything, any change, any, any new thing, uh, including the business.

Start small.

And, and break it down into baby steps.

Uh, the most important to have something small and, uh, to achieve it and build

on that success, uh, that gives a lot of positive energy, uh, a lot of, uh, desire

to continue and celebrate that success.

Uh, there's nothing better than that.

The most important part is for any business is to have a plan, can be

a business plan or a marketing plan.

And there are many different forms of plans where the, the company

and, uh, professional consultants like myself can help to build that

plan to make it tangible with, uh, built in, uh, milestones.

Uh, that's the first.

Second to identify different projects that need to be done.

Projects is, uh, something that has a beginning and an end.

And the desired outcome, desired results, uh, that support the company

mission and the vision and the goals.

Uh, identify those projects and implement implemented, of course,

based on the budget, based on, uh, availability of resource.

But, uh, to clear, identify this project will be successful when this, uh, set

of criteria will happen and continue.

So it's a, will be a portfolio of, uh, projects that can be implemented

using different methodologies.

Of course, there's many advanced tools to do it today and supported,

uh, cloud, uh, software and as well as, uh, methodologies that.

And built in, kind of built in the practice of, uh, the change.

Because we don't know today is something that will happen in few months.

Maybe the goals will change, so we need to be ready for that.

So the methodology, the training that provided to the employees and the leaders.

And the, the tools that supported, they need to be flexible enough and

welcome this change because eventually we want to build something that

is, uh, is beneficial and works for the business and their customers.

Yeah, this is, this is really good stuff.

And you are, after the break, I'm gonna ask about, you know, how, how can

someone, how does someone bring this from the, the macro to the micro, right?

And really on a, on a day-to-day basis.

Cause I think, you know, that's when, when you've got the, you

know, they all connect, right?

I think there's the magic.

And so we're gonna get into that, uh, right after this quick.

Hey guys.

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But with that, let's get back to today's interview.

Okay, Igor, we, we talked about before the break, kind of connecting these

things and you talked about a vision.

You talked about miles.

Okay, well, what, how does that play into today?

What is, you know, the milestones are kind of the, that, that shorter horizon

that we're, that we're shooting for.

But even then, I find that if someone focuses too much

on that, they can get lost.

And so there is what, what are the, what are the daily rituals, the daily

habits, the da what, you know, how, how can we bring it to the today

and now so that a business owner can really start to take action on this?

Right.

Yeah.

Uh, this is a really good question and there's, uh, not one answer.

I think it's a very, uh, it depends on the organization, the culture.

Uh, but there is like a best processes.

There are principles in today's implementations, methodologies, like

if you talking about agile scrum CanBan, I think those words already

somewhere, uh, have been communicated to many organizations in different ways.

So the most important is, uh, to implement something in very, um, iterative way.

Not to plan too fa far even the roadmap and the vision and, and, and

the, uh, mission of the organization is important and everything they

do is in line with those things.

But, uh, on a daily basis or like a, uh, weekly basis, it's, it's not

good to plan too far in advance.

It's just set up some, uh, plans for two.

To write the list, uh, in the form of, it's called the backlog.

What things we want to do in those two weeks, what the success of

those two weeks will look like, what value we can create as a team

in at the end of those two weeks.

Uh, this is, uh, one, uh, principle or one, uh, the best, best practices

that, uh, successful companies do today.

Second thing is let's meet.

And communicate has been done, what still need to be done, uh, and we need

to kind of refine and refresh and, uh, those, uh, objectives and the commitment

of each individual they need to commit every day on a daily basis, what

they're going to do in the next day.

And after that, uh, in the next day, communi.

They need to say, yes, I committed to, I have committed to that and I have done

this and I'm going to do the next step.

I'm, but I had maybe some issue I need to help with my, from my manager, from

my team member, from somebody else.

I need some help to, to have that progress going forward.

Or I will not be able to meet that, uh, that objective or my.

Uh, and then the whole team is re is ready and help to help and to remove

that objective, or we call it impediment.

And then, uh, that person, uh, and the team in general can move forward.

And, uh, and there is a leader, uh, Of the team that is listening to that, and

maybe they need some, uh, additional tools or help from outside that group or

from leadership or, uh, any other help outside that, uh, small group of people

that working on the same goal and the same purpose, uh, same objective and

that individual is there to help them.

Like, uh, so servant leadership is a new kind of buzzword, uh,

out there, but servant leader.

Is there, and that servant leader is there to help his team or like

her team, and, uh, they try the most important that the team work together

and they, they need to find a solution.

They, they know the best, they know the most of what's happening.

They leave that product and, uh, and they know their customers.

So they are the best to.

They just need the help to go forward to remove those rod blocks,

remove those, uh, uh, impediments.

And, uh, uh, it doesn't make sense if somebody from outside

comes, uh, some senior person said, okay, you stop doing this.

Don't start doing this, do that.

That Dees people, that's most likely will not be the best solution.

The best solution will be if that.

Will find a solution, them help themself, and it'll, uh, be the best

solution at that moment of time.

Just somebody needs to help them, uh, to guide them, to coach

them, to ask the right questions.

Uh, until then they need more help.

Like, until they become a really good team, they, somebody needs

to be there to help them, uh, to understand the, the, the business.

Uh, uh.

To understand the, the methodology to understand all this process, to

guide them on a daily basis until they become really independent

and really like self-managed team.

And then when you can expect the really good results, uh, so that's

when the synergy and the motivation, the come, everything comes in place

and then when you can actually, uh, grow and, uh, to be success.

No, you tell us a little bit about your business and you

know, kind of how it's structured and, and how you help people.

So being, uh, I mean my background is, uh, uh, process improvement,

industrial engineering, identifying those, uh, pain points and, uh, getting,

creating plans, how to get to the desired state, future state that is, uh, uh, like.

What the leadership of the company wants.

Uh, so I have a, my business is, uh, uh, to help the organizations to do

what Jess was talking about, to identify the projects, identify the milestones,

identify the right technology, and to, to have the digital transformation

a reality for those organizations.

Alongside.

So I do it with, uh, uh, as a technology advisor.

I do it as a, um, so my company, uh, called Target IT Solutions and

exists for about eight years, uh, where I, uh, do some partnership

with, uh, software organizations.

Product that, a company that develops software solutions, applications like

for your iPhone, Android, or websites or social media plus, uh, I help the

organization to identify what needs to be done, what tools they need.

If this is, uh, in most cases, technology.

Uh, I mean, every company today is a technology company.

If.

Need some technology and digital transformation to be successful.

So, uh, my, uh, role is to coach them, to coach, uh, the leaders, to

coach, uh, uh, their teams, anybody in that organization to be successful.

Plus as a technology advisor, because they have 20 plus years in working technology

in recent technologies like cloud.

Very strong background in, uh, information.

Uh, I help to identify the right partner, uh, for them to develop some technology

solution and, uh, to build the most, uh, resilient, uh, uh, organization

based on those, uh, technologies.

Yep.

This is wonderful.

Igor, if you, uh, excuse me.

If, if our listeners want to go and get connected with you more, is there anywhere

online that they can, uh, go and do.

Yes, the best is to reach out to me via LinkedIn.

Uh, uh, it's my, uh, it's very easy to find me by my first and last name and,

uh, The best ways to contact me via, via that, uh, uh, social media platform.

Very cool guys.

Go get connected with Igor.

And last question here at Igor, if in your opinion, what is the secret to.

Scaling or growing a business.

Yeah, this is a whole different topic.

Uh, I mean the, the secret, I mean, if I would say like in, uh, one sentence,

Is a strong culture, an organization.

Uh, so, uh, iden identify, uh, the desired state and also, uh, to be a,

a learning organization to be open to new methodologists, new tools

and to be open to, to this change.

So change is happening all the time.

It's.

How we react to that if their culture is, is strong and, uh, everybody in

organization understands that they wants to learn and wants to be open

to opinions of others, uh, that will be a good platform to identify new

products, to bring new technologies to resolve issues, uh, faster.

To, to be successful eventually.

Uh, but having that right mission and vision and the roadmap and,

uh, strong define like objectives.

Uh, there's of course, uh, op, uh, very important, but it'll not happen

if the culture is, doesn't support it.

they, they say the culture eats, uh, um, strategy for breakfast.

first, build, cult, uh, strong culture.

It doesn't happen overnight, but, uh, learning, uh, culture, uh,

will actually, uh, allow to, to implement any strategy eventually.

Such great advice.

Guys, I want to thank you for sticking around and being here

with us today on this conversation.

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episodes come out and take one thing that Igor mentioned today, implement

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We'd love to hear about your successes.

Thanks as always for being with us as part of the tribe.