TK Business Magazine Summer 2016

summer 2016

TK Business Magazine

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The story of Martha is the story of us.

We know Martha. So we work tirelessly to not only care for her, but help her feel more connected and valued. That means providing genuine compassion from a team of experts at every turn. Martha deserves it.

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TK Business Magazine

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SUMMER 2016

CONTENTS

FEATURES ► PG 10

The Changing Face of Technology Businesses help clients manage information in a world of changing technology. ► PG 18

Building a Legacy Lifelong business partners, Jim Klausman and Butch Eaton. ► PG 25

CALCan With a mission to enhance the lives of local citizens with disabilities, CALCan is no ordinary business.

DOWNTOWN: YEARS IN THE MAKING

► PG 32

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Downtown: Years in the Making The first in a series of articles that takes a closer look at what is happening in downtown Topeka. ► PG 42

Business Fundamentals of Golf Turn the golf course into a business tool. ► PG 44

Planning with the end in mind Does your business has a succession plan? ► PG 52

Heart of the Entrepreneur

HEART OF THE ENTREPRENEUR

Trevon Ewing is achieving his dreams with his company, Rockstar Auto Detailing. ► PG 57

Sight Ball Q & A with inventor Harry Briggs. ► PG 58

Tame the Beast Known as Ineffective Meetings Ensure your next meeting is productive. ► PG 72

Small Business Awards Finalists and Winners of GO Topeka Entrepreneurial and Minority Business Development’s 36th Annual Small Business Awards.

COVER PHOTO

SIGHT BALL

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IN EVERY ISSUE ► PG 63

TK Business Experts • Kristina Dietrick • Nick Neukirch • Bita Givechi • Suz McIver ► PG 76

CALCan Employees: (LEFT TO RIGHT)

Colby Myers Luke Gerhardt Andrés Guillen

Last Word Q & A with Matt Pivarnik, President and CEO of Greater Topeka Chamber of Commerce and GO Topeka ► PG 78

Scene About Town

IABC Professional Development Seminar and Awards Luncheon

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From the publisher Tara Dimick

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TK Business Magazine

LIVE NOW PHOTO BY MARSHA SMITH-WILLIAMS

My husband, Braden, took up motocross this year. Now let’s be real. He’s not old, but he’s no young pup either. And yes, I’ll admit this could be a mid-life crisis, but I can’t help but be inspired by his willingness to do something he loves and something that fills him up (even though most everyone thinks he has lost his mind).

With a world full of technology and general busyness, it is rare for us to even have a clue as to what we really enjoy doing.

And in that rare instance that something actually pops up on our interest radar, we have become experts at saying “NO” or finding excuses for why we can’t do it.

Buy why? Why are we living halflives? Why are we satisfied with average when great is not out of reach?

I know.

You are probably asking yourself why the publisher of a business magazine is telling you to stop focusing on work.

Well, it’s simple, my husband is happier at work because he is filled up. He’s full of stories that help him build relationships and make people laugh (see picture). And he’s excited to be here, right now, experiencing life and not waiting until retirement to start having fun.

Every one of us has something that fills us up. What fills you up? Why are you saying “NO” to? What’s keeping you from your dreams?

I’m going to have to give this “living now” thing a try, but I promise you won’t see me on a motocross bike.

Let’s play ball!

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CHECK OUT WHAT'S ON

magazine.com Check out TKMagazine.com to keep up on business happenings in Topeka. Get expert business advice and up-to-date information on business in Topeka. Send your news releases to tara@tkmagazine.com. Trending now:

MARKETING:

MARTHA BARTLETT-PILAND MB PILAND ADVERTISING + MARKETING PERSONAL

creating the DEVELOPMENT: right culture 6 STEPS TO ACHIEVE TODD AVERETT YOUR DREAMS

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TARA DIMICK TK BUSINESS & FOCUS ENGINEERED

WORKING CAPITAL is a modern day business television show created in Topeka, Kansas

by KTWU. The show is about local and regional businesses within the KTWU viewing area. As an - 12:00 PM on-going series, WORKING CAPITAL showcases entrepreneurship and Hosted by Tara Dimick, provides an atmosphere Owner & Publisher of TK Business Magazine for sharing business concepts and practical business experiences.

Aspects of the program 11:30 AM - 12:00 PM also educate the up-andcoming entrepreneur and inspire business owners by focusing on specific business professionals, corporate leaders Hosted by Tara Dimick, and innovative thinkers. Check it out on Owner & Publisher of TKKTWU-HD, BusinessDigital Magazine Channel 11.1

DAYS

580 AM

SUNDAYS WIBW 580 AM

READ MORE AT TKMAGAZINE.COM Share your news on TKmagazine.com. Email your business news to tara@tkmagazine.com.

@TKBusinessMag

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ASSISTANT EDITOR Lyndie Copeland

COVER PHOTOGRAPHER David Vincent

HAVE YOU Break the Ice: HAD ENOUGH? 4 Ways to Better MARK REINERT, CFP® REINERT WEALTH MANAGEMENT Cold Calling

LEADERSHIP:

EDITOR-IN-CHIEF Lisa Loewen

CREATIVE DIRECTOR/DESIGNER Janet Faust

BUSINESS GROWTH FINANCIAL:

PUBLISHER Tara Dimick

@TK...Topeka's Business Magazine

TK Business Magazine

@TK Business

CONTRIBUTING PHOTOGRAPHERS 22 Studio Photography Thad Allton Jason Dailey Keith Horinek Rachel Lock Megan Rogers Vanessa Sastoque David Vincent CONTRIBUTING WRITERS Lisa Loewen Karen Ridder Adam Vlach CONTRIBUTING EXPERTS Bob Boncella, PhD Carol Boncella, PhD Kristina Dietrick Bita Givechi Jeremy Graber Steve MacDonald Suz McIver Nick Neukirch ADVERTISING SALES Tara Dimick 785.217.4836 tara@tkmagazine.com PUBLISHING COMPANY E2 Communications PO Box 67272 Topeka, KS 66667 785.217.4836 FOUNDER ǀ Kevin Doel tkmagazine.com 2016 TK Business Magazine is published by E2 Communications, Inc. Reproduction or use of this publication in any manner without written permission of the publisher is prohibited.

Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication.

Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party's right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.

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The Changing Face of Technology

By Karen Ridder Photos by Rachel Lock

Century Business Technologies has evolved into a completely different business model than when it started 35 years ago. The ever-changing face of technology has dramatically altered the needs of its customers, and the company has added and changed services to meet those needs.

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New Business Model

In the early 1980s, Dawna McCabe went to work for an office equipment company that sold black and white copiers. Today, that same company, which McCabe now owns, provides services ranging from print and scanning services to software, information technology (IT) services, cloud storage and professional services.

“Our primary focus now is not on that piece of paper, but on business productivity,” McCabe said. “If that involves a copier or printer—great. We can provide that, but now if that need involves software or data integration, we do that, too.”

TK Business Magazine

Growth & Transitions

When paper was the primary way businesses communicated and kept records, Century Office Products, Inc., now Century Business Technologies, sold black and white copiers and single function office devices. As the company grew over three decades, it acquired more than 15 office equipment dealerships across Kansas and Oklahoma and expanded to 47 employees in Topeka, Lawrence, Chanute and Dodge City. Its most recent acquisition in August 2015 was a custom software development company, which will help provide its customers with an integrated suite of data technologies.

continued on page 12

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PHOTO BY RACHEL LOCK PHOTOGRAPHY

Lawrence Reynoso, Mark McCabe, Dawna McCabe and Susie Weick of Century Business Technologies continued from page 10 The first changes in the way the company did business came with changes in equipment technology. Copiers went from analog to digital devices that could print and scan as well as perform various other functions. Sales began to focus on higher-end production equipment, including wide format copiers. As businesses became more technology dependent, customers’ needs dictated that Century Business Technologies evolve into something more than an office equipment company.

Information Management

In response, Century Business Technologies added: • Managed print services to help companies handle a fleet of copiers and printers.

• Software to optimize the total print environment of any office.

• Managed document service to store information digitally in a centralized content repository.

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• Scanning bureau to provide assistance with scanning paper documents.

It can also provide IT network services as well as business optimization services to help a business analyze and develop workflow processes to become more efficient.

“It’s all about connectivity and the management of information in a business.” McCabe said.

A greater need for connectivity and security has elevated information technology to a central business function, and many business owners are beginning to understand the advantages of evolving with technology.

Increasing Revenue

Jon Hickel, ISG Technology, has worked with business connectivity for decades. ISG started out building personal computers for customers in the 1980s, but began offering cloud and data center services in the last 12 years. Like Century Business Technologies, ISG offers data

TK Business Magazine

management services, an increasingly complicated and vital function.

“Ten years ago, if your network was down, you took out paper and you could continue to do business,” Hickel said.

“The way things are today, if your network is down, you aren’t doing business.”

Hickel says this reality has brought a change from the attitudes of business owners toward technology—they are realizing effective IT can be a part of increased revenue.

Virtualization

A decade ago, a company’s network was comprised of dedicated computer resources in a box with processors, memory and hard drives for storage.

Virtualization separated the software application from the dedicated hardware, giving users more freedom to pool resources from several machines.

“Since it’s now virtual, I can copy a virtual server to drop to another location

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continued from page 12 almost as easy as copy and paste,” Hickel said. “That opened up the door for affordable backup and disaster recovery solutions.”

Businesses are no longer limited to what they can store on the machines in their offices. They can buy space on a network that allows them to tap into the larger resources of a data center and have their network connections secured at a central location. This becomes much cheaper for the business owner because it does not require the large capital investments in equipment that may be outdated before that investment pays off.

Converged Infrastructure

Efficiency

Not all businesses are changing so dramatically in response to technology.

Hickel and McCabe say their companies still have customers requesting the services of years past, and so they still provide them. McCabe says some customers look at everything individually. They still go to one company for equipment and a different company for IT.

“We have developed a bundle of products and services,” McCabe said.

“We want to show our customers that by working with one company that has the resources and technical expertise to help with all their business processes, they can realize so much more efficiency.”

Some business owners are reluctant to embrace new technology because they question the ability to make changes without disruption.

Hickel says the best way to make changes is to take a look at your industry and find out what other people are doing.

Get to know your IT provider. Take a tour of their data center. Remember that your technology needs are still about relationships.

“It’s about the people we have deployed,” Hickel said. “The systems are great. We spend a lot of money on the infrastructure, but it’s the people that make it work who are important.” TK

PHOTO BY RACHEL LOCK PHOTOGRAPHY

IT has also become increasingly complicated, particularly when it comes to security. Hickel refers to a higher number of components working together to keep information flowing as converged infrastructure. Interconnected networks have virtually eliminated the need for silos managed independently.

Cloud computing and the virtualization of software allows business owners to essentially use a small piece of a larger network. For instance, ISG owns the equipment and employs the software and security engineers to keep the larger system secure and updated. ISG has three data centers to use for its services, the largest is located in Topeka.

“We invest hundreds of thousands of dollars, if not millions, in enterprise class solutions, which we can offer to a lot of smaller organizations that would not otherwise be able to afford those resources,” Hickel said.

Jon Hickel, Becky Sigurdson, Kevin Brunton, Brenda Wilson and Mike Reece of ISG Technology

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TK Business Magazine

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1928 Magnetic Tape 1932 Magnetic Drum

1948 Selectron Tube

1946 Williams Tube

1949 Delay Line Memory

1950s Magnetic Core

1987 DAT

1956 Hard Disk

1984 CD-ROM

1963 Music Tape

1981 3.5" Floppy 1980 CD

1966 DRAM (PDF)

1976 5.25" Floppy

1968 Twister Memory

1971 8" Floppy 1970 Bubble Memory

Advances in Data Storage Technology

1993 DLT

1994 Compact Flash

1990 MOD 1992 MiniDisc

1995 SmartMedia 1995 DVD

1994 Zip 1995 CD-RW 1995 Phasewriter Dual

1999 Microdrive

2000s Holographic Memory

2000s HD-DVD

2003 Blu Ray 2002 xD-Picture Card TODAY Cloud Storage

1997 Multimedia Card

BUTCH EATON AND JIM KLAUSMAN

BUILDING A

LEGACY

By Lisa Loewen

PHOTO BY THAD ALLTON, TOPEKA CAPITAL-JOURNAL

The very definition of the term legacy implies a bequest from one generation to the next. For parents, leaving a legacy may mean offering their children an inheritance. For entrepreneurs, leaving a legacy often means passing a business down to the next generation. The founders of Midwest Health Management Inc., however, see their legacy in a much broader scope. Jim Klausman and Butch Eaton hope to help invigorate growth in Topeka so it remains a place where their children and grandchildren will want to live and prosper.

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Ask a couple of business partners who have worked together for 40 years the secret to a lasting relationship, and you will probably hear the words: compromise, respect and determination.

After all, being in any type of a relationship for 40 years takes work and commitment.

Jim and Butch have been business partners since 1977, when they leased their first nursing home and created Midwest Health.

Jim was born in Kansas City, Missouri, raised in Milwaukee and transplanted to Kansas when he was in eighth grade. His grandfather owned a nursing home in Easton, Kansas, and his parents had purchased one in Valley Falls.

Jim worked at that facility all through high school and then moved to Lawrence for two years to attend the University of Kansas. He transferred to Washburn University to finish his degree, and began working at Sears Automotive part time.

There he met Butch, who hailed from Iowa. Butch was working full time at Sears while also attending Washburn University. The two soon became the best of friends.

Jim graduated a year or two ahead of Butch and began working with his father at the nursing home in Valley Falls.

In Early 1977, when Jim was offered the opportunity to lease Woodland Health Center in Topeka, he knew he needed a business partner to make it happen. He immediately thought of Butch.

Unlike Jim, who had grown up in the nursing home business, Butch’s experience with senior care facilities hadn’t been positive. However, because it was Jim who was asking, and the strength of their friendship he felt could survive a business partnership, Butch decided to give it a try.

“Even though I wasn’t keen on the idea of being in the nursing home business,” Butch said, “I fell in love with the people who lived there.”

The two men grew the business slowly over the next several years. They added more facilities in Kansas, and then, because Butch wanted to do a project

PHOTO BY RACHEL LOCK PHOTOGRAPHY

Building a partnership

Homestead of Topeka, one of Midwest Health's 52 facilities.

closer to his roots, they opened some facilities in Iowa.

Over the next decade, the nursing home business changed dramatically.

Back in 1977, the only options for seniors were the hospital or a nursing home.

Then in the late 1980s that all changed when assisted living options came into being.

“We saw assisted living as being a much better alternative to being in a skilled nursing facility,” Jim said. “We were one of the first companies to build an assisted living facility—Rolling Hills.”

Now Midwest Health has 52 facilities in four states (the newest is about to open in Osage Beach, Missouri). The majority of the business has become assisted and independent living.

Building a conglomerate As the company grew, so did the partnership. Jim and Butch had created a successful legacy built on trust and friendship. They decided to test that bond by embarking on additional business ventures together. The two men didn’t have to search too far for viable opportunities.

Several ancillary business ventures presented themselves within the medical arena. Medical equipment and supplies was a natural fit. After all, they used them every day inside their own senior care

facilities. They opened Breathe Oxygen & Medical Supply in 2002. The company, which provides oxygen equipment and supplies, respiratory equipment and supplies, and durable medical equipment such as wheelchairs, walkers, rollators, and medical beds, has locations in Topeka and Lawrence.

Another natural fit for their existing business was the home health services industry.

Jim and Butch opened Caregivers Home Health, a home care provider that allows seniors to remain safely in their own home while receiving medical care or assistance with personal care and other daily tasks.

Other ancillary business ventures include a partnership with Grace Hospice and an institutional pharmacy, Senior Rx Care, which provides all of the medications for the Midwest Health facilities and other medical facilities.

That pharmacy venture opened up an entirely different aspect of business for Jim and Butch. To house the new pharmacy, in 2008 they renovated the old Dibble’s grocery building at 121 SE 6th St. in downtown Topeka at a cost of almost $600,000.

“We always had an interest in downtown,” Jim said. “It was fun to repurpose a building into something useful again.”

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PHOTO BY RACHEL LOCK PHOTOGRAPHY

Klausman and Eaton are partial owners in Blue Moose restaurant and will be opening the new Starbucks next door in August.

Building a community It seems Jim and Butch are looking to have a little more fun. Multiple business entities created by the pair have drawn in additional investors that have recently purchased several properties downtown in anticipation of a resurgence of business in the area. The two now own the US Bank Building, with two floors occupied by the bank and two floors leased by Westar. Tenants for the top two floors are still undetermined.

The two men, along with some additional investors, also own the old Ray Beers building at SW 8th and Kansas, which formerly housed Tucker’s Bar and Grill. While they don’t have specific plans for this building yet, they hope to possibly bring in a new restaurant/brewery and some retail shops.

“Downtown wasn’t ready for a restaurant in that location before,” Jim said. “But the timing looks pretty good right now.”

Last year a group of investors that included Jim and Butch bought the Kansan Towers, which they plan to renovate to offer several floors of office space and several floors of residential space. Several other buildings that they own in the downtown area are either under negotiations with potential tenants or in “wait and see” mode based on what Topekans would like to have downtown.

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While Jim and Butch don’t always agree on what should go into some of their investment property locations, if Butch gets his way, some of those ventures will include entertainment and retail venues.

“A vibrant downtown must entertain people,” Butch said. “You can get them to come for the restaurants, but you need to give them a reason to stay.”

Downtown isn’t the only location that Jim and Butch have their fingers in.

They are partial owners in the Blue Moose restaurant and will be opening the new Starbucks next door in August.

They also purchased the 14-acre tract at SW 29th and Fairlawn, which they hope to turn into a mixed-use development called Wheatfield Village. Depending on the results of negotiations with the City of Topeka and KDOT to allow them to build an entrance off of 29th Street, they hope to break ground as early as next year.

Jim and Butch have a little history with this location—it was actually where the first Midwest Health office was located.

“We think it’s a great location,” Jim said. “That’s why we bought the land.”

continued on page 22 PHOTO BY THAD ALLTON, TOPEKA CAPITAL-JOURNAL

continued from page 19

14-acre tract at SW 29th and Fairlawn that Eaton and Klausman with partner Mike Tryon hope to turn into a mixed-use development called Wheatfield Village.

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Midwest Health donated $1 million to Shawnee County Parks and Recreation to help fund the Midwest Health Aquatic Center at 21st and Urish.

For both Jim and Butch, the business partnership has never been in question.

They admit they don’t always see eye to eye on everything, but they are committed to continuing the partnership, even across generational boundaries. Jim’s son, Brett, and Butch’s son, Lee, have both joined the business.

“My son is the fourth generation in the senior care business,” Jim said. “It is part of who we are.”

Butch has a little different take on working with his son.

“When I asked Lee if he wanted to join the business, I thought he would say no,” Butch said. “He surprised me, but it was a good surprise.”

While most successful businessmen who have poured their entire lives into growing business so that they can someday quit and reap their rewards, this partnership that has been going strong for four decades doesn’t show any signs of slowing down.

“I’m 70 years old,” Butch said. “I say ‘this is probably stupid’ for almost everything I get involved with these days.

But that doesn’t stop me from going ahead and doing it.”

Jim and Butch each admit that it hasn’t always been a smooth road. As with any two people who have been together for so long, they have had their share of disagreements.

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this goal. The other is giving back to the community. Recently, Midwest Health donated $1 million to Shawnee County Parks and Recreation to help fund the Midwest Health Aquatic Center that will feature numerous water slides, a zip line, a rock climbing wall, kids play structures, a lily pad crossing and a bowtie wave pool, which is believed to be the first of its kind in the nation. The new aquatic center is slated to open this summer.

“We like Topeka. It’s our home. We want to make our home a better place to live,” Jim said.

Forty years into their relationship, the two men are still business partners TK and still the best of friends.

Lee Eaton

TK Business Magazine

PHOTO SUBMITTED

Building a future

"Jim and I look at things completely different,” Butch said. “But I think that’s good.”

They complement each other and provide a sort of checks and balances to the business relationship. If one of them is really excited about a specific project or idea, he will bounce it off of the other.

Sometimes having someone tell you ‘that is a stupid idea’ helps puts things in clearer perspective.

Now that they have built such a successful business, Jim and Butch have another goal in mind—to help make Topeka the best place in the world to work and live. Investing in multiple business ventures and helping revitalize downtown is just one avenue to achieving PHOTO SUBMITTED

continued from page 20

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PHOTO BY DAVID VINCENT

CAL

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LCan

With a mission to enhance the lives of local citizens with disabilities, CALCan is no ordinary business.

ENTERPRISES, LLC

By Adam Vlach Photos By David Vincent On a cloudy April Tuesday afternoon, the 6,000-square-foot CALCan hydroponics greenhouse— far out of sight from Wanamaker Road in southwest Shawnee County—was dead silent apart from the cooling fans and the trickling streams of water working to grow varieties of lettuce and other produce. On Saturday, well, that was a different story.

By 11 a.m. Saturday, the hydroponics greenhouse, which grows plants without the use of soil, was alive with country music blaring and eight workers bouncing around from task to task.

continued on page 26

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PHOTO BY DAVID VINCENT

Luke Gerhardt, Colby Myers and Andrés Guillen plant seeds.

continued from page 25 The CALCan greenhouse—“CAL” being an acronym for “Colby,” “Andrés” and “Luke”—is the main hub for the CALCan Enterprises, LLC, a business that was started in 2015 and is owned by the parents of Colby Myers, Andrés Guillen and Luke Gerhardt as a means to give the three boys, who have disabilities, an opportunity to work. The three boys all attend Washburn Rural High School.

Luke and Andrés are seniors, and Colby graduated in May 2015 and now is in Auburn-Washburn’s 18-21 program.

When work started late Saturday morning, Andrés and Luke were transferring lettuce plants that had grown too large for one table to another while Colby was with his father at the farmers market in downtown Topeka selling produce. Family members, including parents, Colby’s sister and Luke’s cousin, were hard at work in the greenhouse

planting seeds, watering sprouting plants and preparing packaging for the various lettuces and vegetation that the business produces.

Sydney Myers, Colby’s sister, was methodically placing labels on plastic containers for arugula. Sydney has been a part of CALCan from the beginning, when the first seed was planted Oct. 10, 2015.

“Being a part of something so amazing from the very beginning is a once in a lifetime opportunity,” Sydney said. “It’s the best job in the world.”

Because CALCan is a for-profit business, said Tim Gerhardt, co-owner and Luke’s father, all those who work there are paid. He said the six employees, including the three boys, are paid $9 an hour.

“Minimum, we work two days a week, which is about 12 hours,” Sydney said. “We’ll spend about five or six hours

a day harvesting or transplanting [on Wednesdays].”

But the job itself and the money are far from what holds CALCan in such high esteem for Sydney.

“The relationships with the three boys—the relationships I have with each of them, even my own brother—have gotten stronger through CALCan, and I love them all so much,” Sydney said.

“They’re my best friends.”

The business recently picked up a new member.

“My aunt Rhonda [Gerhardt] invited me to CALCan a few weeks ago,” said Brooke Schucknecht, Luke’s cousin and a freshman at Washburn Rural High School. “I’d been helping out, but it wasn’t official.”

Schucknecht, now an official employee of CALCan, said she loves the job. Working three to four days a week, she also said her favorite part of the job is

continued on page 28

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PHOTO BY DAVID VINCENT

Luke Gerhardt and Andrés Guillen transfer lettuce plants to the nursery.

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PHOTO BY DAVID VINCENT

“getting to interact with Luke, Colby and Andrés.”

“It’s fun to work with them,” Schucknecht said. “They want to work, so they’re not like dragging or anything.

They actually want to do it.”

While a business such as CALCan is a great opportunity for high-school

students to hold a productive yet fun and meaningful part-time job, the meaning behind the venture speaks deeper volumes to the parents of the three around whom the business is centered.

All six parents of the three boys— who are all co-owners of the company— are just as active in the processes of the business as the six employees, from the

Andrés Guillen places CALCan produce labels on packaging.

TK Business Magazine

PHOTO BY DAVID VINCENT

continued from page 26

PHOTO BY DAVID VINCENT

continued on page 30

PHOTO BY DAVID VINCENT

planting of the seeds to the delivery of the produce.

“The most exciting part has been watching the boys go from, in the very beginning, having to literally walk them step-by-step through the process, and then as we get going, now they feel comfortable enough and take the initiative on their own to know what comes next, and they’ll finish one thing and be able to move on to the next without having to have someone intervene,” said Kris Myers, Colby and Sydney’s mother. “Watching them grow independently, I think, is the best part.

“I don’t know if I’ve seen anyone work harder than these boys,” Kris said.

As a special education teacher, Andrés’ mother, Marisol Perez, has a special place in her heart for CALCan and its mission: “to enhance the lives of our local citizens with disabilities by providing the opportunities for personal success and meaningful employment.”

“I’m a special ed teacher, so I’m all for giving opportunities to people with

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continued from page 29 not what is most rewarding to Tim, even as a co-owner of CALCan. “The great thing about it is the parents are committed to success of the business—obviously for the benefit of the family—but it’s great for us to see the kids come to work, be productive, earn a paycheck,” Tim said. “The most rewarding thing is seeing them come out and be productive.”

Tim said that while right now there is one 6,000 square-foot greenhouse, the three-year plan is to increase the number of greenhouses across northeast Kansas and ultimately have 50,000 square-feet of greenhouse space, which would allow the business to include more families.

“I think a lot of our kids that are here now will be helpful, maybe instrumental, in training others as they get started,” Tim said.

But of all the owners and employees working at CALCan, three constant smiles on Saturday showed, without the need for words, to whom the business meant the most. But those three, who have been friends before CALCan was even incepted, had words to share anyway.

“Doing the labor,” Luke Gerhardt cited as his favorite part of working at CALCan. “So, doing stuff outside and then going in [to the greenhouse] and helping out. And harvesting. Normally I

help my dad out, opening doors and with transport.”

Multiple people named the weekly harvesting day as their favorite part of CALCan, and Andrés was no exception.

“Harvesting,” Andrés said. “You get to put things in boxes and then you put them in a refrigerated trailer. And working with Colby and Luke. It’s pretty fun, neat. It’s pretty fun. That way we can work together as teams.”

And Colby returned in the early afternoon from selling produce at the farmers market, just as energetic as his two companions. As far as the work at CALCan itself, he named a particular task he favors.

“To water and seed the plants,” Colby said. “I’m just loving my job here.”

But in regards to working with Luke and Andrés?

“Good. I love it,” Colby said. “They’re one of my best friends.”

All three boys said they plan to continue working at CALCan for the foreseeable future, as did parents and family members.

Spending time at the CALCan greenhouse makes it difficult to decipher whether CALCan is a business or an organization focused on camaraderie.

The simple answer is, it’s both.

TK

Colby Myers, Luke Gerhardt and Andrés Guillen are best friends, co-workers and the heart of CALCan Enterprises, LLC.

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PHOTO BY DAVID VINCENT

disabilities,” Perez said. “I thought this was a great opportunity, not only for the kids, but to be an example for other people to create these job opportunities.”

Perez was planting seeds Saturday morning, but said she is involved with the entire process through the harvesting of the produce.

Tim Gerhardt said that particular Saturday was going pretty well, in regards to progress. He spent the morning and early afternoon both in the greenhouse and picking up those at the farmers market once they were finished.

“Saturday we’re trying to move everything. So we’re moving the plants that are too big in the nursery over to the finishing channels,” Tim said.

“We’re moving stuff out of seeding into the nursery and planting more seeds and watering them. We’re making that shift. Everything’s moving forward on Saturday.”

Once produce is packaged and ready to sell, it goes to the local farmers market, one of 18 Hy-Vee stores or one of three Whole Foods stores across northeast Kansas and part of Kansas City, Missouri, Tim said.

While a big focus right now is on improving profitability for the business, which would mean shipping at least 100 cases of product per week, the profits are

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PHOTO BY RACHEL LOCK PHOTOGRAPHY

DOWNTOWN YEARS IN THE MAKING

By Lisa Loewen

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If you haven’t been in downtown Topeka lately, you might be surprised at the transformation of Kansas Avenue between 6th and 10th streets. A new, three-lane street has replaced the previous five-lane road. Mid-block crosswalks and an impressive archway help promote increased foot traffic on wider sidewalks complete with new streetlights. Eight pocket parks welcome pedestrians with seating areas and gathering spaces.

Artwork, light features and sculptures of famous Topekans welcome longtime inhabitants and curious visitors alike.

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But what you can see is only half of the project. What you can’t see is the new water main that replaced the 100-year-old one that had been there before, as well as an updated storm water infrastructure.

Running under the street are new utility lines that service the 90-plus addresses on that stretch of road.

While these improvements along the avenue began taking shape this past year, the downtown Topeka makeover has been years in the making.

continued on page 34

FESTIVAL CITY Capital Events

Food Truck Festival Kansas KidsFest TAP THAT - Brew Fest KANSAS, Urban Slide, Etc. Cyclovia Topeka Kansas Mariachi Festival Kansas Chocolate Festival

June 11 June 18 June 25 July 2 July 29-30 Sept. 16 Sept. 24

VisitTopeka.com/Events 785-234-1030

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Downtown Topeka prior to the Kansas Avenue road and infrastructure renovation.

continued from page 32

Searching for change Topeka had been looking for decades at ways to revitalize the community and create real growth.

The Greater Topeka Chamber of Commerce SCOTT GALES, s p o n s o r e d President of Architect numerous intercity One and a proponent visits to observe of revitalization said, communities such "We should have an amazing downtown." as, Springfield, Oklahoma City, Omaha, and Des Moines, which had and professions, said ‘yes’ this is what we successfully rejuvenated their downtown want.” spaces.

Unfortunately, enthusiasm alone Scott Gales, president of Architect wasn’t enough to move a project of this One, was part of the group who visited magnitude forward. So a year passed these communities. He said it quickly with no discernible progress. became apparent that Topeka was actually That all changed after a 2008 in a much better starting place than strategic planning meeting most of the cities they toured had when more than 100 people been in initially. gathered to investigate “We just had this mental various options to improve block that it couldn’t happen in downtown Topeka.

Topeka,” Gales said. “As a group we The group broke recognized that we love living here. out into smaller WILLIAM BETETA, former That we should have an amazing workgroups, each executive director of downtown because Topeka is a great tasked with a Heartland Visioning, helped place to live and work.” different issue to Topeka find its vision.

Proponents for a revitalized address. Scott Gales, downtown quickly came to realize that Architect One; Mike Morse, Kansas without a common vision in place, Commercial Real Estate Services; Neil nothing would probably ever change. In Dobler, Bartlett & West; William Beteta, stepped Heartland Visioning to help the Heartland Visioning; and Vince Frye, community find its vision for Topeka. The Downtown Topeka Inc. found themselves organization held numerous community tasked with the issue of office space meetings to identify and prioritize areas downtown. that residents felt could be improved to They took about five minutes to make Topeka a better place to live and talk about the lack of office space and work. The overwhelming consensus: A decided nothing could be done about vibrant downtown. that problem until the larger issues of “A groundswell of enthusiasm infrastructure and dying businesses were followed those meetings,” said William resolved. The first priority, to them it Beteta, executive director of Heartland seemed, was the road.

Visioning at the time. “People across the From there, the conversation turned community, from different generations to “what if.”

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What if we can convince the City to redo the street?

What would the road look like?

What if we did something fun with the road?

They discussed what they had seen in other communities and determined that every vibrant downtown they had encountered was focused around local restaurants and retail shops.

Gales began drawing sketches on the back of napkins, and, by the end of the session, their presentation to the rest of the group outlined their idea for a downtown with a meandering avenue and a variety of gathering spaces.

“At the time, we didn’t really know what it meant, but we knew we were building excitement for transforming downtown,” Gales said.

Gales and Morse did dozens of presentations to organizations all across the community to present the ideas behind a revitalized downtown.

“How do you get others to come to Topeka to buy in, if you don’t NEIL DOBLER provided buy in yourself?” leadership and insight as it they asked. was realized that the future P e o p l e of Downtown all starts with started talking the road. about the

D E T C EJE

R

RDG recommendation that failed in city council vote.

possibilities. Excitement began to grow, and then the city grabbed onto the idea, hiring a design firm to come up with a concept that included replacing the utilities under the street (some of it 80 years old).

The City knew it could help with the infrastructure, which came with a hefty price tag of almost MIKE MORSE, Kansas $5 million, but Commercial, along with that taxpayers Gales, presented the weren’t going ideas behind a revitalized to be willing to Downtown across the pay another $2 community.

million for sculptures and playground The group came back areas. So when it was presented to City together and said, “Are Council, it didn’t pass. Gales said that we really going to let this was a devastating blow because several die again?” The answer years had already gone into this was a resounding NO! effort.

They knew the answer A few days after the to their dilemma would Former Mayor proposal had failed to pass a BILL BUNTEN told Gales, have to come from the council vote, Gales received "I'm not going to retire private sector. The City was a call from Mayor Bill without passing this." ready to step up and do its Bunten. Bunten, who was in part; now would private his last year, told Gales, “I have decided businesses come on board to make the I’m not going to retire without passing vision of a revitalized downtown a reality? this. What is it going to take to get it Gales said it was just a matter of asking done?” for their help.

continued on page 36

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EXPLORING WHAT IF'S FOR DOWNTOWN

RENDERINGS BY ARCHITECT ONE, INC.

RENDERINGS BY ARCHITECT ONE, INC. RENDERINGS BY ARCHITECT ONE, INC. RENDERINGS BY ARCHITECT ONE, INC. RENDERINGS BY ARCHITECT ONE, INC.

continued from page 36 The formation of the Downtown Topeka Foundation facilitated a coalition that was responsible for raising private dollars. Over the next several months, they enlisted donations from numerous private companies who committed a staggering $3.4 million. Their investment would fund the proposed pocket parks and visual improvements above the street if the City would commit to updating the infrastructure as originally planned.

VINCE FRYE, President of DTI, facilitated the efforts to raise $3.4 million from private companies.

In a fitting tribute, Topekans will gather on Kansas Avenue on July 2 to celebrate the renovation to the avenue with a special free performance by the rock group KANSAS.

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“At first we were asking the city to fund everything,” Dobler said. “Once people realized that the private sector needed to play a role as well, everything just seemed to come together.”

Jim Colson, who had just come on board as City Manager, embraced the idea and pushed the City to go forward with the project.

City Manager JIM COLSON pushed the City to go forward with the project.

continued on page 38

Facilitating Community Change to Improve Your Quality of Life

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continued from page 36

Buying into the vision

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RENDERINGS BY ARCHITECT ONE, INC.

RENDERINGS BY ARCHITECT ONE, INC.

RENDERINGS BY ARCHITECT ONE, INC.

Once plans for a renovated downtown began to come to fruition, local investors began to sit up and take notice. Suddenly, buildings that had been sitting empty on Kansas Avenue for decades were being snatched off the market.

“Local investors purchased more than 22 buildings in downtown Topeka in recent years,” said Vince Frye, president and CEO or Downtown Topeka Inc. “Many of the buildings are already being renovated into office space, but several of the buildings on South Kansas Avenue will be repurposed depending on how the downtown area continues to evolve.”

One of the local investors in the mix, Cody Foster, said he jumped on the opportunity to play a role in the success of downtown Topeka. A big-picture thinker, Foster recognized the importance of an anchor business that could serve as a catalyst to create even more growth downtown.

Foster’s anchor? A six-story, multione thing missing is an “entertainment million dollar boutique hotel occupying district.” I hope to help the four historic structures of 912, 916, create that downtown.”

918 and 920 South Kansas Avenue.

Foster admits “Downtown Topeka needs a he has his concerns. hotel,” Foster said. It is a Uncertainty about great location and should be a the success of the fantastic space to hold events.” revitalization efforts CODY FOSTER, coThe Cyrus Hotel and plagues many of his founder of Advisors Excel, Holliday Public House, named decisions. But he isn’t is building Cyrus Hotel after the founder of Topeka, letting that stop him from and Holliday Public House Cyrus K. Holliday, will have moving forward with his to serve as an anchor on 106 rooms, 10,000 square ideas.

Kansas Avenue. feet of event space, a rooftop “Somebody has to garden and an upscale restaurant. Foster do it,” Foster said. “We are going into it said he plans to keep the historic façade of understanding that we might not make a the original buildings and add a tower to dime for a few years.” the back half.

Foster said he believes that Topekans Foster’s vision for downtown doesn’t will coalesce behind the downtown end with the hotel. He has also purchased revitalization and, as a result, the end several other properties along Kansas result will be worth the risk.

Avenue that he hopes to house multiple “I fundamentally believe that if you restaurants, bars and entertainment invest in great people, you will have great venues. businesses,” Foster said. “Eventually the “I think Topeka has a ton of great businesses will make money.” things going for it,” Foster said. “The continued on page 40

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continued from page 38

Taking it to the next level Like Foster, Jim Klausman and Butch Eaton, co-owners of Midwest Health, also saw a promising opportunity in downtown Topeka.

The business partners had already made an investment in downtown a decade earlier. They renovated the historic Dibble Building at 6th and Quincy that now houses Senior Rx Care Pharmacy.

They also invested in a restaurant project in the old Ray Beers building with some other partners.

Unfortunately, that endeavor failed.

“It didn’t do well because downtown wasn’t ready at that point,” Klausman said.

Having opened a retirement facility in Manhattan, Kansas, Klausman and Eaton had seen firsthand how that community had turned its downtown into a thriving gathering place with bustling businesses and a vibrant nightlife. They also visited Tulsa and Oklahoma City, which had seen similar success with revitalizing their downtowns.

“We’ve been to several other cities that have had depressed downtowns and saw the changes they were able to make in their communities once people bought into the idea,” Klausman said.

When the City committed to updating the infrastructure, and the private sector put up the funding for the above ground improvements, the reality of a revitalized downtown started to take shape.

As smart businessmen are apt to do, Klausman and Eaton JIM KLAUSMAN and took a leap business partner, Butch of faith and Eaton, now own 16 invested in properties on or near the future of Kansas Avenue. d o w nt o w n Topeka by purchasing several vacant properties.

“We saw opportunity and the pricing was right,” Klausman said. “It was a

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Dibble Building

Kansan Towers

Ray Beers Building pretty depressed area at the time, so it was affordable investment.”

At this time, the partners don’t have a plan for every location, but are actively talking to people about the possibility of moving several businesses downtown.

“It’s not going to happen overnight, but we think there are plenty of opportunities down there,” Klausman said.

Celebrating progress Beteta said this downtown revitalization effort has given him a new appreciation for the amount of time it takes for these projects to happen. As the head of Heartland Visioning, Beteta was part of the first conversation. Now, as business development manager for

TK Business Magazine

US Bank Building Schendel Lawn and Landscape, he gets to help put on the finishing touches as well.

“Being able to bookend the physical component of this project is beyond rewarding,” Beteta said.

Gales shares that sentiment. As someone who has been working tirelessly for the past decade to bring about real change downtown, his dream is finally coming true.

“It’s going to be amazing for the next generation or two to have this space downtown,” Gales said.

The momentum seems to have shifted for downtown. It may have taken years to get to this point, but with the help of motivated investors, resolute business owners and supportive patrons, downtown Topeka is moving full steam ahead.

TK

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Business Fundamentals of Golf

By Steve McDonald

Business fundaments to practice while playing golf:

1 Network Show up at the course by yourself and you’ll end up in a foursome with people you don’t know. When golfing 18 holes, you will have plenty of time to engage in conversations that will allow you to get to know the other golfers in a way that LinkedIn and email will never provide.

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PHOTO BY STUDIO 22 PHOTOGRAPHY

Many of the best business entrepreneurs are not only avid golfers, but are also skilled at the art of advancing a business relationship while on the golf course. Some executives go so far as to declare that they could not even conduct business without golf.

Hundreds of deals are closed through golfing, though not necessarily while playing golf. However, you should use your time on the course to develop a relationship, not to sell a deal. Being overly eager to ‘talk shop’ will likely annoy your partner, or worse, affect his game. A day of bad play is not going to help your chances of closing a deal.

More often than not, people make investments in people. A round of golf is a great time to demonstrate that you are a smart, competent and likeable person. If you are a thoughtful golfer who engages in good conversation on the course, you will increase your chances of closing a deal.

First Tee of Shawnee County

Do your

Build up to business

5 homework 2

Avoid diving into business talk right away. As the rounds progress, you can dig deeper by asking questions that invite the other parties to share information about themselves and their work.

Listen carefully to gain a perspective on the problems and bottlenecks they face—think of how you could help. You could offer an introduction to a contact or steer them toward helpful industry information. More often than not, people will return the favor and help you out down the road.

3 Be prepared Come to the course with a few business cards to exchange before the end of the round.

Be early

4

If you’ve invited clients to join you, give yourself an adequate window of time to arrive at the club before your guests get there.

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Pick a course you will both enjoy, but do your homework. Has the course just aerated the greens? Not a good choice. The same goes for major construction on the clubhouse or facilities. You should avoid any course that is under repair.

Respect the game's etiquette 6 Repair divots on the course and ball marks on the greens, and rake bunkers, if needed. These are the small details that clients will notice because they demonstrate respect for both the course and the golfers behind you. Stand away from fellow players and be quiet during swings. Stay out of sight lines when others are playing a shot, as a moving shadow during a swing can be an unwelcome distraction.

7 Don't cheat This says a lot about you—if a person cheats at golf, it can be assumed that he or she will cheat at business as well.

The First Tee of Shawnee County’s

CORE VALUES:

Let your client choose the tees 8 The experience should be about providing your guests with an enjoyable time and challenge, not about looking out for yourself. You should be prepared to play to the comfort level of your companions and guests.

Don't make 9 excuses It is important for you to know the etiquette of the game. If you are a new player and are with more experienced golfers, just say, “I’m new to the game and I welcome any tips you have to help me move along more quickly.”

Remember purpose

10

The emphasis in a business golf setting should be on building rapport and trust with your playing partners.

Don’t be too competitive.

Be comfortable 11 with wagering Wagering is integral to golf and is a good way to build camaraderie. Use the USGA handicap system to keep it fair.

Keep wagers friendly and the stakes low.

Control your anger

Honesty Integrity Sportsmanship Confidence Respect Courtesy Responsibility Judgment Perseverance

12

Don’t curse, throw clubs, etc.

Compliment 13 your prospective client Don’t hesitate to compliment on good shots and putts.

Be on your best 14 behavior The behavior you can get away with among friends is not going to fly when you’re on the course with business clients.

Take it easy on 15 the alcohol You should be a great host and offer your client a beverage when the bar cart comes around. However, be sure you alternate between water and alcohol if you are both drinking.

Furthermore, if your client is not having beer or alcohol, don’t drink. Your policy for drinking should be to “follow the leader.”

Treat everyone 16 like gold Even if someone really upsets you, you can address the situation with a smile and without getting loud. When clients see how you handle yourself under pressure, it will go a long way.

Treating the employees at the course well will be an indication of your favorable character, as well.

Give yourself

17 extra time

Plan to sit down for lunch or a drink after the game to visit. This time affords a better opportunity to discuss business, life, or changes at work.

Follow up

18

Schedule a followup after the golf outing, or at the very least, be sure to connect on LinkedIn.

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Planning with the end in mind.

By Jeremy Graber, Partner Foulston Siefkin LLP

Consider the following all-too-common scenario:

What would happen to your business if you were unexpectedly gone tomorrow?

Jack and Jill own and operate their family business here in Topeka. They have three adult children: Tom, Dick and Sally. Tom stayed in Topeka and worked in the family business all of his life; however, Dick lives in Boston and Sally lives in Los Angeles. Neither Dick nor Sally has an interest in the business.

Jack and Jill want the business to continue with Tom in charge but want to treat all of their children fairly when they are both gone. Their life’s work—and wealth—is in the business. How can they treat their children fairly, while also keeping the business going and avoid conflict between their children?

If Jack and Jill failed to make a business succession plan, Tom, Dick and Sally would each inherit a third of the business. Dick and Sally may want cash, and may force their brother, Tom, to accept a fire sale price for his share of the business. Consequently, the business would be gone, and the siblings may never speak to each other again.

Closely held businesses and family farms involve a number of unique characteristics and considerations. A successful succession requires many issues to be considered, including: who will be the successor(s), how, when, and in what manner will such individuals or employees become owners, how to protect or compensate passive family members.

Practical problems are frequently faced in the business succession context.

Contentious disagreements can arise not only between active family members regarding business decisions, but even more so among Passive Member: active and Not involved in the business passive family members. These Active Member: disagreements Involved in the business can be fueled by a perception of an unfair distribution of the parents’ estate or inequitable lack of control.

continued on page 44

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continued from page 44 Unfortunately, many of these important business succession considerations are often either ignored or not addressed in a timely manner. The failure of the family business succession plan raises the ominous specter of significant costs, loss of business value, the potential forced sale of business assets and irreparable family discord.

4

Keys to Succession Planning

1 Determine Appropriate Entity Structure

Succession planning preserves the family business and treats children fairly Determine Appropriate Entity Structure

Business creation and structure are important to business succession. For those buying a business or property, the exit strategy should be considered before even entering into the deal.

Business interests can be owned by a wide variety of entities, including limited liability companies, limited liability partnerships, family limited partnerships, simple partnerships and corporations. Operating under an entity achieves centralized management, asset protection and continuity of the business.

Entity ownership facilitates management by multiple owners and prevents a minority member from forcing a liquidation of the business. Entity ownership is particularly important with respect to multiple owners in land or other real estate, as any co-owner could unilaterally force a partition, which normally results in a public sale of the land.

Entity ownership can be structured so as to provide non-voting and voting interests, thus permitting active family members to have the voting interests and senior family members to give non-voting interests (normally at substantial discounts in their value for gift and estate tax purposes) to junior family members without losing voting control of the business enterprise.

2 Establish Buy/Sell Agreements and Options

3 Determine Who Receives the Business Interests and When

4 Consider Family Members Who are Not Involved in the Business

1

Establish Buy/Sell Agreements and Options

2

A buy/sell agreement is normally the cornerstone of any successful business continuation plan. Such agreements can prevent business interests from being gifted or sold outside the family unit without the active family members being first given the option of purchasing the interests. Under the provisions of the buy/sell agreement, the purchase price of such option held by other active family members can be at the same price offered by the third party (a “right of first refusal”), a price determined annually by family member owners, under a predetermined financial formula, or by appraisal.

A well-drafted buy/sell agreement can: Prevent involuntary transfers by owners to third parties (e.g., pursuant to a divorce decree or bankruptcy sale).

Provide liquidity at the death of an owner of the business by requiring a mandatory buyout by other members or the entity (often funded with life insurance).

Otherwise, the family of the deceased owner of a minority interest could be left with an illiquid, unmarketable business interest, or the remaining owners may now have an unwanted—and often disgruntled—new member in the business.

Prevent what is known as a “freeze out.”

continued on page 48

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ENTITY

Comparison of Business Structures

Sole Proprietor/ General Partnership

Single Member LLC

Limited Liability Company (LLC)

"S" Corporation

"C" Corporation

Unlimited

Limited by State Law

Limited by State Law

Limited in all States

Limited in all States

Relatively few requirements

Entity must keep separate accounts and records

Entity must keep separate accounts and records

Entity must keep separate accounts and records

Entity must keep separate accounts and records

Would likely sell assets

Selling assets preferred

Selling assets often preferred, however it is possible to sell LLC ownership

Easy to sell stock, owner would prefer this option

Easy to sell the stock

Taxation

Pass-thru to owners

Pass-thru to owner by default

Pass-thru to owners by default. May elect to be taxed as C or S corporation

Pass-thru to owners

Taxed at entity level, and taxed again if dividends distributed to shareholders

Tax Form

Schedule C of Form 1040 for Sole Proprietor. Separate Entity Form 1065 for partnership

Schedule C of Form 1040

Separate entity.

Default is 1065.

Possibly 1120 or 1120S based on election

Form 1120S. "S" status requires a form 2553 to be timely filed and accepted by IRS

Form 1120

Minimum Formalities and maximum flexibility

Sole proprietor tax treatment and ease of set-up. Liability protection

More than one owner. Allocations not to be based on ownership percentages.

Liability protection

Liability protection.

Loss pass-through.

Lower selfemployment tax liability

Liability protection.

Need to retain profits in corporation

Single Owner. Multistate business

Self-employment tax, but currently more favored under Kansas law

Limitations on number (100) and types of shareholders. Less tax-favored under current Kansas law

Double taxation.

Possible excessive compensation and/or disguised dividends challenge by the IRS

Liability

Entity Records

Transferring Ownership

Pro's

Con's

Unlimited liability.

Self-employment tax

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continued from page 46 Let’s assume Tom, Dick and Sally are all actively involved in the business. Jack and Jill leave the business to the children in equal shares. Following a disagreement over management decisions, Tom and Dick decide to exercise their combined majority control of the stock and “fire” Sally. Sally could be left with no significant employment opportunities and unmarketable stock in a family business that pays no dividends. In such circumstance, under provisions of the buy/sell agreement, the “fired” family member, Sally, could be given a “put option” (the right to force the business or remaining owners to purchase the stock). Without a “put,” Sally could be forced to sell the stock to her brothers for a fraction of its actual value related to its percentage of the total value of the business enterprise.

A “put” may discourage maneuverings of family members against another family member in fear that such family member might then decide to exercise the “put” right.

Include provisions for “tag-along” and “drag-along” rights.

Tag-along provisions help prevent active owners from unfairly benefiting on a sale of the company to the detriment of the passive owners.

Drag-along provisions keep the non-voting members from blocking a sale to a third party if the voting member is selling all of his units, and the price meets a minimum amount set forth in the LLC’s operating agreement.

Assume Tom has received an offer to purchase the business, but the buyer demands Dick and Sally’s interests as well. Assuming the offering price is in excess of the pre-established price in the operating agreement, Tom can force Dick and Sally to sell as well.

Determine Who Receives the Business Interest and When

3

Family members are the likely candidates to continue the business, but, if no family members are interested in taking over the business or possess the necessary skills to competently manage it, the most likely business successors may be key personnel or management.

If none of Jack and Jill’s children were involved in the business, they could grant a key employee options to purchase the business interests during life or out of their estate. The options may include a payment schedule, secured by the business interests. In this case, Tom, Dick and Sally would be paid for the value of the business, but it would be paid from a third person over a period of time. Their inheritance would consist partly of a note from the new owner.

Another option would be for Jack and Jill to create an Employee Stock Ownership Plan. The ESOP could take out a loan and purchase Jack and Jill’s interests. The loan could be paid off over time from the business income. Jack and Jill would have liquid assets to divide among their children, and their employees could be in control of the business through the ESOP.

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Employee Stock Ownership Plan An employee stock ownership plan (ESOP) is a qualified, defined contribution, employee benefit (ERISA) plan designed to invest primarily in the stock of the sponsoring employer.

ESOPs are "qualified" in the sense that the ESOP's sponsoring company, the selling shareholder and participants receive various tax benefits. ESOPs are often used as a corporate finance strategy and are also used to align the interests of a company's employees with those of the company's shareholders.

Source: www.investopedia.com

If the decision is made to not continue the business, liquidating or selling the business obtains the maximum economic value. For such businesses, it is especially important that key employees remain operative in the business following the owner’s death to maintain economic viability until the business can be sold. Entering employment contracts containing non-compete covenants can also be crucial in order to prevent employees from taking the good will, customer lists, and any trade secrets of the business during and following their employment.

continued on page 50

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continued from page 48

Consider Family Members Who Are Not Involved in the Business

4

One of the biggest problem areas in transferring business interests is the treatment to the accorded family members who are not involved in the business. When both active and passive family members inherit a closely held business, there frequently will be disagreements. Often, passive family members may disagree with the active member’s management, feel that such active family members prefer themselves in terms of salaries, conclude that distributions of business income to them is not commensurate with their ownership interests, or simply resent not having received liquid assets.

On the other hand, providing a greater share of the estate solely for the purpose of ensuring that only active family business members will receive the business interests can trigger disagreements and feelings of resentment from passive family members who receive less. This is also often inconsistent with the parent’s desire for fair treatment of all children from an inheritance standpoint.

Strategies for addressing this situation vary considerably. Business interests can be given to all family members, restricting management decisions to active family members, while at the same time structuring the business enterprise so as to equitably address the financial interests of passive family members. Under this scenario, passive family members are usually given non-voting interests in the business. Such interests can be given preferential distribution rights (e.g., preferred stock) to balance against the active family members controlling both the business and distributions of salaries and business income.

As you can see by this example, it is critical that business owners who desire to effectively continue the business consult experts in succession planning to create and implement a business succession plan.

TK

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PHOTO BY RACHEL LOCK PHOTOGRAPHY

Jack and Jill addressed these issues in their succession plan. Their LLC includes voting and non-voting interests, which are still entitled to equal distributions of business income. Tom will receive voting interests, and Dick and Sally will receive non-voting interests. But their total interests will grant equal rights to income and Dick and Sally’s interests will have a preference on liquidation.

The LLC also includes buy/sell provisions, which require any owner who wants to sell to first offer their interest to the LLC and other owners. The non-voting interests have “put” rights, which allow the non-voting owners to force the LLC and voting owners to purchase the non-voting interests at an agreed price but payable over a 10-year term with minimal interest. But the “put” right cannot be exercised until five years after Jack and Jill’s death. Thus, Dick and Sally could force Tom to buy their interests, but they could not exercise this right until at least five years after Jack and Jill died, and Tom could buy them out over 10 years.

Conversely, Tom’s voting interests have “options” to purchase Dick and Sally’s interests at a specific price, which is higher than the “put” price and must be paid in a cash lump sum. If Tom wants to buy out Dick and Sally, he has to pay cash and pay a premium. Lastly, the LLC includes “tag-along” and “drag-along” rights to keep Tom from unfairly benefiting on a sale of the company and Dick and Sally from unfairly blocking a sale that may be in the best interests of all involved.

Jeremy Graber, Partner

Foulston Siefkin LLP

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THE HEART OF THE ENTREPRENEUR See story on page 54

ROCKSTAR AUTO DETAILING

By Karen Ridder Photo by Rachel Lock

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ROCKSTAR AUTO DETAILING

TAKING CARE OF "ANYONE"

“I saw the potential in the business.

I saw Topeka had a growing need for this business,” Ewing said. “I’ve always had a passion for detailing. I thought, why not take a shot at being my own boss?”

A lot of detailers have limits on the messes they will clean up, or the types of vehicles they will work on. In order to differentiate from the competition, Ewing decided Rockstar Auto Detailing would have a policy of taking “anything.”

By “anything,” Ewing literally means anything. Ewing has run across objects from every walk and species of life, from dead animals to curdled milk. Although the thought of dead animals may sound horrifying, the smell of rotten milk accompanied by a swarm of maggots, is far more challenging.

“I always tell people not to be embarrassed, because no matter what their car looks like, I’ve seen worse,” Ewing said.

REFINING HIS TRADE

In order to become an expert on detailing, Ewing did his research. He focused on the process and ways other people in the field conducted business.

After the prior owner showed Ewing the ropes, he found himself becoming obsessed with the art of auto detailing.

“I’m an extremely competitive person. If I’m going to own a business, I want it to be the best,” Ewing said.

Ewing found the tight-knit community of detailing practitioners to

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be a great side benefit of the car detailing business. While detailing world contains a great deal of competition, Ewing has found that people are not generally trying to hoard trade secrets. They share information because every vehicle and detailing job is different.

CREATING AN EXPERIENCE

"We’re in the business of bringing life back to a vehicle,” Ewing said.

Ewing recognizes that a vehicle is an important part of a customer’s life— therefore, Ewing believes in creating a home-like environment within Rockstar Auto Detailing.

“I want my company to have a family feel and to let customers know we are here for them, not just their business,” Ewing said.

Ewing believes customers often buy the experience as well as the product itself.

Being able to talk with customers and understand their needs is an important part of his business strategy.

This strategy appears to be working.

Rockstar Auto Detailing is detailing in excess of 1,200 vehicles a year. While he currently has a pick-up and delivery service, Ewing is hoping to expand soon with an on-site detailing van.

REAPING THE REWARD

Ewing says owning a car detailing business has been far more rewarding than he could have imagined. Whether the car owner is bringing in a prized, classic vehicle, or a mini-van that has just had too much “life” happen in it, Ewing finds that people are very appreciative of having their cars returned to mint condition. He enjoys putting a smile on their faces.

When he was in sales, Ewing felt like he was only as good as his last month. As an entrepreneur, he is working harder than he has ever worked before, but says

TK Business Magazine

PHOTO BY RACHEL LOCK PHOTOGRAPHY

Three years ago, Trevon Ewing was in corporate sales. He had always wanted to make his way as a business owner, but had never found the right opportunity.

When an old high school friend offered to sell his auto detailing business, Ewing hung up his suit and tie and jumped on the opportunity.

it does not feel like work. As a father of four, he likens his work to being a parent.

“With your kids, you always want to do what’s best for them and help them grow,” Ewing said. “With the business, I also want to work hard to see it grow. It not only helped ignite a fire I always had, but helped me to become a better person and realize my dreams of being selfTK sufficient.”

“I want my company to have a family feel and to let customers know we are here for them, not just their business.� summer 2016

—Trevon Ewing Owner Rockstar Auto Detailing

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Sight Ball Sight Ball is a training aid that helps golfers improve their Focus, Accuracy, Stance, and Training (F.A.S.T.). The six sights on the ball help you line up your feet, establish a good club position, focus on keeping your head down, and provide you a target.

How did you come up with the idea?

HB: I came up with the idea working at the golf course. I would see golfers draw lines and other designs on their ball to help them. I thought to myself, there has to be something more permanent that can help golfers! After doing more research, I couldn’t find anything. That was when the idea for the Sight Ball design came to me.

It took almost a year to create the first prototype.

Best Part of Bringing Product to Market HB: The first would have to be the great support from my friends and family, as well as the help from the Washburn Small Business Development Center. The second is being able to take an idea and make it a reality. There are many great ideas out there that don’t get created, and I think that it is very cool that I got an opportunity to bring a dream of mine to life.

PHOTO BY RACHEL LOCK PHOTOGRAPHY

Q&A with inventor Harry Briggs

Greatest Success HB: Not only was I able to bring my idea to life, but I am also actually able to sell my product and improve people’s golf game.

Best Experience HB: The attention that Sight Ball has received. Seeing myself on television and magazines makes me feel great! To me it is proof of the hard work that I have put into my business.

Biggest Challenge HB: Getting the word out on my product and showing the world that the Sight Ball Method works.

Lowest Point HB: The very beginning. I was worried about how to grow the business. I was really just a kid with an idea at the time, and once I brought my idea to life, I wasn’t quite sure what to do after that. An invention is only as successful as the inventor makes it, and

I really had no business or marketing experience.

already know, which I believe has been a huge key to Sight Ball's success.

Secrets Learned HB: You don’t have to look too far these days for a new idea.

It seems like we live in a world where everything has been invented. However, I have learned that there is always room for improvement.

Advice for Entrepreneurs and Inventors HB: Look at what has already been created in the world and see how it can be improved.

If you watch Shark Tank, or see other inventions, you will notice that the products or businesses are not really something new; they are rather an improvement of an already established product.

I feel like Sight Ball is a good example of this. I was able to improve something that billions of people already love! Not only did I create something new, but I created it on something that people

summer 2016

Inspiration HB: The biggest inspiration for starting my business, and for most of the things I have pursued in life, has been my parents, Barbara and Steve. My mom has always motivated me in everything I do. My dad was one of those people who grew up with a lot less than I did as a kid and was able to become a very successful business man. My dad worked hard all of his life and was able to give me the opportunity to go to college.

I have appreciated the opportunities my parents have given me to succeed in life and have tried to use what they have given me to build something bigger. TK

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TAME THE BEAST KNOWN AS

Ineffective Meetings

BY BOB & CAROL BONCELLA The beast of “ineffective meetings” lurks within every organization, business or foundation. It is standard operating procedure for businesses to schedule meetings on regular days and times. For example, if it is 10 a.m. on the second Tuesday of the month, then it must be time for some committee meeting. These routinely scheduled meetings allow participants to reserve time on their calendars—their attendance expected, no questions asked. Other meetings, however, are held on a more ad hoc schedule. If a certain business endeavor

or strategy issue needs attention, then it must be time to hold the project meeting.

Harvard Business Review found one large company spent 300,000 hours a year supporting weekly executive committee meetings. Other estimates find that 3070 percent of an employee’s work time is spent in meetings. At the low end, that means people may attend 15-20 meetings a month.

If the average annual salary of people in attendance is $80,000, a onehour meeting of 10 people may cost the organization as much as $500. Multiply

that amount by 20 meetings in any given month, and the cost meetings can be as much as $10,000. That figure rises when upper management is involved. And, it rises even more when meeting prep and follow-up times are included. Yet, sadly, as reported in a survey from AtTask conducted by Harrison Poll, 59 percent of people thought meetings were a waste of time.

Given that meetings are endemic in the business world, it is essential to make them as effective as possible to accomplish key business goals and avoid wasting employee time and the organization’s money.

continued on page 60

FOUR QUESTIONS YOU SHOULD CONSIDER IN PLANNING FOR EFFECTIVE MEETINGS:

1

DO I REALLY NEED TO HOLD THIS MEETING? WHO SHOULD ATTEND?

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WHAT DO I HOPE TO ACCOMPLISH?

4

DO PARTICIPANTS HAVE AMPLE DOCUMENTS TO PREPARE FOR THE MEETING?

Washburn University School of Business is proud to be among the best in business education.

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What do I hope to continued from page 58

Do I really need this meeting?

Holding an effective meeting starts well before the actual meeting. A good first step is to determine if the meeting is in fact necessary. Go through the checkpoints below to determine if your meeting is needed. Information sharing If the information can be just as easily shared via an announcement or email, that option may be the better route to take. Be cautious about foregoing meetings solely because they offer information. Remember, meetings may be helpful if you want to gauge associate reaction to the information being communicated, particularly if it is complex or likely to be riddled with emotions. You are not able to read body language via email. Brainstorming and problem-solving Complicated organization-wide issues will likely require a broad spectrum of people to offer ideas. A meeting offers a perfect opportunity to do so. Morale boosting Sometimes meetings are helpful to rally the troops behind the kickoff of a major endeavor. Enthusiasm is contagious and may energize participants for the difficult work needed as they pursue successful completion of a project.

Once you determine a meeting is necessary, consider the time and day.

Avoid first thing in the morning to allow people to get their day organized and after lunch to escape any “post-lunch dip.”

Same goes for Mondays and Fridays for a few reasons: 1. Holidays often are celebrated on those days.

2. Participants are likely to use either of those days to extend a weekend to three days.

3. People like to get the week started fresh on Mondays or tie up loose ends on Fridays.

Who should attend?

Participants may “check out” during meetings because they perceive their attendance as useless. So, use care when deciding who should attend your meeting.

Of course, if it is a staff meeting, it stands to reason that staff members should be present. If it is a project meeting, involve key stakeholders, including decision makers, knowledge experts and representatives of the people affected by the project.

Now that you have determined that a meeting is necessary and have identified key participants, you need to establish an agenda. Agendas can make or break a meeting. Good agendas include: 1. Meeting purpose.

Determine the intended course of the meeting with a stated purpose, e.g., Purpose: to develop three reasonable actions plans to present to upper management.

2. Specific agenda items.

Start agenda items with a verb to identify the expected action for a particular agenda item to focus the discussion. Is the group expected to approve? To amend? To review? To develop?

3. Lead person for each item.

Identify the person to manage the discussion of the item. This person is familiar with the item and is responsible for keeping dialogue moving forward.

4. Time frame allotted for agenda items.

Limit the time for an individual agenda item to keep the discussion from being hijacked. The use of a “Parking Lot” is a reasonable solution to keep tabs on important issues that come up beyond the scope of the current meeting’s agenda. These issues can become agenda items for future meetings.

CAL AGENDA TYPI DA Committee N AGE Redevelopment Project last · Minutes from g tin e e month's m · Timeline s · Gap Analysi s a e · New Id · Other g · Next Meetin

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accomplish?

Do participants have ample documents to prepare for the meeting?

Participants should have the meeting minutes as well as any supporting documents within one week of the meeting so they can prepare themselves for agenda items before the next meeting. Set the expectation that all participants come prepared.

Advanced preparation makes adhering to the agenda much easier.

Pre-meeting • • • • •

Make sure a meeting is needed vs. memo, email, announcement, etc.

Know the purpose of the meeting.

Decide on the participants needing to attend.

Circulate the agenda.

Circulate any pre-meeting work items.

Meeting conduct

• Always begin and end on time—this will set future expectations.

• Review purpose and agenda of the meeting and get approval.

• Establish and/or review ground rules if necessary regarding use of cell phones, laptops, etc.

• Focus on agenda items.

• Keep “Parking Lot” for important items beyond the scope of the meeting.

• Get input from everyone in attendance—no one gets to hog the time.

• Determine next steps/actionable items.

• Set and remind members of next meeting date and time.

Post meeting

• Send out a recap/summary of the meeting and deliverables.

• Post minutes to the meetings.

As more “digital natives” join your organization, they may expect to meet using video conferencing technologies such as Zoom and Skype. The guidelines presented above apply even if video conferencing is used.

The next time you are planning a meeting, answer the four key questions TK and you will be able to tame the beast of ineffective meetings.

EFFECTIVE AGENDA AG Redeve lopmen ENDA - Sta t Proje te ct Com - Ap purpose of to mittee prove la day’s m st meeti eeting - Re ng vie - Dis w progress o minutes Ann f projec cuss fin t timelin dings o - Bra M arie 2 min e fg in - Re storm method ap analysis B o b 3 min ca s - Ag p actionable it to overcome g P eter 5 min ree on aps next me ems K ate 15 min eting da te and Q uinn 20 min time Scott 3 min 2 min

Robert Boncella, PhD Robert Boncella is a Professor of Computer Information Systems in the School of Business at Washburn University. He is the Director of the MBA Program at Washburn University and a visiting professor at Wuhan University of Science and Technology in Wuhan, China and the University of Galati in Galati, Romania.

summer 2016

Carol Boncella, MA, RN

Carol Boncella is a research associate with Washburn University School of Business. She has presented guest lectures at Washburn University on Managing Generations in the Workplace, Working with Difficult People, and Conducting Effective Meetings.

TK Business Magazine

PHOTO BY MEGAN ROGERS PHOTOGRAPHIE

There are two examples of the same agenda at the bottom of the page. The first is a typical agenda; the second one uses the tips given to ensure a more effective meeting.

Beginning and ending a meeting on time is important. Some meeting leaders have been known to lock the meeting room door to remind latecomers that an 11 a.m. meeting does not mean it is okay to stroll in at 11:20. The effective meeting leader sticks to the agenda, including time allotment for each item. Scheduling a 50-minute agenda means employees will get out 10 minutes early and will feel a sense of accomplishment.

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WHERE TO SHOP

For Every Occasion 62

Summer 2016

WESTRIDGEMALL.COM TK Business Magazine | 1801 SW Wanamaker Rd, Topeka, KS

KRISTINA DIETRICK

NICK NEUKIRCH

President Creative Business Solutions

Principal/Investment Advisor Representative Legacy Financial Strategies, LLC TK BUSINESS

EXPERTS

BITA GIVECHI

Marketing Director Topeka Landscape

SUZ McIVER

Director of Supportive Care Midland Care

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PHOTO BY RACHEL LOCK PHOTOGRAPHY

Human Resources New FLSA Regulations…

Is your Company Prepared?

The Department of Labor (DOL) has recently proposed changes to the Fair Labor Standards Act’s (FLSA) overtime regulations. These proposed changes include increasing the salary level test for executive, administrative and professional level exemptions, as well as increasing the salary level for highly compensated employees.

These proposed The proposed changes also include reanalyzing the definition of changes will “primary duty” for the purposes of dramatically reduce proper FLSA classifications. the number of These proposed changes include employees who qualify increasing the minimum salary level for the overtime an employee must earn on a weekly exemptions under the basis in order to be considered FLSA. “exempt” from overtime regulations.

The minimum salary level test is the first step when classifying an employee as “exempt” from overtime. Currently under FLSA regulations, an employee meets the minimum salary level test if he/she earns at least $455 per week. The DOL’s proposed regulations include increasing the minimum salary level to $970 per week. The second step involves satisfying the “primary duty” test.

The DOL estimates roughly 4.6 Anticipate the million employees will lose their proposed regulations exempt status based on these new to take effect in the regulations. Employers do not need latter part of 2016. to start reclassifying employees just yet. However, employers should start establishing a timeline, analyzing their current “exempt” positions and making plans to implement a change once the final rule is published by the DOL.

How should your company prepare?

To prepare, employers should begin by reviewing the positions held by exempt employees who are paid less than the proposed threshold of $970 per week. Once a proper analysis of these positions has been conducted, an employer has several

KRISTINA DIETRICK

President Creative Business Solutions options to remedy the situation and ensure compliance with the new proposed changes. Below are a few of the options available to employers if they are currently paying employees less than the proposed threshold:  pay the same salary, but also pay overtime; or  pay the employee an hourly wage plus overtime; or  reduce the employee’s salary to account for anticipated overtime; or  utilize an alternate compensation plan that includes payment of overtime.

Employers do not need to be concerned Employers need with employees at or above the proposed to be aware of the threshold at this time. However, employers potential risks and do need to be aware of the potential consequences risks and consequences surrounding the surrounding the proposed DOL overtime regulations. proposed DOL Creative Business Solutions can assist overtime regulations. with the evaluation and determination of appropriate FLSA classifications for the various positions in your organization and ensure your organization is prepared and compliant with the new regulations.

http://www.bizjournals.com/bizjournals Paulus, Katherine. "FLSA New Rules Coming Your Way." Kansas SHRM Employment Law and Employee Benefits Conference. Topeka. 15 Feb. 2016. Speech.

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Financial Planning Money at Every Age. Saving and planning for retirement is important for everyone, regardless of your life stage. However, knowing where to start and what to prioritize can be overwhelming.

Below are some tips to help you on your financial journey:

YOUR

Although you may be focused on paying off student loans, don’t neglect to take advantage of contributions to retirement accounts as well—many of which are pre-tax.

This is especially important if your employer offers a match because this is essentially free money for you. If you do not have an employer retirement plan, you have plenty of other options to save for retirement, such as opening an IRA. Even just contributing one percent of your paycheck will have a lasting impact on your future.

YOUR

It may seem unusual to think about death when you are in your 30s, but you should start looking into obtaining life insurance, especially if you have a family and own a home with a mortgage. It is much easier (and cheaper) to get life insurance when you are young and healthy, than if you delay.

20s

30s YOUR

40s YOUR

50s

With college on the radar, many parents would like to contribute as much as possible toward their children’s education costs. However, although it might seem counterintuitive, prioritize your retirement before giving your children tuition assistance.

Remember there are no loans for retirement, but there are for education.

Financial dreams, such as buying a vacation home or moving to a larger home, can become a reality for many in their 50s.

Before you buy, consider how making that big purchase will impact your ability to retire successfully. To understand your impact, know how much you want to save before you retire, taking into account how inflation will affect your savings as you age. Your 50s are also a great time to take advantage of catch-up contributions to your retirement accounts.

NICK NEUKIRCH

Principal/Investment Advisor Representative Legacy Financial Strategies, LLC

YOUR

Once you turn 60, create a social security strategy that will work with your personal situation. Although 62 is the age you are able to begin receiving social security benefits, many don’t realize that by receiving social security early, your monthly benefit will be reduced significantly. Alternatively, if you delay disbursements, you can increase your monthly benefit.

YOUR

Now that you find yourself enjoying retirement, you might think you don’t need to worry about financial planning anymore.

Wrong! Your 70s is the time to make sure you are taking out the right amount of money from your savings—enough to enjoy your hard work, but not so much that you risk running out. It is also time to reflect on the legacy you would like to leave for your children, grandchildren and community.

60s

70s

Legacy Financial Strategies, LLC is a Registered Investment Advisor with the Securities and Exchange Commission. Information regarding Legacy Financial Strategies, LLC is provided for informational purposes only and should not be considered investment advice or a recommendation to buy or sell securities.

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Storefront Marketing Perception is Reality: The Importance of Curb Appeal Personal Since we were kids, those who had a hand in raising us preached about appearances. At that time, the list seemed endless: “Brush your hair.” “Wash your face.” Don’t wear that, it’s wrinkled.”

If you were anything like me, you didn’t understand why people were telling you this. Did it really matter? Did it somehow make me a better person if my clothes were starched well enough to stand on their own, if my face was condiment-free 100 percent of the time, or if my hair was well-groomed? I believe the answer to that question is simple: no.

While these things won’t make you a better person, that attention to detail allows you to manage the perceptions other people have of you. Whether we like it or not, people judge others based on his or her appearance. Even those of us who claim to not care what other people think of us, wear clothes, choose hair styles, and buy products that fit the persona we want to project.

Business

said that external appearance influences their decision of where to shop.

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Marketing Director Topeka Landscape

Tips on attracting more customers by creating great curb appeal: TAKE CONTROL OF WEEDS

Perception based on appearance isn’t exclusive to people—it applies to businesses too. Customers are forming their perceptions and making buying decisions based on the appearance of your business. When someone is looking for the latest and greatest advertising campaign, he or she looks for an agency or freelancer that he or she perceives to be creative. When a couple is looking for furniture to adorn the inside of their home, they look for stores that they perceive to align with their style.

Your storefront is one of your most valuable marketing assets, and curb appeal is an integral part of the customer experience.

According to a 2011 Omnibus survey of 1,000 consumers by Morpace, a market research and consulting firm:

95%

BITA GIVECHI

67% >50%

decided not to visit a store based solely on the appearance from the street.

avoided a store that looked “dirty” from the outside.

TK Business Magazine

Make time to treat for weeds so they don’t grow along the front of your building or between cracks in the sidewalk and parking lot.

ADD POPS OF NATURAL COLOR

If you don’t already have natural color in front of your business, consider adding some annual flowers. If you don’t have space for landscape beds, try hanging baskets or get creative with unique container ideas.

MAINTAIN YOUR LANDSCAPE BEDS

Having beds in front of your business will require some routine maintenance. The key to keeping them looking nice is to keep them free of weeds, top-dress with clean mulch, and keep the plants nicely pruned.

It is not how YOU perceive your business that influences your customer’s buying decision – it is how THEY perceive it.

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Workplace Grief PHOTO BY MEGAN ROGERS PHOTOGRAPHIE

Working through Grief

1

2

Give Yourself Time to Grieve

3

Be Understanding

4

Keep Your Boss Informed

5

Determine What You Want Others to Know

Know that there is no magic finish line in your grief. When we love deeply, we grieve deeply— this is normal and understandable. Take the time you need to adjust to the changes in your life.

Director of Supportive Care Midland Care Most of us spend a lot of time in the workplace—more than we do at home. We work closely together and our co-workers, in many cases, become like a second family. Respectively, just like a family, when we suffer the death of someone special in our lives, the workplace may be impacted. Productivity can be compromised and the dynamics of the workplace may change. The days and weeks following a death can be especially difficult.

There five things listed on UNDERSTAND THAT: the right are what that you • Grief is a natural and even need to know about working healthy reaction to loss. through grief for yourself or • Within each of us is the for a co-worker. capacity to heal.

Grief, no matter in • The duration and intensity the workplace or home, is of grief is unique—no magic unsettling. However, by "finish" line. building rapport and support • Caring and acceptance assist as a work family, one may in the healing process. discover stability in his or her moment of grief.

Organizations such as Midland Care can help employees deal with workplace grief. They can provide grief support groups in the work place setting, or presentations to staff about how grief affects their lives. They work closely with human resources and executive staff to help them navigate the impact of grief in the workplace.

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Be Kind to Yourself

Grief can upset our emotional equilibrium, causing stress. Consequently, it's especially important to take care of yourself during this time. Pamper yourself a little, eat well, and exercise.

Find someone who will listen to you and talk about what is happening in your life. If you are having abnormal physical symptoms, see your doctor.

SUZ McIVER

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Everyone grieves differently; therefore, grief presents itself in many ways. People may have difficulty sleeping or concentrating. They may feel tired, emotional, and depressed. Grievers may have short tempers and very little patience. If you have a person in your workplace that is grieving, be a little more understanding and show your support as much as possible.

If you or a co-worker is grieving, it is important that your boss knows what is going on. Being proactive can help control the rumor mill, and it demonstrates that you care enough to share information with your boss. Employers may be aware of available resources and can offer ways to help as needed.

For some people, sharing private information (like grief and sorrow) helps them cope. Yet for others, seeking different avenues for solace and comfort is more effective. If you are grieving, it's up to you to determine with whom you will share information. You may need to find sources outside of the work place to help you.

WE GO WHERE YOU GO

MOBILE BANKING

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MOBILE BANKING

www.alliancebankks.com summer 2016

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36TH ANNUAL SMALL BUSINESS AWARDS

Presented by

GO Topeka Entrepreneurial and Minor Business Development PHOTOS SUBMITTED

Emerging Entrepreneur of Distinction WINNER: MotoVike Films Josiah Engstrom, Owner FINALISTS Ash Boutique Ashley Dassinger, Owner Casa Del Sabor Thomas and Cindy Herrera, Owners

Minority & Women Business of Distinction WINNER: Reliant Apparel, LLC Clinton Appelhanz, Owner FINALISTS Express Employment Professionals Diana Ramirez, CEO Juli's Coffee & Bistro Juli Cuthbertson, Owner

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With You at Every Turn

© Copyright 2015. CBIZ, Inc. and Mayer Hoffman McCann P. C. All rights reserved.

Start Up, Emerging, Growth , Stabilization, Maturity, Exit /IP O Each stage of a business’ lifecycle presents a unique set of challenges and needs. CBIZ and Mayer Hoffman McCann P.C. can meet your business needs now and as the seasons change.

We offer multiple services with a single focus: your success.

ACCOUNTING, TAX & CONSULTING SERVICES provided by CBIZ AUDIT & ATTEST SERVICES provided by Mayer Hoffman McCann P.C. (MHM) Together, CBIZ and Mayer Hoffman McCann P.C. are one of the Top Ten accounting providers in the country.

785.272.3716

www.cbiz.com www.mhmcpa.com www.cbiz.com/cbizmhm-topeka www.mhmcpa.com

Mayer Hoffman McCann P.C. is an independent CPA firm providing audit, review and attest services, and works closely with CBIZ, a business consulting, tax and financial services provider.

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Non-Profit Award of Distinction WINNER: CASA of Shawnee County Jessica Lehnherr, Executive Director

FINALISTS Harvesters Janette Weins, Corporate Engagement Manager SLI Lisa Jackson, President and CEO

36TH ANNUAL SMALL BUSINESS AWARDS GO Topeka Entrepreneurial and Minor Business Development PHOTOS SUBMITTED

Capital City Business of Distinction

WINNER: Clayton Financial Services, Inc. Debra and Randy Clayton, Owners FINALISTS Big O Tires Ronald G. "Dutch" Tryon, President Horst Terrill & Karst Architects, PA Charles Smith, AIA, VP

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WE’VE GOT WHAT YOU NEED! GO Topeka’s EMBD offers entrepreneurs and small business owners coaching, workshops and a small business incentive and loan fund to help take your business to the next level.

Contact Glenda Washington at 785.231.6000 for more information

Entrepreneurial & Minority Business Development A GO Topeka Program

Proud Member

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PHOTO SUBMITTED

the last word

President & CEO

Greater Topeka Chamber of Commerce and GO Topeka (Joined the Chamber and GO Topeka in January 2016)

Matt Pivarnik serves on numerous industry boards affiliated with the US Chamber of Commerce and the Association for Chamber of Commerce Executives. He sits on the Heartland Visioning Management Committee and is a member of the boards for the United Way of Greater Topeka and Visit Topeka. He also serves on the President’s Advisory Council for his alma mater, Northeastern State University.

Matt recently moved to Topeka from Tulsa where he was the Executive Vice President and COO for the Tulsa’s Future Economic Development Organization, Tulsa Regional Chamber, VisitTulsa, Tulsa’s Young Professionals, Tulsa Sports Commission, Tulsa Film and Music Commission, MOSAIC and the Tulsa Small Business Connection.

Matt’s favorite career accomplishments include founding Tulsa’s Young Professionals, a progressive organization focused on the retention and recruitment of young talent that boasts more than 8,000 members, and co-founding MOSAIC, an organization that makes the business case for diversity & inclusion.

Matt and his wife, Wendy, live in Topeka, Kansas, with two of their three sons, Chase (18) and Trey (13). His oldest son, Zac (22), is a senior at the University of Oklahoma in Norman. Matt’s parents and in-laws have also made Topeka their home.

Matt Pivarnik What makes you passionate about business?

My true passion is regional and community development, but I understand that businesses are the backbone of communities. All great communities are characterized by thriving businesses, committed leaders and a cooperative spirit of philanthropy.

When we study successful metropolitan areas, we always find that the public and private sectors are copacetic and working hand-in-hand to move their region forward. There are many success factors in a community, but none greater than a thriving business environment.

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What lessons did you learn from your time in Tulsa?

In Tulsa, I learned that determination and persistence are omnipotent. Tulsa didn’t just wake up one day and have a renaissance.

Instead, business and elected leaders worked together to make things happen. We woke downtown Tulsa up.

We created jobs. We understood that small business was a major driver of our economy. We fought hard to protect education funding. We developed strategies to attract and retain young talent. We learned the business case

TK Business Magazine

surrounding diversity and inclusion.

We emphasized workforce. We put major emphasis on our existing businesses that had contributed to our economy for years. We fought bloody wars to protect education and healthcare funding. We learned that great places to visit equal great places to live and work. After working for the Tulsa Regional Chamber for 16 years, I could go on and on about the lessons I learned, but none are more important than, “We are stronger together.”

What is your vision?

That Topeka and Shawnee County is widely recognized as a leader in economic and individual prosperity.

How does the Chamber’s agenda help achieve economic growth?

First is realizing how great Topeka and Shawnee County are. Ask anyone who has moved here from somewhere else and that individual will readily tell you how fortunate we are. It is time we believe this and start telling the rest of the world. We need to continue to develop our product and clearly understand and market our competitive identity. This all leads to our biggest challenge—our ability to import talent and grow our population and workforce.

Opportunities?

Topeka and Shawnee County’s biggest opportunities are our current momentum and quality of life. It is easy to live in this really cool place. Now we need the rest of the world to know it.

What do you know for sure?

That building regions and creating economic prosperity is a team sport. TK

IN THE PHOTO Front row: John Hunter, Heartland Visioning; Glenda Washington, GO Topeka; Molly Howey, GO Topeka; Kim Gronniger, Greater Topeka Chamber of Commerce; Matt Lara, GO Topeka; Erin Mohwinkle, Great Topeka Chamber of Commerce Second row: Sherry Boyer, Greater Topeka Chamber of Commerce; Ashley Charest, Greater Topeka Chamber of Commerce; Andrea Bailey, Greater Topeka Chamber of Commerce; Barbara Stapleton, GO Topeka; Scott Smathers, GO Topeka; Jerrica Winkenwader, Greater Topeka Chamber of Commerce; Mary Ann Anderson, GO Topeka Last row: Kristin Brunkow, Heartland Visioning; Curtis Sneden, Greater Topeka Chamber of Commerce; Matt Pivarnik, Greater Topeka Chamber of Commerce & GO Topeka

PHOTO BY JASON DAILEY

The Chamber works with many partners to achieve economic growth. I actually represent multiple organizations that partner daily including GO Topeka, the Greater Topeka Chamber, Heartland Visioning and Fast Forward. All of these organizations have different tactics and missions, but point back to the primary function of creating regional economic prosperity through economic development, legislative advocacy, education and workforce, and quality of life. Just as important is our realization that we work with many community partners to create economic prosperity.

Partnerships with organizations like Downtown Topeka, Inc., Visit Topeka, Inc. and dozens of others are crucial.

What are the biggest challenges moving forward?

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scene about town

International Association of Business Communicators (IABC) Topeka Professional Development Seminar and Awards Luncheon Capitol Plaza Hotel April 26, 2016

1 PHOTO 1 Sherri Pike, Advisors Excel; Kara Mazachek, Washburn University Foundation; Mikayla Douglas, Washburn University

PHOTO 2 Samantha Carlson, Washburn University; Sarah Towle and Danielle Smith, Washburn University Foundation

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PHOTO 3 Annie Flachsbarth, Advisors Excel; Theresa Jenkins, jones huyett Partners; Danielle Pettit and Jenalea Randall, Blue Cross Blue Shield of Kansas

PHOTO 4 Mary Tristen, AARP Kansas; Glenda DuBoise

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PHOTO 5 Donna Swaffar, United Way; Regina Stephenson, Topeka Capital-Journal

PHOTO 6 Jeri Biehler, Kansas Turnpike Authority; Kim Stitch, Kansas Department of Transportation PHOTOS BY KEITH HORINEK

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