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The Talent Shift Looms
The Talent Shift Looms
Assuming the Delta-Variant does not undermine all our hard work and we continue down the path of “Normalcy”, the next…
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Phil Cooper shared thisThe neighborhood. Twelve pots of soup. Four tiny souvenir spoons as prizes. Nobody had a KPI tied to it. Nobody had a performance review on the line. Yet everyone spent their week leading up to Saturday trying to cook like a Michelin-starred chef. Our neighborhood hosted a soup contest over the weekend. I took home Best Comfort Soup for my potato leek. My neighbor Morayea brought a Black Forest mushroom soup that belonged in a five-star restaurant. Every single person elevated what they brought to the table. Watching that room reminded me of a truth most business owners miss about company culture: You cannot mandate discretionary effort. Leaders spend thousands on mission statements, wall graphics, and mandatory team-building exercises trying to force people to care. It does not work. You cannot policy people into taking pride in their craft. What you can do is curate the environment. When the unspoken standard of the room is high, two things happen: 1. True craftsmen thrive because their standard is finally matched. 2. Everyone else naturally steps up because nobody wants to bring mediocrity into an elite room. Culture is not what you tell people to care about. It is the standard the room quietly agrees to uphold when nobody is watching. How do you raise the baseline standard in your business without resorting to corporate policies?
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Phil Cooper shared thisI sold my business and tried to retire. It lasted... About two months. 😂 Even before I signed the papers, I was already thinking about what came next. In 2018, I sold Cooper Pest to Terminix after 34 years. The plan was simple: relax, enjoy life, take it easy. But something kept pulling at me. Creating something new. Helping people grow. Connecting with business owners in the trenches. Retirement wasn't the finish line I thought it was. So I started AGP, a front-line manager development program for service businesses. Then I became a Certified EOS Implementer. Now I coach leadership teams and help businesses run without the owner white-knuckling every decision. At 64, I'm more energized than I was at 54. Passion doesn't retire when you do. If you've got something inside you...a business idea, a way to help others, a skill the world needs...age isn't a reason to hold back. It might be the exact reason to go all in. Your 60s can be your most productive years. What's a passion or project you're still pursuing, or want to start, regardless of your age?
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Phil Cooper shared thisFor a long stretch, I believed my business couldn't function without me in every decision. I wore that like a badge of honor. Turns out it was my ceiling. The turning point was letting the company become its own entity with the right vision, structure, and people in place. This captures the beliefs that make that possible. Worth a read if you've ever felt like the bottleneck in your own business. Which one on this list are you still wrestling with?Phil Cooper shared thisIf you're not happy with the current state of your company, you have three choices: 1️⃣ You can live with it 2️⃣ Leave it 3️⃣ Or change it If the first two are not an option, it's time to admit that you don't want to live this way any longer. We know change is scary. You're not alone in feeling anxious about jeopardizing what you already have. But despite these worries, it's time for a shift in thinking. You need to change from believing that you are your company and letting it become its own entity. With the right vision, structure, and people in place, your company can evolve and realize its full potential. To be truly ready for this change, you must be willing to embrace the following four fundamental beliefs: 1️⃣ You must build and maintain a true leadership team. 2️⃣ Hitting the ceiling is inevitable. 3️⃣ You can only run your business on one operating system. 4️⃣ You must be open-minded, growth-oriented, and vulnerable. If you're ready to make change, we're here to help. Learn more here ➡️ https://lnkd.in/gRznMjvt
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Phil Cooper shared thisFor 31 years at Cooper Pest, we grew at 7% every single year. If you asked me back then how business was going, I would have looked you in the eye and said: "Fantastic." And I genuinely meant it. From 1984 to 2015, we grew from $500,000 to over $5,000,000. We had a wonderful team. We built a strong brand in New Jersey and Pennsylvania. We did good, honest work that I was proud of every single day. The problem was that 7% growth hid a quiet plateau. Whenever our net margin lagged or a new program fell flat, we had ready-made rationalizations. "We are reinvesting back into the business." "We just have to get over this next hurdle." Those did not feel like excuses at the time. They felt like prudent leadership. So what did I do as CEO? I chased shiny objects. I looked into new service offerings. We cycled through sales managers hoping someone would bring the magic playbook. Every couple of quarters, we were pivoting toward the next new thing that would supposedly unlock our next level of growth. The turning point came when we stopped looking for outside fixes and focused on internal operating discipline. First, we got the right leaders locked into the right seats. Glenn Jacobson took ownership of marketing, James Haidacher drove sales management, and Dave Burgess took over operations. Second, we stopped the cycle of reactive ideas and committed to a strict 90-day rhythm with weekly scorecards and real accountability. We committed to running the company on the Entrepreneurial Operating System (EOS). Third, we stopped expecting great management to happen by accident. We started intentionally coaching and developing our frontline service managers, giving them the tools to lead and support our technicians in the field instead of running around putting out fires. Once our leadership team and frontline were completely aligned, the plateau broke. Over the next three years we went from $5M to $11M. 7% annual growth is not a failure, but it can become a very comfortable trap where rationalizations mask what your company is truly capable of achieving. What is a rationalization you caught yourself making as an owner before you fixed your operating rhythm? Drop it below. 👇
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Phil Cooper shared thisIn 1989, right after marrying Laura, spotted a random flyer at a health club. It was for Bike MS, riding across the backroads of South Jersey down to Ocean City to support the National MS Society to fight Multiple Sclerosis. I signed up, and that began a ride of pedaling to fund a cure for over 35 years. For those who may not know the background or the cause: Bike MS is an event dedicated to raising funds and awareness for the National MS Society. Multiple Sclerosis is a disease that impacts the central nervous system, and the goal is to support those living with MS while funding research for a cure. Finding a cure and providing resources for families living with this disease is why this ride matters so much to me. This year, the dates are September 26-27, 2026. I am getting ready to head back out on the road and do my part to support this cause. If you are able to donate and support the ride, every contribution helps make a real difference. I will put the donation link in the comments below. Thank you for your support. 🧡
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Phil Cooper shared thisThis grin? It means I know something you don't 👀 Not for long, though. A big announcement is coming and I want to hear your guesses first. What do you think it is? Comments are open. Best guess in the comments wins bragging rights.
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Phil Cooper shared thisI remember getting an email from my brother Rick saying: "Remember when we thought getting new offices meant we'd made it?" I had to stop what I was doing and just sit with that for a minute. Because yeah, Rick. I remember. We'd been helping run the business from the old office. Finally scraped together enough to build an addition for my brother and my office. Nothing fancy. But we had our names on the doors. 𝗧𝗵𝗮𝘁 𝗳𝗲𝗹𝘁 𝗹𝗶𝗸𝗲 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴. And check out the pic. Massive monitor, big phones, younger Phil, goshh how times have changed!!! We worked until 2 AM that night. Not because we had to. Because we didn't want to leave. Those offices were proof we were "real" business owners. Fast forward 35 years... You know what's wild? Every stage felt like "making it" at the time: • First employee who wasn't family • First year we didn't worry about making payroll • First vacation where I actually disconnected • First time the team solved a crisis without calling me Now I work with business owners chasing their own version of "making it." And here's what I tell them: 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗶𝘀𝗻'𝘁 𝗮 𝗱𝗲𝘀𝘁𝗶𝗻𝗮𝘁𝗶𝗼𝗻. 𝗜𝘁'𝘀 𝗮 𝘀𝗲𝗿𝗶𝗲𝘀 𝗼𝗳 𝗺𝗼𝗺𝗲𝗻𝘁𝘀 𝘁𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿. Like when your brother emails you 35 years later and you both remember exactly how that crappy radiator sounded. Or when you realize you built something that gave dozens of families good careers. Or when a client texts you: "We just had our best quarter ever, and I was in Europe for half of it." 𝗧𝗛��𝗧'𝗦 making it. Rick and I eventually moved to better offices. Then better ones after that. But nothing ever matched the feeling of those first two doors with our names on them. Because it wasn't about the offices. It was about two brothers betting on themselves. And honestly? We did make it. Just not the way we thought we would. ❤️ Business owners: What moment made YOU feel like you'd "made it" for the first time? I bet it wasn't what you expected either.
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Phil Cooper shared thisThe best leaders I've watched aren't the ones with all the answers, they're the ones who decide and adjust. This is why overthinking quietly holds teams back. When was the last time overthinking cost you more than a wrong call would have?Phil Cooper shared thisOverthinking is the silent killer of leadership. It slows decision-making, fuels doubt, and keeps your team stuck in limbo. The best leaders don't have all the answers; they make decisions with confidence, adapt, and move forward. If you hesitate too long, opportunities vanish, and momentum dies. Instead of overanalyzing, trust the process, make the best decision with the information available, and course-correct if needed. Progress > Perfection, every time. Want more insights on becoming a decisive, effective leader? Sign up for Mark's Clarity Break Thoughts newsletter and take your leadership to the next level 👉 https://lnkd.in/eMZ8uwfJ
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Phil Cooper shared thisWhen one of your best people drops the ball, why is the first instinct to question their commitment instead of your clarity? How much of what lands back on your desk is actually an employee problem, and how much is a breakdown in how the expectation was set? Years ago, my gut reaction was to wonder if I had hired the wrong person. These days, I pause and run through a few basic checkslist before making a judgment: Clarity: Did they know exactly what done looked like? When the target is fuzzy, the issue usually starts at the top. That calls for clearer direction, and the responsibility sits with leadership. Capability: Did they have the training, tools, and time to handle it well? If they lacked the right support, frustration gets you nowhere. That calls for coaching. Ownership: Did they take full responsibility for the outcome, or were they waiting to be told what to do next? If they were just waiting, that is where a straight, honest conversation about the seat belongs. Most breakdowns happen around clarity and capability. But when leaders treat every slip like an ownership problem, they end up trying to fix a communication gap with a reprimand. Treat every slip the same, and the exact same issues will keep landing right back on your desk. When something slips on your team, where do you find yourself looking first?
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Phil Cooper liked thisPhil Cooper liked thisSit with my Vistage Worldwide, Inc. executive peer group members monthly and you'll see what I mean! I have two CEO/Owner groups and two Key Executive (senior executive) groups. Message me if interested in learning the Power of Peers!
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Phil Cooper liked thisPhil Cooper liked thisEvery major economic downturn produces two kinds of organizations. 𝐎𝐧𝐞𝐬 𝐭𝐡𝐚𝐭 𝐬𝐮𝐫𝐯𝐢𝐯𝐞 𝐢𝐭. 𝐀𝐧𝐝 𝐨𝐧𝐞𝐬 𝐭𝐡𝐚𝐭 𝐝𝐨𝐦𝐢𝐧𝐚𝐭𝐞 𝐰𝐡𝐚𝐭 𝐜𝐨𝐦𝐞𝐬 𝐚𝐟𝐭𝐞𝐫 𝐢𝐭. The difference is rarely strategy. It is almost always leadership. When budgets tighten, leadership development is the first thing cut and the last thing that should be. Because the leaders who will navigate your recovery are sitting in your organization right now — either being developed or being left to figure it out alone. One of those choices compounds in your favor. The other compounds against you. 𝐓𝐡𝐞 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝐢𝐬 𝐧𝐨𝐭 𝐰𝐡𝐞𝐭𝐡𝐞𝐫 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐚𝐟𝐟𝐨𝐫𝐝 𝐭𝐨 𝐢𝐧𝐯𝐞𝐬𝐭 𝐢𝐧 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐫𝐢𝐠𝐡𝐭 𝐧𝐨𝐰. 𝐓𝐡𝐞 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝐢𝐬 𝐰𝐡𝐞𝐭𝐡𝐞𝐫 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐚𝐟𝐟𝐨𝐫𝐝 𝐧𝐨𝐭 𝐭𝐨🎯 How is your organization preparing its leaders to win the recovery? In addition to Chief Executive peer groups, Vistage Worldwide, Inc. has leadership programs targeted for those Rock Stars of the future to your Right and Left hands.
Experience & Education
Volunteer Experience
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Creator/Participant
PhilAcrossAmerica
- Present 14 years 5 months
Health
PhilAcrossAmerica.com was organized to work in conjunction with the Bike the US for MS and National MS Society fundraising efforts of Phil’s cross-country ride from June 1 – August 1, 2012. PhilAcrossAmerica acted as a platform for various social media efforts along the way, including blog posts, photos and videos captured by Phil on his journey and a tracking device to follow his progress and route. PhilAcrossAmerica also saw many a guest rider (almost 30), as family, friends, colleagues and…
PhilAcrossAmerica.com was organized to work in conjunction with the Bike the US for MS and National MS Society fundraising efforts of Phil’s cross-country ride from June 1 – August 1, 2012. PhilAcrossAmerica acted as a platform for various social media efforts along the way, including blog posts, photos and videos captured by Phil on his journey and a tracking device to follow his progress and route. PhilAcrossAmerica also saw many a guest rider (almost 30), as family, friends, colleagues and industry associates joined up with Phil at one point or another during his trek across the country.
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Board of Directors and Participant
Bike the US for MS
- Present 14 years 5 months
Health
Currently serving on the Bike the US For MS Board of Directors.
In 2012 I rode from Yorktown, VA to San Francisco (TranAm) raising over $50,000 for MS ($25,000 for Bike the US for MS and $25,000 for the National MS Society) and followed that in 2013 as a partial rider on the Bike the US for MS Northern Tier from Glacier National Park, Montana to Seattle, Washington, over 13 days.
For anyone looking for an amazing way of giving back and at the same time having an amazing personal…Currently serving on the Bike the US For MS Board of Directors.
In 2012 I rode from Yorktown, VA to San Francisco (TranAm) raising over $50,000 for MS ($25,000 for Bike the US for MS and $25,000 for the National MS Society) and followed that in 2013 as a partial rider on the Bike the US for MS Northern Tier from Glacier National Park, Montana to Seattle, Washington, over 13 days.
For anyone looking for an amazing way of giving back and at the same time having an amazing personal journey, Bike the US is something to consider, it has been life altering for me. -
Past President
New Jersey Pest Management Asscociation
- Present 39 years 5 months
The New Jersey Pest Management Association represents the pest management industry for the State of New Jersey, Joint members with the National Pest Management Association, my goals as President are to ensure that the pest management businesses in NJ are protected and become more profitable while providing quality services to the public they serve.
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Secretary, Executive Board
EarthShare NJ
- 6 years 6 months
Environment
EarthShare mobilizes the people of New Jersey to protect our land, water, air and wildlife, making the state a healthier place to live, work and play.
EarthShare gives employers one-stop access to leading environmental organizations, making charitable giving and volunteering easy for their employees and customers.
To learn more visit the EarthShare Website: http://www.earthsharenj.org/ -
Client Advisory Board (CAB)
Enterprise Fleet Management
- 3 years 1 month
The Client Advisory Board meets with senior leadership of Enterprise Fleet, twice a year, to examine a host of strategic issues. Each board member serves for two years.
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Member, Business Committe
National Pest Management Association
- 4 years 7 months
The committee looks at issues, challenges and opportunities as they relate to business operations on behalf of the NPMA membership
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Participant
Anchor House Ride for Runaways
- Present 13 years 4 months
Children
2013 was my inaugural year in support of this very worthy cause. An annual 500 mile cycling event raising over $500,000 on behalf of runaway children to support Anchor House of Mercer County, NJ.
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Past President
Associated Pest Services
- Present 42 years 10 months
I was the Past President in 2010 and continue to serve on the Board of Directors. Associated Pest Services is comprised of 70+ of the leading pest management companies in the United States. We meet twice a year to share best practices within the pest management industry
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Member and Former Board of Director
Princeton Corridor Rotary Club
- Present 41 years 6 months
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Former Board of Director
National Multiple Sclerosis Society Greater Delaware Valley Chapter
- 2 years 1 month
Health
Publications
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What + How = WOW: A Methodology for Customer Service
Xlibris
See publicationI authored this book in 2003 in response the customer service consulting and speaking engagments surrounding my WOW methodology.
The book explores the methodology and provides the framework for any organization to implement the process. WHAT + HOW = WOW is a method of practicing excellent communication, which is the cornerstone for every single action we perform. By utilizing the WHAT + HOW methodology, a framework for future development is set in place. For those with a passion for…I authored this book in 2003 in response the customer service consulting and speaking engagments surrounding my WOW methodology.
The book explores the methodology and provides the framework for any organization to implement the process. WHAT + HOW = WOW is a method of practicing excellent communication, which is the cornerstone for every single action we perform. By utilizing the WHAT + HOW methodology, a framework for future development is set in place. For those with a passion for excellence, WOW experiences will follow and it is the WOW experience that ultimately is the yardstick for success. The WOW moment is a special place in time when the impact of your actions has the other person so excited they cannot stop speaking about the experience. It is the WOW moment that all customer service professionals strive for and WHAT + HOW = WOW provides the framework for achieving WOW moments on a consistent basis.
Honors & Awards
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Philadelphia Family Business of the Year Finalist
Philadelphia Smart CEO
The Family Business Awards program honors family businesses that make up the backbone of the American economy. From small, boutique operations to large multi-generational firms, these entrepreneurial families are building business legacies that will last for generations to come. More than two thirds of privately held businesses in the U.S. are family-owned firms, but many times they are overshadowed by large public organizations. The Family Business Awards program honors family businesses that…
The Family Business Awards program honors family businesses that make up the backbone of the American economy. From small, boutique operations to large multi-generational firms, these entrepreneurial families are building business legacies that will last for generations to come. More than two thirds of privately held businesses in the U.S. are family-owned firms, but many times they are overshadowed by large public organizations. The Family Business Awards program honors family businesses that make up the backbone of the American economy. From small, boutique operations to large multi-generational firms, these entrepreneurial families are building business legacies that will last for generations to come. More than two thirds of privately held businesses in the U.S. are family-owned firms, but many times they are overshadowed by large public organizations. That’s why SmartCEO is honoring and celebrating the family businesses that are successful, growing and moving America forward.
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2014 New Jersey Business of the Year 51-100 Employees
NJ Biz Magazine
NJ Biz Magazine annually recognizes businesses and individuals who exemplify the best NJ has to offer. Cooper was honored as the 2014 Business of the Year in the 51-100 employee category. The panel of four judges were impressed with Cooper's innovation, flexibility, perseverance and use of technology. Cooper was recognized for pushing the envelope with innovate services in the world of bed bugs and mosquitoes harnessing a highly motivated employee base to capture these markets. All of these…
NJ Biz Magazine annually recognizes businesses and individuals who exemplify the best NJ has to offer. Cooper was honored as the 2014 Business of the Year in the 51-100 employee category. The panel of four judges were impressed with Cooper's innovation, flexibility, perseverance and use of technology. Cooper was recognized for pushing the envelope with innovate services in the world of bed bugs and mosquitoes harnessing a highly motivated employee base to capture these markets. All of these attributes separated Cooper from the great group of finalists. To read more go to: https://www.linkedin.com/slink?code=d9BVHiS
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2013 New Jersey Corporate Citizen of the Year
NJBiz
NJBiz annually recognizes the company or individual within New Jersey that best exemplifies being a model corporate citizen. NJBiz looks at: 1) the extent of the individuals community involvement and how the local community has benefited from this involvement 2) the individuals specific community and civic affiliations 3) how has the individual made a difference in the New Jersey region 4) how the individual shows a sustained commitment to his/her employees.
The award was given with…NJBiz annually recognizes the company or individual within New Jersey that best exemplifies being a model corporate citizen. NJBiz looks at: 1) the extent of the individuals community involvement and how the local community has benefited from this involvement 2) the individuals specific community and civic affiliations 3) how has the individual made a difference in the New Jersey region 4) how the individual shows a sustained commitment to his/her employees.
The award was given with a focus on our continuing mission at Cooper to WOW the Community. I firmly believe as corporate citizens comes great responsibility. With this responsibility we need to promote diversity in the workplace, help those in need and bring awareness to civic, charitable and health causes. -
Best Employer Overall in New Jersey
PhillyBurbs.com
Cooper was selected as Best Employer from a select group of finalists. Cooper achieved the honor based on its consistent employee retention, comfortable workplace and a staff committed to providing a WOW experience to each other.
The other finalists included Educational Testing Services, Liberty Bell Bank, Lockheed Martin, New Jersey Manufacturer Insurance, PSE&G, Riverview Estates, Team Capital Bank, Virtua Health.
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