The U.S. Small Business Administration (SBA) has launched the Patriot Pitch Competition, a national pitch contest designed to spotlight innovative small businesses across the country. The competition includes a $1 million cash prize pool funded by Clover Network, Inc., and eligible small businesses are encouraged to apply by June 10 at 11:59 p.m. ET.
For small business owners who have used qualifying SBA capital products, this could be more than a chance at prize money.
It’s also an opportunity to:
· sharpen your business story
· gain national visibility
· connect with investors, industry leaders, policymakers, and potential partners
Here’s what you need to know.
What Is the Patriot Pitch Competition?
The Patriot Pitch Competition is part of the SBA’s Freedom 250 initiative, which celebrates 250 years of American free enterprise, and the role small businesses have played in innovation, job creation, and economic growth.
Selected businesses will move through four stages of judging. The competition will culminate in a live pitch event in Washington, D.C., in September, where five finalists will pitch before judges and a national audience for a share of the $1 million prize pool.
According to the SBA, the final event will also feature prominent speakers from business, government, and industry, along with a supplier matchmaking expo connecting small businesses with larger companies and contracting opportunities.
Even if you don’t walk away with the top prize, the process could put your business in front of people and opportunities that are difficult to reach on your average Tuesday.
Who Is Eligible to Apply?
Applicants must be U.S. citizens at least 18 years old, or teams of eligible individuals.
Businesses must meet the SBA definition of a small business and be headquartered and operated in the United States or its territories.
Your business must also:
· Have been in operation for at least three years
· Generate at least $100,000 in annual gross revenue
· Be 100% owned by U.S. citizens or lawful permanent residents
· Be current and in good standing on any federal obligations
· Actively drive innovation in your sector through new technologies, strategies, operations, or competitive approaches
· Have benefited from one or more qualifying SBA capital products
Qualifying SBA capital products include 7(a) loans, including Paycheck Protection Program loans, 504 loans, Microloan Intermediary loans, SBIR/STTR funding, or SBIC financing.
One important note: businesses that received COVID-19 EIDL loans or SBA Disaster loans are not eligible based on those loans alone.
However, they may still be eligible if they received one of the qualifying capital products listed by the SBA.
Finalists must also be available to travel at their own expense to Washington, D.C., for the national pitch competition, which will take place on a single day between September 8 and September 18. The exact date will be announced later.
What Should You Include in Your Pitch?
The SBA provides suggested topics and an example pitch, though applicants are not required to follow that exact format.
Submissions must be uploaded as a PDF through the submission link for your local SBA District Office.
A competitive pitch may include:
· Your business name, address, website, and social media links
· The owner’s name and contact information
· Documentation showing when the business was established and that it’s in good standing
· A description of your products or services
· Your mission statement
· A short pitch video, about 60 seconds, shared through a YouTube link
· A brief history of your business
· An explanation of how your business drives innovation in your sector
· A business plan with a three-year revenue forecast
· A list of SBA capital products your business has used
· A description of how SBA capital helped your business grow
· A clear explanation of how you would use the prize money
The strongest applications will likely be solid business storytellers Instead of writing, “We’re innovative.” They’ll show it through specific examples. They’ll explain what problem the business solves, how they’ve grown, who benefits from the work, and why the company is ready for its next stage.
How Will Entries Be Judged?
The SBA says submissions will be evaluated through four stages of judging. Judges will look at how each business performs in several key areas, including strengthening American competitiveness, demonstrating outsized impact within an industry, creating economic opportunity and quality jobs, and showing strong fundamentals and execution readiness.
The top 10 semifinalists will be announced the week of July 4, 2026, during the Great American State Fair. From there, five finalists will be invited to participate in the live pitch competition in Washington, D.C.
Why This Matters to Your Businesses
Pitch competitions can feel intimidating.
But the process of applying can be valuable on its own. It forces you to tighten your story, review your numbers, think about your growth strategy, and explain your impact in plain language.
That’s useful whether you win, seek financing, apply for a grant, meet with investors, or simply want a stronger way to talk about your business.
Ready to Apply?
Applications are due by June 10 at 11:59 p.m. ET. Visit the SBA’s Freedom 250 Patriot Pitch Competition page to review the full eligibility requirements, terms and conditions, and submission links for your local SBA District Office.
If you’re thinking about applying reach out to the chamber. We can connect you with local business resource partners, help you think through your pitch story, point you toward SBA or small business development resources, and celebrate your participation as part of the local business community.
It’s time to polish that business story and go for the recognition you deserve.
Most businesses don’t lose their edge in one dramatic, cinematic moment. They lose it quietly. A tweak here. Following a trend there. A consultant recommendation that sounds smart but doesn’t fit. A few AI-generated ideas pasted into the marketing plan with the confidence of someone assembling furniture without looking at the directions. Before long, something feels off. The business’ personality is flatter. The message sounds like everyone else’s. The thing that made people choose them has been polished, sanded, and lacquered in beige. That “thing” that makes you who you are is aptly called your unique value proposition (UVP). It’s the combination of what you offer, who you serve, how you serve them, and what you share about the “why” behind what you do. It’s what sets you apart and entices people to buy from you or visit your business over others. A strong UVP breeds loyalty. And yes, businesses kill it by accident all the time. Here are some of the most common ways it happens so you can watch out for it happening to yours: Listening to Advice From People Who Don’t Understand Your Market Marketing experts and business consultants can be incredibly helpful. Fresh perspective works because outside expertise can uncover problems you’ve been too close to see. But a consultant who doesn’t understand your audience can accidentally steer you away from the very thing that makes your business special in the eyes of your customers. A trendy, high-end rebrand might make sense for a luxury market, but it could alienate customers who love you because you’re approachable, familiar, and practical. A polished “curated experience” might sound sophisticated on paper and what “everyone is doing” but if your customers come to you because they feel known, welcomed, and part of a family, removing that warmth isn’t a strategy. It’s a fast train to “It’sJustNotTheSameVille.” Good advice should sharpen your difference, not erase it. Chasing Trends That Don’t Fit Your Audience Every industry has trends. Minimalist branding. TikTok-style videos. Subscription models. Luxe packaging. AI chatbots. “Experiences.” Founder-led content. Ultra-casual copy. Ultra-polished copy. Whatever LinkedIn is currently pretending it invented. Some trends are useful and some are noise. The danger to your business comes when you adopt a trend because everyone else is doing it, without asking whether your customers want it. For instance, if your audience values speed, don’t make everything more elaborate and wordier. If they value personal service, don’t automate every touchpoint. If they value affordability, don’t redesign your offer to feel exclusively high-end and then act shocked when your regulars disappear. A trend should serve your customer relationship. It should never become the new boss of your brand. Using AI Randomly Instead of Strategically AI can help a business get smarter, faster, and more consistent. It can help draft emails, organize ideas, summarize customer feedback, outline campaigns, brainstorm offers, and speed up routine tasks. But randomly asking AI questions is not the same as making AI part of your business. If you use it without teaching it your audience, offers, tone, standards, objections, FAQs, and customer journey, you’ll get generic output. Generic output leads to generic messaging. Generic messaging makes you sound like every other business trying to “elevate solutions.” AI works best when it’s treated like a trained assistant, not a slot machine for copy. Don’t use it hoping it will yield million-dollar results. Give it context. Build repeatable prompts. Feed it examples of what you like/want. Review the output. Protect your voice. Otherwise, you’ll sound like a bot and cost yourself additional time editing. That’s not very efficient. Becoming More Generic to “Grow” As businesses grow, they often try to appeal to more people. Cast a wide net, catch more customers, right? While that makes sense to a point, trying to attract everyone can make your message so broad and bland that it speaks to no one. For example, a business known for serving busy parents may water down its message to reach “families, professionals, individuals, and the community” because it seems like there are only a limited number of “parents.” A boutique service provider may stop naming the exact problems clients bring them because they don’t want to sound too narrow. A restaurant known for its decadent sausage gravy may redesign its menu because they realized heart disease is the number one killer in the US, and they thought they should remove the fat and switch to a healthier menu. While it may attract new customers, it will lose those who love their comfort food. Growth should expand opportunity. It shouldn’t require a personality transplant. Copying Competitors Too Closely Keeping an eye on competitors is smart. Copying their offers, language, pricing structure, content style, and customer experience is where you’ll run into trouble. You don’t know why a competitor is doing what they’re doing. Maybe their strategy is working. Maybe it’s failing loudly behind the scenes. Maybe they copied someone else because they “had to do something.” Maybe this is a Hail Mary pass in the last few seconds of the game and they’re just hoping to move the marker. Competitor research should help you find gaps. It should help you understand where you can stand apart. If it turns you into a slightly different version of another business, you’ve traded distinction for something else entirely. Forgetting to Talk to Real Customers Your customers will tell you what makes you different, but only if you keep listening. Businesses often make changes based on internal opinions, industry chatter, or the loudest person in the room. Meanwhile, customers are giving clues every day. They mention why they came back. They name the employee who made the experience better. They compliment the thing you barely noticed. They complain when something meaningful disappears. Pay attention to repeat phrases in reviews, emails, conversations, referrals, and testimonials. Your strongest positioning and ideas to meet customers needs are often hiding in plain sight. Over-Professionalizing the Brand There’s nothing wrong with looking polished. But polished should never mean sterile. Some businesses scrub away personality because they think professionalism requires sounding bigger, colder, or more formal. They replace specific language with vague industry terms. They remove humor. They bury warmth. They stop sounding like humans and start sounding like a committee circling back and drilling down because bandwidth requires a game-changing pivot—a bunch of empty, overused words. Professionals and brands have personalities and the best brands feel trustworthy and recognizable. Your unique value proposition is not a slogan you write once and tape to the wall. It should guide your decisions, messaging, customer experience, hiring, technology, partnerships, and growth. Before you follow the next trend, hire the next expert, or hand your voice to AI, ask one question: Will this make us more clearly ourselves to the people we’re here to serve?
Hopefully, your happiest customers are already doing some marketing for you. Maybe they’re mentioning your business to a neighbor or tagging you in a post. Perhaps they’ve told a friend, “You should call them.” The problem is that most small businesses leave those moments to chance and probably don’t even know about them. That’s why you must make referral marketing part of your marketing goals. Referrals are powerful because they come with built-in trust. A stranger clicking an ad may be curious. A person recommending your business to a friend is handing you a warm lead. That’s worth building a simple system around. You don’t need a huge budget or a complicated referral program. You just need a few repeatable habits that make it easy for happy customers to send more people your way. Ask at the Right Moment Start by knowing when to ask. Timing matters. The best moment is usually right after a customer has had a positive experience. Maybe they compliment your team. Maybe they leave a great review. Maybe they reorder, renew, rebook, or tell you how much something helped them. That’s your opening. Instead of saying, “Let us know if you know anyone,” which puts all the work on them, be specific. Try something like: “If you know another business owner who could use help with this, I’d be grateful if you’d send them my way.” Or: “We love working with customers like you. If you have a friend or colleague who needs this, feel free to share our contact info.” Specificity helps people think of someone. Or tell them the why you need referrals. People are more likely to help when you tell them why you need it. “We’re a small business and we get most of our clients through referrals. We would appreciate you telling your friends and family about us.” This helps them understand how important referrals are to you, but it also tells them that many people have referred you (“We get most of our clients through referrals.”)—that’s social proof. Make Referrals Easy to Share Next, make referrals easy to share. Create a short blurb customers can forward by text or email. Keep it conversational. For example: “I’ve been working with [Business Name], and they’ve been great. They help with [specific service/product], and I thought of you because [reason]. Here’s their info.” You can also create a simple referral card, QR code, or web page with your contact information, top services, and a clear explanation of who you help. If someone has to hunt for your phone number, website, or booking link, you’re making them work too hard and few people will do that. Turn Conversations into Warm Introductions Another quick win is to ask for introductions in person, especially at events. If a customer, vendor, or fellow business owner says they know someone you should meet, ask whether they’d be comfortable making the connection. A warm introduction is stronger than a cold email. It gives the other person context and makes the conversation feel less transactional. This is where your chamber can become a practical business development tool. Chamber events aren’t only for showing up, shaking hands, and collecting business cards you’ll later find in your purse, car, or desk drawer like tiny rectangles of guilt. Used well, they can help you build a smarter referral network. Use the Chamber as a Connection Partner Before attending an event, think about who you want to meet. Are you hoping to connect with real estate professionals, restaurant owners, nonprofit leaders, healthcare providers, employers, young professionals, or city leaders? Reach out to the chamber and ask which events tend to attract those groups. Many chambers know the personality and audience of each gathering. A morning coffee may draw a different crowd than a women’s leadership event, an industry roundtable, a ribbon cutting, or a large signature event. Your chamber may also be able to make direct introductions. If you’re looking to meet a certain demographic, ask. That’s part of the relationship-building advantage of membership. Chamber staff often know who’s growing, who’s hiring, who’s collaborating, who’s new to the community, and who might be a strong connection for your business. Follow Up Before the Lead Goes Cold Once you make a connection, follow up quickly. Within 24 to 48 hours, send a short note. Mention where you met, reference something specific from the conversation, and suggest a next step if it makes sense. Don’t overcomplicate it. A good follow-up might be: “It was great meeting you at the chamber event yesterday. I enjoyed hearing about your expansion plans. If you ever need help with [specific need], I’d be happy to be a resource.” Track What’s Working Finally, keep track of referrals. A simple spreadsheet or notes field in your CRM is enough. Track who referred whom, when you followed up, and whether the connection became a customer. This helps you thank people properly and see which relationships are generating real business. The best referral strategy isn’t pushy. It’s prepared and focused. You’re making it easier for people who already trust you to open the next door. Take the Next Step Look at the chamber calendar and see what’s coming up next. Then reach out to the chamber before you attend. Let them know who you’re hoping to meet. The right event, the right introduction, and one happy customer can turn into your next three leads.
Summer is a great time to consider the advantage of temporary labor. You know that project you’ve been putting off? How about the organization structure you wanted to build? What about that technology trial? Or maybe there's something you’ve been doing that could easily be managed by someone else so you can free up your time for things that require your attention? As vacations loom and customer buying patterns shift, it’s an ideal time to explore temporary hires or interns. According to the National Association of Colleges and Employers , businesses expect to hire 3.9% more interns than in the previous year, and 81% say they plan to increase or maintain intern hiring. But if you think you can just bring in an intern, hand over a pile of small tasks, and call it a program, you’re missing a bigger strategic opportunity. The smartest businesses do something different. They don’t use interns just to fill a chair or display them to the community to look like a business that’s worried about the future workforce. They use them to tackle work that matters. Don’t think your business could use an intern? Think again. Here are a few ingenious ways to get things done with the “summer help”: Process Detective One of the best ways to use an intern is as a process detective. Every business has systems that have grown messy over time. Maybe your onboarding is inconsistent. Maybe client files are stored in three places, and no one knows which version is right. Maybe your front desk, inbox, or quoting process depends too much on tribal knowledge. An intern can document workflows, identify bottlenecks (they provide fresh ideas because they don’t know the history), and help organize procedures in a way that saves your team time long after summer ends. It’s not glamorous work, but it’s high-value work and the intern can learn a lot about process, efficiencies, and operations. Customer Experience Reviewer Interns can also be incredibly helpful as customer-experience reviewers. When you’re inside your own business every day, it becomes hard to see friction points. An intern has fresh eyes. Ask them to walk through the experience as if they were a customer. Could they find the right information on your website? Was the contact process clear? Did your social media tell them what you do? Was your location easy to navigate? In almost every industry, there are blind spots the employees stopped noticing years ago. Content Miner Another strong use for interns is content mining. This is especially useful for businesses that know they should be marketing more consistently but never seem to have the time. An intern can help turn existing knowledge into usable content. They can gather frequently asked questions, interview staff, organize customer success stories, pull together blog topic ideas, or help sort photos and video clips you already have. They may not be your final decision-maker, but they can absolutely help uncover the raw material your business has been sitting on. Put them to this task and you may uncover six months’ worth of content that no one can produce but you—an excellent way to stand out on social media. Researcher Summer interns are also well suited for research projects that tend to get pushed aside. Maybe you want to understand what competitors are doing, what events are worth attending, what partnerships might make sense, or what new audience segments you should be reaching. Maybe you want a clearer picture of local market trends or customer reviews. Interns can gather and organize that information (or use AI to do it) so leadership can make smarter decisions without spending hours chasing data. Internal Knowledge Organizer Another overlooked role is internal knowledge organizer. In many small and midsize businesses, important information lives in emails, sticky notes, shared drives, and one very loyal employee’s head. That isn’t a system. It’s a problem waiting to happen. What becomes of your operations if something happens to that employee? At some point every employee leaves. What information would walk with them? An intern can help create shared resources, update templates, build simple reference guides, and make day-to-day information easier for everyone to find. That kind of cleanup can be the difference between having information at your fingertips or having to leave countless messages for past employees. Event Planner or Worker If your business hosts events, supports the community, or depends on local visibility, interns can help there too. They can assist with planning checklists, event follow-up, sponsorship tracking, guest communication, and post-event recaps. They can help your business show up more professionally and more consistently. As we head into a season when networking, festivals, community programs, and business events often increase, that kind of support can make a noticeable difference. But none of this works if the internship is built around filler. Interns don’t need to run your business, but they do need real assignments, some context, and a sense that their work matters. It’s good for them and for you. NACE notes that organized internship programs are linked to better conversion outcomes, and interns who are satisfied with their experience are far more willing to accept an offer from that employer later on. If you’re bringing in summer help, think beyond the 2026 version of coffee runner. Think about what your business needs that your team never has time to tackle. Consider the projects that improve efficiency, strengthen visibility, and make future growth easier. That’s where interns can shine and that’s a much better use of a summer and a desk.
Tax refund season creates a short spending window. The IRS writes that most refunds are issued within 21 days, and people can start checking status shortly after e-filing through the IRS refund tracker. In other words, your future customers are getting a little breathing room in their bank account right now, and that changes buying behavior. It may also feel like something that was out of (budget) reach before is now doable. This is not the moment to sit back and hope people wander in looking for a good deal. Tax refund spending is emotional as much as practical. People use it to catch up, upgrade, treat themselves, solve annoying problems, and finally buy the thing they have been postponing for months. Your job is to make your offer feel timely, useful, and easy to say yes to. The Biggest Mistake Businesses Make During Refund Season The biggest mistake businesses make during refund season is assuming customers will connect the dots on their own. They won’t. Humans love having money and then immediately finding twelve unrelated ways to spend it. You must position your offer so it feels relevant to this moment. How to Create a Great Refund Offer Start with the right angle. Refund spending usually falls into a few categories: practical fixes, overdue replacements, personal rewards, family spending, and future planning. If your marketing speaks to one of those motives, you’re far more likely to get attention than if you simply run a generic sale. A home service business, for example, should not just announce a discount. It should frame the offer around finally tackling the repair, cleanup, or upgrade customers have been putting off. A salon or spa should position services as a treat-after-tax-season reward. A retailer should spotlight wardrobe refreshes, spring updates, or bundle deals that feel a little indulgent but still smart. A professional service firm can offer a package that helps people invest in themselves or get organized for the rest of the year. You don’t need a complicated campaign. You just need fast, simple, easy to imagine marketing that leads people to spend with you. The Smart Splurge Offer One of the easiest plays is the “smart splurge” offer . Many buyers want to their refund without feeling irresponsible. Create a package that feels like a treat but is clearly positioned as a good value. A boutique could offer a spring style bundle. A med spa could create a glow-up package. A restaurant could promote a limited dinner-for-two experience. A home decor store could feature a room refresh collection. The message is not “spend your refund here.” It’s “put part of that extra cash toward something that actually feels good. You deserve it.” The “Finally Get it Done” Campaign Another quick win is the “ finally get it done” campaign . This is ideal for contractors, auto shops, dentists, cleaning companies, organizers, landscapers, and repair services. These offers may not be as sexy as the splurge, but it’s a great way to capture the attention of people who have been putting off a necessary expense because everyday bills keep getting in the way. Your marketing should speak directly to that tension: “Been putting this off? Now is a great time to take care of it.” That kind of message connects relief with action. Prepaid Packages Prepaid packages are also strong during refund season. If you offer a service people use repeatedly, sell bundles. Think fitness classes, salon visits or treatments, car washes, dog grooming, chiropractic sessions, meal prep, tutoring, or marketing consultations. Customers are more willing to commit when they have a little cash cushion, and you improve your immediate cash flow. Everyone gets to feel responsible. Upgrades Limited-time upgrades work especially well too. Instead of discounting your core offer, add value. A photographer can include extra edited images. A furniture store can add free delivery. A service business can include an extended consultation, bonus maintenance visit, or premium add-on. This protects your pricing while making the purchase feel more worthwhile. Gift Card Bonuses Gift card bonuses are another smart move that can be implemented quickly. Offer something like “Buy a $100 gift card, get $20 extra.” This is especially effective for restaurants, salons, boutiques, family entertainment businesses, and specialty retail. It works for self-purchasers and for people who want to stretch refund money across multiple visits. Messaging Matters Your messaging matters as much as the offer. Keep it benefit-focused. Instead of “We’re having a refund sale,” try language like: “Use your tax refund to finally tackle that project.” “Put your refund toward a spring refresh you’ll enjoy all season.” “Catch up on the service you’ve been putting off.” “Invest in something that makes your life easier.” “Treat yourself without breaking the bank.” That last part matters. Customers do not want to feel reckless. They want to feel smart, a little rewarded, and slightly ahead for once. Also, don’t ignore existing customers. Refund season is a great reactivation opportunity. Send a message to past clients with a timely reason to come back now. “Haven’t seen you in a while” becomes much more effective when paired with a relevant seasonal offer. Speed matters more than perfection here. The tax filing deadline for most individual filers was April 15, 2026, and refunds continue rolling out after that, especially for procrastinators who took it down to the wire and others who have been thinking about the smartest way to spend it. This is a live window, not a theoretical one and it’s time to start using it if you haven’t already. Again, you don’t need a massive campaign. You need a timely offer, a clear message, and a fast way to get in front of buyers who finally have a little room to act. Tax refund season is one of those moments when good marketing is less about brilliance and more about relevance. Show people how your business fits what they want to do with that money right now, and you give them a much easier reason to choose you.
It’s getting to be that time of year again—the summer scramble for capable employees. Colleges are about to go on break. High schools will finish up soon thereafter, and eager summer employees are looking for jobs now. In the past, you probably posted a job, hired fast as fast as you could, and hoped for the best. But seasonal hiring doesn’t have to feel like a gamble. Done right, it can give you flexibility, protect your margins, and improve your customer experience. Done wrong, it creates more work than it solves. Here’s how to hire for summer without regretting it by July. Start With Demand, not Desperation Most seasonal hiring decisions are based on a vague feeling that “it’s going to get busy.” That’s not a strategy. Before you post a single job, look at last year’s numbers. When did traffic increase? Which days or hours were stretched thin? Where did service break down? Hiring should solve specific problems, not general anxiety. If Saturdays were your bottleneck, you don’t need more staff across the board. You need targeted coverage. When you hire with precision, you avoid overstaffing and protect your cash flow when business inevitably fluctuates. Hire for Flexibility, not Perfection It’s tempting to wait for the “ideal” candidate who can do everything. But in seasonal hiring, that mindset slows you down and limits your options. Instead, look for people who are adaptable, reliable, and willing to learn. A college student who can work varied shifts and pick up new tasks quickly may be more valuable than someone with years of experience who needs a rigid schedule. Summer business is unpredictable. Your team should be able to move with it. Flexibility also applies to how you structure roles. Instead of hiring for one narrow position, think in terms of coverage. Who can help at the front and jump in elsewhere when needed? That kind of cross-functionality is what keeps operations running smoothly when things get busy. Shorten the Learning Curve One of the biggest mistakes businesses make is assuming seasonal hires will “figure it out” or that the summer is short so why train them on everything. First, they won’t figure it out on their own or worse, they will… just not the way you would have preferred. Additionally, summer may be short but doing something wrong or a way your customers aren’t used to could cost you loyalty in the long run. If you want temporary employees to perform like permanent ones, you need to set them up for success quickly. That means simple, clear onboarding. Not a binder no one reads. Not a rushed walkthrough during a busy shift. Focus on the essentials. What do they absolutely need to know to do the job well in the first week? Create quick-reference guides, checklists, or short training videos. Pair new hires with someone who knows your standards and can model them in real time. The goal is speed with consistency. The faster they feel confident, the faster they become productive. Build a Team That Can Cover for Each Other Summer schedules are notoriously chaotic. Vacations, last-minute requests, and shifting availability can create constant gaps if your team isn’t structured well. This is where cross-training becomes invaluable. When employees understand more than one role, you gain flexibility without constantly adding headcount. It also reduces stress on your team. No one wants to feel like the entire operation depends on them showing up. Set the expectation early that everyone contributes to the bigger picture. When people understand how their role connects to others, they’re more willing to step in where needed. Don’t Ignore Your Core Team Here’s where a lot of businesses struggle in the first few weeks of summer. They focus so much on bringing in seasonal help that they forget about the people who keep things running year-round. Your core team is the anchor during busy seasons. If they feel overlooked, overworked, or responsible for “fixing” everything new hires don’t know, burnout isn’t far behind. Involve them in the process. Ask for input on where help is needed. Let them contribute to training. Recognize the extra effort they’re putting in. Thank them. Give them a gift card or extra day off to show your appreciation. A supported core team will elevate your seasonal staff. An exhausted one will jeopardize your business future and company culture. Think Beyond the Season Not every seasonal hire is temporary. Some of your best long-term employees will come from these short-term roles. Watch for the people who show up on time, take initiative, and connect well with customers. Those are the ones worth keeping in your pipeline. Even if you don’t have an immediate role, staying in touch gives you a head start the next time you need to hire. Seasonal hiring isn’t just about filling gaps. It’s an opportunity to build relationships and strengthen your future workforce. Use Your Chamber as a Hiring Advantage If you’re trying to solve staffing challenges on your own, you’re doing too much. Your chamber is one of the most underused hiring tools you already have access to. Start with visibility. Many chambers offer job boards, newsletter features, and social media promotion that put your open roles directly in front of a local, engaged audience. These aren’t cold applicants scrolling job sites at midnight. These people are already connected to the business community. But the real value goes deeper than job postings. Chambers are constantly making introductions. That includes connections to local colleges, workforce programs, and training organizations. If you need seasonal help, part-time support, or even interns, those relationships can shorten your search dramatically. Instead of broadcasting your need into the void, you’re tapping into a network that already understands your local market. This is especially helpful when you need something more specific than “extra hands.” If your business requires certain skills, certifications, or experience, let the chamber know. Workforce development is a growing priority for many chambers, and they’re actively working to close gaps between what businesses need and what the local talent pipeline provides. That might look like partnerships with schools, targeted training programs, or initiatives designed to prepare people for in-demand roles in your area. But none of that works if businesses stay quiet about their needs. If you’re struggling to find qualified candidates, express it. If your industry has a skills gap, bring it forward. Chambers can’t build solutions in a vacuum, but they can be incredibly effective when they have clear direction from the business community. At the very least, you’ll get access to better candidates. At best, you help shape a workforce pipeline that works for your business long term. And that beats posting the same job ad three times and hoping the algorithm finally shows your listing. Sure, you can choose to do it like last year, just getting through the season. But while you’re doing the hiring work anyway, why not sure up your business’ future?
Hello. 1999 is calling. They want their business practices back. If you’re old enough, that line may remind you of the classic 90s sitcom Seinfeld. But sadly, many offices are still running the same way that Elaine and George experienced way back when. Why? Because it feels safe. Familiar processes, standard office hours, packed calendars, and old-school management habits may seem like signs of structure. But in today’s workplace, outdated practices slow things down and push good people away. For Your Employees’ Sake Modernizing your business does not mean chasing every new app, copying Silicon Valley, or handing your operations over to a chatbot and hoping for the best. Instead, you need to take an honest look at how people work best today and build a workplace that reflects reality, not 90s office nostalgia. This is not a call for ping-pong tables in the break room and pickleball courts in the parking lot. There’s a workforce need to adapt to employees because they’ve changed. Job candidates have changed. Customer expectations have changed. A business that refuses to evolve can start to feel harder to work for, harder to grow with, and harder to believe in. Ax the Unnecessary Meetings One of the clearest shifts in modern business is the end of the unnecessary meeting. People are tired of gathering for the sake of gathering. If a meeting does not solve a problem, move a project forward, or create true collaboration, it’s probably stealing time from work that matters. Modern businesses are learning to replace some meetings with better written communication, short check-ins, shared project tools, and clear accountability. This respects people’s focus and gives them more room to do their jobs well. Be Flexible Flexibility is another major factor in employee satisfaction. For years, many employers treated rigid schedules as proof of professionalism. Now, more businesses are realizing that results matter more than whether someone is sitting at a desk at exactly 8:00 a.m. every day. Flexible hours, hybrid arrangements, and work-from-home options are now seen as competitive advantages in hiring and retention. That doesn’t mean every business can or should go fully remote. Plenty of roles require people to be on-site. But even in businesses where in-person work is essential, there are often opportunities to offer flexibility in scheduling, shift swaps, compressed workweeks, or greater autonomy over how work gets done. Employees notice when an employer treats them like responsible adults. Embrace Efficiencies Artificial intelligence is another area where modern businesses need a more practical mindset. AI isn’t magic. It’s not a replacement for judgment, leadership, or human connection. But it can be a powerful tool for efficiency. Small businesses can use AI to streamline routine tasks, summarize meeting notes, draft first versions of marketing copy, organize research, improve customer service workflows, and help employees spend less time on repetitive work. Treat AI like an assistant, not an oracle. Businesses that use it wisely can save time, reduce burnout, and create more space for strategy and service. Businesses that ignore it entirely risk falling behind competitors that are learning how to do more with the same team size. Think Employee Experience Modern business also includes clearer communication, better technology, and stronger attention to employee experience. People want to know what’s expected of them. They want systems that work. They want onboarding that helps them succeed instead of just handing them a coffee mug and hoping it will work out. Employees want growth opportunities, regular feedback, and confidence that their employer sees them as more than a warm body filling a role. This is critical when it comes to recruiting and retention. Small businesses often assume they can’t compete with larger employers on salary or benefits alone, and sometimes that’s true. But workplace culture, flexibility, professional development, and smart systems can make a major difference. Employees are more likely to stay where they feel trusted, equipped, and respected. Candidates are more likely to say yes to a business that feels current, thoughtful, and well run. Updating your practices also sends a message to customers. A business that adapts well internally is often better positioned externally. It can respond faster, communicate better, and solve problems more efficiently. Modern workplaces tend to be more resilient because they’re built to adjust rather than resist. This is where your chamber can play an important role. Chambers are uniquely positioned to help small businesses stay current without feeling like they must figure everything out alone. Through workshops, networking, peer learning, leadership programs, and expert-led events, chambers can introduce business owners to new tools, new ideas, and new ways of thinking about workforce needs. Just as important, they create opportunities to learn from other local employers who are facing the same challenges and finding practical solutions. And when you join the chamber, all your employees join the chamber. You may not be able to afford leadership training and professional development for all your employees, but they can get it from the chamber. Many businesses don’t think of this perk. They assume there’s one point of contact and that person reaps the chamber member benefits. Becoming a modern business doesn’t require a complete reinvention. It starts with asking better questions. · Are these meetings useful? · Are these policies helping people do their best work? · Are our systems making work easier or harder? · Am I equipping the team for the way business operates now? The businesses that thrive in the years ahead will not necessarily be the biggest. They will be the ones willing to adapt. Modernizing your workplace past 90s sitcom jokes makes you the kind of business talented people want to join, customers want to trust, and your community wants to see succeed.
If you ask a small business owner where most of their opportunities come from, you’ll usually hear some version of the same answer: referrals, word of mouth, “someone who knew someone.” Behind nearly every thriving local business is an invisible network of relationships quietly moving opportunities from one person to another. No big announcements. No flashy campaigns. Just a steady flow of trust being passed along behind the scenes. This is how local economies work. Not just through marketing. Not just through pricing or location. But through connection and loyalty. And those connections take time. The Network You Can’t See (But Feel Every Day) Think about how business really gets done in your community. A contractor needs an electrician and calls someone they’ve worked with before. A new homeowner asks their real estate agent for someone who builds fences or builds organization in garages. A banker hears a client mention they’re expanding and connects them to a commercial realtor. A consultant introduces two clients who could benefit from working together. None of this shows up in a formal report. But it drives real revenue, real growth, and real stability. These moments happen because of relationships. And more importantly, because of trust. When one business refers another, they are putting their own reputation on the line. That doesn’t happen casually. It requires the confidence that the other business will deliver. Over time, these small, consistent exchanges create a network that becomes one of the most valuable assets a business can have. Why This Matters More Than Marketing Alone Marketing gets attention but relationships get action. That’s because people are more apt to act on a word-of-mouth referral than a fancy ad campaign. When someone they trust says, “You should call them,” the decision is already halfway made. That’s the difference between being visible and being chosen. For small businesses especially, this invisible network often outperforms traditional marketing efforts. It’s more targeted, more credible, and more likely to lead to long-term customers. And best if all—more affordable. But you don’t automatically become part of that network just because you opened your doors. You must become known. Build trust through the quality of your good or services. And you have to be top-of-mind when the opportunity arises. There’s no ad campaign that can make that happen for you in a few hours. It’s a commitment to quality. It takes time to build a fully functional referral engine. How Businesses Get Left Out Businesses struggle when they’re disconnected from the flow of relationships in their community. You can do great work and serve your customers well, and still be an unknown. If that’s the case, when opportunities move through the network, they’ll move right past you. People refer who they know. Which means being good at what you do is only part of the equation. Being known for what you do is the other critical half. Where the Chamber Comes In This is where the chamber plays a much bigger role than many people realize. A chamber isn’t just hosting events and sending newsletters. It actively shapes the invisible network of the business community. And chamber membership is like the golden ticket to the business community, if you use it. Every conversation sparked between two members has potential because every time someone learns what another business does, a new connection point is created. The chamber becomes the place where relationships begin, strengthen, and multiply. These introductions are the starting points for future referrals, collaborations, and opportunities. The Compounding Effect of Connection The real power of this network is not in one introduction. It’s what happens over time. You meet one person. That person introduces you to another. That connection leads to a project. That project leads to a referral. That referral turns into a long-term client. And it works the other way too. Maybe you’ve been doing your own books and now you’re ready for someone else to take it over. You know that people you meet through the chamber have a connection to the community. Now multiply those introductions and referrals across dozens or hundreds of relationships. It’s why consistent engagement matters. Showing up once is helpful. Showing up regularly is what builds recognition. And recognition is what leads to being top of mind when opportunities move through the network. A Simple Shift in Perspective Many business owners think of networking as something they must do or conversely don’t have time for. The more useful way to see it is this: You are not just attending events or meeting people. You are positioning your business inside a living, moving network of opportunity. Every conversation makes known who you are and what you do. Every relationship increases the likelihood that someone will think of you when the right moment comes. Every time someone sees you in the community you’re building on that top-of-mind recognition. And those moments happen quietly. In conversations you’re not part of. Between people who trust each other. That’s the invisible network you want working for you because when you’re part of it, your business doesn’t just rely on cold calling and mailers. Interested leads start finding you and wanting to work with you before they’ve even read your marketing copy.
If you’re a small business owner, you probably didn’t wake up one morning and declare, “Today, I’m going to be an executive.” That would’ve required time for reflection and who has that when you’re running a business? Most entrepreneurs don’t get that luxury. One day you’re making the thing, selling the thing, fixing the thing, or delivering the service. The next day you’re managing schedules, answering payroll questions, resolving customer issues, and trying to figure out why the printer refuses to cooperate with the accounting software. Somewhere along the way, you stopped being the person who does the work and became the person responsible for making sure the work happens. This is the moment many small business owners quietly become what could best be described as the Accidental Executive. You may never call yourself a CEO. In fact, most owners of small and mid-sized businesses would laugh at the idea. But if you’re overseeing staff, coordinating multiple functions of the business, making financial decisions, and setting direction for the future, you’re already operating at an executive level whether the title exists or not. The Maker Phase Nearly every small business begins in what could be called the “maker phase.” A person has a skill, a craft, or a service people want. A baker opens a shop. A contractor starts taking on projects. A designer begins freelancing. A consultant lands their first few clients. In this phase, success comes from being good at the work itself. You’re the engine of the business. If you stop producing, the business stops moving. You’re also trading time for money and since there is a limited number of hours in the day, you can only grow so much under that structure. For many entrepreneurs, this stage feels natural. The work is familiar. The results are visible. Effort goes in and something tangible comes out. But there is another dynamic at play in those early days. Most of your first customers aren’t buying because of a sophisticated marketing plan. They buy because they know you. They trust you. Someone recommended you. Maybe they met you through a community group, a chamber event, or a mutual connection. You shake their hand. You show up personally. You solve their problem. Those early relationships become the foundation of the business. They lead to repeat customers and referrals. In the beginning, your reputation travels faster than your marketing. Then something interesting happens. Customers start showing up more often. The business grows. And suddenly you can’t do everything anymore. The First Hires Change Everything Hiring the first employee is a proud moment. It signals growth and momentum. But it also quietly shifts your role. Now someone needs direction, training, and feedback. There are schedules to approve, paychecks to process, and questions to answer. Multiply that by three, five, or ten people and the nature of the job changes entirely. The owner is no longer producing the work. You’re coordinating it. Many business owners still think of themselves as the primary worker in the business even after this shift happens. But if your day is filled with conversations, decisions, troubleshooting, and planning instead of the original craft, the role has already changed. You are no longer the maker. You’re the person running the operation. And you need to make that transition if you want to grow. When Clients Miss Seeing You There is another subtle shift that often surprises growing businesses. In the early days, customers bought directly from you. They saw you on every visit. You answered the phone and handled the details. You were the face of the service. As the business grows, that changes. Employees begin doing the work. New team members show up at client sites or in the store. You become the person overseeing the business rather than the person performing the service. Often longtime clients feel that change. They might say something like, “We never see you anymore,” or “We miss working with you.” It’s not necessarily a complaint. It’s simply a reflection of change and people don’t always like change. The client trusted you personally, and now the relationship is shifting from a one-to-one connection to a relationship with the company. For many owners, this moment feels uncomfortable. It can create a sense that something important is being lost. But it doesn’t have to be. The key is making sure the client’s trust transfers from you to the organization. One simple way to do this is to intentionally introduce your team as an extension of you. Let clients know who will be working with them and why you trust that person. Share their strengths. Position them as capable professionals, not just employees filling in for the owner. At the same time, maintain a visible presence in the relationship. A quick check-in call, a brief email after a project, or an occasional visit can reassure clients that you are still engaged and accountable. You may not be doing the work personally anymore, but they are still guaranteeing the quality of the work. The Uncomfortable Truth This stage can feel frustrating because the skills that made you successful early on are no longer the skills the business needs most. Being a great mechanic does not automatically prepare you to manage technicians, negotiate vendor relationships, and analyze pricing strategies. Being a talented photographer does not immediately translate into managing a studio schedule, marketing campaigns, and customer service policies. Running a growing business requires a completely different set of abilities. Leadership. Communication. Delegation. Decision-making. Strategic thinking. These are executive-level skills, even if the business only has a handful of employees. The uncomfortable truth is that many owners are never formally taught how to make this transition. Most are figuring it out in real time while trying to keep the business moving forward. Why This Transition Matters When business owners don’t recognize their role has changed, they often continue trying to operate as the primary worker while also managing the entire organization. That combination rarely works for long. Owners become overwhelmed. Employees feel micromanaged and confused about their role. Recognizing the shift from maker to accidental executive allows owners to approach their role differently. Instead of trying to do everything personally, the focus moves to building systems, developing people, and creating structure that allows the business to operate effectively. Your work becomes less about personal output and more about guiding the entire operation. Over the course of your business’ lifetime, your role will likely transition several times from doer to manager to executive leadership where operational duties fall to others. The Chamber Can Help This is exactly where business networks and community support become valuable. Many small business owners are navigating these leadership shifts. Connecting with other business owners provides perspective that cannot be found inside the walls of your company. Conversations at networking events, leadership programs, workshops, and peer groups often reveal something powerful. Nearly everyone is figuring it out as they go. Hearing how other owners approached hiring, delegation, growth, and leadership challenges can shorten the learning curve dramatically. The chamber environment creates space for those conversations to happen (and sometimes the leadership training too). The Title Isn’t the Point Whether someone calls themselves an owner, founder, partner, or president does not really matter. What matters is recognizing the moment when the business begins requiring executive-level thinking. Once you shift from doer to manager (or exec), the path forward changes. The goal is no longer simply doing the work well. The goal becomes building a business where many people can do the work well and thrive. That’s the real difference between doing a job and leading an organization.
For a small business owner, the most critical piece of equipment isn't your laptop, your CRM, or your delivery van—it’s your brain. When you are the visionary, the strategist, and the customer service department, your cognitive clarity determines your bottom line. However, "founder’s fatigue" often leads to the dreaded brain fog: that sluggish, scattered feeling where making a simple decision feels like wading through molasses. Here’s how to optimize your neural hardware for peak performance and clear the fog of overload. You do it for your equipment. You deserve (at least) the same level of care. 1. Master the "Context Switching" Fee Every time you jump from an invoice to a marketing tweet to a customer complaint, your brain pays a switching fee. Research suggests this can lower productivity by up to 40%. The Fix: Time-Batching. Group similar tasks together. Dedicate Tuesday mornings solely to social media content for the month and Thursday afternoons to invoicing. This allows your brain to stay in one "mode" and reduces the cognitive load of pivoting between these very different tasks. 2. Fuel the Biological Machine Your brain represents only 2% of your body weight but consumes about 20% of its energy. If you fuel it with erratic caffeine spikes and skipped lunches, it will underperform. The Fix: Prioritize neuro-protective fats (like Omega-3s) and complex carbohydrates that provide a steady stream of glucose. Most importantly, hydration is non-negotiable; even 2% dehydration can significantly impair tasks that require attention and memory. 3. Implement an "External Brain" Brain fog is often the result of Open Loop Syndrome—the mental exhaustion caused by trying to remember ten different unfinished tasks. Just like on your computer when you have too many tabs open, performance decreases. The Fix: Use a Capture System. Whether you use a digital app or a physical notebook, get every "to-do" or concern out of your head the moment it appears. When your brain knows the information is recorded safely elsewhere, it can stop using energy on that thought, freeing up bandwidth for deep work. 4. Optimize Your Sleep Architecture Sleep isn't just downtime. It’s when your brain’s glymphatic system flushes out metabolic waste (essentially "washing" your brain). For a business owner, a missed hour of sleep is a direct hit to your emotional intelligence and decision-making speed, not to mention it often impacts your personality and desire to do the difficult work. The Fix: View sleep as a non-negotiable business appointment. Aim for a consistent "wind-down" period 30 minutes before bed where screens are banned. Quick Tips for Immediate Fog-Clearing When you hit a wall in the middle of the workday, try these easy pattern interrupters: · The 10-Minute Walk - Increases blood flow to the hippocampus and resets focus. · Box Breathing - Inhale for 4, hold for 4, exhale for 4, hold for 4. Calms the nervous system. · Single-Tasking - Close every tab except the one you’re currently working on. · Cold Exposure - A splash of cold water on the face triggers the diving reflex, slowing heart rate and increasing alertness. You don’t need to work more hours. Instead, make the hours you work more effective. By treating your brain with the same respect you give your business finances or equipment, you'll find that the fog lifts, leaving room for the clarity and innovation that started your business in the first place.
Starting a business is exciting. It’s also easier when you have a clear plan. A business plan does not have to be long or complicated. It just needs to answer a few important questions: · What are you building? · Who is it for? · How will it make money? · And how will it operate day to day? Whether you are launching a side hustle, opening a storefront, or preparing to apply for financing, this framework will help you create a solid foundation and answer the questions you’ll need to answer to be successful. For this framework, we walk you through the steps with a fictitious business (Sunrise Bookkeeping) so you can understand how you might draft each step. Step 1: Start with Your Business Snapshot This is your quick overview. Short and clear. Answer these questions: • What is the name of your business? • What product or service do you offer? • Who is your ideal customer? • What problem do you solve? • How will you make money? Example: “Sunrise Bookkeeping provides monthly bookkeeping services for small local businesses that want clear financial reports without hiring a full-time accountant. We offer flat-rate packages and virtual support.” If you can explain your business in a few sentences, you’re on the right track. Step 2: Define the Problem and Your Solution Every strong business solves a problem or meets a need. Ask yourself: • What challenge does your customer face? • Why does that challenge matter to them? • Why is your solution better, easier, or more convenient? For Sunrise Bookkeeping, the problem is simple: many small business owners don’t have time to manage their books. They feel overwhelmed by tax season. The solution is ongoing, organized financial support at a predictable monthly cost. Be specific. Clarity builds confidence. Step 3: Identify Your Target Customer Avoid saying “everyone” when it comes to who you sell to. Successful businesses start by focusing on a clear audience. Describe: • Who they are • What stage of life or business they are in • What they value most (price, speed, trust, expertise, convenience) • Where they find services like yours For example, Sunrise Bookkeeping may target local service businesses with 1–10 employees that need reliable reporting but are not ready to hire in-house staff. The clearer you are about your customer, the easier marketing becomes. Step 4: Outline Your Products or Services List what you sell and what customers receive. For each offer, define: • What is included • How much it costs • What outcome the customer gets Example packages: Basic Monthly Bookkeeping – $400 per month – Includes transaction categorization, monthly reports, and reconciliations Growth Package – $650 per month – Includes bookkeeping plus quarterly financial review meetings Clear offers help customers say yes faster. Step 5: Understand Your Market and Competition You do not need complex research, but you should know who else serves your audience. Answer: • Who are your top competitors? • What do they do well? • Where is there room for improvement? • What makes your business different? Your competitive advantage might be: • Personalized service • Faster turnaround • A niche specialty • Flexible pricing • Strong community presence Chamber membership itself can become part of your advantage through visibility and local credibility. Step 6: Create a Simple Marketing and Sales Plan Now answer two important questions: How will customers find you? How will they buy? List your main marketing strategies. Examples: • Referrals and networking • Social media • Partnerships with other businesses • Search engine visibility • Local events Then outline your sales process. For example: Inquiry → Discovery Call → Proposal → Agreement → Service Delivery → Follow-Up Keep it simple and repeatable. Step 7: Plan Your Operations Explain how your business will function day to day. Consider: • Where will you operate? • What tools or equipment do you need? • What are your business hours? • Will you hire help or work alone? • What systems will you use for payments, scheduling, or customer service? Operational clarity builds stability. Step 8: Review the Financial Basics Even a simple plan should include realistic financial thinking. Outline: • Startup costs (equipment, website, inventory, deposits) • Monthly fixed expenses (rent, software, insurance) • Variable costs per sale • Average price per sale • Estimated number of sales per month Then estimate: Monthly Revenue = Price × Number of Sales Break-even point = Monthly Fixed Costs ÷ Profit per Sale These numbers do not need to be perfect, but they should be thoughtful and grounded in research. Step 9: Set Your First 90-Day Milestones Turn your plan into action with clear goals: • Finalize pricing • Secure space or suppliers • Build website and online listings • Join professional organizations (these can be critical for networking, advice, and credibility) • Launch with a promotional offer • Gain your first 10 customers • Collect reviews A plan only works if it leads to progress. When You May Need a Longer Business Plan A basic plan works well for many small businesses. However, you may need a more detailed version if you are: • Applying for a bank loan • Seeking investors • Purchasing a franchise • Opening multiple locations • Launching a capital-intensive operation In those cases, your plan may require expanded financial projections, cash flow forecasts, and deeper market research. Keep in mind, a business plan is not about perfection. It’s about clarity. It helps you make better decisions, communicate your vision, and build confidence in yourself and others. Most importantly, it gives your idea structure. If you are starting or growing a business in our community, the Chamber is here to support you with connections, education, and local insight. We encourage you to take the next step and turn your idea into a well-planned reality.