Worcester Business Journal

wbjournal.com | October 20, 2025 | Worcester Business Journal 19 By Harrison Klein Harrison Klein is managing director, investments at the Boston office of California-based Marcus & Millichap. He leads The Klein Group, focusing on industrial, office and adaptive reuse opportunities in New England, including deals on numerous Central Massachusetts properties. 10) It's not what you make, it's what you keep. Talk to your accountant before listing your property for sale. Understand tax implications and whether it makes sense to sell this year or next. 9) Get your ducks in a row upfront. Have all the property information organized before putting the property on the market. 8) Don't wait to start interviewing attorneys. Whether buying or selling commercial real estate, you should know who your attorney will be early in the process. 7) Plan ahead for inspections. A buyer will want to conduct physical inspections. A good broker will ensure the various inspections and appraisals are scheduled for the same day. 6) Understand the environmental process. Most commercial transactions require a Phase 1 environmental assessment. Sellers should ensure chemicals are properly labeled, outdoor areas are clean, and records are available. 5) A good broker qualifies the buyer. Verify a buyer has the down payment and can secure financing. 4) Get tenant estoppels out early. These can delay closing, so send them to tenants immediately upon the expiration of the inspection period. 3) For buyers, a mortgage broker can be invaluable. They streamline lender diligence, catch any pitfalls, and remove much of the stress buyers often experience. 2) Good contracts make for good outcomes. Agreements should avoid ambiguity and make clear who is responsible for what, when milestones need to be reached, and how the closing will look. 1) Hire a broker who specializes in your market and product type. Top brokers have systems to keep deals moving. Chase passion and be productive with proper time management BY JILL MCSORLEY WBJ Editorial Intern B eing a manager comes with an automatic intimidation factor, as the power dynamic following the title can produce an imbalance between yourself and your employees. e reality that you are the boss can make estab- lishing relationships with employees dif- ficult. In order to create a healthy work environment, managers must take steps to come off as approachable as possible. Establish a relatable attitude. Breaking the stigma around daunting managers starts with not isolating yourself from your employees. Al- though your position must be taken seriously as their boss, it is important to How to be approachable as a manager Neelu Mohaghegh is the founder of Cafe Neelu Inc. in Worcester and operates the Fuel America franchise location at 100 Grove St. BY NEELU MOHAGHEGH Special to WBJ I f you're like me, you wake up with a million ideas in your head and an insatiable desire to do them all. What if I told you there's a way to make the most of your time so you could get through a majori- ty of what you dream to accomplish? My dad always would say, "It all comes down to proper planning." With a good plan and a real passion for what it is you want to achieve, you really can do anything. Remember though, pas- sion alone won't pay the bills and time is your scarcest resource, so you must choose wisely. How you manage it all will determine whether you burn out or build something sustainable. Here's what I would tell my younger self, what I'm currently working on to- day, and what I now share with anyone who wishes to tackle a multitude of passions. 1) Compromise – not in vision, but in allocation. Every hour you invest is a choice. You'll have to compromise, not on your purpose, but on how you spend your time. • You just have to accept that you can't do everything at once. • Some days, you'll invest more in business than fun; other days, you'll prioritize rest or spending time with family and friends. • Choose your trade-offs consciously, not by default or guilt. You should be doing something because you see it as a way to progress you closer to your goals. 2) Align with your values, set clear priorities. Your daily schedule should mirror what you care about most. If your values are growth, health, and family, then your calendar should reflect each of those domains or maybe they are creativity, friends, and travel. • Carve out non-negotiable time for things that feed you (e.g. learning, rest, relationships). • When temptations arise to over- book, refer back to your values: "Does this align?" • Be prepared to say "no" to meetings, side projects, or good ideas that distract from your top priorities. • Revisit your values quarterly as you evolve. Your priorities may shi, and that's okay. 3) Set attainable daily goals. Ambi- tious visions happen over time. Daily goals must be bite-sized and achievable. • Limit your daily list. ree to five tasks is oen enough. At the start of each week, identify two to three big tasks: the few things which, if done, will move the needle. • Map it all out within the week, Monday-Sunday. Dedicate a day to a category/project, or choose windows throughout the day to manage a task for each project. • If a task spills over, move it strategi- cally. Don't overload tomorrow. 4) Batch tasks & chip away – mo- mentum over perfection. Big goals (like launching a product, writing a book, building a festival) feel overwhelming if you try to do them all at once. Instead, break them down and batch related tasks. en every day, chip away. • Group similar tasks (emails, calls, content creation) into focused blocks. • Create a project roadmap, then assign a small slice to each day. Time management is not a rigid struc- ture, but rather a fluid tool. Some days you'll pivot; some days plans will fall apart. You can't get mad at yourself, but you do need to focus and adapt. Most importantly, keep going. 10 THINGS I know about ... ... Making commercial transactions go smoothly show humanity and open up to them. "Whenever you have the opportunity, tell stories of how you have handled challenging situations in the past," Jenn Lofgren writes in an article for Forbes. "Show employees how you come to your decisions, not just what decisions you made. is helps them understand you and how you think. ey may not always agree with the decisions you make, but at least they know what to expect from you." Build relationships. Getting to know your employees doesn't only benefit you but propels the success of your business. Managers need to establish relationships with employees to understand their val- ue and the best ways they can contribute to the business' goals. "Being approach- able pays dividends," Jill Geisler writes in an article for National Press Club Journalism Institute. "Your demeanor is contagious: If you're welcoming, you set the tone for your team. You put people at ease, reducing stress (yes, talking to bosses can be stressful) and encouraging them to share ideas and issues." Always offer your help. As a manager, it is crucial to support your employees throughout each day. To avoid being unapproachable, you should approach them first to set a standard of consistent communication. is will lead to em- ployees feeling like they can always go to you for assistance. "Effective leaders draw people to them rather than ruling with an iron fist," according to talent recruitment firm Lindauer Global. W W W

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