OSHA to issue COVID-19 Vaccine Mandate for private employers
According to the White House website, President Biden has ordered the Department of Labor’s Occupational Safety and Health Administration (OSHA) to issue a vaccination mandate for certain private, large employers as part of a comprehensive COVID-19 strategy. The President seeks to reduce the number of unvaccinated Americans by using regulatory power. As part of this initiative, OSHA is slated to publish an “emergency temporary standard” in the Federal Register compelling private employers with 100 or more workers to ensure their employees are vaccinated, or the company will be required to conduct weekly testing of unvaccinated employees. The administration will require these same employers to provide paid time off to allow workers to get vaccinated or to recover if they become sick after receiving the shot. This mandate is expected to affect tens of millions of workers. The new regulation is intended to deal with the highly contagious Delta variant of the virus that is causing more than 150,000 new COVID-19 cases and 1,500 deaths every day in the US. Does OSHA Have Authority? Does OSHA have the authority to enact these standards? According to their website, “Under certain limited conditions, OSHA is authorized to set emergency temporary standards that take effect immediately and are in effect until superseded by a permanent standard.” OSHA must determine that workers are in grave danger and that an emergency standard is needed to protect them. The Procedure The agency will publish the emergency temporary standard requiring vaccinations in the Federal Register. When they do so, it will also serve as a proposed rule subject to the usual rulemaking procedures – with the difference that if a final rule is enacted, it must be promulgated within six months of publication. The validity of an emergency temporary standard may be challenged in an appropriate U.S. Court of Appeals. COVID-19 Safety Awareness Online Training To help US workplaces safely resume and continue operations, Lion launched the COVID-19 Employee Safety Awareness Online Course. The course is designed to help satisfy training mandates for employees concerning COVID-19, preparing employees to: Recognize signs, symptoms, and risk factors for COVID-19 Describe how the COVID-19 disease is transmitted Follow recommended hygiene and work protocols to prevent exposure Properly use and care for PPE and face coverings, when required This self-paced online course is updated regularly to reflect evolving information on COVID-19 workplace exposure. As more employees nationwide return to work, it is crucial that they know how to protect themselves and their co-workers from exposure to COVID-19.
The ARA Show 2021 prepares for Las Vegas
Exhibitors prepare to engage attendees at the industry’s largest equipment and event rental trade show The American Rental Association (ARA) is preparing for an in-person return to Las Vegas for its annual trade show and convention. Rescheduled for October 17-20, 2021, at the Las Vegas Convention Center, The ARA Show™ 2021 was previously scheduled for February 2021 in New Orleans. The ARA Show is the largest equipment and event rental trade show and convention in the world. The event provides a unique opportunity for those in the rental industry to meet with their peers for targeted education, networking, and a three-day trade show featuring more than 600 exhibitors. For the first time in many years, there will be both indoor and outdoor exhibit space at the show. This year’s show is designed to address attendees’ ever-changing business needs. Whether they are a business owner or work within the rental industry, attendees will be able to gain insight into the latest innovations and trends through educational opportunities and while exploring the show floor. In addition, hundreds of exclusive Show-Only Specials will be provided, offering attendees an opportunity to refresh and expand their rental inventories. Specials often include pricing discounts, free shipping, or other incentives. Education sessions are included with full registration and will take place on Sunday, October 17, covering a wide range of topics for rental industry professionals, exhibitors, and independent manufacturer representatives alike. These sessions, which will take place at the brand-new Resorts World property located near the Las Vegas Convention Center, will feature professional speakers, industry experts, and rental peers. “ARA is committed to an in-person event for The ARA Show 2021 that includes the education, networking, product introductions, and technology that our members have come to expect,” said, ARA Vice President Association Services/Events. “We are excited to be back and are ready to help position rental businesses for the future.” To comply with the state’s health and safety requirements, local protocols, and a commitment to provide a Clean. Safe. Essential. show, ARA continues to monitor all leading sources for public health information. A live-streaming option for education and keynote sessions is planned for exhibitors and attendees who have purchased a full registration but prefer to attend remotely. Registration for the show is open to both current ARA members and prospective members, and hotel reservations are being managed through onPeak.
Less than three weeks until PACK EXPO Las Vegas and Healthcare Packaging EXPO opens its doors
Here’s what to expect at the only show this year to reunite the packaging and processing community Industry excitement remains high, with the largest registration week to date for the long-awaited return of live, in person technology at PACK EXPO Las Vegas and Healthcare Packaging EXPO (Sept. 27-29, Las Vegas Convention Center). Visit the show website for up-to-date stats on the first packaging and processing show in 18 months. Show producer PMMI, The Association for Packaging and Processing Technologies, will reunite the packaging and processing community with over 1,500 exhibitors, world-class education, and countless networking opportunities spread across four expansive halls at the Las Vegas Convention Center. “We can’t wait to welcome the industry back to the PACK EXPO show floor,” says Jim Pittas, president and CEO, PMMI. “With nearly 2,500 new registrations coming in last week alone, the industry is looking forward to seeing brand new show features, engaging in-person, and exploring new technologies never seen before. It is sure to be a meaningful event not to be missed.” The popular Processing Zone, located in the North Hall, returns this year featuring solutions to increase efficiency, achieve total system integration and help ensure safety. It is complemented by the new Processing Innovation Stage, focusing specifically on the latest breakthroughs in processing. The PACK to the Future exhibit debuts this year, which celebrates the role of packaging and processing through history and the impact it is poised to have on the future. The curated exhibit includes nearly 30 pieces of historical equipment, materials, and photographs spanning 250 years. It will also feature, robotics teams from Las Vegas area high schools showcasing their robots in the Future Innovators Robotics Showcase, sponsored by Rockwell Automation. The accompanying PACK to the Future Stage will offer free, thought-provoking sessions on groundbreaking advancements by industry experts in pharmaceutical and cannabis packaging, wireless factory automation, sustainable alternatives, smart packaging, artificial intelligence, and more. Education will be front and center at PACK EXPO Las Vegas and Healthcare Packaging EXPO 2021, with free 30-minute exhibitor-hosted seminars on breakthroughs and best practices at The Innovation Stages running every day on the show floor. The Forum will offer free, 45-minute learning sessions on the latest industry trends, including small group discussions and Q&As with leading organizations like the OpX Leadership Network, CPA, the Association for Contract Packagers and Manufacturers, The Organization for Automation and Control (OMAC) and PMMI Business Intelligence. Another returning favorite, the Technology Excellence Awards, allows attendees to recognize and vote on innovative exhibitor technology never displayed at a PACK EXPO event. Winners will be announced at the show on Tuesday, Sept. 28. Additional packaging award winners from the past year-plus will reside at The Showcase of Packaging Innovations®, sponsored by WestRock, and located within The Containers and Materials Pavilion. The Packaging & Processing Women’s Leadership Network (PPWLN) Breakfast: The New World of Work on Tuesday, Sept. 28, will feature Tracey Noonan, co-founder, and CEO of Wicked Good Cupcakes, as keynote speaker, followed by a panel discussion on how to thrive in this fast-changing world, with Yolanda Malone, vice president of global RD Foods at PepsiCo, and AJ Jorgenson, vice president of strategic engagement at The Manufacturing Institute. The breakfast is sponsored by Emerson, ID Technology, Morrison Container Handling Solutions, Plexpack, Septimatech Group Inc., and SMC. PACK EXPO Las Vegas and Healthcare Packaging EXPO also boasts a large number of Notable Pavilions. The PACKage Printing Pavilion (North Hall) focuses on the advantages of digital printing. The Containers and Materials Pavilion (North Hall) highlights the latest innovations in paperboard, glass, metal, and plastic, flexible and resealable packaging, as well as containers and materials. The Reusable Packaging Pavilion, sponsored by the Reusable Packaging Association (RPA) (South Upper Hall), will showcase sustainable packaging solutions to help reduce waste, cut costs and gain chain efficiency. The Confectionery Pavilion, sponsored by National Confectioners Association (NCA) (South Upper Hall), is the one-stop shop for the latest trends and technologies relating to aeration, batch refining, shaping, cluster production and more. The Workforce Development Pavilion (North Hall) is the place for resources to strengthen and grow the existing workforce. PACK EXPO Las Vegas and Healthcare Packaging EXPO also gets students excited about careers in packaging and processing. The Amazing Packaging Race, sponsored by Emerson, brings teams from colleges and universities to complete tasks at the booths of participating exhibitors. To keep track of all the new additions as well as old favorites, attendees can use My Show Planner to search exhibitors, schedule appointments in advance, add education sessions, and plan routes around the show floor. The show’s mobile app, sponsored by ProMach, syncs with your My Show Planner and is the perfect on-the-go solution to search exhibitors, products, and educational sessions, create and save a personal agenda and navigate from booth to booth using the interactive map. Search “PACK EXPO” in the App Store or Google Play, or visit packexpolasvegas.com/app Registration, which includes access to both PACK EXPO Las Vegas and Healthcare Packaging EXPO, is $30 through Sept. 10 and then increases to $130. For more information and to register online, visit packexpolasvegas.com and hcpelasvegas.com. PACK EXPO Las Vegas and Healthcare Packaging EXPO are implementing the PACK Ready health and safety plan following the current local regulations and will continue to update exhibitors and attendees as things develop. Visit packexpolasvegas.com/packready for the most up-to-date information.
Six mindsets to help your team reboot
Did you know that 7.6 million people quit their jobs in the months of April and May of 2021? Reports of loneliness at work are as high as ever. Divorce rates are up 34% from last year. To say people have been a little stressed would be an understatement. Let’s dig a little deeper into what the research is also telling us. 9 out of every 10 employees say they want to work for a more meaningful culture. People want to feel like they are a part of something bigger than themselves, they want to feel appreciated, valued, and cared for. In the midst of so much angst, division, and uncertainty in the world that seems out of our control, people need to be reminded about what is within our control. Teams and companies need a reboot. Most teams and companies are still figuring out how to help support their people and engage with them remotely, in hybrid settings, and in-person gatherings. With all that people have been navigating, differing modes of communication, the expansion of remote workers, global health, issues of racism, social injustice and equity, political and economic uncertainty, they are also expected to maximize the experience, product, or service that you are delivering to the marketplace. Here are six mindsets to reboot your team: Clarity —Is your Mission clear? Is your Vision clear? Are your Values for how your team is committed to traveling clear? Is your Strategy for the next priorities clear? Take this time as an opportunity to reboot and make sure all are aligned with clarity. The outcome is that everything on the path forward becomes clearer. Your team may not have all the answers, but they’ll have energy and clear direction on how to take the next step. Inclusivity — Leaders in the world play an enormous role in widening the circle so that more diverse backgrounds, ideas, perspectives, and experiences have a seat at the table. Teams and organizations will lead the way forward in society by modeling how to have civil, respectful dialogue and educate people on the strengths of diversity, equity, and inclusion. When our teams are inclusive and welcoming, it breathes life and energy into all. We’re stronger together. Agility — Possibility + Adaptability is the name of the game in a changing world. Leaders have to practice an occasional reboot that allows their minds to find new ways of doing things and the courage to adapt to opportunities that emerge. If leaders return to the “this is the way we’ve always done it” mindset then they will sit back and watch their people leave the room. Grit — Resolve + Toughness is critical to help people navigate their way through obstacles, challenges, negativity, finger-pointing, and division. Leaders help their people reboot to stay focused on the present moment and the actions that are needed in order to take the next step. Toughness isn’t about being physically stronger than others, it is about being able to be vulnerable with your people and still have the resolve to find solutions, together. Rest — Teams and organizations have an unhealthy association with the concept of rest. Americans last year left 768 million days of vacation on the table with their employers. That equates to nearly $66 billion of lost benefits. We’ve forgotten that the research actually shows that deliberate rest is essential to elite performance. When we allow our bodies, minds and hearts to deliberately rest, we breathe more efficiently and are better at everything else. Ownership — Accountability + Action are mindsets and oxygen that the best leaders and team cultures on the planet breathe. They connect the things they say they will do with positive accountability and action. Accountability isn’t a negative word, it’s a positive mantra that all take ownership of. In a world where people are quick to gossip, point fingers, and be critics about what isn’t working, the best leaders reboot themselves and their people and shift conversations from blame to solutions-focused. The best cultures proactively help their people navigate through obstacles, together. They intentionally choose to inhale positivity and the 6 mindsets above and exhale negativity, blame, gossip and division. The ecosystem of their culture is grown, developed, cultivated, and led with intentionality, one breath at a time. The process for developing high-performing and engaged teams never stops and the best leaders, teams, and organizations are committed to rebooting how they hire, onboard, do performance evaluations, develop emerging leaders, and recognize excellence. The best leaders invest in their teams, together. If you’re experiencing a lack of energy, passion, or hope for the road ahead, it may be the air you’re breathing. It may be time for a reboot. About the Author: Jason V. Barger is the globally celebrated author of Thermostat Cultures, ReMember and Step Back from the Baggage Claim as well as the host of The Thermostat podcast. His latest book Breathing Oxygen is set to be released in early 2022. As Founder of Step Back Leadership Consulting, he is a coveted keynote speaker, leadership coach, and organizational consultant who is committed to engaging the minds and hearts of people and growing compelling cultures. Learn more at JasonVBarger.com or on social media @JasonVBarger
Equipment Leasing and Finance Association’s Survey of Economic Activity: Monthly Leasing and Finance Index
July New Business Volume up nine percent year-over-year, Down five percent month-to-month, and Up nearly nine percent year-to-date The Equipment Leasing and Finance Association’s (ELFA) Monthly Leasing and Finance Index (MLFI-25), which reports economic activity from 25 companies representing a cross-section of the $900 billion equipment finance sector, showed their overall new business volume for July was $9.9 billion, up 9 percent year-over-year from new business volume in July 2020. Volume was down 5 percent month-to-month from $10.4 billion in June. Year-to-date, cumulative new business volume was up nearly 9 percent compared to 2020. Receivables over 30 days were 1.9 percent, up from 1.8 percent the previous month and down from 2.4 percent in the same period in 2020. Charge-offs were 0.18 percent, down from 0.22 percent the previous month and down from 0.73 percent in the year-earlier period. Credit approvals totaled 76.5 percent, down from 76.7 percent in June. Total headcount for equipment finance companies was down 13.9 percent year-over-year, a decrease due to significant downsizing at an MLFI reporting company. Separately, the Equipment Leasing & Finance Foundation’s Monthly Confidence Index (MCI-EFI) in August is 66.6, a decrease from the July index of 72.9. ELFA President and CEO Ralph Petta said, “Despite supply chain disruptions in some sectors of the economy, signs of inflation, and the emergence of the Delta coronavirus, July’s new business volume in the equipment finance industry is strong. Consumer spending is picking up, equity markets continue to advance, and unemployment is slowing—reasons to be optimistic about equipment investment and industry performance for the second half of the year.” Jill McKean-Bilby, President, BOK Financial Equipment Finance, Inc., said, “2021 continues to be interesting. Demand for equipment remains high, which is resulting in higher equipment costs. Customers are ordering equipment from OEMs with very long lead times, with the delivery times of some orders unknown. The interest rate environment still remains low. Cash has been one of our main competitors this year, due to companies still having additional resources due to PPP loans. However, we have been able to continue to grow and remain steady with organic growth.”
The Technology Excellence Awards return to PACK EXPO Las Vegas and Healthcare Packaging EXPO
The Technology Excellence Awards will return to PACK EXPO Las Vegas and Healthcare Packaging EXPO 2021 (Sept. 27-29, Las Vegas Convention Center), according to show producer PMMI, The Association for Packaging and Processing Technologies. The awards recognize exhibitors’ innovative technology that has not previously been shown at a PACK EXPO or Healthcare Packaging EXPO. There was a great response from exhibitors nominating innovative solutions for the awards. PMMI enlisted top professionals in the industry to review the submissions and narrow them down to three finalists in each category. “Our aim is that these awards drive the industry to keep innovating to meet the ever-growing needs of consumer-packaged goods companies,” says Laura Thompson, vice president, trade shows, PMMI. “We are excited to see all of the new technology at this year’s show and find out which company garners the most votes to win each category.” The finalists for this year’s Technology Excellence Awards are: Food/Beverage CanReseal Beverage, Canovation, Booth N-9612 High Speed Case Packer for Thermoformed Trays, Delkor Systems, Inc., Booth C-3814 KeelClip™1600, Graphic Packaging International, Booth C-2442 General Packaging Simpl-Cut®, P.E. Labellers, Booth C-3122 XPlanar Flying Motion System, Beckhoff Automation LLC, Booth SL-6149 Partbox, Schubert North America LLC, Booth SU-7651 General Processing HPP In-Bulk Technology, Hiperbaric, Booth SL-6271 Hygienic Spiral Conveyors, SideDrive Conveyor Co., an NCC Automated Systems Company, Booth SL-6127 Rocket Rack, Rocket Rack, a Unit of Robroy Industries, Booth SU-7122 Personal Care/Pharma Amcor’s AmSky™ Recycle Ready Pharma Blister Package, Amcor Healthcare Packaging, Booth SL-6631 CanReseal Personal Care / Cannabis, Canovation, Booth N-9612 Mono-material Flowpack Flexible Pouch, Zacros America, Inc., Booth SU-7955 Show attendees are encouraged to visit these companies’ booths to see the innovations live during PACK EXPO Las Vegas and Healthcare Packaging EXPO, and vote to determine the best of the best among these Technology Excellence Awards finalists. Voting is open to all attendees and will be accessible three ways: online, onsite and via the mobile app, beginning Monday, Sept. 27 at 9:00 a.m. through noon on Tuesday, Sept. 28. The Technology Excellence Awards Panelists are: Ronald Puvak, Executive Director, Contract Packaging Association Matt Reynolds, Editor, Packaging World Jane Chase, Executive Director, Institute of Packaging Professionals Tim Koers, Packaging Consultant Pat Reynolds, VP Editor Emeritus, Packaging World PACK EXPO Las Vegas and Healthcare Packaging EXPO is the only show this year covering the entire packaging and processing industry spread across four expansive convention center halls. More than 1,500 exhibitors will showcase the latest new materials, technologies, and solutions to address the packaging and processing needs of over 20,000 attendees from 40-plus vertical markets. With multiple free educational platforms and countless networking opportunities, the event will provide endless prospects for exchanging ideas and professional growth. Based on all indications to date, the majority of the industry is excited to reunite with the more than 1,500 exhibitors that will be spread across four expansive halls at the Las Vegas Convention Center. PMMI has launched a show statistics page so all participants can get the latest statistics on the show. Attendee registration numbers are updated here daily in addition to a multitude of other key indicators so everyone can see at any given time how things are progressing. View the latest show stats here. Registration, which includes access to both PACK EXPO Las Vegas and Healthcare Packaging EXPO, is $30 until Sept. 3, after which the price increases to $130. For more information and to register online, visit packexpolasvegas.com and hcpelasvegas.com.Visit the show website for information on the PACK Ready health and safety plan.
Is time-bound memory causing you to be stuck in the status quo?
I recently had to get a CT Scan. I was nervous about the procedure because my father had a terrible reaction to the contrast dye used for the imaging, and even had to be resuscitated on the scanning table. I thought there would be a high likelihood that as his daughter, I may have a similar reaction. I spoke with the doctor, who quickly dismissed my concerns. He said there was nothing to worry about, and the team was highly trained in rare cases such as my father’s. Still wasn’t comforted by this news. I mentioned that my father had been allergic to shellfish, and I understood the contrast dye had some of these ingredients (which really was the cause of his reaction). Even though I only have a mild shellfish allergy, I wasn’t ready to test the theory. At that point, the doctor said, “Oh, yes, that was the case over 10 years ago. The dye doesn’t have that in it anymore.” Needless to say, I had the CT scan without incident. But my father’s past experience had been locked in my brain. I thought, if he had a CT scan and had a bad reaction to the dye, I would have a high likelihood of the same outcome. However, I hadn’t considered time. My father had his scan back in 2005 – some 16 years prior. Of course, things would change in 16 years. But I was fixated on the memory, and not on learning about what has changed since then. If I hadn’t asked further questions to understand how the dye chemistry had changed, I may have simply avoided the procedure altogether. Our memories are time-bound – we often look back on something that we learned or experienced and frequently consider it to be fact, rather than examining if the circumstances have changed. This can significantly limit not only opportunities for growth and change but more importantly, getting organizations out of the status-quo cycle. For example, I was recently speaking to a client about conducting customer research, and the need to conduct a series of in-person interviews to learn more about unmet customer needs. The SVP pushed back quickly, stating, “Oh, we’ve tried that before, and it’s useless. At another organization I worked at, we used to conduct focus groups monthly to gather insights about customers. We spent an inordinate amount of money on these groups and it never garnered any insights of value. It was a big waste of time.” However, considering time-bound memory, was this SVP’s recollection the case today? More importantly, his perception of focus groups was how to gather customer input, and his experience back then (over 10 years ago) was poor. Yet today, with many interview and research techniques having changed, new approaches, and one-on-one structured discussions, will create totally different outcomes. Just like my time-bound memory of the CT scan dye, he was believing his past experience applied to today’s (changed) circumstances. When we try to fight back against the status quo in our organizations, we need to consider time-bound memory. What people remember might have been accurate at the time, but has little to no relevance to today’s circumstances. We don’t consider what has changed. We likely haven’t even explored it – we simply rely on our past experiences to guide our future decisions. But the world is continually changing. We need to be conscious of our time-bound memory and be active in exploring and capturing new information. Otherwise, we might just get locked into our past perceptions and miss out on opportunities for positive, productive change. About the Author Andrea Belk Olson is a speaker, author, applied behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of The Customer Mission: Why it’s time to cut the $*&% and get back to the business of understanding customers and No Disruptions: The future for mid-market manufacturing. She is a four-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, The Financial Brand, Industry Week, and more. Andrea is a sought-after keynote speaker at conferences and corporate events throughout the world. She is a visiting lecturer and Director of the Startup Business Incubator at the University of Iowa’s Tippie College of Business, a TEDx presenter, and TEDx speaker coach. She is also a mentor at the University of Iowa Venture School.
Managing customer expectations
Many of my readers have contacted me recently regarding the customer experience (CX) series that I featured in MHW earlier this year. As customer expectations shift, it’s evident that as trusted allies we must shift with them, and help them to navigate the changes in the supply chain industry. The message that our current CX may be set on “default” mode and not “actively managed” resonated with many dealers. I ran across a couple of things this week that got me thinking about the initial steps in building and refining the CX process in our industry. Control vs Management First off, one of my Linked-In contacts showed some concern about my use of the phrase “controlling the customer experience”. He had a fair point, and I want to clarify my message if possible. I don’t think I would get an argument from anyone when I say that in general, customers HATE to be “handled”. Once a customer gets an idea that they are being manipulated, boxed-in, or otherwise constrained, we can immediately surrender our attempts at creating the CX experience we were hoping to establish. My mind goes immediately to the experiences we have all had at one time or another. I’m sure at least once in your life you visited a car dealership where your customer experience was probably accompanied by the litany of “let me talk to my manager”; a transparent and universally distasteful ploy to use higher authority as a negotiation tactic. Most would agree that this is not an optimum CX. It’s time-consuming, transparent as glass, and infuriating. Equally disturbing is the fact that many events, tours, attractions, or amusement venues routinely have their one and only exit through the gift shop. Yet again, an ungainly and irritating attempt at increasing sales through distraction, and environmental control. Let me be clear. I never look to “control” my customers. My targets for control are instead, our own SOP’s, tools, messaging, and mechanisms that create a resonant CX. Do we have the right people, in the right roles, with the right tools, the right message, and the right data at their disposal to create an experience that the customer actually looks forward to? Putting this formula in place requires you to MANAGE your MESSAGE instead of trying to CONTROL your CUSTOMER. It all starts with expectations A great place to start this process is by reversing roles and attempting to see your CX from the customer’s perspective. Expectations are at the heart of the CX. If we can isolate what the most common expectations are, we can begin to plan our responses and arrange our resources to meet those expectations. Most of the disappointing experiences we encounter emanate from our expectations not being met. These dynamic touches all aspects of our life. Work relationships, personal relationships, raising children, attending church, taking a vacation, dining out, owning a home…the list is endless. Expectations set the bar in all these areas for what we will decide is a good experience and what isn’t. What were your expectations when you arrived at that car dealership? Did they meet (dare I say exceed) those expectations? In most cases, the answer is no. In order to avoid failing to meet expectations, a good first step is actually setting that bar FOR the customer. This is what I call the “this is how it works” discussion. Left to their own imaginations, customers may very well create expectations that aren’t reasonable. If we suggest how our business works, the policies we have in place, what customers can routinely expect, and what options and flexibilities exist, you can start your CX journey by explaining your current processes and the associated value. Seldom is this ever done. Customers generally don’t ask…what can I expect? They usually make up their mind based on how they feel. However, if WE intentionally discuss expectations with them, we stand a much better chance of building CX success. I ran across an example of this a few weeks ago on the Internet. The photo below was posted last week. It was a note, personally prepared by a new US post office letter carrier to his newly assigned group of “customers”. The fact that a letter carrier would view his world in terms of a supplier-customer relationship was itself unexpected. The ongoing content of the letter was even more surprising. “Hello, my name is Jeff. I’m your new permanent letter carrier. I’ve been a USPS employee for 23 years. I pride myself on excellent customer service. I proudly served in the US Navy for 4 years. In most cases, I will place a parcel on your porch, out of the rain (unlike Amazon and FedEx drivers). To prevent porch pirates from stealing your parcel, I will TRY not to leave them in the open. If you need anything such as parcel pickup, leave a note on/in your mailbox and let me know where the parcel is, or if I have to knock on your door to pick it up. If any mail has an unfamiliar name on it, BUT it says “current resident”, then I have to deliver it to you. I look forward to providing prompt, accurate mail delivery in your neighborhood. Thank you! Jeff I am still trying to wrap my brain around this. If anything, this proves that in spite of how we may feel about the US Postal Service, there are professionals out there who truly understand that expectations exist, even for government-mandated mail delivery. We can all take a lesson from Jeff’s example. Let’s break down how Jeff suggested what the expectations of his service should be: Jeff prides himself on customer service. This is his first priority. He is a Navy veteran. Jeff is reaching out with this statement. It’s a valid attempt to personally connect to his customers. You can expect Jeff to interact personally with you. He explains how you can expect him to “protect” your parcels. He also takes the opportunity to differentiate
Are things getting (slightly) better?
Are your sales (finally) on the increase? It seems as though there’s a slight sales surge going on, but no one’s talking about it much — probably because no one wants to jinx it. The economy is still very fragile, the world is even more fragile, and with elections taking focus, politicians of all sorts are finally realizing that jobs and small businesses are the priority. That only took three years. I believe there’s going to be at least two years of a feast — that there will finally be some semblance of economic recovery for those affected. (It’s important to note that many businesses have thrived through these times.) QUESTION: Will you get your fair share of this economic surge? ANSWER: Only if you’re ready. One notch more ready than your competition. REALITY: Most companies (maybe you) cut everything and everyone. Time to get a new mental outlook for what’s ahead. CHALLENGE: What are you doing to prepare for the years ahead so that you can take full advantage of the sales surge? Here are the 10.5 things you need to do as the economy begins to rebound: Make certain everyone’s attitude has shifted to positive. Not just salespeople. Everyone. If you make a big sale and the customer calls for help and gets a grump in accounting or shipping, you lose. Maintain pricing to the best of your ability, even if your competitors discount. Price pressure has lowered your profit for the past three years. Enough! Get back to profitability. Anyone who continues to bow to price pressures in these next two years the way they did in the past two years is a fool. As a seller’s market finally emerges, it’s time to hold price and let quality and service shine, let delivery and availability shine, and let value and relationship shine. Be prepared to tell the customer what you can do, not what you can’t do. It’s a new day. People are calling — they want to buy and need help. Say yes! Train everyone to be able to answer every question from a customer. The new world is immediate. Make certain that everyone can help whoever calls. Be service ready not just sales-ready. Starting with a YES! Attitude, make certain all employees who talk to customers are both friendly and helpful. Use the words “thank you” when an order is received and after an ordered is delivered. And deliver them with sincerity. Become active in all aspects of business social media to communicate customer value not just your sales offerings. Give your customers a chance to talk to you on Facebook. Make certain you link with important people on LinkedIn. Share short-value messages with your network on Twitter. Post testimonials, training, and other noteworthy videos on YouTube. Social media for business is no longer an option. Buy and read my new book Social BOOM! Create your weekly email magazine that has even more value messages. Proactively send it to every customer. Make certain that upper management has complete buy-in, and gives support both verbally and monetarily to what will amount to a culture shift. Make more certain that a video communication of their buy-in is distributed to everyone. Employ new technology in everything, especially sales. Create mobile apps and faster ways for people to buy from you. Make it easier to do business with you. 24/7 is not an option. It’s your new hours. 24-7-365 is the new 9-5. Just because your office or store is closed doesn’t mean the customer will wait for you to open before purchasing. 10.5 This sales surge is all about YOU, not about your company. It’s about your attitude, ability to serve, knowledge, technology, and ability to express yourself in a positive, engaging way. Whatever you do to get ready, do not go “back to the basics.” They are dead and gone. Move ahead to going virtual, business social media, service that rocks, and sincere appreciation for business. Move ahead to relationships, value, and loyalty. The sales surge is coming and you’re either on a surfboard riding the wave, or waiting for your boss to buy you one. Don’t wait! The wave may be shorter than you think. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.
Job Shock: Solving the Pandemic & 2030 Employment Meltdown Part VI: RETAIN Case Studies: Partnerships Rebuilding Local Employment Pipelines
The June Gordon Report provided an introduction to the general characteristics of regional public-private partnerships focusing on economic and workforce development or RETAINs. Across the United States RETAINs have many local brand names. RETAINs bring together enlightened community leaders from many industry sectors. They cooperate in developing initiatives that provide career education and information to students and retrain incumbent workers to meet the skill demands of workplace technology changes. The goals of RETAINs are to strengthen local institutions and competitive companies while providing local residents with better job opportunities. There are many paths to pursuing these objectives. Here are examples of RETAINs that are continuing to develop programs that address the talent challenges in their communities. Manufacturing Renaissance, Chicago, Illinois For the past 38 years Manufacturing Renaissance (MR) has been recognized as a leading expert, advocate, and practitioner of policies and programs that support the manufacturing sector as a primary strategy for reducing poverty, expanding inclusion, and sustaining middle-class communities. MR has currently developed programs in three areas: Career Pathway Services, Policy and Advocacy, and Economic Development. Here is a snapshot of MR’s Career Pathway Services: Manufacturing Connect. MC is a program designed to expose, inspire, prepare, and support youth and young adults to pursue career pathways in manufacturing. MC is a community-based program serving in-school youth, ages 14-18, to provide high quality, career pathway programming including career exposure, technical training, and work experiences to help young people start and keep good-paying jobs in manufacturing. Young Manufacturers Association. The YMA serves as both a network and a program for young adults, aged 18-29, who are pursuing careers in manufacturing, in-between jobs, in training or interested in starting a career in manufacturing. Through regular meetings and social events, they support one another as peers through training, transition into permanent employment, professional and life skills development, and balancing personal and work-life dynamics. The YMA is a program provides services on an as-needed basis, including career coaching, wrap-around supports, employer liaison to help troubleshoot issues that come up at work, and technical training. Together, the YMA network and program are serving the untapped talent and potential that young adults specifically represent to their communities and their current or future employers. Instructors Apprenticeship for Advanced Manufacturing. IAAM was developed in partnership with the Chicago Teachers Union Foundation and the National Institute for Metalworking Skills to train the next generation of great machining instructors to be technologically, culturally, and pedagogically competent in the machine shop classroom. Career Pathway Services is not a traditional workforce development program. MR draws heavily from youth development and social services orientation to engage youth and young adults who typically may not identify or seek out manufacturing as a pathway that can assist them in achieving their life goals. MR introduces young people to the sector, finds a variety of ways for them to relate to peers already in the sector to help illuminate what could be possible for their future. No matter what they ultimately choose, young people benefit from having a network of professional and social support, work experiences, technical and professional skills. For those who enroll in our training program and choose to pursue a career-track job in manufacturing, we support them as much as possible through training, job placement, and beyond to help ensure their success. MR is expanding its reach in Cook County and showing the way for other RETAINs to begin similar efforts. It illustrates that for a RETAIN to be successful there must be strong cooperation among educational entities, the business community, unions. government agencies, and non-profit partners. High School Inc., Santa Ana, California The initial impetus for the creation of the High School Inc. Academies Foundation came from local business leaders in the Santa Ana Chamber of Commerce. Starting in 2003, members of the Chamber of Commerce held discussions with school districts officials on how to raise student achievement. The result was a partnership involving the Chamber, the Foundation, and the Santa Ana Unified School District. An official “Memorandum of Understanding was signed by all three partners in May of 2006. This agreement outlined the responsibilities of each partner for the development and operation of the High School Inc. program. The first six High School Inc. Academies began in 2007 on the campus of Santa Ana Valley High School in the Santa Ana Unified School District. The district’s Career Technical Education (CTE) department conducts monthly meetings with High School Inc.’s staff to maintain the continuity and effectiveness of the academies. At Valley High School the High School Inc. Academies merge both academic and technical skills through Project-Based Learning (PBL), competitions, mentorships, and business internships. Because of the success of the High School Inc. academies, there has been considerable growth in the school district’s creation of career pathways in business and industry sectors. These pathways start as early as sixth grade in the school district’s intermediate schools and send students into the waiting High School Inc. Academies. The number of Valley high school students categorized as “socioeconomically disadvantaged” in 2008 was 80 percent. However, with the help of talented teachers and staff members, and the existence of High School Inc., Valley High School has raised the level of achievement for all Valley high school students. Mary Tran, Executive Director of High School Inc. reports that the six High School Inc. Academies have grown from an enrollment of 96 students at its start in 2007 to over 1,572 students in 2019. The Academies boast a 98% high school graduation rate. In the past year, there have been 160 professional internships for seniors. The number of students receiving “Industry Certifications” after a minimum of two years in the program was 511, with over 319 students participating in business/industry-themed competitions. Students in 2018-2019 received over 950 hours of volunteer time from business and industry representatives. The program has received numerous awards and recognitions including the prestigious “Golden Bell Award” given to High School Inc. in 2014 by the California School Board Association. Jack E. Oakes, an officer
Financial markets and how it will affect you
This is our annual review of the Banking, Rental, and Leasing markets. Where they are and where they are going. All in all, things look pretty good with a qualifier regarding inflation, interest rates, and a potentially dangerous upswing in the new COVID-19 variant. Boy, that is quite a swing in expectations which basically suggests you plan conservatively, take advantage of short-term opportunities and keep looking over your shoulder to see what is creeping up on you. Let’s start with the BANKS. A fair percentage of banks are loosening up their credit standards for commercial loans, real estate loans, and consumer loans. But, on the other hand, many are reluctant to work with problem loans as they may have in the past. In short, trusting your bank right now may not be a smart thing to do, and maybe you should be shopping around to see which bank may have more interest in your company, is familiar with the industry and understands the industry cycles we all go through, cycle after cycle after cycle and still make it to the other side. You would be amazed how many bankers lack the knowledge of how your cycles work and what you do to manage them. Today, at the first sign of trouble their first thought is to send the loan to the “work-out” section who will suggest you sell everything and send the proceeds to them. Sounds like 2008-09 to me. With interest rates what they are I would suggest you look at refinancing any loan with more than a 3-4% rate attached to it. You don’t get it unless you ask. That would go for vehicles, real estate, inventory loans, and rental equipment. There is a lot of money out there looking for a home. I would also ask what they could do with customer equipment financing if they are offering up attractive rates. And if you have the ability to “buy down” the rate to make your major proposals more attractive that could be a good thing. A recent experience I had kind of indicates what is happening out there. My SUV 36-month lease was ending with a $17,000 residual if I wanted to buy it out. Not being able to find anything I liked with the current vendor. I searched around other vendors and found another 36-month lease where the car had a 67% residual. Not bad! And then I took my current vehicle to CARMAX for an appraisal and they said the trade was worth $22,000. I could not believe it. So, then I marched into the dealer and said I need another $4,000 on the trade and got it. In the end, I wound up with a 36-month lease car payment of $315 with a sticker price of $31000. The high residual and 2.3% interest rate in the lease did the trick. As I said, don’t ask…. don’t get. No matter how your finance your inventory and rental fleets you will doing yourself a favor keeping track of the FMV and OLV of the units you own. Needless to say, the banks got really scared when equipment values tanked and are still not to where they were pre-pandemic. You know it and I know they will come back to where they belong, especially with a shortage of new units which forces up values of both units owned as well as rental rates. I suggest an annual valuation of all owned units which support your bank loans as well as provide any “built-in” equity you have in the fleet. Having these values handy not only helps you out but also your customers who need to supply a value for units they are purchasing from you. On to Leasing Companies Leasing companies seem ready to rock and roll, believe that both construction equipment and material handling equipment are ready to entertain a healthy period of growth. Nice of them to believe that but it really comes down to each dealer’s customer mix to see if the growth potential falls into their individual market. It may or may not. The point here is not to assume and make financial decisions thinking the industry will grow over the next 12-18 months without doing your homework within your market that will support that belief. Leasing still has a benefit over purchasing because there are numerous ways to structure a lease that you could probably not do through bank financing, not to mention the cash savings available with a lease over a bank loan. Some of those benefits, however, will be diminished when lessees need to be capitalized on your financial statements (supposed to start this year I believe). As indicated by my auto deal the current interest rates available kind of makes the buy-lease question a non-starter. And once the leases are reflected on your balance sheet it is time to trust your bank because they told you not to worry about it because this accounting change will not impact your covenants. Somehow, I do not believe that. As I have mentioned in the past you may want to review this question now before the new format hits your statement and their underwriting desks. Rentals took a hit in 2020 and are finally recovering in 2021 with an expected catch-up carrying over into 2022. I am expecting an increase in overall rental activity because with the new technology being added to equipment every year it makes more sense for users without sophisticated maintenance facilities to rent versus buy the units, also supported by a lack of skilled employees to maintain the equipment. In addition, many users are more balance sheet conscious and wish to avoid debt service and invest instead in more technology to make operations more efficient and more profitable. Cannot say I disagree with this approach which should support your lease with maintenance programs going forward. Out of the three segments of the financing world we are discussing rental took the biggest hit from the bankers. When the
ALAN looks for partners for help with Haiti Earthquake, California fires and tropical storms
This weekend was full of bad news. Another devastating earthquake in Haiti. The fall of the government in Afghanistan. Tropical storms in the Caribbean and Gulf. Fires in California. COVID-19 cases overwhelming healthcare systems. “But in spite of all of these sad things, I’m still filled with a lot of hope – because I know that many non-profit organizations are already stepping up to provide nourishment, hydration, and medical care for those who have been affected”. said Executive Director Kathy Fulton of the American Logistics Aid Network (ALAN). “Just as important, I know that ALAN is actively working hand-in-hand with these organizations to help them get the logistics support they need,” added Fulton. Right now, ALAN is looking for partners who are willing to donate logistics services, equipment, and expertise for several open cases – including the five you’ll find below. Please consider helping them fill one or more of them if you can. Be sure to pass this list along to anyone else you think might be able to help. Case 8999 – 56’ shipping container – Newbergh, NY 12550 Case 9000 – Forklift – Newbergh, NY 12550 Case 9001 – Warehouse storage and handling in Miami, FL to support Haiti earthquake relief and ongoing Caribbean response efforts Case 9002 – Transport PPE from Salt Lake City, UT 84104 to IAD – Dulles, VA 20166 Case 9003 – 20’ – 56’ shipping container in Northern California for Dixie fire On a related note, please consider contacting ALAN with specifics about how you and your organization might be willing to provide help in the near future – even if you don’t see a posted case that fits. Many disaster response teams are still in the early stages of clearing roads and assessing needs, which means that requests for our help are still emerging. Any offer of support now allows us to more rapidly connect the dots and deliver food, medical supplies, and more. “On behalf of all of us at ALAN, thank you for all you are doing to help us “save lives through logistics.” Now and always, you truly are the best,” said Fulton.
July 2021 Logistics Manager’s Index Report®
Growth is INCREASING AT A DECREASING RATE for: Inventory Levels, Inventory Costs, Warehousing Utilization, Warehousing Prices, and Transportation Utilization, Growth INCREASING AT AN INCREASING RATE for: Transportation Prices Warehousing Capacity and Transportation Capacity are CONTRACTING July 2021’s LMI comes in at 74.5, tied for the third-highest in the history of the index. The overall index rate has now come in above the 70-point mark in six consecutive months, breaking last month’s record as the longest streak in the history of the LMI. The six-month average of 73.2 is the highest observed for any half year during the history of the index. February-July 2021 represents the largest expansion in the logistics industry since we have been tracking it, something that seems to reflect the sentiment of many LMI respondents through mid-summer. It will be interesting to see if this rate of growth can continue as firms begin to stock up for Q4. Researchers at Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, and in conjunction with the Council of Supply Chain Management Professionals (CSCMP) issued this report today. Results Overview The LMI score is a combination of eight unique components that make up the logistics industry, including inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50 percent indicates that logistics is expanding; a reading below 50 percent is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in July 2021. As we have seen for most of the last year, June LMI displays continued expansion in the logistics industry. Overall, the LMI is down slightly (-0.5) in July from June’s reading of 75.0. While the rate of growth has decreased, it still represents the third-highest score in the history of the index and a significant rate of expansion in the logistics industry. The growth in this month’s index is fueled by metrics from across the index, with all three price indices reading in at 88.0 or above. Among these high price indices are Warehousing Prices, which are up (+2.6) to 88.0, the all-time high for this metric. The high prices are being fueled by multiple factors. Chief among these is the lack of available capacity. Vacancy rates in the U.S. are at 4.8%, but this figure drops dramatically in areas near ports, which continue to suffer from extended backlogs. This is epitomized by the vacancy rates in the inland empire, which fell to a paltry 1.7% in July[1]. Large metropolitan areas are also suffering from a lack of capacity as firms fight to position their goods close enough to consumers to allow for next- or same-day delivery. The lack of capacity is reflected in our metrics as well, with Warehouse Capacity contracting for the 11th straight month at a rate of 41.1. The lack of capacity and high prices have led to a continued level of growth in Warehousing Utilization, which while down (-5.0), is increasing at a rate of 70.5. The leading cause of the pressure on warehousing networks is the ongoing proliferation of inventories. Inventory levels continue to grow in July, down slightly (-1.5) but still growing at a rate of 66.4 – still well above the all-time average growth rate of 61.1. This is being driven partially by tightness in other parts of the supply chain. Firms are dealing with this by abandoning JIT principles and ordering earlier and in larger quantities to avoid stockouts. Companies such as Hasbro are not only increasing forward buying but also increasing the number of container lines they work within in an attempt to ensure the availability of their products for Q4[2]. They are not the only ones to increase imports, even with the shortage of key components, orders for durable goods such as automobiles and appliances were up in June – marking the 13th time out of the last 14 months that demand for these products has grown. This signals continued consumer and industrial confidence in the face of inflation and parts shortages[3]. Due to this increased ordering, The Port of LA is currently operating at approximately 160% of capacity[4]. The tightness is leading to high costs, with firms like P&G predicting issues due to high materials and transportation costs, leading to a predicted $1.9 billion hit for the fiscal year beginning July 1st. Colgate Palmolive and Unilever have reported grappling with similar issues[5]. This is consistent with our Inventory Cost metrics, which read in at 88.8 – barely down (-0.6) from June’s all-time high of 89.4. These high costs are being felt now by consumers. Food and beverage producers such as AB InBev, Anheuser Busch, Nestle, and Danone are indicating that they will push the costs associated with product and transportation shortages onto consumers over the next year[6]. Whether this will stem consumer demand remains to be seen. The strain of this excess inventory is being felt on Transportation networks where available capacity read in at 34.9 in July. As a result, Transportation Prices continue to grow, up (+3.8) to 91.0. The lack of capacity and high associate prices are manifesting both internationally and domestically. Internationally, container prices continue to climb, up 108% week-over-week from China to the West Coast in late July to $13,666 and 52% from China to the East Coast to $16,008[7]. This is more than quadrupled from this time a year ago. So far in 2021, 695 ships arrived to U.S. West Coast late – an eye-popping increase compared to the 1,535 total late arrivals from 2021-2020. The shortage of available capacity is essentially turning the booking process for international shipping into a bidding war[8]. Some containers are even selling for $32,0004. Adding to the shipping issues, July saw a production slowdown in Vietnam and Bangladesh due to COVID outbreaks[9]. The ripples of the container shortage have turned Chicago’s freight-switching terminals into a snarled
Finding the hidden innovators in your company: Leonardo da Vinci, Thomas Edison and the rest of us
Most people who work in a corporate environment are familiar with some type of personal style indicator — Meyers Briggs Type Indicator, Strengths Finder, DISC profile, and many others. However, there’s a less well-known one that’s particularly relevant and useful in innovation and it is specific to your creative thinking style. At the heart of creativity and innovation is problem-solving. Since all humans problem-solve, by definition, all humans are creative. However, we each go about our problem-solving in our own preferred style, and society has come to label only one style as being “creative” – the style called “Innovator” on this assessment. Think of Leonardo da Vinci as an extreme example of that Innovator style. He was an idea machine, constantly jumping around in numerous disciplines—including art, cartography, anatomy, botany, astronomy, geology, and others. Many of his ideas were truly ground-breaking. He conceptualized a helicopter, a tank, a calculator, and concentrated solar power. He even outlined a rudimentary theory of plate tectonics. Thomas Edison is a great example of a creative thinker with an Adaptive style. He held more than 1,000 US patents. However, many of the products he patented, perfected, and commercialized were not originally conceptualized by him. For example, he did not actually invent the light bulb, he developed the light bulb that was practical. He was able to improve, fix, optimize, and operationalize ideas better than perhaps anyone else in history. Creativity Style Characteristics It is important to note that your thinking style is an indicator of preference, not of ability. Any of us can think and behave in another style—and we all do it effectively when we recognize it’s needed. But we go back to our preferred style as soon as we can. It’s where we’re most comfortable and probably where we’re most consistently successful. The chart below illustrates some key traits of extreme Adaptors and extreme Innovators. EXTREME ADAPTORS EXTREME INNOVATORS Find rules and structure helpful in solving problems. Find rules and structure limiting in solving problems. Solve the stated problem. Redefine the problem. Find a few workable solutions within the existing paradigm. Think of many varied ideas inside and outside of existing systems. Some ideas may seem unacceptable to the group. Accepts change in the interest of improvement. Likes change simply because it’s different. Use a more methodical, disciplined approach; more likely to document work. The approach may seem undisciplined and disorganized to others. Focus on getting things done efficiently and methodically on a day-to-day basis. Spontaneous and unplanned. Can be efficient when extreme circumstances require massive change because willing to throw out existing systems. Dislike ambiguity. Regularly creates ambiguity. Aware of and concerned with group norms. Has difficulty conforming to group norms. The important question becomes – who should you have running your innovation projects? Extreme innovators are great at coming up with ideas, and their energy and passion for ideas may get other people excited about them, at least at the beginning. But then their greatest strength – their zest and constant quest for new ideas – becomes a weakness that starts to create problems. In short, they’ll drive everyone on the team crazy and jeopardize the success of the project. So, an extreme Innovator may not be the person you want to run the show. They’re one of the actors, and probably a lead actor, but they shouldn’t be the producer. So, if it isn’t that person, the next logical conclusion might be that the extreme Adaptors should manage the process. They’re organized, disciplined, and efficient. But similarly, their strengths can also become weaknesses at the extremes. High Adaptors’ discomforts with ambiguity will likely result in attempting to define the scope of projects too early or kill them altogether if the ambiguity can’t be resolved quickly. And their focus on the stated problem may prevent them from seeing solutions or opportunities outside their day-to-day world. So now what? If you’ve ruled out extreme Innovators and extreme Adaptors as the best candidates for managing the process, where does that leave you? With everyone else. Here’s the great news: everyone else is most of us. 67% of the population is in the middle of these two extremes. If you want someone who may be naturally inclined to manage an innovation process, pick someone more in the middle, who can be a Bridger. The benefits of a Bridger in this role are numerous because they naturally exhibit moderate traits of both adaption and innovation. So, with a Bridger, you get a bit of the best of both. They “get” the vision of the big idea that the extreme Innovator came up with. They’ll get excited and energized about ideas. They can live with ambiguity for a while. But they also see the need for organization and documentation. They’ll understand the challenges that will have to be solved in order to implement that big idea. They can stay focused and see projects through to the end. They’ll understand group norms and will bridge the communication gap between the high Innovators and the high Adaptors on the team. The problem may be in getting these people to understand that they are the ones who should be running the innovation process. Since they’re not high Innovators, they haven’t had people telling them their whole lives that they’re creative thinkers. So, they may not think of themselves as a good fit for innovation. The role of those responsible for innovation in your company should be to convince the “everyone else” in the middle that they’re needed in the innovation process—and help them see how their unique contributions can be incredibly valuable in this arena. About the Author: Susan Robertson empowers individuals, teams, and organizations to more nimbly adapt to change, by transforming thinking from “why we can’t” to “how might we?” She is a creative thinking expert with over 20 years of experience speaking and coaching in Fortune 500 companies. As an instructor on applied creativity at Harvard, Susan brings a scientific foundation to enhancing human creativity. To learn more, please go to: https://susanrobertson.co/
Crane Seismic Isolation System assisted by Casper, Phillips & Associates Inc.
A revolutionary seismic isolation system—provided by Casper, Phillips & Associates Inc. (CPA)—has been installed on two quayside container cranes for the first time this year. The crane base anti-seismic isolation system (BASIS) is built on nonlinear time history analysis (NLTHA) and can protect the crane main structure from damage even in contingency level earthquakes. BASIS has been successfully installed and commissioned on two cranes that are in a major seismic zone in Turkey. The cranes, installed at Asyaport, have a 100 ft. (30.48m) gantry span, 223 ft. (68m) outreach, 66 ft. (20m) back-reach, and 152 ft. (46.3m) lifting height above the gantry rail. CPA, which has been utilizing NLTHA for research and engineering projects since 1991, offers a wide variety of heavy-duty industrial services, including procurement, specification, design, manufacturing review, modification, and accident investigation. BASIS is installed between the sill beam and main equalizer beam, about 13 ft. (4m) to 16 ft. (5m) from ground level depending on the crane’s size. It includes two friction damper assemblies, two energy restoring device assemblies, a guiding device, and two friction damper locking devices. Mike Zhang, the head mechanical engineer at CPA, said: “The initial container crane isolation system that we developed included dampers in both gantry travel and trolley travel directions. [NLTHA] analysis revealed that the base shear in the gantry travel direction varied within only 5% between a crane with a seismic isolation system and a crane without it. However, in the trolley travel direction, the base shear is significantly reduced by incorporating our seismic isolation system. Therefore, to reduce costs while maintaining a high level of effectiveness, our final seismic isolation system is designed to operate only in the trolley travel direction.” Zhang, who has co-authored a white paper on the BASIS concept with Jeffery Hubbell, the head structural engineer at CPA, explained that ports located in seismic zones and crane manufacturers are both taking note of the system. Typically, he said, the ports specify the seismic requirements, while the crane manufacturers propose the isolation system. The port then makes the final decision on the proposed purchase. Aerospace proving ground This type of friction damper was used extensively at the Boeing commercial airplane factory in Everett, Washington, about 20 years ago. The same type of dampers were tested on a ship-to-shore (STS) crane in 2020. STS cranes have historically been designed for 0.2 g’s static horizontal acceleration in major seismic areas. This is adequate for lighter Panamax or Post-Panamax container cranes with a gantry rail gauge less than 80 feet (24m). However, for Super Post-Panamax size or larger cranes with 100 ft. (30m) or wider gantry rail gauge, the crane may be seriously damaged or even collapse in a major earthquake event. These cranes can be subjected to more than 0.6 g’s lateral acceleration in the trolley direction even during a moderate earthquake. The friction dampers are manufactured by the Canadian company, Quaketek, the restoring device is based on a Conductix-Wampfler buffer, while the mounting base and system assembly are provided by the crane manufacturers. BASIS, which received a Chinese patent in 2018, can thusly be installed on new cranes or as part of a seismic upgrade of existing cranes. To verify the effectiveness of the system for different sizes of quayside cranes, CPA teamed up with Dalian Huarui Heavy Industry Group Co. Ltd. (DHHI) engineers. Zhang added: “There are alternative crane seismic systems on the market, but BASIS outperforms them. The friction damper does not slip under normal operations, so the structure maintains the same dynamic and static stiffness as a crane without the seismic device. During a hurricane, when the tie-downs are engaged, the seismic system can be locked to prevent the dampers from slipping. We have also developed a special stowage pin assembly that can accommodate the crane movement during an earthquake, even during a microburst or storm wind when there are no tie-downs engaged. Also, the same profile damper can be set at a different sliding force to accommodate various cranes and seismic zones.”
Wreaths Across America announces Remember, Honor, Teach and Learn Award winners
The national awards program recognizes outstanding efforts to honor veterans and their families The mission of Wreaths Across America (WAA) is Remember the fallen, Honor those that serve and their families, and Teach the next generation the value of freedom. Although most people will know the organization best as the folks who lay wreaths at Arlington Nation Cemetery on December 18th this year, The WAA mission is year-round and supported by the efforts of thousands of dedicated local volunteers throughout America. Each year, WAA recognizes some truly outstanding individuals with our national Remember, Honor, Teach and Learn Awards. These award recipients are chosen from recommendations by our volunteer base and staff, culminating in an extensive review process by the WAA Executive Leadership Team. Other awards include the Jim Prout Spirit of Giving Award which is chosen by the WAA Logistics Team based on recommendations from wreath truck drivers, volunteers and staff and the Founders Award which is an honor bestowed by the Worcester family and our Founder, Morrill Worcester for appreciation of outstanding contributions in the effort to honor our nations veterans. On July 24th at the WAA museum and headquarters in Maine, WAA proudly announces this years Remember, Honor, Teach and Learn Award winners. And the winners are: Remember Award: Given to an individual or group who REMEMBERS the fallen and their sacrifice in a way that goes above and beyond. This year’s recipient is Fran Haasch Law Group based in Florida. The Fran Haasch Law Group has long been a supporter of efforts to raise funds and awareness for WAA’s mission in Florida. “Whether it is donating funds to sponsor wreaths to ensure as many veterans are remembered as possible each December or her time, Fran ‘gets it’,” said Randy Lewer, WAA Board Member and Volunteer Location Coordinator for Florida National Cemetery. “She, and her whole team, really understand why it is so important to remember our nation’s veterans and honor their service and sacrifice. She is a passionate supporter, a dedicated leader in the community, and someone I am honored to consider a friend.” Teach Award: Given annually to an individual or group who has made a large contribution in TEACHING the next generation to Remember and Honor those who serve in our nation’s military. This year’s recipient is PenFed Credit Union based in Pennsylvania. Company CEO James Schenck proudly accepted the award. “PenFed is honored to receive this award on behalf of our more than 3,000 financial professionals and 2.3 million members,” said James Schenck, president/CEO of PenFed Credit Union and CEO of PenFed Foundation. “We are passionate about ensuring the men and women who defended our nation’s freedoms are honored and remembered. For the past two years, we’ve participated in the wreaths escort and have been moved by the words of veterans, supporters, and participants who shared what Wreaths Across America means to them. It’s an honor to continue teaching the next generation by telling the stories of our nation’s heroes and their families.” Learn Award: Given semi-annually to a young individual who has learned, and understands, the Wreaths Across America mission and incorporates it into their young life. This year’s recipient is 18-year-old Brady Kirk of Maine. “The Learn Award is something we developed back in 2015 as a way to express the importance of not only teaching as part of the mission but for youth to LEARN what it means to serve and sacrifice for this country and then use that knowledge in their own young lives,” said Wayne Hanson, Chairman of the Board, Wreaths Across America. “It has been our honor and privilege to watch Brady literally grow up in front of us over the last decade, and knowing he has taken what he’s learned and has chosen to serve his community makes me and the entire WAA family very proud.” Jim Prout Spirit of Giving Award: Named in memory of James Prout, owner of Blue Bird Ranch Trucking of Jonesboro, Maine. Prout was the first person to volunteer to haul wreaths to Arlington when the program was in its infancy. The Award is given annually to a deserving professional truck driver or carrier that has supported charitable causes in a way that will positively affect generations to come. This year’s recipient is Bennett Transportation headquartered in Georgia. Lee Gentry accepted the award on behalf of the organization. “Wreaths Across America holds a special place in the hearts of the truck drivers, agents, and employees of the Bennett Family of Companies,” said Lee Gentry. Many of our team have served our country, have family members currently serving, or have known someone who paid the ultimate sacrifice for our freedom. As part of our commitment to Patriotism, we have embraced the cause of Wreaths Across America – and of the National Cemetery that is closest to our company, Andersonville National Cemetery. It is our great honor to be a part of the Wreaths Across America family, to continue to Remember, Honor and Teach those around us about the brave men and women who we recognize during the holidays and at events like this throughout the year. On behalf of the entire team, we are humbled and grateful for this special honor.” Upcoming Award Announcements: Honor Award: Given annually to an individual or group who HONORS those who serve and their families in a way that supports the Wreaths Across America mission. This year’s recipient is to be presented by Karen and Morrill in September at a Medal of Honor Society event being held in Boston. Founders Award: Chosen by Wreaths Across America Founder Morrill Worcester, this award is presented to an individual or group who exemplifies the mission to Remember, Honor, and Teach, and shows active support of our nation’s military and veterans. This year’s recipient is This year’s recipient will be announced at a special event planned for Friday, Dec. 17, at an event in Washington D.C the night before Wreaths Across America Day. Help support the wonderful efforts of these amazing people by sponsoring a veteran’s wreath anytime for $15 at www.wreathacrossamerica.org. Each sponsorship goes toward a live, balsam wreath that will be
Women In Trucking Association names 2021 Top Woman-Owned Businesses in Transportation
Redefining the Road magazine, the official magazine of the Women In Trucking Association (WIT), announced the recipients of the 2021 “Top Woman-Owned Businesses in Transportation” list. The list was created to recognize women in leadership and encourage more women to become proactive leaders in their organizations – and even start their own businesses, according to WIT president and CEO Ellen Voie. The program supports WIT’s overall mission: To encourage the employment of women in the trucking industry, promote their accomplishments, and minimize the obstacles they face. Entrepreneurship is a viable means of economic self-sufficiency, and many women are choosing an enterprise connected to transportation to be part of their career aspirations, according to Brian Everett, publisher of Redefining the Road magazine. Criteria used to identify qualified applicants include majority ownership by a woman, financial stability and growth, innovation, and entrepreneurial spirit. Each company was nominated and chosen based upon business success and accomplishments–including those related to gender diversity. The list is comprised of companies from a diverse range of business sectors in the commercial freight transportation marketplace, including motor carriers, third-party logistics companies, and original equipment manufacturers. Companies named to the 2021 “Top Woman-Owned Businesses” list and the primary female business owners are: AGT Global Logistics (Angela Eliacostas) Aria Logistics (Arelis Gutierrez) Bennett Family of Companies (Marcia G. Taylor) Brenny Transportation (Joyce Brenny) Candor Expedite (Nicole Glenn) Conversion Interactive Agency (Kelley Walkup) Garner Trucking (Sherri Garner Brumbaugh) K & J Trucking (Michelle Koch, Sharon Koch Estate, Jessica Mitacek) Kenco (Jane Kennedy Greene) Knichel Logistics (Kristy Knichel) Powersource Transportation (Barb Bakos) Rihm Family Companies (Kari Rihm) S-2international (Jennifer Mead) Sunset Transportation (Lindsey Graves) Topel’s Towing Service/Topel Truck Center (Michelle Sukow) United Federal Logistics (Jennifer Behnke) Veriha Trucking (Karen Smerchek)
Women In Trucking Association announces its August 2021 Member of the Month
The Women In Trucking Association (WIT) has announced Charlene Poe as its August 2021 Member of the Month. She is the founder and managing partner of Middletown Truck Stop Eatery & Drive-Thru, a business startup in Delaware. A conversation with a friend, who is a truck driver, led Charlene into the trucking industry unexpectedly. That conversation was about the lack of commercial truck parking in her state. She was curious about it and did some exploring. At that time, she was also doing research for a business idea she was considering starting with her family. She came across a study done by the Delaware Department of Transportation. The study confirmed the need for more commercial truck parking in the northern and southern ends of Delaware. Charlene and her family made the change in their business plans to focus on providing commercial truck parking and amenities. They are still in the beginning stages, but plan for the location to be a Leadership in Energy and Environmental Design (LEED) certified commercial truck stop. The location will have an extensive list of amenities that any professional truck driver would need while over-the-road. This includes an eatery, fitness center, healthcare clinic, truck service center, and much more. Charlene and her family have a vision of effectively sustaining mobility. They will provide cleaner meat-based menu options along with some vegan/vegetarian food and drink options for healthier mobile living. Charlene and her family aim to break away from the norm by redefining the truck stop image. They are clients of the Women’s Business Center in Delaware, members of the National Association of Truck Stop Operators (NATSO), National Association of Self Employed (NASE), and Women In Trucking Association (WIT). Securing capital is a challenge, so Charlene and her team are launching a perks-based crowdfunding campaign in the coming months on the Indiegogo platform. They will also consider investors. “Everyone has something different and of immense value to bring to the table. When you truly discover what it is that you bring to this space, do it from the heart, with all your heart. Adopt a servant/leader mindset and never, ever give up!” said Charlene.
Women In Trucking launches Female Driver Mentoring Program
The Women In Trucking Association (WIT) announces that it is launching a pilot mentoring program for entry-level female drivers through a partnership with LeadHERalliance Mentoring, a structured mentorship program for women in various walks of life. WIT’s new program, called LeadHERtrucking, will utilize this mentoring structure to match female drivers new to the industry with experienced women leaders who have achieved long-term successful careers as professional drivers. With WIT’s membership of approximately 6,000 members predominantly throughout the United States and Canada, this mentoring program will provide women drivers access to the knowledge, experience, and support of seasoned drivers, according to Debbie Sparks, vice president of WIT. “Part of the mission of WIT is to encourage the employment of women in the trucking industry and minimize obstacles they face,” said Sparks. “We believe the connections and mentoring created through this support system will make a significant difference in the lives of entry-level drivers. Our goal is to decrease the percentage of drivers who leave our industry within their first 12 months. This program will give the new female driver much-needed support as they navigate this complex industry.” LeadHERtrucking will provide a structured 10-month mentorship program, with organized monthly virtual meetings between a mentee and her mentor, as well as offering a curated list of topics relevant to these women, presented each month by women who are industry experts. Sessions will focus on mental health and well-being, leadership, resilience, financial independence, as well as addressing specific and unique challenges of being a female on the road, according to Cynthia O’Neill, founder of LeadHERalliance Mentoring. At the completion of the program, each woman becomes a lifetime member of the LeadHERnetwork, with access to hundreds of women around the globe with whom they can reach out for continued support and guidance. “Providing a female mentor to be a role model and a support for new female drivers will boost their resilience, confidence, and courage to break into and succeed in a role that hasn’t always been welcoming to women,” said O’Neill. “Women are making a significant positive difference in the trucking industry every day.”
Women In Trucking Association announces continued Gold Level Partnership with Expediter Services
The Women In Trucking Association (WIT) has announced that Expediter Services has renewed its Gold Level Partnership, helping the nonprofit organization advance its mission to encourage the employment of women in transportation and logistics, celebrate their success, and minimize the obstacles they face. In addition to providing financial support, the company actively participates in the association. Jason Williams, president of Expediter Services, serves on the WIT board of directors. As well as in 2017, WIT teamed up with Expediter Services to launch an innovative program that served as a platform to assist in establishing 150 new women-owned small businesses within transportation. The program is over two-thirds complete as it has helped launch 114 women-owned businesses. “Being a part of WIT has continued to bring value to us through the opportunity to network with talented people who are also trying to stay in front of our changing industry with all of its challenges,” said Williams. “The ability to be in working conversations with so many great people has certainly allowed our company to make better decisions. Our team at ES values the relationship that we have built over the years with WIT, and we are looking forward to doing our part to positively contribute to the important work that WIT does for the trucking industry.” “We’re thrilled to continue our valuable partnership with ES,” said Ellen Voie, president and CEO of WIT. “Their commitment to helping women find their path to success in trucking is crucial to advancing our mission.”