Focus on Fulfillment: IWLA announces Education for Warehouse Professionals
As the only trade association focused on the third-party warehouse logistics industry, the International Warehouse Logistics Association announces its newest educational course: the IWLA Fulfillment Forum. The Fulfillment Forum, Sept. 7 & 8 in Atlanta, Ga., will address the unique challenges and opportunities of doing B2B and B2C work as a third-party provider. The IWLA course will be a deep dive into the technologies, business processes, parcel relationships, staffing issues, infrastructure changes, and more that come with completing fulfillment work. The IWLA Fulfillment Forum will run in conjunction with the IWLA Safety & Risk Conference and the IWLA Warehouse Technology Symposium. This trio of educational events provides attendees and exhibitors crossover networking opportunities. Registration for all IWLA events is open at www.IWLA.com. IWLA also offers webinars nearly every month — free to all employees from member companies. Watch the IWLA website and e-communications for updates. If you have additional questions, please feel free to reach out to the IWLA staff: mail@IWLA.com.
PTDA 2021 Industry Summit connects peers and colleagues in Atlanta
The Power Transmission Distributors Association (PTDA) will convene for the PTDA 2021 Industry Summit in Atlanta, Georgia October 20-23, 2021. With 550 delegates in the power transmission/motion control (PT/MC) industry expected to attend, representing over 200 PTDA distributors and manufacturer companies, the Industry Summit—themed “Connect”—will offer cross-channel networking, shared learning, and collaborative experiences. Connect will be the first and largest in-person gathering of PT/MC delegates since 2019. “I am so thrilled to be able to attend the PTDA Industry Summit in person this year,” says PTDA President, Brian Davis, co-CEO, B & D Industrial. “After 18 months of navigating the COVID-19 pandemic, it’s clearer than ever that building industry relationships and gaining insight into the trends peers are experiencing are of far greater value than the price of admission to the Industry Summit. On top of that, the fact that my home city of Atlanta is hosting PTDA this year makes the opportunity to come together even more exciting!” The signature event of the PTDA Industry Summit is the Manufacturer-Distributor Idea Exchange (MD-IDEX), a time- and cost-effective forum bringing together distributor and manufacturer executives for high-level discussions on market strategies and issues. Distributor and manufacturer members alike laud MD-IDEX as one of the best face-to-face cross-channel business programs with a measurable ROI for participants. New for 2021, private, reserved meeting space will allow channel partners to engage in small group discussion to net richer conversations. Well-respected industry thought leaders will offer keynote presentations, beginning with Simon Anderson. An applied foresight speaker and consultant, Anderson will present his proprietary “3A Thinking” approach to recognizing and understanding significant emerging trends and technologies. Anderson has delivered his compelling message to thousands of senior executives and other leaders in industries throughout the U.S. and internationally. Businesses that adopt digital distribution channels into their customer sales and engagement strategy set the stage for future growth and success. Jason Capshaw, director of Demand Generation at strategy firm Dorn Group will share his experience building customer-focused websites and e-commerce platforms for leading distributors. Distribution leaders will share their digital journeys—what works, and what doesn’t—as part of this panel discussion. As they struggle to hire top employees remains a challenge for employers in the PT/MC industry, recruiter John Salvadore will lead a panel discussion presented by PT WORK Force®, an initiative of the PTDA Foundation. Salvadore will highlight strategies to attract and retain employees who help strengthen sales channels, as well as those who play a vital role working behind the scenes, including warehouse associates, customer service, and inventory control personnel. Dr. Alan Beaulieu is a favorite of Industry Summit attendees. Founder and President of ITR Economics, he will address how to navigate the post-COVID-19 economy and suggest what companies should do to prepare and head off challenges and embrace and opportunities that await the PT/MC marketplace. One of the country’s most sought-after economists, Beaulieu has earned the respect and appreciation of key business leaders among global industry trade organizations. Additional networking opportunities abound at the PTDA 2021 Industry Summit. From gatherings of the PTDA Women in the Industry (WITI) and Next Gen groups to receptions and networking lunches to a sports-themed Closing Event hosted at the College Football Hall of Fame, participants will reap content and connections.
New York warehouse executive elected to Industry Executive Committee
Members of the International Warehouse Logistics Association (IWLA), the resource for warehouse logistics, recently elected Peter G. Wilson, chairman and CEO of Buffalo-based Sonwil Distribution Center, Inc., as the association’s Convention Officer. IWLA is the only supply chain industry association focused solely on the needs of third-party warehousing providers. “Peter is a true leader in the third-party warehousing industry,” says IWLA Chairman of the Board Jared Stadlin, president of Linden Warehouse & Distribution Co. in Linden, N.J. “Under his leadership, Sonwil embraces strategic and technological innovations to remain at the forefront of the market. That same innovative approach will serve IWLA, its members, and the industry well.” With more than 40-years’ experience in the warehouse and distribution industry, Wilson is a three-term director of the IWLA Board and he has served as chairman of the Food, Transportation Advisory, and Government Affairs Councils. He is also a director of the IWLA Insurance Company, a privately held captive insurance company composed of IWLA member companies where he chairs the underwriting committee. His service extends beyond IWLA. Wilson is a member of Warehousing Education and Research Council (WERC) and he is a regular presenter during its annual convention. Locally, he sits on the board of governors for and is vice president of The Country Club of Buffalo. Wilson is a life member of Safari Club International and past president of the WNY Chapter, past officer of EMW Soccer Club, and he is founder and immediate past president of the Iroquois Chief Hockey Club. The IWLA Convention & Expo, Nov. 1-3, in San Antonio, Texas, will include Wilson’s formal installation as Convention Officer.
Toyota Logistics Design Competition 2022 announces Call for Entries
The competition focuses on urban micro logistics The Toyota Logistics Design Competition 2022 hosted by Toyota Material Handling Europe is now open and accepting submissions. This edition of the competition focuses on addressing the increasingly complex issues related to urban micro logistics with socially sustainable solutions. More than half of the world’s population lives in urban areas. Cities are progressively becoming congested and difficult to service logistically while combatting pollution remains a global priority. Toyota is challenging all design students and recent graduates (2021) worldwide to create solutions that help the material handling industry adapt to the growing demand for shorter supply chains, greater precision, and more flexibility in major metropolitan areas with less environmental impact. This is the second year the formerly European Toyota Logistics Design Competition is open to design students in the United States. Six of the 10 semifinalists for the Toyota Logistics Design Competition 2020 came from students in the U.S. Toyota Material Handling North America (TMHNA) president & CEO Brett Wood encourages all North American design students to participate in the 2022 competition and demonstrate the level of talent being developed in North American universities. “It’s truly inspiring to see how well the North American region was represented during the 2020 competition,” said Wood, who is also a Senior Executive Officer for Toyota Industries Corporation. “I invite all students with an interest in material handling supply chains and logistics to take advantage of this opportunity to showcase their uniquely innovative ingenuity on a global stage.” Urban Micro logistics: Can you deliver? The competition is officially open and welcomes all submissions that reflect the Toyota heritage and brand. The deadline for entries is October 19, 2021, after which a panel of professionals working around design and innovation within the Toyota Group (including Toyota Material Handling, Toyota Motor, and The Raymond Corporation) will evaluate each submission and determine the finalists. All finalists will get feedback from the jury towards the end of November and a chance to rework their proposals for the final jury session. Experts and industry leaders will make the final decision and select the winners of the competition. The winners of the competition will be awarded cash prizes and an opportunity to apply for a six-month paid internship at the Toyota Material Handling Design Center and Toyota Europe Design Development (ED2). For more information or to enter the competition, visit the Toyota Logistics Design Competition website.
Sales success with cookies–How sweet it is
All her life Debbie Fields wanted to be in the cookie business. She loved to bake ’em, and everyone who tasted one said it was the best they’d ever eaten. But as any entrepreneur knows, wanting to go into business, and going into business, are two different things. Debbie lacked the one ingredient to open her cookie shop: money. She went around to banks with a business plan and a plate of cookies until she found someone who believed in her product as much as she did. On grand opening day, her husband bet Debbi that she wouldn’t do $50.00 worth of business. Debbi took the bet; certain the first day’s dollar take would be in the hundreds. By 3 pm she had still not rung the register. Zero bucks. Not daunted, but slightly panicked, Debbi took to the streets and started giving the cookies away as samples. She told the people, “If you like them, go back to my store and buy a few.” She sold $75 dollars’ worth by the end of the day. She won the bet from her husband and the multimillion-dollar (idea) lottery that day. There were lots of things Debbi could have done in her low moment. Cried, quit, swore, or blamed the customer. Instead, she looked for solutions, she took the obstacle and turned it into an opportunity. Passing out cookie samples not only saved the day; it went on to be the cornerstone of her marketing plan to build the business. Give away samples in the street and make them follow you back to the store. Genius is always simple in idea, it’s the execution that separates the real from the would-be. Today, there are more than six hundred Mrs. Fields Cookies stores in seven countries and growing. WOW. I saw Debbi deliver a seminar in Boston years ago. She not only told a story of how she succeeded at making big dough in the cookie business, but she also interwove her practices and philosophies into the keynote. She won the crowd in the first two seconds by giving everyone (350 people) a fresh-baked chocolate chip cookie. But she kept the crowd with her wit, wisdom, and compelling story. Here are some of her business success practices and philosophies: Pick people who love what they will do. Set 24-hour goals. Set 2-hour goals (manage by the hour). Hire experts. Hire eagles (the best people you can find). Create systems with a heart. Don’t chase money, you’ll never catch it. Take your product to the extreme better than anyone else. Turn change into opportunity. Get customers and keep them for life. Here are some of her “beyond the normal bounds of business” practices that have given her the willing edge: If her cookies are not sold within two hours, they’re donated to charity. Her guaranty is written on every bag. She only hires people who love cookies. She makes people sing “Happy Birthday” in their job interviews. Hires attitude over ability. Only hires people who love cookies. Gives employees all they want to take home. (She says it creates goodwill, it creates new customers, and it keeps quality high pride of workmanship) Gives out samples in the street often. “At 13 I believed I was the best cookie maker ever.” Mrs. Fields said with pride. “I created Chocolate nirvana. When I went into business, I knew people could compete, but there would be none better. I wanted to make eating my cookies an experience and I did.” (Authors note: After about twenty minutes into her talk my cookie was eaten, I started looking around for someone who had not eaten their cookie. I wanted another one.) Everyone has a formula for success. Not Debbi Fields she has a recipe. Here’s her six-point success recipe: Be passionate. She loved baking chocolate chip cookies. Love what you do. The greatest wealth is family and friends. Enjoy their love. Every day is special. Make it the best it can be. “No” is unacceptable. Don’t stop there. Go for yes. Celebrate excellence. Make people feel important. The greatest failure is not to try. When you dream, wake up and do. Now mix in her special success ingredients: Philosophy of excellence: Good enough never is. Attitude of excellence: When things are bad, it means that good is close by. Report card of excellence: Get wows. Achieving excellence in selling: If you love it, you can sell it. Bake it for about twenty years and voila! Success. The formula is so simple anyone could do it. True enough. Why then did Debbi succeed so well with her recipe, and others have not had it as sweet? Debbi added a secret ingredient: passion. 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.
Unifying your dealership data: By ERP or SOP?
Last month we were discussing the finer points of the Service CX (customer experience). As I pointed out in the June issue, managing the CX in the service department is fraught with difficulty. This is primarily because many times the service department interfaces with customers at the point of their greatest need. There is a truck at the dock door waiting to unload, and another truck arriving in 30 minutes. Now the forklift won’t start. The call to our dispatch desk is awash in panic and fear. Not all engagements are this perilous, but many are, and attempting to draw a circle around how we want to manage customer expectations is difficult. When the stakes are high and the customer is already facing significant time pressure, how they express their urgency can be challenging. Capable dispatchers and administrators know how to carefully triage the situation in ways that assure and calm the customer, while also collecting accurate data so that the dealership can deliver on the commitment to the CX standard. If I had to define truly effective service departments, I would use the following adjectives: Nimble Efficient Organized Structured Engaged Committed The extent to which a dealer can rightly claim these attributes is in many ways predicated on the department’s access to and proper use of digital tools. We live in a data-driven environment, and (truth be told), the data we depend on is many times locked in an ERP system (Enterprise Resource Planning) that is difficult to navigate, or, (more on-point), our people don’t have the knowledge or training that allows them to find what they need when they need it. I see many dealers across the country still using legacy systems. I have also observed ERP systems so advanced they border on the frontiers of AI. Both dealers have the same problem. People on the front lines (customer-facing employees) lack relevant, meaningful training, written SOP’s (Standard Operating Procedure), and the management mandate FULLY utilize the system so that their people can attain the characteristics enumerated above. This dearth of knowledge isn’t limited just to the most complex ERP offerings. Even legacy systems have enormous capabilities that go untapped. Something as simple as applying pre-formatted work descriptions to service orders (a function even the most rudimentary systems offer), is routinely not utilized by dealers who instead invest untold man-hours keyboarding in every work description by hand. The reason for the knowledge gap is not complicated. We all have good intentions starting out. When we install a NEW system, EVERYONE gets trained by the supplier. The problem is, that these employees only really RETAIN what they REPEATEDLY USE. The training offered by the ERP supplier is formatted using wide-ranging modules. Because of the way the modules are organized, only a portion of the material is ever truly applicable to the job function of an individual employee. The balance of the data is useless because many times it’s not relevant to the individual employee’s regular duties and responsibilities. The Widening Training Deficiency The gap is widened even further when we experience turnover in our staff. This “second wave” of support team members rarely gets the benefit of original supplier training. Instead, they are trained by other employees. Depending on time constraints and workload, the second wave many times learns only “enough to get by”. By the time the 3rd and 4th wave of employees are added (sometimes years later), the functionality and efficiency of the system have long ago been lost to attrition. The fact is that freshly trained employees can be pretty efficient at using the system, but unless they are gifted…they often make poor trainers. Add to that the fact that some of these “employee-instructors” may be unmotivated because they themselves are leaving the company. This is a recipe for a real mess. So, what’s the best strategy to maintain our technological edge? Sending every new employee to supplier training is not really an option. ERP suppliers are notoriously thin on offerings, and much of the training they do offer is centered on new users…. not existing ones. The expense is also prodigious, and most of the dealer management team is convinced that what they “already know” about the system can be taught by those who “know” (even if what they “know” is dubious). The most effective answer to this question is a commitment to establishing and maintaining robust, relevant, and readable SOP guidelines for critical digital functions inside the dealership. Written SOP’s that are used religiously as the STANDARD for operations creates multiple advantages: Digital SOP’s help to unify goalsetting When adopting a business system with so many tools and capabilities, one of the first steps in gaining efficiency is to DECIDE what benefits we really want. It’s common for that decision-making process to be fragmented especially when you have multiple branches, regional agendas, and employees that have varying cyber capabilities. The best way to start is by gathering the stakeholders (branches included) and unifying the data and reporting goals they will all utilize. What data do we really want to track? What metrics do we want to measure? What are our performance targets? Does everyone, (including all the branches) put the same data in the system the same way? Are there reports already in the system that will give us that data automatically in real-time? Once these things are decided it’s then possible for us to the author, step by step, tutorials for how we enter data, organize and generate reporting, compare it to our targets, and assess our progress. Digital SOP’s amendments must be performed GLOBALLY One challenge to using SOP-driven processes is enforcement. There cannot be exceptions, workarounds, or standalone processes. Individual branches cannot be allowed to wander off the digital reservation. Changes to the SOP will certainly become necessary as system capabilities are upgraded. When these needs arise, we must make these changes the same way we started—TOGETHER, with all stakeholders. Making changes to the written standards must be done on a GLOBAL
What is next on the list and how to get it done
Every time I attend a Board Meeting or Management Meeting the participants always wind up asking “what is next on the list” and how the heck we can get it done, who is going to be responsible, how to measure progress and when to call it quits if the results are NOT what we are looking for. I expect you to go through the same process. After thinking about this I noticed that the way to manage a “Get it Done” process could parallel or maybe should parallel the process followed by professional traders, especially the process used by the most successful traders, who in many cases start with minimum funds and wind-up being millionaires. There are, of course, many unsuccessful traders who lose their shirt along with their trading equity. There is no one trading format to use. You have to pick one and stick with it until you justify changing to another method. Most successful traders keep a journal to track the good ones and the bad ones. They all figure out a process that gives them an “edge” to produce a higher win rate. Risk and equity management is a must. Stops and other “downside protection” methods need to be understood and executed to lose no more than a minimum of your core investment dollars. In terms of risk, if you are approaching your hard-line risk number what you are doing is not working. And every one of these folks has a set of GET OUT rules that are followed religiously. They may get in a trade at 1:00 pm and close it out and 1:05 pm if any of their trading expectations are not met. They will not ride a loss to see if it will turn around. In short, the entire process and trigger points are set before the trade is made. And most realize that making 2-3% (a day, a week, a month) adds up to a lot of money if proper investment is made. You will be amazed how much can be made starting with truly little. I find trading fascinating, and Jack Schwager has written a book titled ” UNKNOWN MARKET WIZARDS, ” which happens to be highly successful traders who all found the method that gives them the edge they need to be successful. The bulk of the reading material is interviews conducted by Mr. Schwager where he tries to get an understanding of what these individual traders do and how they manage the process. But the remarkably interesting thing is EACH PERSON HAS THEIR OWN INDIVIDUAL PROCESS THEY FOLLOW. An amazing read worth your time because their process should be similar to your management process to “Get it Done” because your company and personnel overall produce an “edge” you should work with to solve problems or produce game plans for company growth. In my practice what I preach episode you are all aware of how I have been preaching about the benefits of hiring folks right out of college. And I have an example to share with you. A young lady I know recently graduated with three majors and not knowing what she wanted to do took on a part-time position filling in for company service personnel when they were needed. And as it turns out, the company also needed an AP clerk to properly account for payables, which are somewhat complicated to record properly. To make a long story short, the former AP clerk took most of a week to record the data, whereas the young lady looked over the materials and had it completed in one day. Enough said. And they can assist with computer and ZOOM systems. Part IV of Job Shock is this month’s feature story in this issue as well as on the MHW website with the previous parts of the series. More disturbing news, but also, in my mind, profit opportunities that could foster a stronger relationship with your customers. Give it a read and share with high-school and college students. On the tax front, the American Rescue Plan Act contains additional tax benefits for both employees and your company. The Employee Retention Credit is worth reviewing because even if you received both PPP1 and PPP2 funding you can still receive the Retention Credit if you qualify. The ACT also provided another $1,400 check or $2,800 for married taxpayers. You should have received two previous checks plus this $1,400 check. If you did not receive them, you can take them as a credit on your 1040. As long as we are in accounting mode let me tell you about an article in the Journal of Accountancy titled “8 WAYS TO CALCULATE DEPRECIATION IN EXCEL”. Believe it or not, there are eight ways to calculate deprecation. If you want a copy of the article let me know. Who knows, one of the methods may be a better fit for the way you do business. There is a lot of talk about Inflation and Deflation, both of which could require some of that planning as discussed above. But no matter what happens every business will need to take steps to mitigate their impact and still retain their customers. We will cover this topic next month. About the Columnist: Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail editorial@mhwmag.com to contact Garry
PT WORK Force® introduces new resource to support PT/MC Employers
The PTDA Foundation, through its PT WORK Force® initiative, provides resources to support power transmission/motion control (PT/MC) employers in their recruitment and retention efforts as they navigate a new world of work post-pandemic. In fact, it’s more important than ever to have the right people on the team to take advantage of future growth opportunities. All the resources can be accessed, free of charge, at PTWORKForce.org. PT WORK Force is helping employers: Stand out as the employer of choice with proven strategies from the PT WORK Force webinar, Winning the Labor War: Finding and Keeping Good People in Uncertain Times. Thrive in a remote work environment with tips from the PT WORK Force webinar, Maximizing Your Remote Work Environment. Determine what students are looking for in an employer. Four students from Georgia Tech University shared their work expectations. A summary of their insights from the Building Your Workforce student panel session is available. Evaluate if employers’ compensation and benefits packages meet the needs of today’s employees—especially post-pandemic. The PT/MC Compensation and Benefit Ideas for 2021 and Beyond resource reveals what employees are looking for in a contemporary benefits package. Promote the value of the industry and the work we do in order to attract new talent. PT WORK Force supports the Manufacturing Day as just one way for employers to get exposure for their company within the community. Additional resources currently in development include updated job descriptions that reflect remote working needs and diverse skill set requirements and a Virtual Onboarding Resource.
Wreaths Across America dedicates Remembrance Grove to Daughters of the American Revolution
Wreaths Across America honors DAR in their Remembrance Tree Program Today, national nonprofit Wreaths Across America (WAA), as part of its Veterans Remembrance Tree Program, dedicated a Grove to Daughters of the American Revolution (DAR) on the tip lands in Maine. The balsam fir trees in this Grove will now hold the replica dog tags of thousands of veterans, all Revolutionary War-era ancestors of DAR members nationwide. DAR is a non-profit, non-political volunteer women’s service organization dedicated to promoting patriotism, preserving American history, and securing America’s future through better education for children, and was founded in 1890. DAR members volunteer millions of service hours annually in their local communities including supporting active-duty military personnel and assisting veteran patients, awarding thousands of dollars in scholarships and financial aid each year to students, and supporting schools for underserved children. WAA established the Veterans Remembrance Tree Program as another way to remember and honor our veterans. As Gold Star families visited the land in Columbia Falls, Maine, where the balsam tips are harvested each year to be made into the wreaths that are placed on veterans’ graves, they found a sense of peace and tranquility from the land. The Remembrance Tree Program gives a living memorial to their loved one. “As a DAR member myself, I can say that their mission of promoting patriotism, preserving American history, and securing America’s future through better education for children, speaks to me deeply and aligns effortlessly with our own mission to Remember, Honor, Teach,” said Karen Worcester, executive director of WAA. “DAR members around the country have long been part of the WAA family, supporting local efforts in every state.” DAR’s president General Denise Doring VanBuren made the trip to Maine along with the Executive Committee of 11 National Officers to be there in person for the dedication of the DAR National Grove. “Our National Society is pleased to sponsor the WAA educational exhibit that travels across the nation – but we are especially proud that thousands of our members step forward to participate in their local ceremonies each year,” said VanBuren. “Now, we have the privilege of knowing that some of those wreaths will be made from the memorial grove that honors our Revolutionary War Patriots. As the descendants of America’s first veterans, this is a partnership that resonates deeply with our mission.” DAR members across the country can contact WAA and give information on their loved one. WAA’s dog tag machine allows the families of the veteran to customize their message for the tag which will be placed on a tree that will become their living memorial to their loved one. The trees are kept in production and their balsam tips are harvested every three years and made into veterans’ wreaths that are placed on headstones nationwide each December. It is FREE to participate in this program and individuals can fill out a form online to participate. Other Honorees of the WAA Remembrance Tree Program include: Tiger Flight 739 Four Chaplains Tree USS Iowa Liberators Tree (Dedicated to US Military who liberated Luna Kauffman and her remaining family, and all those surviving the Holocaust) Medal of Honor Remembrance Park Law Enforcement EOD Veterans (Explosive Ordnance Disposal) Patriot Guard Riders This year, National Wreaths Across America Day will take place on Saturday, December 18, 2021, at over 2,500 participating locations nationwide. Currently, nearly 700 DAR Chapters nationwide participate in the annual wreath-laying event at their local level. And they help share the mission to Remember, Honor, Teach, year-round!
Six mindsets to breathe oxygen into your people
We all could use a deep breath. Most teams and companies are still figuring out how to help support their people and engage with them remotely, in hybrid settings, and in in-person gatherings. With all that business 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. Deep breaths are needed. The process of breathing for the human body is “the process of moving air into and out of the lungs to facilitate gas exchange with the internal environment, mostly to bring oxygen and flush out carbon dioxide.” The leader’s role in teams and organizations is to breathe oxygen into their people with mindsets and actions that fuel energy, possibility, connection, and progress while flushing out negativity, blame, and toxins. The best leaders and teams on the planet understand their role is to help breathe oxygen into their people that help give energy, hope, and life so that all are able to thrive in a complex environment. These leaders and cultures are intentionally inhaling and exhaling with their people. The air they breathe and the mindsets they bring to stimulate action are everything. Six Mindsets to Breathe Oxygen into your People and Culture Clarity — Vision + Direction is the air that all need to breathe. Is your mission clear? Is your vision clear? Are your Values for how your team is committed to travel clear? Is your Strategy for the next priorities clear? If not, your team may be gasping for air. Every time you breathe oxygen into these mindsets and concepts as a team, the air is easier for all to breathe. 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 breathing oxygen 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 the oxygen leave the room (and their people). Grit — Resolve + Toughness is critical to help people navigate their way through obstacles, challenges, negativity, finger-pointing, and division. Leaders help their people breathe oxygen that stays 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 breathe oxygen into their people and shift conversations from blame to solutions-focused. The best cultures proactively help their people breathe and navigate through obstacles, together. They intentionally choose to inhale positivity and the 6 mindsets above and exhale negativity, blame, gossip and division. The air they breathe dictates the quality of air for all. 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 breathing oxygen in how they hire, onboard, do performance evaluations, develop emerging leaders, and recognize excellence. The best leaders invest in their teams and the air they breathe, together. If you’re experiencing a lack of energy, passion, or hope for the road ahead, it may be the air you’re breathing. 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 the Fall of 2021. 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
Women In Trucking Vice President named to Wreaths Across America Board of Directors
The Women In Trucking Association (WIT) has announced that its vice president, Debbie Sparks, has been named to the Wreaths Across America board of directors. Her nomination was unanimously accepted on May 13, 2021. The mission of Wreaths Across America is to remember, honor, and teach about veterans. While veterans’ wreaths move by planes, trains, and livestock trailers, professional drivers and trucks transport most of the fresh, balsam-fir wreaths to more than 2,500 participating locations and Arlington National Cemetery. Sparks was named vice president of WIT in January 2020 and has been actively leading a number of initiatives, including WIT’s driver ambassador program, launching the association’s local chapter program, streamlining a mentorship program, and several other initiatives. “Debbie is a long-time supporter of the mission to remember, honor, and teach, and she understands the impact the trucking industry has in the program’s success each year,” said Karen Worcester, executive director of Wreaths Across America. “We are thrilled that she will be joining our board of directors to lend her expertise and experience to help us move forward the mission of the association.” “Debbie has had a passion for Wreaths Across America and we support her continued efforts to serve them in a director position,” said Ellen Voie, president, CEO and founder of WIT. “She will bring to the board her passion, experience, and commitment to honoring our nation’s veterans.”
U.S. Payroll employment rises by 559,000 in May; unemployment rate declines to 5.8%
Total nonfarm payroll employment rose by 559,000 in May, and the unemployment rate declined by 0.3 percentage point to 5.8 percent, the U.S. Bureau of Labor Statistics reported today. Notable job gains occurred in leisure and hospitality, in public and private education, and in health care and social assistance. This news release presents statistics from two monthly surveys. The household survey measures labor force status, including unemployment, by demographic characteristics. The establishment survey measures nonfarm employment, hours, and earnings by industry. Household Survey Data In May, the unemployment rate declined by 0.3 percentage points to 5.8 percent, and the number of unemployed persons fell by 496,000 to 9.3 million. These measures are down considerably from their recent highs in April 2020 but remain well above their levels prior to the coronavirus (COVID-19) pandemic (3.5 percent and 5.7 million, respectively, in February 2020). (See table A-1. See the box note at the end of this news release for more information about how the household survey and its measures were affected by the coronavirus pandemic.) Among the major worker groups, the unemployment rates declined in May for teenagers (9.6 percent), Whites (5.1 percent), and Hispanics (7.3 percent). The jobless rates for adult men (5.9 percent), adult women (5.4 percent), Blacks (9.1 percent), and Asians (5.5 percent) showed little change in May. (See tables A-1, A-2, and A-3.) Among the unemployed, the number of persons on temporary layoff declined by 291,000 to 1.8 million in May. This measure is down considerably from the recent high of 18.0 million in April 2020 but is 1.1 million higher than in February 2020. The number of permanent job losers decreased by 295,000 to 3.2 million in May but is 1.9 million higher than in February 2020. (See table A-11.) In May, the number of persons jobless less than 5 weeks declined by 391,000 to 2.0 million. The number of long-term unemployed (those jobless for 27 weeks or more) declined by 431,000 to 3.8 million in May but is 2.6 million higher than in February 2020. These long-term unemployed accounted for 40.9 percent of the total unemployed in May. (See table A-12.) The labor force participation rate was little changed at 61.6 percent in May and has remained within a narrow range of 61.4 percent to 61.7 percent since June 2020. The participation rate is 1.7 percentage points lower than in February 2020. The employment-population ratio, at 58.0 percent, was also little changed in May but is up by 0.6 percentage point since December 2020. However, this measure is 3.1 percentage points below its February 2020 level. (See table A-1.) The number of persons employed part-time for economic reasons was essentially unchanged at 5.3 million in May but is 873,000 higher than in February 2020. These individuals, who would have preferred full-time employment, were working part-time because their hours had been reduced or they were unable to find full-time jobs. (See table A-8.) In May, the number of persons not in the labor force who currently want a job was essentially unchanged over the month at 6.6 million but is up by 1.6 million since February 2020. These individuals were not counted as unemployed because they were not actively looking for work during the last four weeks or were unavailable to take a job. (See table A-1.) Among those not in the labor force who currently want a job, the number of persons marginally attached to the labor force, at 2.0 million, changed little in May but is up by 518,000 since February 2020. These individuals wanted and were available for work and had looked for a job sometime in the prior 12 months but had not looked for work in the four weeks preceding the survey. The number of discouraged workers, a subset of the marginally attached who believed that no jobs were available for them, was 600,000 in May, little changed from the previous month but 199,000 higher than in February 2020. (See Summary table A.) Household Survey Supplemental Data In May, 16.6 percent of employed persons teleworked because of the coronavirus pandemic, down from 18.3 percent in the prior month. These data refer to employed persons who teleworked or worked at home for pay at some point in the last 4 weeks specifically because of the pandemic. In May, 7.9 million persons reported that they had been unable to work because their employer closed or lost business due to the pandemic–that is, they did not work at all or worked fewer hours at some point in the last four weeks due to the pandemic. This measure is down from 9.4 million in the previous month. Among those who reported in May that they were unable to work because of pandemic-related closures or lost business, 9.3 percent received at least some pay from their employer for the hours not worked, unchanged from the previous month. Among those not in the labor force in May, 2.5 million persons were prevented from looking for work due to the pandemic. This measure is down from 2.8 million the month before. (To be counted as unemployed, by definition, individuals must be either actively looking for work or on temporary layoff.) These supplemental data come from questions added to the household survey beginning in May 2020 to help gauge the effects of the pandemic on the labor market. The data are not seasonally adjusted. Tables with estimates from the supplemental questions for all months are available online at www.bls.gov/cps/effects-of-the-coronavirus-covid-19-pandemic.htm. Establishment Survey Data Total nonfarm payroll employment increased by 559,000 in May, following increases of 278,000 in April and 785,000 in March. In May, nonfarm payroll employment is down by 7.6 million, or 5.0 percent, from its pre-pandemic level in February 2020. Notable job gains occurred in leisure and hospitality, in public and private education, and in health care and social assistance in May. (See table B-1. See the box note at the end of this news release for more information about how the establishment survey and its measures were affected by the coronavirus pandemic.) In May, employment in leisure and hospitality increased by 292,000, as pandemic-related restrictions continued to ease in some parts of the country. Nearly two-thirds of the increase was in food services and drinking places (+186,000). Employment also rose in amusements, gambling, and recreation (+58,000) and in accommodation (+35,000). Employment in leisure
Propane Council announces Mission Zero Pledge, shares free resources for Forklift Safety Day
Take pride in workplace safety and sign PERC’s Mission Zero Pledge In honor of Forklift Safety Day, celebrated June 8, the Propane Education & Research Council (PERC) is encouraging material handling professionals to take its new Mission Zero Pledge and commit to a safe, incident-free workplace. By signing the pledge, material handling professionals will add their name to a list of businesses working toward zero incidents–and will receive a $5 Amazon gift card for their participation. “A strong safety culture is something to take pride in, and this pledge is designed to recognize crews across the country who are already working hard to maintain a safe workplace each day,” said Matt McDonald, PERC director of off-road business development. “At PERC, we take pride in supporting propane users. We believe that together, through ongoing training, education, and engagement opportunities, we can achieve zero accidents.” In addition to the pledge, PERC’s safety landing page is home to a collection of free safety resources including a toolkit for safety directors and forklift dealers, a downloadable safety poster, and PERC’s forklift trivia challenge. Additionally, material handling professionals can watch an eight-part video series emphasizing important safety protocols for those working with or around propane forklifts and access information on how propane suppliers can offer support. To sign the pledge and learn more about forklift safety, visit Propane.com/SafetyFirst.
National Monitoring Center celebrates 20-Year Anniversary
National Monitoring Center, a third-party monitoring center, proudly announces the 20th anniversary of the company’s founding. In those years, NMC has evolved from a single 10,000 square foot facility to two fully redundant leading-edge monitoring centers located in California and Texas. “We are thrilled and honored to have reached this milestone,” said Woodie Andrawos, president of, National Monitoring Center. “Our longevity in the monitoring business is testimony to our continuing investments in technology, personnel, and relationship-building. Our customers have always been our first priority, and this objective has informed every step we have taken as an organization.” NMC was founded in June 2001, shortly before the events of 9/11 changed the country and the security industry forever. Beginning in January 2002 with their first 150 accounts operating out of California, the company continued to grow rapidly over the next several years. 2007 marked one of many significant milestones when NMC built a second central station in Texas mirroring the California facility and allowing for full redundancy and geodiversity to better serve their customers. Over the next several years NMC continued to update and evolve its facilities and offerings, building a new center in California in 2013 to house monitoring, support, and education operations. In 2018, the company merged with Netwatch, opening up new business opportunities and bringing a vital new offering, Proactive Video Monitoring, to their customers. In 2021, with the business has grown to hundreds of thousands of accounts, NMC continues to lead the industry in delivering monitoring services that proactively protect users while supporting business development objectives for dealers. “This continues to be an exciting industry, with the fast-moving technology that helps people and organizations maintain a lower risk profile,” said Andrawos. “We’re looking forward to our next 20 years.”
Inaugural “Highway to Hope” Virtual Concert to benefit the St. Christopher Truckers Relief Fund raises more than $75,000
Corporate sponsors and individual ticket sales make the first virtual event for the fund a great success The St. Christopher Truckers Relief Fund (SCF) is pleased to announce that the inaugural “Highway to Hope” virtual benefit concert raised more than $75,000 to help support professional over-the-road and regional drivers recently out of work because of an injury or illness. The concert was headlined by country music singer Wynonna Judd with her husband Cactus Moser and the Big Noise Band along with other country music artists who support the trucking industry through their music, including John Schneider, Billy Dean, Lindsay Lawler, and Heath Sanders. The first-ever virtual concert for SCF was hosted by a familiar voice in the trucking industry, Radio Nemo host Jimmy Mac, along with support from Radio Nemo’s Donna Horton and production and live streaming by Tanner and Blake Brandell from Omni Productions, LLC, in Springfield, MO. “SCF’s mission is all about HOPE. Hope for drivers when they need financial assistance because of an injury or illness, hope for a healthy life on the road with our health and wellness programs, and hope and encouragement during those long days, weeks, and months on the road away from their families. Thank you to everyone that made this first-ever Highway to Hope event possible and thank everyone that joined us for the live stream. Your support will make a difference in the lives of the men and women we love, appreciate, and depend on. We hope you will join us for the next event!” says Shannon Currier, Director of Philanthropy and Development with St. Christopher Truckers Relief Fund. “What an honor to be a part of something bigger than myself. Thank you, Shannon Currier, of SCF for inviting me to collaborate on the first-ever Highway to Hope concert. This event was meant to bring HOPE to the trucking community. To remind the drivers that they are appreciated and cherished! To give HOPE that they too will be taken care of should they ever need it, just as they take care of us on a daily basis,” Donna Horton, Radio Nemo Senior Sponsor Relations Representative. Corporate sponsors from the trucking industry came out in droves to support this event and the truck drivers that are so essential to our economic recovery following the COVID19 pandemic, including our top tier, Presenting sponsors NASTC (National Association of Small Trucking Companies) and freight transportation and supply management company Averitt Express. “I sincerely hope you bought a ticket to The Highway To Hope concert on May 16th. NASTC was one of two title sponsors for the event that raised money for The St. Christopher Truckers Relief Fund. NASTC’s involvement with SCF expands more than a decade. Kudos for this production go out especially to Donna Horton with Radio Nemo, Debbie Lamberson, Dana Campbell and Amanda Hall from NASTC, and Donna Kennedy, Shannon Currier, Julie Dillon, Dana Karnowski, and Nick Oliver from The St. Christopher Fund. We’re especially grateful to the artists for their time and support. “Wy” as she’s fondly known in the “biz” is the best,” David Owen, NASTC President. “Averitt Express was honored to participate in the effort to support the men and women who provide such a vital service to our country. Professional truck drivers are truly the backbone of our economy’s entire supply chain. The associates at Averitt Express thrive in an environment and culture that together, as associates, we have helped to create and nurture. An environment that focuses on our associates, our customers, and our future all while being good citizens in the communities we serve. Providing support to the Highway to Hope event, and the St. Christopher Truckers Relief Fund is another example of this. Thank you for including us.” Danny Crooks, Vice President Corporate Transportation. The event was supported by other sponsors who stepped forward to support the event including GlobalTranz, Progressive Commercial Insurance, Acuity Insurance, Red Kap, Brenny Transportation, Total Quality Logistics, CH Robinson, Cocoon MDR, TA Express Coffee Cup Travel Plazas, Volvo, Echo Global Logistics, Allen Lund, Shell Rotella, and Doggett Freightliner. “We are so appreciative of all the artists for their time, all the sponsors for their support, and every individual that purchased a ticket to this amazing event,” Donna Kennedy, SCF Executive Director. SCF also released an artist podcast series in conjunction with this event. The SCF Highway to Hope podcast is produced by Greg Thompson of the Podwheels Network. You can hear all the artist interviews on our podcast page at truckersfund.org/scf-podcasts. The St. Christopher Truckers Development and Relief Fund (SCF) is a 501(c)(3), truck driver charity that helps over-the-road / regional semi-truck drivers and their families when an illness or injury, occurring within the last year, has caused them to be out of work. More than 70% of the 3.5 million professional truck drivers in the U.S. have one or more serious health problems such as obesity, diabetes, sleep disorders, and cardiovascular disease. These essential workers spend long durations away from home, work irregular hours, and are often unable to get to a clinic, pharmacy or hospital. Minor illnesses become severe, leading to hospitalization and disability. Loss of their commercial driver’s license can result in them being unable to work, and financial hardship.
ELFA Monthly Leasing and Finance Index: April 2021
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 April was $9.8 billion, up 19 percent year-over-year from new business volume in April 2020. Volume was up 5 percent month-to-month from $9.3 billion in March. Year-to-date, cumulative new business volume was up 4 percent compared to 2020. Receivables over 30 days were 1.8 percent, down from 1.9 percent the previous month and down from 3.0 percent in the same period in 2020. Charge-offs were 0.30 percent, down from 0.43 percent the previous month and down from 0.80 percent in the year-earlier period. Credit approvals totaled 76.3 percent, down from 77.0 percent in March. Total headcount for equipment finance companies was down 15.4 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 May is 72.1, easing from April’s all-time high of 76.1, but still at historic high levels. ELFA President and CEO Ralph Petta said, “Respondents showed robust April business activity, attesting to a strengthening economy. Despite soft labor market data for the month, an increasing number of businesses are opening up, as more Americans are receiving a vaccination, traveling, and otherwise trying to return to some semblance of normalcy. Portfolio quality also shows resilience as lease and loan contract modifications requested by many customers appear to be in the rear-view mirror. The economy and business activity still have a ways to go to return to pre-pandemic levels, but what we see so far in terms of capital equipment investment is indeed encouraging as we head into the summer months.” Ricardo Rios, president and CEO, Commercial Equipment Finance, Inc., said, “2021 is trending to be a banner year for CEFI. The April MLFI results and those at CEFI demonstrate major similarities; the only outlier being YOY headcount (where CEFI is 20 percent above). While we are actively seeking to hire additional team resources, the recruiting market is proving to be challenging.”
U.S. rail traffic for the week ending May 22, 2021
The Association of American Railroads (AAR) has reported U.S. rail traffic for the week ending May 22, 2021. For this week, total U.S. weekly rail traffic was 528,774 carloads and intermodal units, up 23.4 percent compared with the same week last year. Total carloads for the week ending May 22 were 242,227 carloads, up 27.2 percent compared with the same week in 2020, while U.S. weekly intermodal volume was 286,547 containers and trailers, up 20.4 percent compared to 2020. For some rail traffic categories, percentage changes for the current week compared with the same week in 2020 are inflated because of the widespread shutdowns — and a subsequent large reduction in rail volumes — that impacted many economic sectors last year at this time. All of the 10 carload commodity groups posted an increase compared with the same week in 2020. They included coal, up 17,877 carloads, to 64,641; motor vehicles and parts, up 8,887 carloads, to 13,763; and metallic ores and metals, up 8,697 carloads, to 23,516. For the first 20 weeks of 2021, U.S. railroads reported a cumulative volume of 4,583,989 carloads, up 6.2 percent from the same point last year; and 5,658,401 intermodal units, up 18.6 percent from last year. Total combined U.S. traffic for the first 20 weeks of 2021 was 10,242,390 carloads and intermodal units, an increase of 12.7 percent compared to last year. North American rail volume for the week ending May 22, 2021, on 12 reporting U.S., Canadian and Mexican railroads totaled 340,793 carloads, up 24.6 percent compared with the same week last year, and 378,724 intermodal units, up 20.4 percent compared with last year. Total combined weekly rail traffic in North America was 719,517 carloads and intermodal units, up 22.4 percent. North American rail volume for the first 20 weeks of 2021 was 14,010,375 carloads and intermodal units, up 11.4 percent compared with 2020. Canadian railroads reported 76,170 carloads for the week, up 16 percent, and 75,644 intermodal units, up 22.4 percent compared with the same week in 2020. For the first 20 weeks of 2021, Canadian railroads reported a cumulative rail traffic volume of 3,035,544 carloads, containers, and trailers, up 8.5 percent. Mexican railroads reported 22,396 carloads for the week, up 28.8 percent compared with the same week last year, and 16,533 intermodal units, up 13.1 percent. Cumulative volume on Mexican railroads for the first 20 weeks of 2021 was 732,441 carloads and intermodal containers and trailers, up 6.6 percent from the same point last year. To view the weekly rail traffic charts, click here.
ARA forecast shows equipment rental moving from relief to recovery
Equipment rental revenue, comprised of the construction/industrial and general tool segments, is expected to explode past its peak totals in 2022 according to the latest forecast released by the American Rental Association Equipment rental revenue, comprised of the construction/industrial and general tool segments, is expected to explode past its peak totals in 2022 according to the latest forecast released by the American Rental Association. The updated forecast calls for equipment rental revenue to reach just less than $47.7 billion in 2021, up 3.1 percent after a decline of 9.1 percent in 2020. However, the forecast calls for a robust 12 percent increase in construction/industrial rental revenue in 2022, taking the combined total for the two segments up to nearly $52.3 billion. The growth rate is expected to be consistent at between 2 and 5 percent for the next three years according to the forecast with combined equipment rental revenues reaching $57.5 billion in 2025. “The equipment rental segment is moving like the rest of the macroeconomy from relief to recovery. We are seeing a good uptick in business activity that is going to bring rental revenues back to pre-pandemic levels in 2022,” said John McClelland, Ph.D., ARA vice president for government affairs and chief economist. The biggest concern going forward is the slump in nonresidential construction. However, a robust infrastructure bill from Congress would provide a significant long-term boost to that sector as well.” This is the first quarter that ARA has segmented the updated forecast to include just the construction/industrial and general tool segments. ARA currently is developing new ways to gather data and methodology to forecast results for the event rental segment with more information to be available later this year. The new ARA forecast calls for construction/industrial rental revenue to grow 3 percent in 2021 to nearly $34.5 billion and then jump 12 percent to $38.5 billion in 2022. In 2023, ARA forecasts growth of another 5 percent to nearly $40.3 billion, followed by growth of 2 percent in 2024 to $41.5 billion and 3 percent in 2025 to $42.5 billion. For general tool, the forecast is steady, calling for a revenue increase of 5 percent in 2021 to $13.2 billion and then growing 4 percent in 2022, and 3 percent during the next three years to surpass $15 billion in segment revenue in 2025. Revenue for both segments is expected to surpass pre-pandemic peak levels reached in 2019 by the end of 2022. “While the overall U.S. economy is recovering strongly, the sectors that drive equipment rental are coming along more slowly,” said Scott Hazelton, director, economics and country risk, IHS Markit, Andover, Mass., the economic forecasting firm that partners with ARA to provide data and analysis for the ARA Rentalytics subscription service for ARA members. “In particular, the nonresidential construction and infrastructure sectors are still contracting and may not see growth until the end of the year. However, leading indicators, such as the Architectural Billings Index have begun to show strong improvement. “Construction activity follows architectural design by 12 to 18 months, which suggests a strong rebound in 2022. The energy sector has also begun to recover but will improve further next year as major economies in Europe and Latin American emerge from the pandemic and air traffic returns to something approaching 2019 levels. Further stimulus via an expanded infrastructure bill could push growth higher. The key takeaway is that we expect equipment rental revenue to recover to 2019 levels in 2022; it is a multi-year event, with the strongest recovery expected in 2022.” The forecast for Canada calls for double-digit equipment rental revenue growth for both the construction/industrial (11 percent) and general tool (13 percent) segments in 2021 to reach a combined total of $3.98 billion. Canada’s equipment rental revenue for the two segments also is expected to grow between 5 and 8 percent in 2022 to reach $4.29 billion, surpassing the previous peak revenue of $4.04 billion in 2018. Growth is expected to slow down to 2 to 3 percent in the next years of the forecast to reach $4.73 billion in 2025.
Port of Long Beach exempts Natural Gas Vehicles from Clean Truck Fund Rate
Low-NOx trucks seen as a bridge to zero-emissions operations The Long Beach Board of Harbor Commissioners on Monday voted 4-1 to approve an exemption from the Clean Truck Fund Rate for the cleanest natural gas-powered trucks, as a transitional step to a future when zero-emissions cargo trucks are widely available. Natural gas trucks are lower emitters of nitrogen oxides, a building block of smog, and provide a step toward cleaner air as the Port strives for the goals of the San Pedro Bay Ports Clean Air Action Plan. In considering a rate to encourage the trucking industry to invest in cleaner vehicles and reach zero emissions for cargo trucking by 2035, the Port of Long Beach and Port of Los Angeles has set a rate of $10 per twenty-foot equivalent unit – a standard measure for one 20-foot-long cargo container. The Ports have not yet implemented that rate, but are working on a system with a third-party vendor that will collect the rate for the ports. Zero-emissions trucks had already been determined to be exempt from the future rate. Monday’s action by Long Beach is designed to encourage the industry to make an interim step while zero-emissions technology catches up. “These trucks will emit 90% fewer nitrogen oxides than equivalent vehicles today,” said Port of Long Beach Executive Director Mario Cordero. “The question we were asking ourselves was do we reduce emissions now or do we wait for tomorrow? For our community, and our commitment to the Clean Air Action Plan, the answer is now.” “The Port of Long Beach is the Green Port, a trailblazer in sustainable goods movement,” said Commission president Frank Colonna. “We remain confident that we can encourage the use of cleaner natural gas trucks now, and also nurture the technology that will allow us to meet our goal of a zero-emissions drayage truck fleet by 2035. To get there, we must start the journey.” The low nitrogen oxides exemption will apply to trucks picking up or dropping offloaded containers at the Port of Long Beach that use natural gas engines meeting the 0.02 grams of nitrogen oxides per brake horsepower-hour standard. The vehicles must be purchased and registered in the Port Drayage Truck Registry by Dec. 31, 2022. Phasing out older, more polluting trucks has been key to clean air gains the San Pedro Bay ports have made since the original Clean Truck Program was launched in 2008. Diesel emissions from trucks have been cut by as much as 97% compared to 2005 levels. Trucks remain the port’s largest source of greenhouse gas emissions and the second-highest source of nitrogen oxides, a contributor to regional smog formation. The Clean Air Action Plan (CAAP) has established a goal of zero-emissions trucks by 2035. A key component of the overall strategy to transition to a zero-emissions truck fleet is an updated Clean Truck Program incentivizing the development and adoption of new technology. The Clean Truck Fund rate is expected to generate $80 million in the first year. Updated in 2017, the CAAP contains a comprehensive strategy to accelerate progress toward a zero-emissions future while protecting and strengthening the ports’ competitive position in the global economy. Since 2005, port-related air pollution emissions in San Pedro Bay have dropped 87% for diesel particulate matter, 58% for nitrogen oxides and 97% for sulfur oxides. Targets for reducing greenhouse gases (GHGs) from port-related sources were introduced as part of the 2017 CAAP Update. The document calls for the ports to reduce GHGs to 40% below 1990 levels by 2030 and 80% below 1990 levels by 2050. The CAAP was originally approved in 2006.
Why we shouldn’t interview job candidates
Job interviews are mostly nonsense. According to Ron Friedman, a psychologist and author of “The Best Placed to Work”, 80% of people lie during their interviews — so if that’s the case, the information you’re hearing is likely fiction, or at best, inspired by real-world events. Job interviews mean you may hire the best actor on the day — not the best candidate. So don’t do them. Instead, audition. Just like the same way actors are auditioned for a movie. In auditions, candidates perform real-world exercises to assess how they think about problems. This helps you discover how the candidate critically thinks, problem solves, and innovates. It also helps you see a candidate in an environment where nobody from your company knows anything about what’s on their resume. This allows you to eliminate as much bias as possible from the recruitment process, and it really helps when it comes to hiring more diverse candidates. There are three phases to candidate auditioning: 1. Initial screening – A 30-minute phone or zoom call to work out basic logistics. Things like salary expectations, working rights, hours, etc. In addition, a bit of prep for the audition. 2. Audition – A hour where the candidate (in-person or virtual) answers 3 simple questions – a creative question, a strategic question, and an analytical question. Allow 15 minutes per answer, and 15 minutes in the end for Q&A. 3. Executive Interview – A quick, 20-minute interview to give the candidate a sense of what kind of stakeholders they will engage within the organization. This includes stuff like company history, culture, etc. While the process is quite simple, the 3 questions also follow a clear framework: The Creative Question: Meant to test lateral and creative thinking skills. For example, creative questions could be: Design me a fridge for a blind person or design a better way to clean teeth every day for less than $100 a year. This is more about creativity than a product or service itself. If it were me being auditioned, I’d ask things like: What kind of fridge is needed? How many do we need to design? Is it just one? What kind of blind? Color-blind? Are they blind from birth? Blind in both eyes? Is this concept for a fridge-designing company or another manufacturer? What challenges do the users have? Find my food quickly? Know how old my food is in the fridge? Avoid knocking over anything in the fridge? Why do you even need a fridge, why don’t we start a food program for kids where refrigeration is not required and instead we cook everything fresh? The Strategic Question: Tests how well the candidate understands our mission, our values, and our goals, and how well their ideas align with them. This tends to be an authentic back-and-forth dialogue. Examples of strategy questions are things like: Should we be concerned about competitors like X, Y, and Z? Will software platform X be something we should invest in? What would be our biggest threat in the next 10 years? The Analytical Question: This is a bit of a painful one. It is designed to help candidates quickly work out the market size of an idea and calculate large numbers quickly. Examples of analytical question include: How many ABC platform users are there today in the world? How many of those users could we convert to our services? How many leads will we need and can we drive that? Will different people in cohorts want different pricing buckets? ie, should we have pricing plans? Should we care about profit for now? If not, when? How to Score Candidates – Begin by looking for candidates who exhibit 5 traits: Creative Analytical Strategic Persuasive Curious After you’ve scored them on these dimensions, it’s a matter of ranking them on one of 4 dimensions: Hire them Maybe hire them (leaning positive) Probably don’t hire them (leaning negative) Don’t hire them What you’re looking for is consistent scores in a positive direction. Getting lots of ‘maybe hires’ is fine, and some interviewers will be tough critics but if the numbers are all over the place, something has gone wrong. When the auditions happen, we don’t tell the interviewers who the person is. We don’t say where they’ve worked, what they’ve done, or anything like that. It’s a blind date in many ways. So, the person comes in, does their thing, and gets judged on what happens in the room. What’s fascinating about this whole process is candidates walk away feeling like they’ve been evaluated fairly, and organizations get better, more innovative, and diverse talent. (some excerpts from fs blog) About the Author Andrea 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 4-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. More information is also available on www.pragmadik.com and www.andreabelkolson.com.