Women In Trucking announces its November 2020 Member of the Month
The Women In Trucking Association (WIT) has announced Melissa Gaglione as its November Member of the Month. She is the founder and president of Safety4her, a high visibility women’s clothing company specifically designed for women working in hazardous work environments. After years of working in the towing and trucking industry, Gaglione struggled to find comfortable safety clothing that fit properly. The existing market for safety wear was mostly for men with a “one size fits all approach.” The clothing was consistently too long, too wide, or too heavy. With her background in insurance, Gaglione knew that a poor fit could cause women to face a higher risk of injury. In 2018, she founded Safety4her, designing clothing that met state regulations while being comfortable for women of all sizes. The clothing line carries sizes X-small to XXL. The fabric uses spandex, giving a better fit for all shapes and sizes. This decreases the chance of clothing getting caught on an object, causing injury. Safety4her offers the first high visibility line of leggings which are patent pending with features that include high visibility striping, three pockets, water-resistant, breathable, non-see-through, and high waisted. Safety4her also carries class2 adjustable vests with spandex sides for a better fit option. “No more vest dress ladies,” said Gaglione. In early 2019, Gaglione made her first sale and traveled all over the U.S. meeting women and selling products. She is now carrying her line with several companies around the country. “I want women to feel empowered,” said Gaglione. “I want to set a positive example not just for my own children, but all young girls, that nothing can stop you from being who you want to be.” You can find more about Melissa Gaglione and Safety4her at www.safety4her.com and also can follow safety4her on Facebook: @safety4her2018 and Instagram: @safety4her
How to lead ineffective change
Dutch philosopher Alexander den Heijer said, “When a flower doesn’t bloom, you fix the environment in which it grows, not the flower.” Not surprisingly, many organizations try to fix the flower. This happens all the time with culture-change initiatives or even brand strategies, where the veneer is the focus of change and not the behaviors that underlie it. This fundamentally occurs because it’s easier, quicker, and feels more productive. We can build campaigns, create new logos, invent new programs, and do a lot of “stuff” to prove activity is happening – but none of these things really do much to address the actual thing that needs changing. This applies to customer needs as well, where often companies that become mired in their own “way of doing business” spend an inordinate amount of effort trying to educate and influence customers on their own processes, instead of looking at what’s easier for their audience. It seems somewhat illogical, as one would believe spending time, money, and effort on what may be considered “window dressing” wouldn’t be in the organization’s best interest. However, it goes back to our Dutch philosopher and the ambiguity effect. The ambiguity effect is a cognitive bias, in which our decision making is affected by a lack of certainty or ambiguity. The effect implies that people tend to select options for which the probability of a favorable outcome is known, over an option for where the probability of a favorable outcome is unknown. This is why we try to “fix the flower”. It’s visible, tangible, and clear that when we conduct tangible, tactile activities, such as campaigns and logos, the outcome is guaranteed – these items will exist. We can show that an effort was made, and have physical proof to back it up. The outcome is ensured – we made some “stuff” and here it is. On the other side of the coin, efforts to change behavior, environment, and culture are much harder. It’s vague. It’s hard to measure. It moves slow and lacks clear milestones of progress. It basically can feel like an endless project with no objective or endpoint. So it doesn’t fit well into an organization’s structure of SMART goals. Yet ambiguity is not truly a valid reason to avoid working on the things necessary to create meaningful change. We’ve all seen, both in life and business, those leaders that see the bigger picture and push through that ambiguity to achieve their goal. But not all of us are in that position, nor feel up to the task. So instead, start small. Give your vague objective some structure by picking one thing you can measure. Be honest about what you really want to achieve. Build a coalition of like-minded folks who share in the vision. Or you can just keep trying to fix flowers. About the Author: Andrea Olson is a speaker, author, behavioral economics, 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 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 is Founder’s Club lead coach 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.thecustomermission.com.
Recent developments and guidelines for PPP loans from the SBA
Over the course of the first half of October, the SBA has released three new guidelines addressing some of the most frequently asked questions regarding PPP loans. For those of you that are unaware, PPP (Paycheck Protection Program) loans were provided to small businesses as a response to the economic losses due to COVID-related shutdowns. PPP borrowers can qualify to have the loans forgiven if the proceeds are used to pay certain eligible costs. On August 8, 2020, the program stopped accepting new applications even though almost $134 billion of congressionally approved funds remained unspent. Now, most businesses are focusing on applying for forgiveness, which is all but guaranteed so long as 60% of the forgiven amount was used for payroll purposes. On October 5, 2020, the SBA announced new guidance that described the procedures requiring a change of ownership of an entity that has received PPP funds. The SBA procedural notice, which was addressed to SBA employers and PPP lenders, described when a change in ownership has occurred and the duties of a PPP borrower continue regardless of the ownership change. According to the notice, a “change of ownership” occurs when one of the following is true: 1) at least 20% of the common stock or ownership interest of a PPP borrower is sold or otherwise transferred; 2) the PPP borrower sells or otherwise transfers at least 50% of its assets to be measured by fair market value, or 3) a PPP borrower is merged with another entity. Notwithstanding any ownership change, the PPP borrower still remains responsible for the performance of all obligations under the PPP loan, certifications associates with the PPP loan application, compliance with all PPP requirements, PPP documentation, and providing the required documentation to the SBA or lender upon request. The SBA must be notified within five (5) days of any transaction by the PPP lender. The lender is also required to continue submitting the monthly 1502 reports until the PPP loan is fully satisfied. On October 7, 2020, the SBA released guidance clarifying the deferral period for PPP loan payments. Prior to the passage of the Paycheck Protection Program Flexibility Act of 2020, the deferral period for PPP loan payments was set at 6 months. However, the Flexibility Act extended the deferral period for borrower payments of principal, interest, and fees on all PPP loans to the date that SBA remits the borrower’s loan forgiveness amount to the lender (or if the borrower does not apply for loan forgiveness, 10 months after the end of the borrower’s loan forgiveness covered period). Under the updated guidance, PPP lenders are required to give immediate effect to the statutory extension and must notify all borrowers of the change. On October 9, 2020, the SBA released an interim final rule (IFR) that provided almost instant relief for approximately 3.57 million businesses. If their PPP loan was for $50,000 or less, businesses are exempt from any reductions in forgiveness based on either: reductions in full-time equivalent employees or reductions in employee salaries or wages. Small businesses that fit in this category may apply for forgiveness using SBA Form 3508S. The new rule speeds up the forgiveness process for PPP borrowers of $50,000 or less because they will not be required to perform potentially complicated FTE or salary reduction calculations. Because most businesses would hire an outside source to do this work, they are now also more likely to save money on this portion as well. Borrowers of $50,000 or less will still have to make some certifications and provide documentation to the lender for payroll and nonpayroll costs. On October 13, 2020, the SBA released guidance confirming that PPP loan forgiveness applications are not due on October 31, 2020. The program’s loan forgiveness forms denoted an expiration date of “10/31/20” in the upper-right corner. Over the course of the month, the SBA noticed a higher volume of calls with regards to frantic business owners concerned about the possibility of an October 31, 2020 closing date. As a result, the SBA released an updated answer to their frequently asked questions. In its explanation, the SBA points out that borrowers may submit a loan forgiveness application any time before the maturity date of the loan, which is either two or five years from the loan’s origination, depending on the borrower’s agreement. But the SBA also reminds borrowers that loan payments are deferred only until 10 months after the last day of each borrower’s loan forgiveness covered period. For example, the SBA wrote, a borrower with a covered period that ends Oct. 30, 2020, has until Aug. 30, 2021, to apply for forgiveness before loan repayment begins. The SBA placed the expiration date in the upper-right corner of the PPP loan forgiveness application forms to comply with the Paperwork Reduction Act. The date represents the temporary the expiration date for the approved use of the forms, the SBA said, adding that once a new expiration date is approved, it will be posted on the forms. Guidance with regard to PPP loans seems to be rapidly changing. However, most if not all of these changes have been beneficial to small businesses that have been impacted by COVID-19. Conversations have recently sparked for another stimulus package for both individuals and businesses. Will it be another round of PPP loans for small businesses? Will it be a more general loan that allows more flexibility with regard to how the funds are spent? Regardless of what a future stimulus package will look like, The Center for Financial, Legal, and Tax Planning will be in the loop to educate our clients. If you have any further questions or would like our assistance in applying for PPP loan forgiveness, contact the tax planning professionals at The Center for Financial, Legal and Tax Planning online at www.taxplanning.com or call (618) 997-3436. About the Authors: MICHAEL S. HAMPLEMAN IS AN ATTORNEY AT THE CENTER FOR FINANCIAL, LEGAL, & TAX PLANNING. HIS PRACTICE IS FOCUSED ON CORPORATE STRUCTURING AND SMALL
All in the Dysfunctional Family Generational Business fails and what to do about them
Anyone in a family business knows that according to many statistics, the chance of the business surviving declines with each handoff to the next generation. What causes the drop off? Among the myriad of reasons, times change, dedication levels vary, and talent isn’t always genetic. If you’re in the family business, do any of the following sound familiar? Granddaddy toiled day and night. He adored his work and never stopped with the new ideas. Most of his creations met with tremendous success. He just had a knack for knowing what the public wanted. My uncle, on the other hand, has practically run the place into the ground. He’s got an idea a minute. Unfortunately, almost everything he dreams up is a dud. This place certainly has an us-versus-them feel. If you’re family, you get away with murder. If you’re not, the rules are the rules. I’m sick of it. The culture shifted when Jenny married Greg, and he started working here. I’ve dedicated years to this company, and it breaks my heart to see how an entitled spouse has practically ruined it. You think Jenny would know better. Since we were in the cradle, Mother has had us on a path to take over the reins. My brother and I know the business inside, outside, and everywhere in between. Perhaps familiarity breeds contempt. Because as the years go by, I see my options slipping away. I’m only 23. Maybe I’ll get the courage before the end of the season to tell my parents I’m leaving to go to law school. Family dysfunction junction is no picnic. It’s even worse when people’s livelihoods are at stake. The longer any issues have gone unchecked, often the more severe they become. But there is good news, it’s almost never too late to confront a problem. Dysfunction Symptom Number One: The people currently in charge are running the business as usual but not innovating. Status quo will lead to hanging a going-out-of-business sign on the door. Correction Strategy: Not everyone is a driver, nor does just anybody have the creative spark to carry the torch when a dynamic owner steps down. Fortunately, inside this dark cloud of bad news hides a silver lining. Nothing mandates a company to home-grow its top talent. If you’re not suited to the top spot, hire it out. You won’t look weak, you won’t have to give up control of your legacy, and you’ll look smart and humble as you position your organization for future success. Nervous about an outsider? There are many ways to get a fit right. Be specific about what you’re looking for, focus on culture, and find someone who is good at the parts of the business where you don’t excel. Dysfunction Symptom Number Two: The rules don’t apply to everyone the same way. Blood relatives and/or their spouses take advantage of family membership, and it’s negatively impacting culture, morale, and attitudes. Correction Strategy: Addressing this dysfunction requires some tough love and may hurt feelings. When you decide to address the problem, have your data ready, and come prepared with plenty of examples. Obviously, confrontation conversation is easier if you have power. When you don’t, your approach may need some adjustment. No matter your version of the entitlement dysfunction, one factor is almost certain; this dysfunction is not going to self-correct. At some point, you’re going to have to address bad behavior. Dysfunction Symptom Number Three: Some of the family work on vacation and other vacation at work. Correction Strategy: Start by making rules and goals visible and measurable. State the obvious to ensure everyone knows what’s expected. Then, review goals and any rule violations regularly. Sometimes additional structure and sunlight can go a long way toward correcting an imbalance. Of course, if that doesn’t work, it may be time to talk about a pay-for-performance structure, a split of some sort, or even a buyout. When tackling this challenge, you need to consider your interactions outside the business. Do you still want to have Thanksgiving with these people? Regardless of your answer, the greater relationship ecosystem should inform your decisions. Dysfunction Symptom Number Four: The kids want to join the business but see it more as a meal ticket than a career move. Correction Strategy: Many families that have successfully passed the stewardship of their enterprise from one generation to the next to know the value of putting people to work outside the business before they earn a spot on the inside. While nothing is wrong with a short summer stint or afterschool job, if junior hasn’t started as a full-time employee, consider creating a work requirement. If you adopt this strategy, not only will you get someone who has had to earn a paycheck without the cache of the family name, you will have someone who has seen something different that your way of doing business. Dysfunction Symptom Number Five: The next generation has little to no interest in the business. Correction Strategy: Sometimes it’s best to hear “no” the first time. After all, do you care more about the business or about your children having the opportunity to pursue their professional passions and goals? Yes, it’s sad when after a lot of years the legacy stops, but it’s sadder still when forced participation ruins something beyond the business. The bottom line: when your offspring want to jump ship, hear the message, and throw them a life raft. If you’ve encountered a problem in the family business, you know firsthand that knots rarely untie themselves. In fact, many get tighter and bigger as time goes by. So, if you’re dealing with one of the dysfunctions described above or something else, now’s the time to start planning a correction strategy and setting a timetable to execute it. About the Author: Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s
Finding out “why” is easiest after you lose the sale
The sales dance. The prospect is as nervous about telling you NO as you are to find out if it’s YES. You often find yourself in a situation where you must convert a “no” atmosphere into a sale. The best time to do this is after the sale has been lost. This may seem a bit backwards, but consider these two facts: The prospect often won’t tell you the real reasons (objections) for saying “no” during the sales courtship. The prospect may not feel comfortable, doesn’t want to hurt your feelings, or doesn’t feel he owes you an explanation but doesn’t want to buy either, and feels awkward or embarrassed to say “no.” Prospects will give you “no” signals… The party is usually over when the customer tells you things like…the budget, the board, the home office, the partner, call me next week. Phone calls don’t get returned. Proposals get delayed. And delayed. My favorite is when they say “Call me on Tuesday at 10:00am.” You call like a faithful dog on the dot of ten (having anticipated the moment for several days) and his secretary says, “He’s on vacation today.” Success tactic: Here’s a way to never let that happen again: Get the prospect to mark his calendar at the appointed time (or it’s a shallow, worthless promise just like the person who made it). A salesperson will do every dance in the book to get the truth out of a prospect during the sales process. But your best advantage comes about after the answer “no” is uttered. After “no”… The anticipation is over. The nervousness is over. The games are over. The lies both blatant and “white” have all been told. Once the word NO has been said for the final time, the tension is over. The salesperson only has to ask for the real reason to get it. Only after “no” can you get down to the truth, find out what really happened, find out the real reason the sale was lost, and maybe even have a way to get back in and make the sale. Success tactic: Use a version of the lost sale close (act defeated). “Now that it’s over, Mr. Prospect, I wonder if you would mind helping me a little. I sell these copiers for a living, and my family has grown accustomed to eating (smile). I was certain our product was the best for your application, and I still don’t understand why you didn’t purchase. If you could share with me the real reason you didn’t buy it would help me get better, and perhaps help the next person in a way that I was unable to help you.” (For those of you that “already know everything” and doubt the validity of this tactic, just try it a few times you can’t lose a sale more than once.) The prospect is now more likely to tell the truth at this point (moment of weakness). You will be able to use the truth to your advantage in a number of ways: To put the prospect in a superior position as friend, helper, and mentor. To learn of competitive weaknesses. Learn of company weaknesses. Learn of personal weaknesses. To learn the value of relationships (the ones others have that you wish you had). To have an opportunity to get back into the sale by offering a solution. You can win by losing. Even if you can’t get this prospect to purchase, the information you have gathered will help you get the next one. Every time you lose a sale get the real reason you lost it…after it’s over. If you lose 100 sales a month, at the end of a year you’ll have 1,200 lost sale reasons and attempts to gain them back. If you’re successful only 5% of the time, that’s another 60 sales a year. If you don’t think it’s worth the effort, call me. I’ll take them. 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.
Raymond virtual Manufacturing Day draws 2,000 registrants
Students from across the country attend Raymond’s first completely virtual National Manufacturing Day event The Raymond Corporation observed National Manufacturing Day with more than 2,000 student registrants from around the country during an interactive digital event on October 2, 2020. National Manufacturing Day is an annual celebration of the manufacturing industry organized by the National Association of Manufacturers. This year was the first year Raymond’s Manufacturing Day was an entirely digital event, enabling students to discover what advanced manufacturing operations really look like via virtual experience. The event included a virtual factory tour, interactive quizzes, associate testimonials, and department demonstrations. The future workforce also heard from Raymond executives, including the senior director of operations and quality, Tony Topencik. “The material handling industry is in need of the younger generation’s innovative thinking, which can push and challenge our industry to stretch and reach new potential,” Topencik said. “We want to ignite curiosity among students about career possibilities that they might not have previously considered.” As manufacturers seek to fill 4.6 million high-skill, high-tech jobs over the next decade, participating in Manufacturing Day events allows companies to engage students at an age when they are still finding their interests and deciding what types of careers they want to explore. “Raymond’s Manufacturing Day event was thought-provoking and engaging. The students really enjoyed the experience. We were all impressed with how organized and interactive the website was. We hope they do a virtual event again next year as well!” said Sonnet Constable, a work-based learning coordinator, Delaware-Chenango-Madison-Otsego Board of Cooperative Educational Services (DCMO BOCES) in Chenango County, New York. Nearly 60 classrooms participated in the event, for which Raymond gave teachers educational materials to support their curriculums and help students engage in new and interactive experiences. As part of the course, students were enabled to upload photos of themselves navigating the digital event.
The ARA Show™ 2021 announcement
Much has transpired since The ARA Show™ 2020 in Orlando. As the American Rental Association has been planning for 2021, their number one goal has always been to ensure the safety of its members and maintain the success and integrity of the premier event for the equipment and event rental industry. As time has progressed and we near the end of 2020, it has become clear that The ARA Show will not be feasible in February 2021 in New Orleans. After monitoring the many variables that impact the future of The ARA Show and reviewing results from an attendee intention survey around a two-day trade show floor only event, ARA has decided to move the show to Las Vegas in October 2021. This will enable ARA to deliver the rental-specific education and networking events that attendees said were critical elements of the show. In addition, there are many new developments in Las Vegas that made it an appealing city to host the show. Education will be held on Sunday, October 17, with the trade show floor to follow Oct. 18-20. “The safety and vitality of the rental community is our top priority,” said Tony Conant, ARA CEO. “We consulted with our members, monitored all the leading sources of health information, and worked closely with convention center partners, the city of New Orleans, and many others in an effort to ensure a clean, safe and essential show in February. When it became clear that the pandemic would not allow us to safely host the type of event our rental community expects, we adapted — just as our industry has throughout a resilient 2020.” With the timing of the fall 2021 show, ARA has canceled the 2022 show scheduled for Anaheim. The usual February rotation will resume in 2023, when we return to Orlando. In lieu of a 2022 show, ARA is exploring options for a focused buyer/seller showcase in 2022 to bridge the gap between shows. Please note that housing will open in February. Be sure to book your room through onPeak, ARA’s official housing partner, to take advantage of the best rates Las Vegas has to offer. Show registration will open in July of 2021.
American Logistics Aid Network (ALAN) responds to Hurricane Delta
As Texas and Louisiana start to pick up the pieces after Hurricane Delta, the American Logistics Aid Network (ALAN) is gearing up to provide support – and hoping that members of the logistics community will be just as willing to help with the 25th named storm of the season as they were with the first. “Our hearts go out to all of the people on the Gulf Coast who’ve been affected,” said ALAN Executive Director Kathy Fulton. “In a year with an unprecedented number of named storms, this is an incredible blow to a region that has already been very hard hit.” During the past week, ALAN has been sharing real-time updates about Hurricane Delta’s supply chain impacts via its Supply Chain Intelligence Center (https://www.alanaid.org/resources/). And later this week it expects to begin receiving its first Hurricane Delta logistics relief requests. “This is when the hardest work for ALAN begins – because as relief organizations get in and assess the damage, they’ll be asking us for a great deal of help,” said Fulton, who stressed that every case ALAN handles is tied to a specific need and that many hurricane relief efforts take place over a long period of time. “In light of that, we encourage people to access our Disaster Micro-site’s active needs section (www.alanaid.org/operations/) often in the weeks and months ahead – and not just for Hurricane Delta. We also hope that people will answer our calls or e-mails if we come to them with a direct request. “Additionally, we ask people not to self-deploy or participate in product collection drives,” Fulton said. “Too often, these well-meaning efforts get in the way of the organized relief and response efforts that are already taking place – and create more challenges than they solve. If organizations truly want to help, a cash donation is usually best.” Hurricane Delta made landfall in Southwest Louisiana late Friday, bringing additional rainfall, flooding, and damage to towns that were just beginning recovery efforts for Hurricane Laura. It is the sixth storm ALAN has mobilized for this fall, which has proven to be one of the busiest hurricane seasons in the organization’s 15-year history. “We know most people have hurricane and disaster fatigue because this has been a year like no other,” said Fulton. “However we hope they have it in them to help the Gulf Coast at least one more time, because the transportation services, warehousing space, forklifts, boxes, and other support we provide can make a hugely positive difference to so many. ALAN certainly isn’t relaxing our efforts, and we hope they won’t either.”
Get Energized! Five tips to create energy in your Virtual Presentations
Whether you’re new to working remotely or have been doing it for years, you know one thing is true: Giving virtual presentations via Zoom and other online meeting platforms can be a challenge. Many professionals feel that online meetings lack the excitement and passion that comes naturally during face-to-face communication. And they’re right! The fact is that energy is contagious. When you’re speaking to a live audience, whether it’s a group of 5 or 500, your adrenaline is high and your presentation reflects that excitement. Unfortunately, it’s difficult to mimic that feeling when you’re giving a virtual presentation in your bedroom with perhaps your sleeping cat stretched out diagonally on your bed. In that instance, you might suddenly feel “sleepy” too and you might start behaving this way. You may even speak in a whisper so you don’t wake the cat! While stillness and calm are great skills to use for your meditation practice, they won’t win the hearts and minds of your listener on any virtual platform. So, what is the secret to giving high impact virtual presentations? Use more energy! Create a stimulating virtual meeting by infusing excitement into both your content and your delivery. Remember that the purpose of your virtual presentation, just like your live presentation, is keeping your audience engaged and involved. If you focus on the idea that it is your job to keep your audience interested in both the message and the messenger, then you will take the necessary steps to make that happen. Here are a few energy-boosting tips to keep in mind: Make time to prepare your content: Develop your virtual meeting content the same way you would for a live presentation—well in advance. Don’t let the casual physical environment of home dictate a laissez-faire attitude. If you don’t plan, you and your message may sound disorganized and unconvincing. Structure your virtual presentation in three distinct parts with an Opening, Body, and Close. When you plan your Opening, start with a “Hook,” establish a clear purpose, and develop an agenda. Then develop The Body—the “meat in the middle” where the action really happens—by including stories, examples, data, statistics, and graphs. Bring your presentation to a Close by summarizing what you have covered and asking for action. Remember, the way you structure your message is critical not only to help your listeners follow along but also to keep them engaged and connected. Disrupt the pattern: Pattern Disruption is a concept that works well in virtual presentations. The idea is to disrupt the normal flow of information so that listeners are taken by surprise or jolted out of their complacency. Because of the flat 2D format, virtual presentations have to be “made” exciting, and pattern disruption is one strategy that never fails. What can you do to disrupt the ever-boring nature of the predictable “data dump” presentation? Tell a vivid story, share a startling statistic, show a mind-altering image, raise your voice, or quicken your pace. While you don’t have as many skills and techniques available to use in a virtual presentation, you still have enough; and if you use them in creative ways you can rouse your listeners and hold their attention. Aim to disrupt the pattern every 4-5 minutes. When you plan these disruptions as part of your content, you’ll quickly have your listeners eating out of the palm of your virtual hand. Prime the energy pump. Your physical, vocal, and verbal skills will go a long way in helping you create and maintain energy throughout your virtual presentation. Use them! Prior to your presentation jump-start your physical and vocal energy by warming up. Speak in a loud voice, practice tongue twisters, sing a song, take a walk outside or around your house, go up and down stairs, make faces in the mirror … do anything to get your heart rate and your energy up. If you speak loudly and move quickly, you will do more to create performance energy than you imagine. And don’t forget to smile and raise your eyebrows right before you sign on. If you’re happy, tell your face! Organize and clean out your workspace. Clutter is energy-draining; the organization is energy-boosting. Therefore, remove all coffee cups, golf clubs, electric guitars, dog beds, dirty laundry, games, and puzzles. Create one area, no matter how small, that is yours, and that you can keep organized, neat, and clean. If you can’t keep a neat space use a green screen background of a “faux” organized office space. Work with other family members to set boundaries on private work time. Unfortunately, family or housemates can be a big energy drain when you’re presenting. Develop a system of ‘red, yellow, green’ and announce what kind of meeting you are entering. Red is highly important (new customer meeting) and that means everyone needs to be quiet and not interrupt. Yellow is less important (work team meeting) but still quiet is required. Green (close colleague) means anyone can come into your space and you will not have to apologize to the person you are talking to. Setting boundaries with a color code will help everyone know the rules and follow them. When you don’t have to focus on anyone else, you can focus on sustaining your energy throughout the presentation. When conducting virtual meetings, you simply can’t depend on the stimulating influence of outside energy to give you the boost you need to perform. But you can use the time-tested tools of planning, preparation, and practice to help do the job for you. Use these best practices. And whatever you do, don’t let the cat fall asleep in your workspace. About the Author Angela DeFinis is president of DeFinis Communications. The company offers executive speech coaching, presentation skills training, and virtual video conferencing training. Through corporate-sponsored and public programs, the firm’s unique skill-building approach helps business professionals become poised, polished, and powerful communicators capable of leading effective meetings and delivering compelling presentations. To learn more about the firm’s training programs and coaching
Is your Value Proposition actually working?
A value proposition’s job is to gravitate your prospects towards your business. To stand out. To connect and resonate. Customers are constantly looking for unique benefits and advantages they can capitalize on – but too many organizational value props are focused more on the company than the customer. They aren’t framed through the eyes, perspective, and context of the customer’s needs, wants, and challenges. The end goal is to build your message into something not only distinct and differentiating but also memorable. Adjectives like best, world-class, and high-quality mean nothing. If I ask you what your value proposition is, and your answer begins with “We have the best…”, then I expect I am going to hear a lot of platitudes about quality and service – probably the same things most folks say about their company. If your response is about how you help the customer maximize their return on investment, then we might be talking about a true value proposition. We also often get taglines and UVPs confused, so a value proposition that was originally relevant gets distilled down into something that’s irrelevant. Think of phrases like, “Making your results vivid” or “The world’s best learning platform”. Blah and unclear. What companies also get wrong is that they focus too much on how they internally think about their own differentiation from competitors. They ask questions such as why are we better than our competitors, but this question will rarely provide a unique value proposition. In addition, companies often don’t effectively listen to customer needs. Even when customers clearly express what is important to them, companies often end up offering something else. So it requires a new way of thinking about crafting and creating a value proposition that’s worthwhile. This starts with a proposition that will address your customer’s needs in context, in measurable and valuable ways. For example, a car tire manufacturer may try to create a value proposition by focusing on the features they provide. For example, things like: High tilting stability Large load capacity Less rolling resistance It is unclear how these features will benefit, address challenges, or needs as a car owner. A better way to frame the real value would be: High tilting stability = makes me safer while driving Large load capacity = reduces the risk of a blowout Less rolling resistance = makes my car more fuel-efficient Increased safety, smaller risk of blowouts, and higher fuel efficiency are things that the average customer understands and values. While there is certainly a place for listing features, features don’t tell the customer how they benefit from buying the tires in a context relatable to them. In short, a strong value proposition focuses on framing value based on the customer’s context – around their needs, their challenges, their wants, and benefits – using a simple equation from Steve Blank: We help (X) do (Y) by doing (Z). For example, your local coffee shop may frame their value proposition not in the sense of product features, but in context, such as: “We help our local customers to feel good and do good by fueling them up with artisanal coffee in a community-focused space.” By thinking about your customer’s context rather than your features or simply what the competition is offering, you can develop a value proposition that not only helps you differentiate but also better communicates something of real value and substance. About the Author: Andrea Olson is a speaker, author, behavioral economics, 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 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 is Founder’s Club lead coach 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.thecustomermission.com.
Are you afraid of your customers?
I heard the oddest thing, and I’ve heard it multiple times over the course of my career. Companies that are afraid to ask their customers what they want. Or ask them how the organization is performing. Or involve them in a new product or service creation. It’s quite intriguing, as a customer-centricity expert, to hear this resistance. While some claim they “already know what customers need”, an overwhelming number of our client engagements begin with the same conversations: “We’ve never reached out to our customers for their feedback before.” “We don’t want to bother or irritate them with surveys and questions.” “We know everything we need to know.” “We’ve done it in the past, and didn’t get any useful information.” However, each of these companies was struggling in some way, whether with sales numbers dropping off, increased competitive pressures, or a lack of overall growth. They were looking for a quick, “silver bullet” solution. The problem was that they had lost sight somewhere along the way, of the one thing that could fix all of these problems – customers. And customers were the one thing they were avoiding. Throughout years of prosperity, complacency had set in, and a chasm had begun to grow. Customer engagement or face-to-face time had been systematically pushed down the organizations to a handful of lowest-wage employees, dealing with customer questions, needs, and demands. The last time a high-level executive had directly spoken with a customer in a transaction or engagement environment was years ago or not even at all. Customer input came in the form of high-level reports, Net Promoter Scores, and other broad KPIs. In short, the organizations had lost true connection with their customers. It’s true that a one-time customer survey often won’t give an organization the insight they need to make a dramatic change. But that’s not the bigger purpose. It’s about the organization shifting their mindset, engagement, behaviors, and processes around the customer. This shift takes time. A survey or a focus group is simply the starting point for a transformational change. This change is critical for one, singular goal – creating successful customers. And if the entire company isn’t invested in customer success from the outset, most customer feedback outreach falls flat. Instead of reaching out and engaging with customers consistently to truly better understand their needs and challenges, disengaged companies send out annual questionnaires and ask why they get little feedback and feel disingenuous about the process. Those who have a little more drive may enlist the support of a consulting or research firm, to speak to customers for them, and create lengthy reports with a series of colorful charts, detailing and categorizing customer perceptions. While valuable, there’s something to be said for experiencing something first hand. Instead of immersing the organization in the ‘customer’, research is used to identify and justify often superficial tactical changes. The company’s behavior fundamentally remains the same, and the cycle recurs all over again in another year or two. But time and time again, the most successful companies – ones that can overcome those sales and competitive challenges consistently – immerse themselves in engaging with customers at all levels across the organization. It’s fundamental to their DNA – a behavior that is fostered and encouraged throughout every level. Amazon’s CEO Jeff Bezos has every new employee across all levels of the organization attend two days of call-center training. This ensures that everyone in the company is committed to listening and acting upon the needs of their customers – not just front line customer service employees. While Amazon is one example, it takes little research to find other successful companies that carry the same customer-centric culture trait. As we come across more and more companies who are struggling and look to find a solution, we’ll continue to encourage them to build deeper and stronger relationships with their customers. Because at the end of the day, they are the source of growth and revenue. About the Author: Andrea Olson is a speaker, author, behavioral economics, 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 featured in news sources such as Chief Executive Magazine, Customer Experience Magazine, Industry Week, and more. Andrea is a sought-after keynote speaker at conferences and corporate events throughout the world. She is a visiting lecturer 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.thecustomermission.com.
At ALL Crane, Collaboration Reigns
Not even a global pandemic can stop commitment to continuous improvement The global coronavirus pandemic has made businesses look at their work in new ways. The ALL Family of Companies is an organization that values continuous improvement, making it a part of the corporate culture. ALL, the largest privately held crane rental and sales operation in North America, was determined to continue its robust schedule of employee advancement programs through the pandemic, even if it might look a little different than years past. The company has created a variety of focused teams from across the country that joins to share best practices and learn new equipment and technology trends. The company as a whole has been subject to COVID-related travel limitations, but this team training was unabated thanks to pre-investment in virtual learning. “It was like pulling the playbook off the shelf,” said Kris Kasparek, general manager of ALL Aerials, explaining ALL’s readiness when the shutdown hit in each of its territories. “We embrace interbranch training in teams — service and sales. With a footprint as broad as ours, training was deemed necessary but expensive more than a decade ago. To manage these investments, we began a long and continued commitment to using technology to keep the teams bonded together, a real bonus during these work-from-home times,” said Kasparek. Kasparek says decades-long investments in robust tech platforms make branches better able to act as one. These include universal phone systems with one-touch access between branches, smart boards in conference rooms at every branch, and greater individual access to computers and communication technology. This foresight paid off handsomely in 2020, easing the adaptation of training and communication efforts. One of these is a set of lift-planning challenges, developed in-house by ALL’s business development specialist Hutton Strader. “Sales team members are presented with a hypothetical situation,” said Strader. “It takes the form of a word problem, describing a theoretical customer’s job parameters and objectives. From the information they’re given, each sales team member must develop their own lift plan.” This includes specifying the appropriate crane for the work to be done, what form the rigging should take, how the crane will be set up, and they must explain their reasoning for the decisions they’ve made. After each challenge closes, Strader hosts an online forum with the team to go over the solution. During this time, the sales team can discuss different possible solutions and share insights they’ve gained in the field from past lifts. It continues to hone problem-solving skills while expanding knowledge by drawing from the experiences of ALL’s own personnel. Meanwhile, a separate sales training program enhances and improves the customer experience. ALL rolled out a multi-part virtual training series covering topics related to mindset, time management, achieving goals, and building rapport. Sales team members in nine of ALL’s branches are enrolled, with additional branches to be added. Josh Bacci, general manager of ALT Sales Corp., along with Kasparek, has led these trainings at the behest of ALL president Michael Liptak. “Michael is a big believer in the positive impact continuous training has on the effectiveness and overall job satisfaction of members of the ALL family,” said Bacci. “Although the pandemic threw everyone a curveball, Michael was determined that we still use this time to continue moving forward as an organization.” As part of that effort, ALL uses its regularly scheduled remote web meetings with each branch in the ALL family to discuss training needs that are identified based on peer reviews. General managers, sales staff, and other leaders are typically in attendance. “The result has been we’re fostering a greater sense of community and cooperation during a time when other organizations might be feeling increasingly distant,” said Bacci. “It’s bringing our organization closer together, which serves to make us even more effective for our customers.” No matter what’s going on in the outside world, there’s no stopping the training train at ALL.
Women In Trucking announces its October 2020 Member of the Month
The Women In Trucking Association (WIT) has announced Tracy Gaudette as its October Member of the Month. She is a professional team driver with US Xpress. Gaudette’s mother and step-father were team drivers in the late 1980s. She had always thought it would be the perfect career for her. However, as a single parent to a small child, she decided to put that dream on hold. After raising two daughters, she made that dream a reality just five years ago. Being a professional driver allowed Gaudette to travel, something that was very important to her. As an Air Force Veteran, she proudly drives the Navy truck in US Xpress’ military fleet. “There are only five trucks in the military fleet, so this is a huge honor,” said Gaudette. When Gaudette began her driving career, she was in a vulnerable situation. “I was beaten down emotionally and mentally and didn’t believe in myself,” she said. “By doing this job day after day for five years, I have built up my self-confidence, self-esteem and have realized how strong and capable I am and I will never let anyone take that from me again. I have gained so much, including the ability to finally love myself.” In June 2018, Gaudette was selected as US Xpress’ Team Driver of the Month and overall Team Driver of the Year the same year. In 2019, she was selected to be a Wreaths Across America driver. She has also been a WIT Facebook group administrator for the past two years. Her advice for other women drivers is to always be professional and keep your standards high. “Strive for excellence and never settle for ‘the norm’ or let yourself get lazy. Always treat others as you would like to be treated, even if they aren’t treating you well. You are a professional woman driver so let that shine through always.”
Why do I have to praise someone just for doing their job?
Do you ever feel like there is way too much appreciation going on in your workplace? If you said no, you’re not alone. Your team would probably say the same thing. A Gallup survey revealed that 65% of employees haven’t received recognition in the last year. This directly correlates to the studies that consistently report that 2/3 of American workers are disengaged. Employees who don’t receive recognition are 51% more likely to look for another job; are less motivated to produce more and better work, and they are less likely to respect you as a leader. It’s easy to see that one of the most important communication skills in a leader’s skill kit is the ability to give positive feedback. This is also one of the most underdeveloped skills of many leaders. The reason is that some leaders just don’t know where to start. Here are the five most common questions leaders have about giving praise: Why should I praise someone for just doing their job? Two words – positive reinforcement. Do you want them to keep doing their job? Keep this phrase in mind: what gets rewarded gets repeated. If you want them to keep doing their job let them know that their work is appreciated. ConteOne study concluded that 81% of employees would produce better work more often if they received personal recognition for their efforts That seems like a good return on investment for a few sincere words of appreciation. I don’t need praise, why do they? Who knows? Everyone has different internal drives that determine what motivates them. Recognition is one of the top motivators along with challenging work; growth opportunities; job security; being part of a team; and compensation. If you happen to be motivated by growth opportunities you may not understand why someone needs a pat on the back. You might even think they are being needy. Beware. That kind of thinking is a barrier to your own growth and could hold you back from achieving your goals. The best leaders understand that everyone is different and they meet people where they’re at without judgment. How do I give praise without sounding phony? The secret to meaningful recognition is to make it sincere, specific, and timely. This part is easy. If you are specific and timely and you are genuine with your praise you will automatically come across as sincere. Instead of a generic ‘Good job!’, try saying ‘Thanks for taking the initiative to help John get that order out. I really appreciate your teamwork.’ The person is more likely to repeat the behavior when they know what the praise is for. Say it as close to the event as possible. If you wait it loses its impact. Follow this rule for keeping your praise timely: when you see it, say it. Should I praise in public or in private? You should give your praise where the employee is most comfortable. However, many leaders are hesitant to give recognition in public. They worry that it will create jealousy or resentment. Forget those fears. One benefit of praising in public is that it shows the lower performers what’s possible. It can actually be the shot in the arm they need to step up. Looking for opportunities to give shout-outs for positive behaviors, both big and small, in public creates a culture of appreciation. You might even notice team members praising each other which will result in increased morale and trust. One study showed that 90% of direct reports agree that team spirit is increased when the leader provides appreciation and support. How often should I offer praise? We know that once-a-year praise is not enough, but many leaders don’t know how often they should acknowledge good work. This is a good question because praising too often can be as bad as not praising often enough. Running around giving high-fives, thumbs up, and generic ‘thanks’ is exhausting for you and uninspiring to your team. A good rule of thumb is to provide positive praise to each person on your team once a week. I know what you’re thinking… some people aren’t doing anything worth praising on a weekly basis. Look harder. Did your chronically tardy employee show up to the meeting on time? Let them know you appreciate their effort. What about the people who come in day after day and do their job? Nothing more, nothing less. They get the job done and you need them. Let them know you appreciate being able to count on them. The benefits of appreciation are clear: increased retention; motivated team members who work hard; and respect for you as a leader. Start catching people in the act of doing things right. Who knows, maybe you’ll get the appreciation you deserve as well! About the Author: Liz Uram is a nationally-recognized speaker, trainer, consultant, and author. She equips leaders with the tools they need to communicate like a boss so they can make a bigger impact, get better results, and motivate others to do their best. With 20 years of experience, she’s developed systems that work. Uram’s written four books packed full of strategies leaders can implement to get real results, real fast. For more information, please visit www.lizuram.com.
YRC Worldwide Companies recognized as 2020 SmartWay High Performers
The United States Environmental Protection Agency’s SmartWay program has named the YRC Worldwide companies as 2020 High Performers. Companies earn this recognition through achieving significant freight efficiencies that merit special attention based on their annual emissions report. More than 4,000 affiliates use SmartWay to benchmark their emissions and share data with their supply chain partners. SmartWay is considered the gold standard in freight efficiency modeling. The YRCW organization is a Charter Partner of the SmartWay program and has been participating continuously since 2004. The EPA’s SmartWay program helps companies advance supply chain sustainability by measuring, benchmarking, and improving freight transportation efficiency. Its annual list of High Performers recognizes its partners that are leading the freight industry in producing more efficient and sustainable supply chain transportation solutions. “The YRC team is proud to have been named a 2020 SmartWay High Performer for emissions performance,” said CEO Darren Hawkins. “We plan to build on this recognition as we are well underway in planning our largest fleet refresh in company history for 2020 and 2021, onboarding new trucks equipped with the most advanced emissions reductions and safety technologies.” “Through my work with YRC and as the current chair of the American Trucking Associations Environmental Policy Committee, I have seen the dedication and drive of the EPA SmartWay team firsthand,” said T.J. O’Connor, YRCW Chief Operating Officer. “Our company and the entire freight industry value SmartWay’s contributions and partnership as we work toward reducing emissions and building a sustainable supply chain.” In notifying YRCW of this award, the EPA commended the organization for its continued efforts as a SmartWay Partner and its contribution to a more efficient, productive, and sustainable freight industry. SmartWay recognized the YRCW companies in the multimodal carriers category, which move goods using different modes, such as truck and rail, and provide their services under a single contract.
Women in Trucking to launch new Diversity Index at Accelerate! Virtual Conference
Women in Trucking’s Accelerate! Conference & Expo, trucking’s fastest-growing conference that features more than 40 educational sessions across 5 educational tracks in this year’s virtual format, will see the launch of a new program to collect and share best practices in diversity and inclusivity across the industry. The WIT Diversity & Inclusion (D&I) Index, produced in partnership with CarriersEdge, will take a deep dive into the transportation industry’s efforts to create a more inclusive workplace for both driving and non-driving staff. The D&I Index will document the programs that fleets currently use, share best practices that have proven successful across the industry, and recognize creative solutions in different areas. “Fleets have been seeking new ways to attract people to the industry, and creating a more diverse workplace is a great way to do that,” said Jane Jazrawy, CEO of CarriersEdge. “Some fleets are already having success with their efforts, and this program will share those successes so others can learn from them and build on them.” The D&I Index is the culmination of a months-long effort from a task force led by Debbie Sparks, WIT’s vice president, and comprised of WIT members from both fleets and industry suppliers. The program will collect details from participating fleets about diversity and inclusivity efforts across the entire fleet, from hiring to onboarding, management, coaching, and leadership development. Interviews with company representatives and anonymous employee surveys will be used to capture both program ideas and feedback on the overall effectiveness. “For 13 years, WIT has focused on improving the workplace experience for women, both on and off the road,” said Ellen Voie, president and CEO of WIT. “While we’ve made great strides on that front, getting from 3% of the driver population to more than 10% now, there’s still more to do. The D&I Index will help us to quantify where we are today with diversity and inclusivity efforts, provide a benchmark to measure our progress against, and a set of proven steps to help on that journey.” The first edition of the D&I Index will open for applications in March 2021, with results unveiled in Fall 2021. In advance of that launch, the Accelerate! session “Taking Transportation Forward: The WIT Diversity & Inclusion Index,” scheduled for November 12, will outline details of the program, the data collection process, and plans for the sharing of best practices. As well, tips for improving diversity, and building on the inclusivity efforts already in place, will be shared. “We’ve seen that many fleets are making efforts in this area already, and often don’t recognize just how much they’re already doing,” said Jazrawy. “This educational session will provide tips on coordinating those efforts, identifying and celebrating the successes, and developing a framework for building on them.” WIT members and non-members can learn more about the conference and register at https://www.womenintrucking.org/accelerate-conference.
Episode 110 – Matthew Caito of The Lacy School of Business
In this episode, I was joined by Matthew Caito who is a faculty lecturer at Butler University’s Lacy School of Business. I first met Matthew briefly at MODEX 2020 earlier this year and then we both spoke at the SEE Conference in Indiana that same week. We caught up virtually to discuss how the education climate has been during the pandemic, what students are interested in learning about and we got into some of his background in the fresh prepared foods business. Key Takeaways Matthew is currently a lecturer focusing on supply chain and operations management topics at the Lacy School of Business but his background is in his family’s fresh produce business. He discusses how his experience grew rapidly through working at his family’s business. Due to the quick inventory turns involved with fresh produce he was able to learn a lot very quickly because it was necessary to help the business survive and grow. He also has some great points about how working with larger companies can help your company to become better. While many complain about the requirements set by large companies like Kroger and Costco, following them can really help improve your business and processes to scale. When I get the chance to speak with anyone involved in education, whether a student or faculty member, I am always curious to know what students are excited about currently. I believe this can tell you a lot about what the future might hold and what upcoming trends may be. In discussing with Matthew, it is interesting to hear the high-interest level that he is seeing in data analytics. I see the same thing on my end from students who I am in contact with. There are a lot of double majors in data analytics and supply chain. What I find very fascinating is how students are not really aware of what supply chain and logistics are until Matthew explains it to them. He mentions how they have sort of a light bulb moment and realize that the supply chain is all around them which creates an interest in the topic. With Matthew’s background in the fresh produce industry, I wanted to tap into his thoughts on what has been happening for the fresh food industry during the pandemic. Matthew gives a great overview and a bit of a breakdown on the fresh produce industry. He also dives into how the industry had been so focused on the foodservice industry that when the pandemic hit, food service businesses had to shut down and pivot to accommodate consumer’s new behaviors in a different channel. He emphasizes the resilience that this industry has and how it was able to go through that pivot and make sure that food was still getting to consumers. Listen to the episode below and let us know your thoughts in the comments. The New Warehouse Podcast EP 110: Matthew Caito of The Lacy School of Business
H&E Equipment Services to exhibit at IMX2020 Virtual Expo
H&E Equipment Services (H&E), recognized as one of the largest construction equipment companies in the U.S., announced its participation in the first-ever virtual Inland Marine Expo, produced by The Waterways Journal. This 100% online tradeshow and conference for the inland and Intracoastal marine transportation industry, debuts Tuesday, September 29th and will run through October 1st. During the expo, H&E will host a 3D virtual exhibit booth where attendees can view and access product information, interact with company personnel, and book services. H&E’s booth will focus on its remanufacturing and structural repair capabilities along with waterway and dock services provided on the Mississippi River at its Belle Chasse, LA facility. “We’re excited to participate in this new virtual approach to inform and educate customers about our products and services,” says Danny Satterfield, Vice President of Encore and Structural Repair/Remanufacturing at H&E Equipment Services. “Among the many products and services that H&E offers, for this expo, existing and potential customers can review our structural repair, remanufacturing, and our many other helpful dock services on the Mississippi in the convenience of their office or home. Our participation at IMX2020 Virtual enables our staff to engage with customers, answer questions, and take orders in a real-time environment,” added Satterfield.
MHS launches series of virtual educational events for intralogistics operations
MHS Insider series provides insights on the latest trends, technologies, and strategies MHS, a single-source provider of material handling automation and software solutions, announces a new multi-part online experience scheduled to run October through November. The series includes a mix of live content formats to keep viewers engaged, from webinars to panel discussions, all focused on industry trends, technological advancements or workflow strategies, and includes a Q&A session to facilitate additional tailored discussions during live streams. Following each event, attendees receive exclusive access to supplementary resources like white papers, case studies, and infographics to continue their experience. “While the traditional in-person conferences and tradeshows are on hold, the world is not standing still – if anything the pace of change is only accelerating,” says Markus Augeneder, CEO of International, MHS. “With e-commerce and labor trends continuing to push supply chains, more operations than ever are looking for expert insights – and the MHS Insider series equips them with the informed perspective they need to optimize their operation.” The MHS Insider series includes: Thursday, Oct. 8 – Parcels, how to handle the growing volumes and variety? Wednesday, Oct 14 – Parcel+Post Expo Virtual Session: How to boost your sorting network Friday, Oct. 16 – Why predictive maintenance is the future Tuesday, Oct 20 – Get the most out of your last mile depot Tuesday, Oct. 27 – Open the gate for robotic parcel sortation Thursday, Oct. 29 – Livestreaming from MHS demo areas: Keep your material handling growing Thursday, Nov. 5 – Sort it out | How to handle non-regulars in your warehouse Tuesday, Nov. 10 – Maximizing added value | Automate your returns handling To register for the MHS Insider series, attendees can visit www.mhsglobal.com/insider-series. After the live stream, past events will be accessible on-demand via the MHS website.
Raymond welcomes students to virtual Manufacturing Day event
The company’s virtual Manufacturing Day event invites students from across the country to learn about careers in the manufacturing industry The Raymond Corporation will host a virtual Manufacturing Day experience on Friday, October 2, 2020, between 8 a.m. and 5 p.m. Raymond’s event will coincide with Manufacturing Day, the annual nationwide celebration of the manufacturing industry organized by the National Association of Manufacturers. This year is the first year Raymond’s Manufacturing Day will be an entirely digital and virtual event, enabling students from across the country to discover what careers in today’s advanced manufacturing really look like — via virtual programming. As manufacturers seek to fill 4.6 million high-skill, high-tech jobs over the next decade, Manufacturing Day empowers manufacturers to come together to address their collective challenges so they can help their communities and future generations thrive. Manufacturing careers are at the heart of some of the most impactful work being done in response to the pandemic, and we are excited to introduce students to the possibilities manufacturing careers can provide. What: The Raymond Corporation will be hosting its sixth annual Manufacturing Day event. This year’s event will be a self-guided, interactive exploration of The Raymond Corporation, including a virtual factory tour, associate testimonials, and department demonstrations. When: Friday, October 2, 2020, between 8 a.m. and 5 p.m. Participants are free to join this virtual, interactive experience at their convenience throughout the day. The experience is expected to take approximately one hour to complete. Where: Teachers can register their students for this event by visiting: Raymond’s Manufacturing Day Invitation. Members of the media can email kjoachim@bader-rutter.com for access. Who: This virtual event is open to middle school and high school students across the United States. Interview Subjects: Potential Raymond interview subjects include Tony Topencik, senior director of operations, and Steve VanNostrand, executive vice president of human resources.