Ergonomics testing reveals workers are injuring themselves more quickly than guidelines suggest
Early findings indicate ISO push/pull standards need to be reevaluated and more testing is needed New findings suggest that the International Organization for Standardization (ISO) push/pull requirements might not go far enough to protect workers. More testing is needed to better represent real-life situations and in turn, become more effective for injury prevention. Caster Connection, manufacturer of casters and wheels, collaborated with the Spine Research Institute at The Ohio State University, in conjunction with the National Science Foundation (NSF) Industry/University Cooperative Research Center, who together, discovered the importance of replicating authentic movement for injury prevention in push/pull testing. “Occupationally-related low back disorders and shoulder musculoskeletal disorders are a leading cause of lost work days and are a costly occupational safety and health problem facing a variety of industries,” said Joe Lyden, president of Caster Connection. “These injuries occur because organizations vary in the type of push/pull gauge they’re using – varying test results from one organization to the next.” Additional findings include: In order to be accurate for real-life situations, acceleration in testing should be much higher than ISO guidelines advise Workers are injuring themselves more quickly than guidelines suggest and before they even realize it Current guidelines do not reflect how people are using carts in real-life situations The force required to push a cart differs from the force required to pull a cart and people don’t typically test pulling The objective of this particular study was to provide recommendations for practitioners in regard to push/pull force assessment that improves the accuracy and precision of hand force estimates, thus making the SRI push/pull guidelines more applicable. More testing is required to determine the gold standard for new guidelines. For more information about the early findings of the study, visit www.casterconnection.com/research. The study in its entirety will be available online in 2020.
Designing robotics with the workforce in mind
Robotics and automation have quickly become the supply chain and manufacturing industries’ top choice to update systems and increase productivity. With smaller options now available, some robotics designers are adopting new philosophies: that these mobile robots are a tool to be used by employees, and should be designed as such. Click here to view the video.
October 2019 Logistics Manager’s Index Report®
LMI® at 54.4%, Growth is INCREASING AT AN INCREASING RATE for: Warehousing Capacity, Warehousing Utilization, Transportation Utilization, and Transportation Capacity. Growth is INCREASING AT A DECREASING RATE for: Inventory Costs and Warehousing Prices. Inventory Levels are STEADY. Transportation Prices are DECREASING The LMI score is a combination eight unique components that make up the logistics industry, including: inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50 percent indicates that logistics is expanding; a reading below 50 percent is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in October 2019. Seven of the eight metrics read in below their historical average. Only Transportation Capacity reads in above average. Transportation metrics continue to be the most dynamic measures in the LMI®. Transportation Prices dropped dramatically (-7.16) to 43.5. This indicates significant contraction in prices and has been more than cut in half (-44.5) from this time a year ago. Transportation Capacity is up (+5.94) (-5.34) from August, suggesting that there is slightly less slack in the transportation market than a month ago. These findings are corroborated by recent reports that volume is up, but prices are still down. The dramatic shift in Transportation Prices and Capacity can be seen in the chart below. We see very little movement in the inventory metrics this month. Inventory Levels (+0.0) maintained their slow growth at 55.1 which is consistent with September’s reading. Unsurprisingly, the subsequent change in Inventory Costs (-0.87) was very minor. Inventory Levels fell significantly (-4.42). Continuing the interesting trend from last month, inventory seems to be growing more slowly than we would normally anticipate for this time of the year as firms prepare for the holiday shopping season. Warehouse Capacity is up (+3.3) to 57.7, which is the highest rate recorded since May/June 2017. This suggests that either demand is down (which might line up with the slow growth in Inventory Levels), or that additional capacity continues to come online after the long shortage. Warehouse Prices are down very slightly (-4.0), but are still growing at a rate of 65.6. While there is still growth, it should be noted that is down 14.6 points from this time a year ago). The index scores for each of the eight components of the Logistics Managers’ Index, as well as the overall index score, are presented in the table above. All eight metrics show signs of growth, but many of them are moving at low or considerably decreased rates. The overall LMI® index score is equal to last month, tied for the second lowest point in the history of the index. Our reading indicates a continued trend of slow yet steady growth in the logistics industry. LOGISTICS AT A GLANCE Index October 2019 Index August 2019 Index Month-Over-Month Change Projected Direction Rate of Change LMI® 54.4 56.6 -2.19 Growing Decreasing Inventory Levels 55.1 55.1 0.00 No Movement Steady Inventory Costs 66.7 67.5 -0.87 Growing Decreasing Warehousing Capacity 57.7 54.4 3.26 Growing From No Movement Warehousing Utilization 67.3 65.8 1.48 Growing Increasing Warehousing Prices 65.6 69.6 -4.01 Growing Decreasing Transportation Capacity 65.4 59.5 5.94 Growing Increasing Transportation Utilization 60.4 58.1 2.24 Growing Increasing Transportation Prices 43.5 50.6 -7.16 Contracting From Increasing Respondents were asked to predict movement in the overall LMI and individual metrics 12 months from now. Their predictions for future ratings (which up to this point have been fairly accurate) are presented below. Historic Logistics Managers’ Index Scores This period’s along with all prior readings of the LMI are presented table below. The values have been updated to reflect the method for calculating the overall LMI: Month LMI Average for previous readings – 63.2 High – 75.7 Low – 54.4 Std. Dev – 5.8 Oct ‘19 54.4 Sep ‘19 56.6 August ‘19 56.6 July ‘19 57.2 June ‘19 56.0 May’19 56.7 April ‘19 57.9 March ‘19 60.41 February ‘19 61.95 January ‘19 63.33 December ‘18 63.54 November ‘18 66.98 October ‘18 71.20 September ‘18 70.80 July/August ‘18 70.80 May/June ‘18 72.55 March/April ‘18 75.71 January/February‘18 68.89 September-December ‘17 70.09 July/August ‘17 63.64 May/June ‘17 62.02 Mar/April ‘17 60.76 Jan/Feb ‘17 61.69 Nov/Dec ‘16 61.79 Oct ‘16 60.36 Sep ‘16 60.70 LMI® The overall LMI index is 54.4 in the October 2019 reading, down (-2.2) from the reading of 56.6 in September 2019. As mentioned above, this is the lowest reading for the overall index in the three-year history of the LMI. This is down significantly (-16.8) from this time a year ago, when it read in at 71.2. We have seen low scores for the LMI throughout the Summer and Fall, with the lowest seven scores in the history of the index coming in the last seven months. Respondents predict the LMI will be at 59.5 12 months in the future, down 4.2 points from September’s future prediction of 63.7. Inventory Levels The Inventory Level index is 55.1, which is exactly the same as the previous level, indicating no change in the amount of increase. This value is 7.0 points below the value one year ago and 16.1 points down from two years ago at this time. In this time of year, increasing inventory values might be expected, as companies build up inventories in preparation for the upcoming holiday shopping season. In the previous two years, this was the case. The recent lower growth numbers could indicate that inventory growth is slowing, which could indicate a lower sales expectations than previous years. When asked to predict what will conditions will be like 12 months from now, the average value is 63.0, indicating inventory levels are expected to continue to grow. This value is lower than last month’s year-ahead prediction of 66.2, and still consistent with a prediction of increasing levels next year, but another indicator of reducing growth. Inventory Costs Given the continued string of inventory growth numbers, it is
Create a long-term success plan for your new hires
A new season of hiring means welcoming lots of new members to the team. Change can be challenging, so it’s important to focus on creating a long-term plan for your new hire’s success within your organization. This helps build an employee development framework for both you and the individual so they can make a smooth transition and feel empowered to take on their new role, while working toward their career goals and meeting organizational needs. We’ve put together the four necessary points you need to focus on when planning and building out your long-term success plan for your employees. 1. Onboarding and training Your plan for the long-term success and growth of your new employees starts with onboarding and training. Ensuring they have the necessary materials and tools to help them jump in and stay in is essential for overall employee success – and it all starts with onboarding and continues with training. So how can you plan for the best onboarding and training for new hires without falling into common traps? Below are a few common mistakes and how to avoid them so you can maximize your onboarding and training initiatives: Common Mistakes in Your Onboarding Process: Fast-tracking executives. Onboarding isn’t just for entry-level employees. Many organizations pass right by the onboarding process for their executive-level hires, but don’t assume that they don’t require proper onboarding. While they have more experience, every company is different and has unique needs that their employees have been hired to fill. By onboarding every level of new hire, you will be able to ensure success and continuous growth within your company. Relying on charts and bullet points for communication expectations.Take the time to actually show new employees where to go and who to talk to, and introduce them to members of their new team. Many companies fall into the trap of leaving new employees to fill in the gaps themselves. By creating this bridge of communication, you’ll have lines of communication open from the start. As a result, you’ll be able to help make your employees feel more comfortable reaching out to others, collaborate more effectively, and boost productivity. How to maximize training and onboarding: Multi-Device Learning: Maximize your new hire’s performance and potential with multi-device learning from the start. You’ll find your workers will be far more engaged with your training when they’re able to self-direct their education and are not forced to spend hours away from their desks to do it. You’ll also have a far more productive workforce, as they can use your learning platform at their times of need and immediately put their learning into practice. Plan for the first 3-6 months: Frequently, companies end their onboarding after a month, sometimes even less, which can make your new hires feel disconnected and lost. Learning expectations and being entirely comfortable in a new role can take six months or more, and according to SHRM, only 15% of companies continue onboarding after six months. Take into consideration that nearly 90% of employees decide whether to stay or go within that first six months — those first few months make a significant impact on that decision. 2. Goals and benchmarking Do you and your new hire have the same understanding of the role and the expectations thereof? It’s crucial to start on the right foot. Start by collaborating with their team and supervisor to make sure goals and training align with team needs and how the new employee fits in. Building this into your success plan will help create a smooth transition into the employee’s new role. Helping your new hire set goals with their supervisor and strategize a game plan to execute those goals will not only give insight and motivation for your new hire but will also provide the organization a better look at how each employee is impacting the business. This isn’t something you necessarily implement within the first few days, but planning for the next six months, or even further, can help them understand their overall path with the company. Setting your new team members up with a tool like the Individual Developmental Guide will help direct them to take ownership of their own growth to reach their goals and keep them on track. Utilizing such a tool will help you and your new hire develop a strategic long-term training plan to maximize their performance and boost their engagement. Tip for Success: Have a mentor program – connecting your new hires with an experienced team member to bounce ideas off of, hold each other accountable, and give them a sense of support to push out those goals will build a strong foundation for your new hire. 3. Professional development and continued learning Learning doesn’t stop after onboarding. Help each employee reach their maximum potential by going beyond traditional training by training self-awareness. The best way for employees to grow their own strengths is by understanding what they are. With the Individual Developmental Guide, your employees and managers can stay connected, and it allows management to take part in each employee’s continuous training. Setting, executing, and completing goals is just one small part of the guide. Your managers and employees can also practice and improve different skills and evaluate their own success. Professional development is one of the key benefits candidates often search for in a company. They want to know that they will be challenged and have the opportunity to grow, improve, and climb in their profession. Planning out and building this into your long-term success plan — and continuously building on it throughout an individual’s time with the company — keeps them on track and shows them that you want them to succeed. The Individual Developmental Guide is designed to help employee’s understand their own personal traits, motivators, stressors, and behaviors, so they can work with their managers to build their success plan and utilize actionable recommendations for growth and development. 4. Promotion and leadership You’re spending a considerable amount of time — and possibly money — to help your employees improve their skills. To get a return on investment, your
2020 plans – Service Department
In this issue I want to discuss ideas for both budgeting and planning service department performance. The goal here is to look at this process from a new vantage point, and use this opportunity to truly engineer initiatives and improvements. No simple formulas – no “box checking”. Once again, any meaningful planning session will include an assessment of our current (S)trengths, (W)eaknesses, (O)pportunities, and (T)hreats. Once identified, we must formulate strategies consistent with these categories to heighten our advantages and minimize our risks. Forecasts are an educated guess at a desired result. Achieving these results requires action. These actions (behaviors), must be strategic, specific, and understood by the entire team. Every process and SOP that we adopt should be tied to these specific objectives. In October, I suggested the adoption of some specific initiatives and accountability programs that would help to create desired results within the parts department. This month I will add some methods to help us achieve SERVICE our department objectives. Let’s start with the assumption that all forecasted targets are going to be consistent with three generally accepted norms: Forecasted service sales are going to INCREASE. We want to sell more labor. Forecasted service expenses are going to INCREASE. We want to mitigate this expense if we can. Forecasted profitability is going to either IMPROVE or MAINTAIN its current level. Suggestions for initiatives and behaviors that will help us meet these goals: “Pre-capturing” maintenance services Every piece of equipment that the dealerships puts into service (new or used), comes with a specific list of maintenance requirements published by the manufacturer. As an industry, many forklift dealers ROUTINELY miss opportunities that are afforded for us by the OEM. It seems that our goals and thought processes when preparing for the sale of maintenance, are fixated on PM service programs. I don’t have an issue with the sale of a PM. I do however believe that as dealers, it’s our job to EDUCATE the customer on ALL of the maintenance needs required. PM Programs are structured around the needs of the equipment at a 250- or 500-hour service interval. Replacement of the engine oil, lubrication of high wear components, as well as replacement of oil and air filters are normally the salient tasks required at these intervals. Other systems however require maintenance as well. Transmission / Torque converter Differential / Final Drive Cooling System Brake System Wheel Bearings Ignition System Fuel system These systems have much longer service intervals, and are not generally incorporated into a standard dealer PM offering. Most dealer service scheduling and quoting systems are not well formatted to alert the dealer as to when these additional services become due. In addition, we do not normally use the hour meter reading reported by the technician as a tool to “drive” the proposal of additional maintenance services to the customer. There are dealer organizations that have addressed the differing levels of PM maintenance inclusions by representing a tiered PM system. (Silver/Gold/Platinum). These systems are a good start to addressing maintenance items that are routinely missed. Many of these programs however simply offer these services at prevailing rates when they are due, and the customer is invoiced for them (or declines them) on an individual basis. Budgets being what they are, the sticker shock that can result from one PM invoicing at $130, and the next one at $950 actually deters customers from approving the “Gold or Platinum” maintenance offerings. I much prefer the idea of “pre-calendaring” a maintenance proposal to include ALL of the OEM specified maintenance over a 5-year period, and amalgamating the pricing for all these items into one static monthly rate, which is invoiced much like a Long-Term Lease with Full Maintenance and Repair (LTRFMR) program. This calendared program however addresses MAINTENANCE only. The price point should fall between a standard PM and a LTRFMR program. This serves to widen our offerings, and allows us to offer our regular PM as a “fallback” proposition. The calendar program “pre-captures” long term maintenance. These services are now always addressed, because they are “on the calendar” and INCLUDED. No more excuses, forgetting, or having the service declined because it “too expensive”. Service menus and strategic van inventory If you are a regular reader of my columns, you already understand my penchant for having the RIGHT inventory on board the service van. You will also expect me to once again harp on the need for dealers to provide the tools necessary for the technician to quote, close and complete repair items on the spot. This can’t happen without a regularly updated van inventory. The correct inventory will mirror the makes and models that the individual technicians are likely to be working on. Broad brush inventories I regularly see are cursory, inadequate, and ineffective. We have to connect the dots manually. Our technician should be a partner with us in determining the right inventory, so that they can complete same-day repairs. Leveraging telematics data Telematics functionality is already available for most makes and models of forklift and industrial equipment. These devices are game-changers. They wirelessly broadcast the status of the equipment to both the dealer and customer. This data can be used to manage the maintenance needs we talked about earlier. It also gives your CSSR reporting data that can lead to high-value customer visits, where real time needs can be evaluated. We can now truly help the customer actively manage his fleet. The question is…. ARE WE DOING THAT? New technology is great, but in order to wring the value out of the system we have to actually format the reports, and have a dialog with the customer. If we don’t have an “in the field” battle plan to leverage that data, we need to develop one. Incentives that motivate The one place that incentives can really drive additional revenue and profitability is field service. I have seen dozens of incentive programs in my travels, and to be honest…. most of them are simplistic, boring, and rote.
Is it time for a ‘fresh look’ at your business?
Before we get started, I would like to have you get hold of the October 31, 2019 issue of Forbes Magazine and Steve Forbes Fact and Comment on pages 21 and 22. In this column, he defends profits and wealth and how they help produce the GDP and GO numbers generated by our economy. He also goes on about the costs of living in a Scandinavia which are far above what any U.S. citizen is currently paying. In short, without wealth and profits our economy would stagnate. Well worth the read. In addition, there is a weekly commentary from John Mauldin called “Thoughts from the Frontline” which is free and very well written in “English” and understandable. I suggest you sign up for it and when you do go back over the last couple of months columns and find the discussion about MMT (Modern Monetary Theory) to get a review of what this all means. In very simple terms, MMT suggests can just print money to pay for things without impacting the overall economy. Personally, I have a problem with that theory. Mr. Mauldin tells it straight no matter if it is good news or bad news. He also invites other economists with opposing views to make their case as well. Both issues could be on your plate within the next 12-18 months requiring some thought as to how and when they may alter the course of your business. Back to a ‘fresh look’ at your business. At this time of year management is reviewing 2019 results along with the pluses and minuses encountered along the way, and at the same time creating the planning for 2020 along with a budget expected to meet debt service and adequate cash flow to fund Cap-X needs. I would assume that by the time you read this you have a folder on your desk containing both the plan and budget taking into account some sensitivity analysis reflecting how cash flow would be impacted if revenues fall short by 20% or exceed budget by 20%. Nice to have this data at your fingertips now so that you can have a plan in mind to mediate any cash flow problem. With all the craziness going on you should really have a fallback position planned out for 2020. Part of your year-end planning most likely includes a review of your current bank relationship including terms for your working capital lines, equipment lines, floor planning arrangements and potential new lease agreements and those covenants you need to deal with. Floor planning may be provided by another source but still requires a review to see if any adjustments are necessary. One adjustment I know of that needs discussion is the interest rate being charged because most likely the rate was set when interest rates were higher and expected to go even higher, when in fact they have moved lower and may wind up even lower yet. This being the case a request for a lower rate is certainly reasonable. And you know what, I think you will get it. Based on what I am hearing and seeing banks are looking for additional business and do not want to lose current customers. So, unless you are a terrible credit risk, I think you will find them to be willing to listen to any reasonable request for a rate adjustment. I recently had bankers in for one of the companies I work with and threw out how the rates have decreased and current Libor + 2% is lower than what I am paying. They didn’t walk out. They didn’t say “No”. In fact, they immediately said Ok, we will look at it and come back with a lower rate. Quite frankly, I almost fell out of my chair and was ready to ask for an interest only period but stopped myself before asking. So, get on the phone and get them in to discuss adjustments to loan terms, covenants and interest rates. You may be surprised at what you get. Now let’s get to the fresh look of your business. My question here is: ARE YOU CURRENT WITH INDUSTRY AND/ OR BUSINESS TRENDS you read about every day in the email you receive? Are you adapting to change, or will you find yourself competing with others who have lowered their costs along with providing more and better services? ARE YOU EASIER TO DO BUSINESS WITH than you were five years ago? If not, you need to take a ‘Fresh Look’ at your business and find out what others are doing, how much it cost to do it, and how they are implementing the changes and tracking result? Some of the questions you may investigate are as follows: Do you have an APP for your business? Is your accounting and CRM systems state of the art? Can you drill down into your data to search out opportunities? Are you marketing effectively and measuring related results? Are you training you sales staff using the latest lead generation methods? Are you making more money with fewer employees? If you cannot answer “Yes” to at least four or five of these questions, I suggest you bring your management team back to the table to discuss how you will remain competitive without adopting new systems and procedures that provide more sales per employee and more gross margin per employee, or said another way….using technology to replace people and reduce costs. Is it time for another meeting at your company?
Objections are not the issue. You are!
For some reason, over the past 60 days, the word “objection” has been the prime topic of my email buzz and my customer’s requests. Most objections are either bogus, or they’re stalls, or lies, or they carry with them a hidden meaning where the customer is crying out for help, but doesn’t really want to state it in those terms. The biggest and age-old objection is “price.” How many times have you heard, “Your price is too high,” or “I can get it cheaper someplace else,” or (the best one) “Match this price.” When a customer objects for whatever reason, they’re actually telling you that they want to buy (they may not want to buy from you, but they want to buy). And if they’re going to buy from you, additional answers need to be provided – answers that will provide reassurance, answers that will provide peace of mind, and answers that will allow your prospect to move forward and give you some of their money. Over the years I’ve defined objections as barriers, because there is normally something hidden way beneath the surface. And in order for the sale to take place, the barrier must be lowered. Sometimes even eliminated. I’ve also defined the biggest objection besides price to be the unspoken risk that the customer perceives, but won’t talk about. Let me give you a couple of examples. When the customer says price is too high, what they’re really saying is, “My perceived value in doing business with you is not high enough to meet your price.” Salespeople and sales managers try to address the price issue with a tactic or some kind of sales talk. It doesn’t work – not, it never works, but it almost never works. And even if the salesperson is persuasive, and manipulates his or her way to the sale, the buyer will often have remorse and want to cancel the transaction. HERE’S MY RECOMMENDATION: Rather than trying to give you some slick sales talk, I suggest you re-engage the customer with dialog that uncovers real reasons and eventually gets down to their buying motive. If I uncover the buyer’s motive, I will make a sale regardless of price. If I engage the prospective customer in a value-based and value-driven discussion, I might be able to get them to see my perspective. CAUTION: I’m not talking about value-add or added-value. I’m talking about the value that is perceived by the customer in order to move forward – value that will differentiate and set you apart from your competition. NOTE WELL: If the customer perceives no real difference between you and your competition, and no real value between what you offer and what they offer, then the only thing that’s left is price. Therefore, when price is an objection, you merely have to look at your ability to differentiate and your ability to create value in the mind of the customer. But let me return to the central issue. Objections occur in sales presentations. So, if you want to eliminate all sales objections, eliminate the sales pitch. Concentrate on gaining and building rapport. Concentrate on meaningful dialog where the customer feels they benefit. Concentrate on preventing common objections that occur by putting them into your conversation. And concentrate on your ability to engage and connect with the customer emotionally. Sales are made emotionally and justified logically. I’ve just given you a difficult sales lesson because it flies in the face of everything you’ve been using for the past decade, maybe more. But I promise you it’s the best way of creating relationship – not just gaining an order. Gaining an engaged customer who likes you and respects you, a customer who will likely purchase again (and again). HERE’S MY CHALLENGE TO YOU: Call your top 10 customers and invite them, either individually or as a group, to a breakfast or a lunch where you talk to them about building relationships. Ask them what they consider important and ask them how much of a role value plays in their decision making versus price. Then ask them why they buy from you. Those 10 customers combined with the strategies that I’ve given you above will not alleviate all of your objections, but they will alleviate most of them. Some customers will always just buy lowest price. I recommend you give those customers to your competitor, in order that they may make no profit. 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 editorial@mhwmag.com.
Propane Council launches Forklift Trivia Challenge
First 500 participants in free online challenge will receive gift from PERC The Propane Education & Research Council created a new interactive resource, available on Propane.com, that allows participants to put their forklift knowledge to the test. The first 500 participants to take PERC’s new trivia challenge will receive a free insulated cooler lunchbox. “We were looking for a uniquely engaging way to educate material handling industry professionals on the benefits offered by propane-powered forklifts,” said Jeremy Wishart, PERC director of off-road business development. “Propane outperforms other forklift fuels on a variety of categories, all of which are brought to life in the challenge.” The trivia challenge allows users to explore the facts about forklifts — and various forklift fuels — on a wide variety of topics including refueling, cost savings, performance, emissions, safety, and propane as a fuel. There are varying levels of difficulty from which players select to play. “We hope that by utilizing this tool, users will walk away with a new understanding of propane’s capabilities in the material handling, logistics, and distribution industry,” Wishart said. “In addition, we hope the challenge can shed light on some possible misconceptions users may have had about propane or propane-powered equipment, and identify areas where they can improve operations by using propane.” To learn more about the benefits of propane forklifts, visit Propane.com/Material-Handling, or head to Propane.com/Propane-Forklift-Trivia-Challenge to take the trivia challenge.
United Rentals launches United Academy 2.0
The improved learning management system offers increased ease of use and new features At the 2019 Total Control & Innovation Conference in San Antonio, Texas, United Rentals announced the launch of a new and improved version of its cutting-edge online training platform, United Academy. With more than 420 online, in-person and blended courses, including operator training and jobsite safety courses, United Academy was created as a world-class blended learning model for today’s workers. Since its launch, United Rentals has continued to seek ways to improve methods of delivering and tracking training. United Academy 2.0 is one of the company’s latest examples of digital innovation. Better, faster, easier The platform is now faster and easier to use, with several new features. Customizable and auto-generating compliance reports can be easily configured with the report wizard tool and distributed automatically to specific people on predetermined schedules, such as daily, monthly or yearly. Managers can include calls to action in the body of auto generated emails to instruct recipients on what to do with the report. “Having a training plan that is tailored for the job that the person is going to do for you, and for the place that the person is going to work, becomes very important if you want to be efficient,” said Bal Guerrero, director of United Academy. Ordering training is now easier because users can sign on with the same email address and password they use on the United Rentals platform, and a United Academy account can be linked to a United Rentals corporate account. “Now you can do the transactions self-serve,” said Guerrero. “You don’t need to call anybody, you don’t need to email anybody, to complete the transaction. If you need online training late in the day for your people, or on the weekend, you can go online and purchase that training.” A new mobile app delivers the functionality of the United Academy website, giving managers the ability to access training profiles for the people they manage, as well as purchase and assign training transactions, all on the go. It also allows them to verify training compliance for groups of people at once. Coming soon Available soon from United Academy are virtual reality competency assessments that leverage forklift and aerial lift (MEWP) simulators. “Imagine you have a site that has many operators of scissor and boom lifts, and they come with their card and they say, ‘I know how to work.’ How can you be sure? Instead of needing to have a trainer double-check the competency of that person, you can have that person complete the simulator competency assessment to help determine whether that person is operating safely and areas where the person may need to improve,” said Guerrero. VR simulators can also be used after a safety incident to help evaluate or refresh an operator’s skills. All assessments are captured in the learner’s training profile. Finally, 2020 will bring risk-based micro-learnings. “Micro-learnings are a training solution that comes from the principle that when a human listens to or is exposed to a significant amount of information, he or she remembers only a portion of that information, and that portion shrinks every day it’s not used,” Guerrero told Project Uptime. United Academy’s micro-learnings consist of two- to five-minute videos, sent to workers and supervisors on their phones, tablets or computers. “The concept of microlearning is providing bits of training just before they go do the activity,” said Guerrero at the conference. The videos focus on the key risk controls workers need to understand. As today’s projects grow larger, worksites become increasingly complex, and skilled labor markets get tighter, working safely and effectively requires increasingly sophisticated solutions. United Academy 2.0 is one of numerous examples highlighted at the conference of how United Rentals is innovating in order to provide some of those solutions. Also unveiled was an exclusive preview of the United Rentals Mobile App, to be released in 2020. ‘We’re investing heavily in technology because we recognize that digital is critical to transforming how work gets done,” noted Paul McDonnell, executive vice president and chief commercial officer, in his keynote address. When digital delivers increased efficiency and safety, it’s more than a competitive advantage; it’s a potential lifesaver.
PT/MC Industry supports PT WORK Force® Employee Recruitment and Retention Efforts with nearly $280,000 in contributions in 2019
More than 40 percent of power transmission/motion control (PT/MC) employers have no dedicated human resources staff according to a survey completed by PT WORK® Force in early 2019. For these companies, the recruitment and retention activities—essential for growth—are handled by someone for whom HR is not their primary skill set. This challenge is being faced head on by the PTDA Foundation’s PT WORK Force® initiative. And those in the industry are supporting the development of tools and resources with nearly $280,000 in voluntary contributions in 2019. In a video recently release by PT WORK Force®, Keith Nowak, 2019 PTDA Foundation Vice President, MPT Drives, Inc. (Madison Heights, Mich.) captures the immediacy of the recruitment issue. “It is important that we bring in people now to cover for us when we leave. Hiring and retention is crucial and it’s hard. PT WORK Force® can help a company like mine. I don’t have an HR department and I don’t have an HR degree. I need help,” says Nowak. Through its generous support of the PT WORK Force® program and collaboration on research, knowledge and resources, industry employers can compete when it comes to selling our companies and our industry as fantastic places to work with incredibly rewarding career opportunities. A variety of resources have already been developed to help employers in the PT/MC industry hire and retain talent. Watch the video and learn more about these tools at PTWORKForce.org. The PTDA Foundation, whose work is funded solely by donations, was founded in 1982 to enhance knowledge, education, professionalism and productivity within the power transmission/motion control (PT/MC) industry. The Foundation is a not-for-profit, tax-exempt 501(c)(3) corporation; contributions are tax deductible to the full amount allowed by law. For more information, visit ptda.org/Foundation.
Farm Equipment Manufacturers Association elects new officers
Janea Danuser will lead the Farm Equipment Manufacturers Association in 2020. Members of the Board of Directors elected her as president on November 6th. Danuser is vice president and co-owner of Danuser Machine Company in Fulton, Mo. The company manufactures agricultural and industrial attachments as well as OEM parts and assemblies. Janea is a fourth-generation co-owner of the company, which was founded in 1910. She succeeds Nick Jensen of Thurston Manufacturing in Thurston, Neb. Serving with Danuser in officer roles will be: First Vice President Matt Westendorf, general manager of Westendorf Manufacturing Co. in Onawa, Iowa. Second Vice President Tim Burenga, vice president of sales and purchasing at Worksaver, Inc., in Litchfield, Ill. Treasurer Paul Jeffrey, general manager at MacDon in Kansas City, Mo. Secretary Ben Hellbusch, vice president of sales and marketing at Duo Lift Manufacturing Co. and general manager at Busch Equipment Co., both in Columbus, Neb. The officers will lead a 16-person Board of Directors. Hours before their election, member companies at the Association’s annual business meeting elected these executives to three-year terms as directors: Marc Ivey, vice president of business development for Dirt Dog Manufacturing in Commerce, Ga. Phil Landoll, vice president of operations at Landoll Corp., in Marysville, Kan. Clair Ellis, president of Ellis Equipment Co. in Logan, Utah. Jon Sherrod, area manager for Bondioli & Pavesi in Ashland, Va. Ivey, Landoll, and all of the officers are farm implement manufacturers. Ellis serves as the board representative for equipment marketers, and Sherrod represents the companies that supply component parts and services to manufacturers. “These companies are the industry’s innovators,” said Vernon Schmidt, the Association’s executive vice president. “They are nimble and respond quickly when farmers’ needs change. They are, for the most part, companies that began with big ideas and modest means, and this Association supports them however it can so they can focus on their next big idea.”
The Gender Pay Gap: How does your company measure up?
The gender pay gap persists, despite recent improvements. Census data over the past decade indicates that, on average, women earn roughly 80 to 85 cents for every dollar earned by men in comparable job positions. This is a hot topic in political circles. But it can be a problem at your company — even if you’re not worried about facing discrimination charges. Here’s the story. Discord in the Workplace The perception that women are paid less than men is common. A recent Pew Research survey found that one-fourth of women believe that at some point they’ve earned less than men in their companies doing the same job. When women believe they’re not paid or treated fairly at your company, it can cause several problems. They may become less motivated, which can impair productivity and quality. It might make female workers less likely to suggest innovative ideas — or even provide a rationalization for them to commit fraud. Alternatively, some women might simply quit. If your organization develops a reputation as an employer where men do better than women, fewer women will apply for open positions. Nowadays, many candidates review online sites like Glassdoor and consider best-places-to-work rankings before submitting a job application. In today’s tight labor market, your company needs to attract as many qualified candidates as possible — and talented women offer fresh, diverse perspectives that you can’t afford to miss. Number Crunching National averages are one thing. But what’s actually happening inside your organization? The answer can be found by studying the wages paid for various positions at your company. This analysis can help determine whether there’s any justification for a perception that women earn less than men for comparable jobs at your company. Typically, when there’s gender pay disparity, the culprit isn’t intentional discrimination. Rather, it’s differences in work experience when people are hired, or the duration that some workers have had on the job. Although more fathers are taking breaks from their careers to raise children than in the past, the majority of parents who do so are mothers. But, beware that performing a formal study could come back to haunt you. If your wage analysis reveals a substantial imbalance and you ignore it, the data could become a “smoking gun” if it’s discovered in any future pay discrimination lawsuits. On the flip side, if your analysis reveals that you don’t have any potential “wage gap” issues, that’s good news — especially if you’ve been proactive about ensuring pay parity. Should you share the good news with your employees? The answer is unclear. The data can provide solid evidence that you’re committed to pay equity. But, raising the topic of pay policies may also invite more curiosity and questions about your compensation practices than you bargained for. Proactive Hiring Practices You have several options if a wage analysis reveals a gender pay disparity. Before you decide what to do, however, investigate what’s behind the gap. For example, suppose that men occupy most of the higher paying jobs at your company. Why? It’s possible that the hiring managers are making false assumptions about the ability of female applicants to do those jobs. Or maybe your company’s recruiting strategy inadvertently attracts more male applicants. One way to try to overcome such a pattern is to ask someone who won’t be screening applicants to edit resumes and applications. The goal is to remove any information (including names) that would reveal the applicant’s gender. This could lead to more women getting through the first round of elimination. Also consider having a second person review the job applications of women who weren’t selected. If the reasons for a female applicant’s rejection aren’t clear, the hiring manager needs to explain why the individual was rejected. If no valid reason is provided, the manager might decide to give the applicant a second chance. Of course, bias or discrimination isn’t always the reason for a gender pay disparity. Sometimes it’s simply the result of male workers having more education or training than female workers. In these situations, your company can take proactive measures to help bridge the gap. For example, you might offer training or mentoring opportunities. This ensures that women willing and able to elevate their qualifications for higher paying jobs can do so. Another possible step — that’s actually required in a few states — is to refrain from asking job applicants (male or female) for their salary history during the hiring process. Women who have been out of the workforce for a few years often haven’t been in positions long enough to reach higher salary levels. But that doesn’t necessarily make them less qualified for a job or unworthy of competitive pay. Make pay offers based on the value of the position to your company, regardless of the applicant’s pay history. Be a Leader Your company can’t single-handedly overturn historic patterns of gender-based pay inequity. But companies that take proactive measures to level the playing field create a positive work environment for all workers. In turn, this can help achieve the company’s performance, hiring and social responsibility goals. For help evaluating your company’s current compensation practices, contact your financial advisor.
MHEDA warns members to be aware of 2020 Convention Hotel scam
The Material Handling Equipment Distributors Association (MHEDA) is making its members aware of a scam from a company that says it is taking reservations for rooms for the MHEDA 2020 Convention in May 2020. A press release says that they were made aware of this scam and a company is calling its members and saying that they are able to reserve a room for the 2020 MHEDA Convention at the Hilton Bonnet Creek. MHEDA officials are saying this is a scam and is not affiliated with MHEDA. Do not get any information to them and just hang up. MHEDA’s 2020 Convention and hotel information will be available on the MHEDA website in December. Those wishing to reserve rooms MHEDA will be provided a link to make reservations, as well as a phone number to call the hotel directly. If you have questions or concerns MHEDA is requesting you to call them at 847 680-3500 or email them at connect@mheda.org.
Brian Davis (B & D Industrial) and Jos Sueters (Tsubaki of Canada) to lead PTDA in 2020
At its annual business meeting during the recent PTDA Industry Summit in Austin, Texas, the Power Transmission Distributors Association (PTDA) elected its 2020 Board of Directors and Manufacturer Council to lead the Association during its 60th anniversary year. Brian Davis, executive vice president/COO, B & D Industrial (Norcross, Ga.), will become PTDA’s president in 2020. Davis has been active in PTDA since 2010 when he joined the Research & Innovation Committee and subsequently served as its chair. Davis has served on the PTDA Board of Directors since 2015. Following his election, Davis said, “It’s a great honor and a little bit humbling to serve as president in 2020. Over PTDA’s 60-year history, the Association has elevated the value the power transmission/motion control distribution channel brings to our end customers. I’m looking forward to working together as a board to continue to achieve our strategic goals on behalf of the industry.” Joining Davis on the 2020 PTDA Board of Directors will be: First Vice President JP Bouchard, vice president, General Bearing Service Inc. (Ottawa, Ontario, Canada) Second Vice President Mike McLain, vice president, Allied Bearing & Supply, Inc. (Harahan, La.) Treasurer Jim Williams, vice president product, Motion Industries Inc. (Birmingham, Ala.) Immediate Past President Jim Halverson, manager power products, Van Meter, Inc. (Cedar Rapids, Iowa) Manufacturer Council Chair Jos Sueters, vice president, Tsubaki of Canada Limited (Mississauga, Ontario, Canada) Manufacturer Council Vice Chair Chester Collier, senior vice president global distribution, Walter Service Technologies (Pointe Claire, Quebec, Canada) PTDA Foundation President Keith Nowak, president, MPT Drives (Madison Heights, Mich.) EPTDA President Zoltan Arkovics, managing director, BDI Europe LTD (Budapest, Hungary) Directors: Michael Cinquemani, president and CEO, Master Power Transmission, Inc. (Greenville, S.C.) Jeff Cloud, president, IBT Industrial Solutions (Merriam, Kan.) Cameron DeBorde, business development, Bearing Distributors, Inc. (Columbia, S.C.) Jim Jeffiers, vice president, Applied Industrial Technologies and Applied U.S. Energy (Cleveland, Ohio) Brian Nowak, president & CEO, Kurz Industrial Solutions (Neenah, Wisc.) Bill Shepard, vice president, BDI (Cleveland, Ohio) Jos Sueters, vice president, Tsubaki of Canada Limited (Mississauga, Ontario, Canada), assumes the duties of the PTDA Manufacturer Council chair in 2020. Sueters has been active in PTDA governance since 2008 when he joined the Canadian Conference Advisory Group. Sueters also served as the chair of the Programs & Products Committee in 2014 prior to joining the Manufacturer Council in 2017. “Since its founding in 1960, PTDA has always focused on bringing distributors and manufacturers together to collectively develop tools that drive more value to our mutual end customers. The Manufacturer Council will continue to work with and support the PTDA Board of Directors as we empower our member companies to be more successful, profitable and competitive,” Sueters said. Joining Sueters on the Manufacturer Council for 2020 will be: Manufacturer Council Vice Chair Chester Collier, senior vice president global distribution, Walter Service Technologies (Pointe Claire, Quebec, Canada) Immediate Past Chair Jeffrey W. Moore, senior vice president, ABB Motors and Mechanical Inc. (Greenville, S.C.) Council Members: Tammy Balogh, vice president human resources, Flexco (Downers Grove, Ill.) Andrew A.O. Brown, vice president, Whittet-Higgins Company (Providence, R.I.) Randy Disharoon, national accounts director, Rexnord Industries, LLC (Milwaukee, Wis.) Maxine Gomez, sales & distribution manager, Belden Universal (Hillside, Ill.) Kristin Jennings, director marketing & industrial distribution, Climax Metal Products Company (Mentor, Ohio) Michael Nisenbaum, director business development, Gates Corporation (Denver, Colo.) Mike Power, national accounts manager, Altra Industrial Motion (Braintree, Mass.)
How to create a strong password
When was the last time you reviewed the passwords to your bank or credit card accounts, email or social media accounts? A year ago? Five years ago? Does it matter? Honestly – yes, but there is also such a thing as changing them too often. Passwords should be changed if they are all the same, if they are too easy to guess, or if they are forgotten or compromised. However, changing your passwords too often isn’t a great idea either because they can easily be forgotten. Even the Federal Trade Commission admits that people don’t need to change their passwords as often as they think. BBB is here to tell consumers what makes a good password and why using multiple passwords is important. Think of your passwords as walls Think of passwords like a wall between free access to your personal information and the world. If you put up a strong wall, it will be difficult for others to break down. If you put up multiple strong walls for different information, they will be even harder to break down. But if you only put up one weak wall, anyone can break it down. Don’t make your passwords easy to guess An example of a weak password is one that is easy to guess – information that anyone can find. A strong password has at least twelve characters, mixed with uppercase and lowercase letters, numbers and symbols. Commonly used passwords are your pet’s name, your mother’s maiden name, the town you grew up in, your birthday, your anniversary, etc. Surprisingly, the answers to these common passwords can typically be found online. Even if you don’t consider yourself an active user of social media or the Internet, your information is out there on one forum or another. Even for passwords that require numbers along with letters, people tend to stick to simple patterns like 0000, 1111, 1234, etc. Make them creative Running low on creative ideas for different passwords? Try using song lyrics. Not only is it basically impossible for hackers to guess what song you are using, it’s even harder for them to guess which lyrics you’re using on top of that. Use a “passphrase” Instead of using a single word, use a passphrase. Your phrase should be relatively long, around 20 characters, and include random words, numbers and symbols. Something that you will be able to remember but others couldn’t come close to guessing such as PurpleMilk#367JeepDog$. Use multiple passwords Using different passwords for different accounts is also important. While it may be easier to remember one password for every account, it’s much easier for hackers to break down one wall rather than multiple walls. If hackers can figure out one password, even if it’s to something harmless like your Instagram account, they then know the password to every single account you own. This includes websites you shop online at, banking accounts, health insurance accounts, email accounts – you name it. Use multi-factor authentication When it’s available and supported by accounts use two-factor authentication. This requires both your password and an additional piece of information upon logging in. The second piece is generally a code sent to your phone, or a random number generated by an app or token. This will protect your account even if you password is compromised. Consider a password manager A written list would be best, but if you’re worried of losing it, write a list on your phone and label it as something other than ‘PASSWORDS’. Keep the list updated and organized as well as secretive. Still not convinced? Consider a reputable password manager to store your information. These easy-to-access apps store all your password information and security question answers in case you ever forget. However, don’t forget to use a strong password to secure the information within your password manager. Select security questions only you know the answer to Many security questions ask for answers to information available in public records or online, like your zip code, mother’s maiden name, and birth place. That is information a motivated attacker can easily obtain. Don’t use questions with a limited number of responses that attackers can easily guess – like the color of your first car. Check out more information from BBB on cybersecurity here or get tips on protecting yourself against identity theft here. If you received notification from a company about a possible breach, it is always best practice to change that password and any similar passwords immediately.
Why subtly is critical to organizational change
When organizations examine ways to improve their culture and communications, they often look to the obvious. Simplifying overly complex processes, eliminating redundancies, encouraging people to be more collaborative and so forth. However, for some reason, many organization’s cultures end up changing only marginally or even not at all. The company’s leaders then search for alternative ways to increase productivity and positivity, whether it be high-level leadership training or employee engagement programs (i.e. parties). For a while, spirits improve, but things then fall back into the old groove. I’ve seen throughout many organizational transformation efforts, an overly simplistic view of what truly impacts change. Leaders examine and address the basic blocking-and-tackling elements, but frequently not the subtle things that influence the success or failure of initiatives like these. Consider the idea of collaboration – the majority of leaders we talk to say that lack of collaboration is an obstacle to their organization’s growth. So they put together cross-functional teams, create incubators, and “encourage” collaboration through broad communications such as newsletters and internal email campaigns. The problem is, these are the basics – what is minimally required and expected to begin an organizational culture shift in this area. But the deeper, more important aspects are the subtle elements that influence behaviors. When we think of change, we often look to process, but what really impacts change is shifting individual mindsets through behaviors. For example, if you want your team to collaborate more or “better”, simply providing them a space to collaborate and the permission to do so is not enough. It is essential to help individuals understand how they can effectively collaborate through clear example behaviors. It is essential to help individuals understand why collaboration benefits them – for the team, for the organization, and most importantly – for them personally. It is essential to help individuals understand how to become more open to new ideas and perspectives, through discussion facilitation and reinforcement. While we often want to glaze over the process of culture development and change by simply dictating the behaviors we want to see, it’s not half enough. The way to create lasting and sustainable change is by creating a unified front to address the subtle aspects of change – influencing and reinforcing the right behaviors through guidance and representation – throughout the organization. Culture change isn’t created, it’s learned – and learning takes time. It takes repetition, and more importantly, it takes consistency. When you’re examining how to address your organization’s challenges, look to the subtle elements that influence change. Because the obvious ones you already know and are likely already implementing. So it’s not about more of the same, but about addressing the underlying behaviors that truly shape culture – and sometimes they can be hard to spot. About the Author: Andrea’s 22-year, field-tested background provides unique, applicable approaches to creating more customer-centric organizations. A 4-time ADDY® award-winner, she began her career at a tech start-up and led the strategic marketing efforts at two global industrial manufacturers. In addition to writing, consulting and coaching, Andrea speaks to leaders and industry organizations around the world on how to craft effective customer-facing operational strategies to discover new sources of revenues and savings. Connect with Andrea to access information on her book, workshops, keynote speeches, training or consulting. More information is also available on www.pragmadik.com and www.thecustomermission.com.
MHEFI elects two new Board Members
The Material Handling Education Foundation, Inc. (MHEFI) has announced the election of two industry leaders to its Board of Directors. Ryan Bartlett, President and CEO of United Material Handling and Matthew Dysard, President of Tiffin Metal Products will begin serving their terms January 1, 2020. Bartlett is responsible for running all facets of the business at United Material Handling. He has a proven executive track record, and he has a true passion for teaching and motivating his team. Ryan started in the material handling industry at 19 years old, and he has held various positions which has provided him an edge to understand the entire business model and provide real solutions for his customers. Ryan’s enthusiasm and vision to modernize and improve the material handling industry has led him to join the MHEFI Board of Directors. Through this role, he intends to help guide and provide financial support to students whose intention is to have a career in the industry. In Ryan’s spare time, he enjoys traveling with his wife, Brooke, and playing sports, boating and off roading with his two young sons. Mr. Dysard began his career with Tiffin Metal Products as an engineering intern then moved to sales for several years. After the completion of his degree, Matt left Tiffin Metal Products for an opportunity at Cooper Tire and Rubber Company. He spent the next 16 years in purchasing, logistics and operations. The last three years of his career with Cooper were spent in Shanghai, China on a team that built and opened a new plant. Matt returned with his family to Tiffin, Ohio and ultimately to Tiffin Metal Products in 2010. He spent the first three years as General Manager improving the overall operations to accommodate ever changes in product and customer mix. In 2014, Matt purchased a small stake in Tiffin Metal Products and was promoted to the position of President. Matt and Tiffin Metal Products continues former Board member Will Heddles’ legacy in supporting MHEFI as it works to engage and attract students to the industry.
How to have tough conversations without damaging relationships
Great leaders handle conflict while preserving the strong relationships that help organizations thrive. Quint Studer shares some advice to help you have those difficult but necessary conversations No one enjoys conflict and confrontation. We all want to be liked and accepted, and very few of us enjoy hurting people’s feelings. Unfortunately, leaders must be able to handle conflict or we’re not doing our job. We need to be able to hold tough and productive conversations with others, and address conflicts that arise inside the organization. “The goal with tough conversations is twofold,” says Quint Studer, author of Wall Street Journal bestseller The Busy Leader’s Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00). “One, you want to solve a problem. Two, you want to do it without damaging your relationship with the other person. Remember that an organization is simply a network of strong, collaborative, mutually beneficial adult relationships. The better the relationships, the better the company. It benefits all leaders to master the art of resolving conflict while preserving great relationships.” The good news is that tough conversations can actually strengthen relationships and help both parties grow personally and professionally if you handle them the right way. Before you go into a tough conversation, ask yourself these three questions: 1. Am I being fair and consistent? It’s important that you don’t have one set of rules for one person and a different set for another. 2. Am I too focused on being “right”? Just because you may disagree with someone doesn’t mean they are wrong. People have different experiences and points of view. Life isn’t always about “right” or “wrong.” When you have that attitude, you probably won’t even listen to what the other person is saying. 3. Do I need to call in a witness, document the conversation, or consider other legalities? Depending on the nature of the situation, you might. If you’re not sure, consult an HR rep or employment attorney. Read on for Studer’s tips for having difficult conversations: Stay focused on preserving the relationship. It is possible to convey difficult messages while still treating the person with dignity, respect, and empathy. This conversation is just one moment in time. If you damage the relationship, you shut down future opportunities for collaboration and innovation. Keeping this in mind should help you stay civil, focused, and sensitive to how you say what needs saying. In fact, tell the person up front that the relationship is important to you. Consider that you might be wrong. “Go in with an open mind,” says Studer. “You’re diagnosing, not condemning. You may not know all the variables causing the person to do the things they’re doing. Often, we hear something totally unexpected that shifts our perspective. We can always be wrong! Knowing this and being willing to admit it is a sign that you’re a strong leader. It will also help you be a better listener.” Before you call the meeting, get clear on what you want to say. Be sure you can express up front what the problem is, how it’s impacting others, and what must change. Stick to these points and don’t go off topic. Be prepared with hard metrics if you can: “You missed the sales goals by 37 percent last quarter” or “You’ve been absent 13 days in the past 6 months.” Productive conversations are grounded in facts, not observations. Schedule a time to discuss the issue and give the person a fair warning beforehand. Otherwise, it gets blurted out in the moment and results in unfavorable outcomes. For example, say, “Chris, I’d like to chat with you about what happened with the Jones account earlier this week. Can we meet tomorrow morning at 8:00?” This gives the person a chance to gather their thoughts and prepare emotionally for the meeting. Ambushing people or not being transparent about the nature of the discussion creates anxiety and breaks down trust. Meet on neutral ground. It’s usually best not to call the person into your office. This shifts the balance of power to your side and puts the other person on the defensive. It’s better to meet in a conference room or a restaurant. This sends the signal that this is a solutions-centered discussion, not a dressing down from an authority figure. Seek to be collaborative, not authoritarian. You want the other person to work with you to make things better. Outcomes are so much better when the person feels a sense of ownership for the solution. Ask positive questions like, How are you feeling about our partnership? What factors do you think led to this issue? Do you have any ideas on what both of us might do differently moving forward? Don’t exhibit a “my way or the highway” attitude. It’s good to listen to the other person’s perspective and to compromise when you can. It shows the person you respect and value them. Might doesn’t always mean right, and the loudest voice shouldn’t always win. When you ask questions, give the person time to gather their thoughts. “Don’t just talk to assert your point of view or fill up silence,” says Studer. “This comes across as you steamrolling over the other person. This is especially important when you’re dealing with an introvert who needs time to think before they speak.” Listen actively. It’s all too easy to spend your time calculating your response and not really listening. Try to stay focused on understanding what the person is saying, both verbally and nonverbally. Summarize what they are saying and confirm that what you think they said is actually what they meant. Trying to understand where someone is coming from is a way of showing empathy. It helps them accept what you have to say, even if it isn’t what they wanted to hear. When people don’t feel heard or listened to, it’s upsetting. It damages relationships. Keep things civil. Never yell, insult, threaten, or bully the person. This should go without saying, but we’re all human and emotions can get out of control. If things start to escalate, end the meeting and reschedule when
Women In Trucking Association announces new partnership with Penske Transportation Solutions
The Women In Trucking Association (WIT) welcomes Penske Transportation Solutions as its newest Gold Level Partner, helping the non-profit organization empower more women in the transportation and logistics industry. Jennifer Sockel, executive vice president, talent and enterprise services at Penske Transportation Solutions, will serve on the WIT Board of Directors. Since joining in 2014, the company has actively participated in the association as a corporate member. Now supporting WIT at the Gold Level, the company is furthering its commitment to advancing gender diversity in the industry. “We are thrilled to support an organization whose mission is to encourage and celebrate women in the trucking industry and I look forward to working with the board,” said Sockel. “At Penske, we support and promote diversity and inclusion, which makes us a stronger and more competitive company. Our expanded relationship with Women in Trucking will help us further our efforts to be an employer of choice for women in the transportation industry.” “We are excited and grateful to be partnering with an influential business leader like Penske,” said Ellen Voie, president and CEO of WIT. “Their passion and advocacy to help more women develop careers in transportation will be instrumental in advancing the WIT mission.” Since 2007, WIT has made significant strides in raising awareness for women’s issues in the industry. A few recent accomplishments include a record-breaking attendance at the 2019 Accelerate! Conference and Exhibition, a weekly SiriusXM radio show called Women In Trucking, and a Professional Development Certification (PDC) to provide women the tools and information to grow both personally and professionally.
Wildeck earns MHEDA’s MVS Award for 2020
Wildeck, Inc., one of the nation’s leading suppliers of material handling solutions, has earned MHEDA’s (Material Handling Equipment Distributors Association) MVS (Most Valuable Supplier) Award for 2020. Each year, this distinguished industry honor is award to MHEDA’s member companies that demonstrate a consistent, documented commitment to their dealer network, employees and community. To be eligible for the MVS Award, member companies must provide evidence of their commitment to MHEDA’s Five Areas of Excellence, which include industry advocacy, distributor advocacy, business networking, continuing education and business best practices. Additionally, documented proof of a company’s on-going dedication to safety and “giving back” is taken into consideration when making award determinations. MHEDA is the premier trade association dedicated to serving all segments of the material handling business community and represents close to 650 companies in the material handling equipment business. Located in suburban Chicago, the association provides services to companies seeking to improve their business through education, networking, benchmarking and best practices. “Wildeck is a long-standing member of MHEDA and is honored to be recognized again as a Most Valuable Supplier,” said Keith G. Pignolet, Wildeck’s Executive Chairman. “This award is truly a testament to our team’s continued focus on customer service and ability to develop first-in-class material handling solutions that maximize our customers’ available space.” “Achievement of MHEDA’s MVS status represents members who have demonstrated a commitment to their business and its employees, their industry and also to the communities within which they serve,” said Mike Vaughn, 2019 MHEDA Chairman of the Board and Chief Financial Officer of Liftech Equipment Companies in East Syracuse, NY.