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Issue link: http://read.dmtmag.com/i/128655
Anonymous Distributor Thought-provoking comments, a little satire and wit, and sometimes a challenge or two from an anonymous distributor Image above ©istockphoto.com/The-Tor. Image below ©istockphoto.com/sunygraphics My mantra is that every year is different than the year before and always different than what you plan for. things that you have no control over. My mantra is that every year is different than the year before and always different than what you plan for. Use the wisdom you've gained over the years to manage your business for success and profit no matter what weather or economic challenges spring presents. And know that in 2014, spring will be later or earlier than you've planned for. It's just the "nature" of the business (pun intended). I n March 2012, our sales were booming, flowers and trees were blooming, grass was growing, and the temperatures were warm. In March 2013, none of those things occurred. According to Weather Trends International, March 2013 was the coldest March in the United States in 17 years, with the most snowfall in 20 years. Consumers stayed home and retailers "took it on the chin," gas prices remained high, the job market remained tepid at best, and consumer confidence remained low. And the sad fact, at least for our business, is that those lost sales in March are gone forever. If we want a good laugh, we look at the budget numbers for March and April of 2013. Controlling overhead and labor becomes even more crucial with lower year-to-date sales. It means once again choosing the battles to wage that you can win, controlling those things that you can control, and not worrying about those One of the most important things a leader, owner or manager can do is listen to people inside their business. Here's a short version of a true story that illustrates the importance of listening to, caring about, and complimenting the success of your employees: Demoralized, workers at a manufacturing plant came to work every day, putting in eight hours in "robot mode." The company was near bankruptcy and workers shut down their minds and bodies once the "start button" was pushed until someone hit the stop button at the end of the day. A larger company acquired the plant in 2005 and began implementing a 7S lean program. Chris, a machinist with the company for 15 years, explained what happened to him and other workers. "I participated in my first 7S event, our process to improve workplace organization," he explained. "On day one, I just sat there, still acting like a robot. But by the third day of the event, I could see that they actually cared what I thought. I was able to get some extra tools and racks for my machine that I had needed for the last five years. For the first time, I was allowed to make my work easier, cleaner, and safer. Once I got started, I didn't want to stop improving my work environment. People began coming over to my area and complimenting me on how great it looked. That might have been the first compliment I received at work in five years. "A few months later, our continuous improvement leaders asked for volunteers willing to learn how to lead 7S events," Chris added. "I jumped at the chance and found myself in a company-wide leadership development program alongside directors and department leaders. I learned so much and realized how many people in this company wanted to make it better. I became part of creating the most organized machine shop in the company. Our customers come through and tell us how impressed they are." A VP of the acquiring company had this to say about the transformation of Chris and his fellow workers: "Chris had so much more to offer the business than he was allowed to give. The old company had been paying for Chris's (and his fellow workers') hands for years when they would have given their heads and heart for free if the old company had known how to ask." The tools of 'lean' coupled with peoplecentric leadership allow us to ask those at the front lines to engage their heads and hearts in meaningful work. We ask them to partner with us in pursuit of our shared vision. We recognize and celebrate their contributions. They see that what they do matters and who they are matters. We are stewards of each life that comes under our care through our leadership. We owe them much more than work that turns them into robots. Make sure that your employees' heads and hearts are engaged in creating success for your business and that they are recognized for it. Your customers and your profits will both benefit greatly. OPE Contact the Anonymous Distributor at anonymous.distributor@gmail.com or read his blog at www.anonymousdistributor.blog spot.com. OUTDOOR POWER EQUIPMENT MAY 2013 7