What’s Keeping You Awake?
by Robert Evans Wilson, Jr.
The other day on the radio I heard these lyrics from the Shinedown song, If You Only Knew “It’s 4:03 and I can’t sleep… I toss and turn like the sea.” I thought, “Yeah, why is it always 4AM that I wake up when I’m worried about something?” The singer of this top 10 pop rock song was troubled by a woman. What’s keeping you awake?
Most of us, at one time or another, have spent sleepless hours in bed worrying about something. Then making it worse, you’re tired the whole next day.
Over the years, I’ve ruminated over all sorts of things. Big issues I have little or no control over like politics, the environment, terrorism, and the economy. Personal issues that I need to affect such as my business, my family, and my relationships. I have even worried over my volunteer work. Churning the same thoughts over and over again.
Some of us worry about the past – what could’ve been if only we had done something differently. Others worry about some future problem that hasn’t even occurred yet.
Worry feels like motivation because it is rooted in the desire to fix a situation, but it is actually a de-motivator. It robs us of valuable energy we need to live a productive life. I love this modern update to an old proverb: “Worry is a brisk ride on a rocking horse; you burn a lot of energy, but you don’t get anywhere.” It is an amusing proverb that creates an accurate metaphor, but it does not offer us an answer on how to deal with worry.
For a simple solution on countering worry, I’ve always enjoyed the lyrics of this Irving Berlin song from the movie White Christmas: “When I’m worried and I can’t sleep, I count my blessings instead of sheep; and I fall asleep, counting my blessings.” Although, I must admit that I didn’t really hear these sage words or make use of them for years.
When I finally did; I found that it really works. Sometimes we have to start with the basics, and remind ourselves of all that we do have and all that is going smoothly in our lives in order to put the troubling matter into perspective: “I have a roof over my head, I have my health, I have food in the house, I have a car, I have friends, etc.”
I recently revisited Dale Carnegie’s book, How to Stop Worrying and Start Living. It was written during the Great Depression and World War II. A period of time when most people had plenty to stress over. The advice still holds up today.
The trick is to divert your pensive energy into practical projects. Carnegie suggests that we focus on doing our best one day at a time and the future will take care of itself. In other words, keep busy! Get so caught up in your work that you have no time to ponder all the “What ifs” that have been running like a broken record in your mind.
He also suggests that you ask yourself, “What is the worst that could happen?” Then he says to either accept that or seek out the answers you need to fix it. If you choose the later, you must collect all the facts, analyze them, make a decision, then act on it.
I think his best suggestion is to spend your time helping others. When you focus on what you can do for others, you cannot at the same time focus on yourself. Or in the words of one unknown author, “When you dig another out of their troubles, you find a place to bury your own.”
Eventually you can utter the immortal words of Alfred E. Neuman, “What, me worry?”
ABOUT THE AUTHOR: Robert Evans Wilson, Jr. is a motivational speaker and humorist. He works with companies that want to be more competitive and with people who want to think like innovators. For more information on Robert’s programs please visit www.jumpstartyourmeeting.com.
Achieving Greatness: The Value of Association
By Don Yaeger
“You’ll be amazed by what you can achieve when you surround yourselves with those headed in the same direction.”
Association leaders and corporate executives have long recognized that great lessons – lessons in leadership, team building, handling adversity, and managing success – can be learned from their peers in the world of sports.
This explains why some of the most sought after public speakers at corporate events are sports greats – Miami Heat President Pat Riley, Duke basketball coach Mike Krzyewski, former Pittsburgh Steeler running back Rock Bleier and former LSU basketball coach Dale Brown are among the most popular speakers on the circuit. The lessons they teach and exhibit in their world translate perfectly into yours.
In my 20-plus years as a writer for Sports Illustrated and author of more than a dozen books, I have been blessed to spend hours interviewing great winners like Riley, Krzyewski, basketball legend Michael Jordan and Hall of Fame running back Walter Payton.
Some of the best lessons I have learned, however, have come at the foot of the greatest winner of them all, the late John Wooden, former UCLA basketball coach and winner of unprecedented 10 NCAA championships. Wooden also was an oft-tapped corporate consultant on the subject of leadership.
Before Wooden’s passing, I often traveled to Los Angeles to talk with him about Greatness and the traits of those who have achieved it. One characteristic he was passionate about was that the truly “great” understand that value of association. They know they can only become great if they surround themselves with others who are headed in that direction.
Just a couple of years ago, the then 97-year-old Wooden, his mind sharp as any 30-year-old I had met, got a twinkle in his eyes when told me he had a story to share, one I would enjoy sharing with others.
“Many people, when they ask me about coaching great players, always ask me about my two most famous centers, Lew Alcindor (who became Kareem Abdul-Jabaar) and Bill Walton,” the coach said, “But one of the greatest I have ever coached is a player many wouldn’t suspect. It was Swen Nater.”
I think Coach enjoyed the look of surprise on my face. I remembered Nater, but just barely. What I remembered was that he was cut from his high school basketball team as because, even at 6-foot-11, he was too clumsy to offer the team any value. He didn’t give up, though, and several years later made a community college team. He became talented enough that several four-year colleges offered him scholarships.
At the time, UCLA and Wooden were in the middle of one of the most spectacular runs in all of sports, winning seven of eight national championships. Alcindor had graduated, but Wooden had a new center, Walton, who he thought might be even better.
Nater’s community college coach asked Wooden to consider his player. “I was told he could, at the very least, be a great practice opponent for Walton,” Wooden recalled. “So I spoke with Swen. I was honest. I told him he could go to a small school and play all the minutes he wanted, or he could come to UCLA, where he likely would never start a game, but where he could play against the best center in the country every day. That’s the best I could offer him.”
Nater didn’t flinch. He accepted the opportunity and, as Wooden had promised, he didn’t start a single game at UCLA.
“Swen understood that to become the best he needed to associate himself with the best he could find,” Wooden said. “There was no better than Bill Walton.”
Or John Wooden.
When his three years at UCLA were complete, Nater had been part of a team that won a record-breaking 88 straight games and had played for three more national championships – all as Walton’s backup.
Nater then made history when he became the first player selected in the first round of the professional basketball draft without ever starting a college game. He played 12 years professionally and now is a senior executive in the corporate offices of COSTCO. His career “is absolutely and directly the result of having made the decision to associate myself with folks who were the very best,” Nater told me. “I learned that you are who you associate yourself with.”
Coach Wooden was succinct: “Mark these words…You will never outperform your inner circle. If you want to achieve more, the first thing you should do is improve your inner circle.”
At its core, that is exactly why associations hold annual events. Those conventions are a member’s opportunity to improve his or her inner circle, to learn and associate with the very best.
Like Swen Nater, I hope that each of you have identified those in your profession from whom you could learn, those who share your passion for greatness. Then, while attending your state or national conferences, introduce yourself, spend time asking and learning what it is they do that makes them successful. These lessons are often transferable.
Then take the lessons home with you. Make your aspirations known to your sta$ and your membership because they want to associate themselves with greatness, too. You’ll be amazed by what you can achieve when you surround yourselves with those headed in the same direction.
At each of these steps you’ll understand why John Wooden agreed that the value of association is one of the most significant traits of greatness.
ABOUT THE AUTHOR: Don Yaeger is a nationally acclaimed inspirational speaker, New York Times best-selling author and longtime associate editor of Sports Illustrated. He speaks on the subject of Greatness, taking lessons from the world of sports and translating them to business and professional audiences. He can be reached through his web site: www.donyaeger.com
Only the Remarkable Thrive
by Mike Foti
A crowded marketplace. Hyper-competition. Trying to do more with less. The competitive treadmill has not just been taken up one notch, it’s been cranked up to full-blast! How do you not only survive, but more importantly, thrive in this environment? What are the winners doing to get results in this “full-blast” world?
Recently, before a speaking engagement I delivered to a group of fast-growing companies I went searching for this “magic switch” – companies who had sustained success in the full-blast world. The good news is I found “it” and I’m going to share it with you! The cool thing is I can name this advice in two words or less. Repeat after me (shh, softly so your competitors don’t hear) – Remarkable relationships, Remarkable relationships.
That’s it. The magic switch of fast-growing, pro” table companies who have increased profits and revenues through the ups and downs of the economic cycle are their remarkable relationships with customers and people in their business. Here’s 3 ways you can follow their lead to remarkable relationships and making some money in 2004:
STRATEGY 1: FOCUS ON THE RIGHT RELATIONSHIPS
Customers are not created equal! You obviously want profitable, growing, accounts that pay their bills. How do you find them?
- a) Analyze whom you are doing business with today (by customer and market segment). What margins and payment history do you have? Are their numbers going north or south? Why?
- b) Get out and meet the best (or who you think has the potential to be the best). Ask about their challenges, problems, opportunities, and strategies. Given market realities are their needs changing? Are they seeing a different mix of work? Possibly smaller vs. bigger jobs. Could they use you on these projects? What people, structure, processes, systems would you need to deliver effectively for them?
- c) Make sure to ask the #1 Question, “How can I help you make more $$$?”
STRATEGY 2: STOP SATISFYING CUSTOMERS
You might think I’ve gone o$ the edge on this one, but “satisfying” customers is not enough any more. Here’s why. There are a lot of companies who “satisfy,” and they’ll price it cheaper than you! Winning companies are remarkable. They solve problems and add value with their specialized expertise. They are “Mother Theresa in a UPS Uniform” – they serve and deliver! They go deep with customers to go up with results. Here’s some quick ways how:
- a) Dig their turf! The best way to get to know someone is to meet on their turf. Consider not only attending your customer’s trade associations, but get involved with their issues. Learn their hot-buttons and always be thinking how you can help.
- b) Locate the “King Pins” – Who are the movers and shakers in your key market segments? Do they know you? Allocate the highest percentage of your time to helping these people. Do them right and they will create the “buzz,” do the “selling” for you in their industry. Your best salesperson should be your customer!
- c) Be easy, not cheap – I recently bought the generic brand of hair growth tonic (yes, this is one area where I don’t want to take after my Dad!) and my wife (with her Doctorate) and I (with my MBA) spent 20 minutes trying to figure out how to open the special “child-safety” lid! Finally my wife (the smarter one) cut the doggone thing off! Yes, I bought cheap, but was it worth the loss of time? Your key to remarkable, profitable relationships is to become the easiest to do business with. Ask your customers how you could work with them better. What are their “child-safety lids” (i.e., burdens, hassles, problems) that you could get rid of? Become easier. Become more profitable!
STRATEGY 3: PROVIDE V.C.R.’S (VISION, CHALLENGE, AND RETURN)
…to inspire remarkable people – Simply put – the best people work for the best companies in up markets, down markets, and sideways markets. Despite tighter labor environments thriving businesses ” nd, develop, and inspire the brightest stars on the set. Here’s their secrets:
- a) Vision – You can’t create winning results unless your team has a clear picture of what a winning scoreboard will look like. Share where your business is headed, what customers and market segments your company will choose to focus your remarkable expertise, service, and delivery. Identify how you plan to measure and track performance. Make sure to connect the dots for your people by connecting their skills to your vision and plan? Let them know what’s in it for them?
- b) Challenge – You don’t want employees! Yes, that’s right. You want “partners” (in the field, in the office, at your customer’s job trailer) who want to be challenged to deliver easier, better, and more remarkably than your competition. People who will go “to the fan” when the crap hits it, and solve daily problems! To inspire these type of people do the following:
1. Identify their current skills, capabilities, and interests.
2. Ask them to dream about where they would like to contribute in the future.
3. Sketch out work assignments that would provide challenge and growth.
4. If possible, match your needs to their interests.
- c) Return – Everyone wants a return on time invested. For some it’s “show me the money.” For others it’s a pat on the back, a personal letter recognizing their contribution, a gift certificate to a local restaurant to say thanks for the family time they have sacrificed to get a job done. As a remarkable business owner how can you both personalize how you appreciate your people and increase their returns?
So there you have it, three easy (OK, maybe not that easy!) strategies for growing remarkable relationships and results in a competitive world. The challenge is being focused and inspired to be remarkable with both your customers and your people. The key question is, “What do you need to do today to flick the magic switch to be remarkable with your relationships?”
ABOUT THE AUTHOR: Mike Foti is Chief Executive Officer of Cleveland Glass Block (a Northcoast 99 recipient for best employers in Northeast Ohio and a Community Pillar Award winner for community service) and President of Leadership Builders. Mike is a national speaker, writer, and consultant who helps individuals and companies get results through people. To ask Mike how he might help you, or to receive his free tips, articles, or book “Conversations on Leadership,” call 216-531-6085 or visit his web site at www.leadershipbuilders.com
Membership = 1000x Return
“There is a disease – an enemy – that is eating away at your knowledge, wisdom and professionalism each and every day. This disease – known as commoditization – reduces your offerings to the lowest common denominator, the competitive bid. A stinking price.” F. Scott Addis
Here I sit in front of a blazing fire relaxing after a wonderful Christmas weekend spent with family and friends. Gifts were given and received, even though they were fewer in number and less expensive than in years past. Still, there’s something about this season that allows me to take a break from all the stresses of business and reflect on what’s really important in life. It really brings a lot of joy finding that unique and special gift and then watching a loved one open it up.
Maybe you’ve heard by now that the CFA is working hard at membership this winter, not only to retain current members but reaching out to draw in new companies and associates. This prompted me to stop and think about what the CFA has to offer that could persuade a financially strapped foundation contractor to part with $600 in dues. I started doing the math and came up with plenty of examples of when the things I’ve learned from other members has made me money…sometimes lots of money. For example, it was seeing how industry veterans like Bill Esker were using boom trucks successfully that convinced me to buy a used crane years ago. Fewer trucks and drivers saved significant time, frustration and money on every job, even after factoring in the cost of the crane.
Or how, back in 2005, learning how a robotic total station enabled one man from Arie Van Wyk’s crew to quickly and accurately layout a difficult foundation. That up-close example gave me the courage to step out and buy a machine for our company. Guess what? We paid for the machine in less than a year. And just this week, our layout ability was the deciding factor in winning a bid over our competition (who are not CFA members, yet!!!).
It did not take long to realize that involvement with the CFA was bringing an incredible 1000% return on the time and money invested. That’s a no brainer proposition. And what better time to take advantage of all the CFA has to offer, than right now while things are tough. I might not be able to invest in an expensive piece of equipment right now but I can call any number of fellow members and get help navigating these choppy waters.
I realize that it might be easy for me to see what a great value the CFA, being one of its biggest “cheerleaders”. The issue then is how to help others make a similar discovery. So many of us are doing all we can to keep our customers from viewing our businesses as a commodity with price being the only difference. Time after time, CFA membership is a key player in helping overcome that perception of commoditization. One way we plan to help in the coming year is preparing a monthly “Report Card” that will accurately measure and value the many benefits the CFA offers you. Be on the lookout for that.
In conclusion, I want to express the deep respect and admiration I have for all who make up the CFA family. You have made such a lasting impact on my business and family and are a gift that just keeps on giving. May we all look forward in anticipation to the New Year.
Tim Parrish, CFA President, Cornerstone Foundations
CertainTeed(R) T-Roc(TM) Thermal Laminate Foundation Insulation System Achieves ICC-ES Approval
Leading North American building products manufacturer, CertainTeed Corporation, has received an evaluation report from ICC Evaluation Services, Inc. (ICC-ES), confirming that T-Roc(TM) Thermal Laminate Foundation Insulation System is building code compliant. T-Roc enables building professionals to bypass several costly, time-intensive tasks involved with turning foundations into finished walls in a livable basement space.
Through the analysis of T-Roc, including testing, calculations and quality control methods, the ICC-ES evaluation report provides third-party verification to architects, contractors and building officials that the product meets the 2006 Building Code(R), the 2006 International Residential Code(R) and the 2006 International Energy Conservation Code(R). The comprehensive report is available at iccsafe.org.
“T-Roc offers a faster, more economical approach to insulating and finishing poured concrete walls,” says Keith Reifke, national sales manager for CertainTeed’s Pipe and Foundations Business. “The ICC-ES approval for T-Roc allows CertainTeed to offer a superior, innovative product that is building code compliant and meets growing industry demands for efficiency.”
T-Roc, is a composite panel comprised of CertainTeed(R) GlasRoc(R) paperless gypsum boards permanently laminated to high Rvalue expanded polystyrene (EPS) foam. The product is easily installed using conventional concrete wall forms at the time the foundation wall is poured, eliminating the need for stud frame out, batt insulation and drywall. The combination of GlasRoc and EPS offers superior moisture resistance and provides no food source for mold to grow, minimizing mold and mildew concerns. Once installed, T-Roc can be painted as is or can be finished using mesh tape and setting compound, followed by painting for a more finished look.
T-Roc also exceeds UL 1715 fire test requirements for interior finishing material. T-Roc’s EPS foam is treated with non-toxic Perform Guard(R) for superior termite protection. To find out more about T-Roc, visit www.certainteed.com.
Industry Loses Pioneer Marion Myers
Poured wall and aluminum forms pioneer Marion Myers passed away July 5th, 2010. Marion was 89 and had lived in Middletown, Ohio. He served as a pilot in the U.S. Army Corps during WWII. He established Myers Construction Company and ran a successful business for twenty years. In 1970 he bought the first aluminum forms in the state of Ohio. After his retirement he moved to Alpena, Michigan and purchased Phelps Collins Aviation and operated that business for 13 years.
Dream Once Again
And “there was a man named Jabez…”
In 1916 Anheuser Busch produced over more than one million barrels of beer. Production was up and the market bursting. But storm clouds were on the horizon. The Temperance movement was gaining political clout; World War I brought rationing and anti-German sentiment, which sent production downward drastically. By 1919, sales had dropped to 218,000 barrels. Then came prohibition.
Events beyond their control descended on America’s brewers and thirteen years later, when Prohibition was repealed, more than 50% would no longer be in business. Anheuser Busch however, was determined to not let that happen to them. Through ingenuity, creativity and patience, they found alternate products and markets, including crafting truck bodies, making ice cream and selling brewers yeast. Because of their ingenuity, Anheuser Busch was ready to rebound, and in the first eight months after the repeal, they made three times the amount of beer as they had in 1919.
We in the concrete foundation industry have seen the boom of five years ago turn to bust. All of our members have struggled to survive and sadly some are no longer in business. We have had to make very difficult decisions, with more, likely still to come.
With the pressures we are facing, it is easy to forget to dream or hope. But let me challenge us all to do just that. Let’s think creatively, rebrand ourselves and dream once again. I want to encourage you to take advantage of the tremendous resources the CFA has to offer. Call a few fellow members and tell them your ideas, what you are thinking of trying and vice-versa. We need each other now more than ever.
I am reminded of an obscure character from the Bible, who, in the midst of his difficulties did not hold back hoping for bigger and better days. He is found in I Chronicles 4:9-10.
“There was a man named Jabez who was more honorable than any of his brothers. His mother named him Jabez because his birth had been so painful. He was the one who prayed to the God of Israel,“Oh, that you would bless me and expand my territory! Please be with me in all that I do and keep me from all trouble and pain. And God granted him his request.”
I look forward to serving as your President for these next two years and helping us all to stay focused on the future, dreaming dreams and producing results.
Tim Parrish, CFA President, Cornerstone Foundations
CFA Elects New Board Members
Parrish Assumes Presidency
CFA has announced the newest terms for its Board of Directors as well as a new President to direct its next two-year period.
During the CFA Annual Convention, held earlier this year at Chateau on the Lake in Branson, Missouri, the attending members elected Van Smith of Smith Brothers Concrete in Alden, New York to a one-year term to replace Jim Rowe of Fastrac Foundations and Neal Weiler of Weiler Walls, Inc. of Denver, Pennsylvania to serve a three-year term on the Board of Directors. In addition, Mike Hancock of Basement Contractors, Edmond, Oklahoma; Mark Saldana of Saldana Concrete, Inc., Rice, Minnesota; and Bruce Neale of Modern Foundations, Inc., Woodbine, Maryland were reelected to the Board for three-year terms.
Also at the meeting, Tim Parrish of Cornerstone Foundations, Harrisonburg, Virginia assumed the role of CFA President, replacing Dan Bromley of ABI Corporation, Lee’s Summit, Missouri. Parrish had previously served as chair of the CFA Promotions Committee and is currently focused on the development of historic perspective on the CFA. His plans for the Association over this next two-year period include a dedicated effort to grow the membership and strengthen the recognition of CFA as an investment for the good of your company. Parrish becomes the 24th president in the rich history of the CFA.
CFA Moves On Insurance Captive
The CFA Board of Directors voted at the summer board meeting to take the next step in the CFA self-insurance program. Business may be slow but if you are doing business, you are still buying insurance.
The CFA program will be modeled after the highly successful CSDA (Concrete Sawing and Drilling Association) insurance captive. That program, which suffered a setback (as did all insurance companies) after the terrorist attacks of 911, is now in its 9th year. Overall, premiums have dropped 40% since 2004. The captive has returned over $1 million in residual fund balances to insured members and is expected to return another 4 million when all claims have been settled.
The first step is to assemble the members who will invest the money necessary to fund the start-up costs (around $60,000). Judging from interest at the summer meeting there will likely be between 15-20 initial investors who will share equally in the start-up costs. This investment, with interest, will be paid back with reserves or by assessments to new participants.
Initial participants will need 5-year loss histories, current financial reports and a variety of other insurance related statistics so underwriters can evaluate risks, seek reinsurers, and establish the corporate structure of the venture. Once the initial investors are set, no one will be able to join until the venture has been initiated. At that time, minimum criteria for participation will be established.
The premise behind the CFA and all captives is that members self-insure normal losses and other risks as determined by the trustees. The captive then secures reinsurance at various levels to cover catastrophic losses.
Why are the CSDA and other captives successful? First and foremost is that your insurance premiums are paying only for the risks you decide to incur. You develop information on where accidents and losses are occurring in your industry and implement safety and education programs to reduce or control those risks. Second, you are not part of the general insurance pool. If you have standard insurance, you are not only paying for your risks (and you should note the number of exclusions and items that are not covered) but you are paying for risks that have nothing to do with your operations (such as an oil spill); Third, dubious claims are vigorously investigated instead of simply being paid; and lastly, you cut out the middle men. The agents, the general agents, and the overhead of those huge high rise insurance buildings are not paid by your premiums.
The start-up period could take anywhere from 6 months to 18 months. Savings will be minimal as the reserve fund is developed but as risk management and experience grows, so will savings. Initial insurance premiums will be the same as what you are currently paying.
The final decision will be made by the initial participants at the fall board meeting in Chicago. If you would like to participate in this venture, please contact me at your earliest convenience (ph 319-895-6940 or email esauter@cfawalls.org). I’ll forward the application and background information regarding the program.
Ed Sauter, Executive Director, CFA
CPMA WARNING LABELS AVAILABLE
The Concrete Pump Manufacturers Association (CPMA) has standardized two warning labels dealing with the hazard to the placing crew of the release of trapped air from the concrete hose during pumping (commonly referred to as ‘hose whipping’).
The labels are intended to educate the drivers of ready&mixed concrete trucks about the severity of the hazard of air in the concrete system, how to avoid the hazard, and how to minimize the hazard to the placing crew if air is accidentally taken into the concrete pump. The labels will appear near the hopper on concrete pumps manufactured by CPMA members.
In addition, the artwork for the labels, shown below, is available on the CPMA website (www.cpmass.org) for interested parties to download and use at safety meetings, to make their own labels, or for any other safety&related reason. The artwork is available as English/French, and as English/Spanish. The CPMA reserves the copyright for the artwork and text; if you plan on using it for non&safety related uses, please contact the CPMA for specific permission.
We encourage you to disseminate this information to ready&mixed concrete truck drivers, placing crew personnel, and any contractor using pumps to place concrete. It is the intention of the CPMA to reduce the number of incidences of placing crew personnel becoming injured by hose whippings; please contact us if you have any other suggestions for disseminating this information. Further information regarding hose whipping is available from the American Concrete Pumping Association (ACPA) at their website, www.concretepumpers.com.
