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By Sid Chadwick, Chadwick Consulting, Inc. – 10/21/2022 Published in American Printer “Man’s mind, once stretched by a new idea, never regains its original dimensions.”………….Oliver Wendell Holmes, Jr. INTRODUCTION: Recently, we were a critical part of a long-term client’s successful efforts to persuade his professionally successful son, and a close business associate friend of his son (with no commercial print experience) – to leave their high-powered sales jobs, and join our client’s commercial print company, long-term. Succession Plan – now in place. Our client’s company is immediately more valuable - to employees, to customers, to suppliers, and now – to the company’s founder. Those two young, high-powered sales executives did their homework on numerous issues, including, but not limited to: Our great industry’s expected future growth segments… Expected shrinking segments… Future employees’ needed skills… Suppliers worth their time… Technologies and certifications (e.g., SOC-II, and malware) that are expected to be critical… The value of customers’ Trade Shows… What KPIs (Key Performance Issues) do our industry’s associations prefer to ignore (or don’t understand), but which provide a clearer direction and much improved long-term performance… Those two new part-owners, announced October 20th, insist that their early months include their developing current customers and targeted major accounts….! For example, they’ve read several redacted major Customer Survey Reports – from our archives – from the last three years. They don’t want to overlook these opportunities to gain at least 7-figures of additional business from current customers while personally gaining priceless experience and customer introductions. SUMMARY In a private strategy discussion, these plans were set in motion about a year ago, offering significantly better results. Our client did not like the value M & A specialists were obtaining for sellers, especially since the buyer's names - kept reappearing. U. of Houston has a Spring 2023 Digifest, where they invite employers to meet graduating students, who display and discuss their work in many categories, including eMedia, e-Commerce, gaming and simulation, packaging, motion media, digital photography, graphic design, web, user experience, augmented and virtual reality. We have multiple clients who do not miss this rare Interviewing and Hiring opportunity. How important is top-trained talent to your company’s future and value….? “If you always do what you’ve always done, you’ll always get what you’ve always gotten”……………….Anonymous

By Sid Chadwick, Chadwick Consulting, Inc. – 10/07/2022 Published in American Printer “None of us is as smart as all of us”….J. Robert Oppenheimer Head of the Manhattan Project. INTRODUCTION: Successful leadership and talent are required for successful ownership…..Talent and leadership require time to develop. Too many owners do not have anyone designated as their probable successor. Penalties for that omission are multiple, including one less important reason for your average employee… to stay. Hiring needed talent and potential leadership I believe requires organizational participation, which includes a thoughtful perspective of your future talent needs. For example, “What are the forward-looking needs of your top 3-5 ‘Value-Added’ customers…?” Examples of organizational participation: Recognizing that your organization has profound influence on acceptance and success of any Intern or full-time candidate hired, what are the qualities and experience you and they want in potential candidates to be interviewed, and possibly hired? Shouldn’t they be involved in the Interview process? Given that you are probably hiring someone with some technical and production experience, what types of involvement with your different departments seem required – to be meaningful? In what order? Business Development competence in my opinion is critical for an owner. Learning a new employee’s background in this area is helpful, but live experiences with your organization may be the only way to provide credibility and leadership. These qualities require instruction, patience, motivation on the part of your candidate, and time. Importantly, as an opinion, these experiences and development of your candidate are critical. Address them early on. Do not procrastinate. (For improved communications, get your candidate involved with Toastmasters.) Have potential candidates visit your organization. Quietly but keenly be observant of interactions with your employees. Ask for feedback – from both your candidate(s) and your employees. Create a Position Description that requires a written Performance Review every six months. Feedback and objectives need to be clear: What’s expected to be learned, demonstrated, and accomplished – every 6 months.. (When you put this information in writing, it becomes important.) As Internships allow you to observe many qualities of your candidate, pay them for what they are expected to contribute, so that they can afford your temporary employment, and are grateful for the experience with your organization. (They can be ambassadors for your company at the university.) Remember, this is a courtship. I’m a believer in multiple candidates, for hedging a successful outcome. Your investment is designed to develop a long-term employee, whose presence elevates the value of your organization to (a) your customers, (b) fellow employees, and (c) to you. SUMMARY: Too many company owners don’t want a succession plan…. because: --- they like being president, and don’t have a “Plan B” for their life… --- that’s a subject they’ve been able to avoid… --- they plan to work on that….soon… --- none of their current employees are up to what the job requires, with its many nuances… --- they haven’t found the person they would feel good turning their company over to….yet….. --- etc., etc….. After about the age of 55, investments in technology, capital equipment, and training….. “tail-off”…. When the company is finally absorbed by a local competitor, there’s not much left. A good friend calls it “…a slow, steady glide into the side of a mountain.” Our last column offered two Graphic Communications Programs – that offer unusually talented graduates, looking for a company they can move into - and earn – Cal-Poly and The U. of Houston. Candidates… and Interviews – are available – at both schools. Give their Department Chairs… a call…for setting up Interviews…! “Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”…………..Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 09/23/2022 Published in American Printer “We can all see things we wish had been done differently”………………Queen Elizabeth II, at Dinner on Her 1st Visit to Ireland. INTRODUCTION: Owner neglect of a “Written Succession Plan” has existed so long across our great industry and associations, we seem to no longer see its consequences. (A smaller industry is NOT inevitable.) How industry suppliers have tolerated such neglect and consequences – by our associations, I have no explanation. There are at least two top-rated schools – turning out talented, motivated, highly skilled, uniquely trained graduates - some of whom are quietly wanting to become part of and acquire a company - now, through their sweat equity. These upcoming graduates are available for Internships, and your critical review and selection – for a much longer, equity building relationship. They can become part of your Succession Plan. My Two Recommendations for Selecting Interns: U. of Houston. Contact Dr. Jerry J. Waite (C: 832-656-3089; jwaite@uh.edu), for directions for Interviews, and Faculty recommendations for their Digital Media Program, College of Technology. Cal-Poly. Contact Colleen Larkin Twomey (W:678-469-9726; ctwomey@calpoly.edu) for directions for Interviews, and Faculty recommendations. A Few Follow-Through Issues - That Tend To Be Neglected: After an impressive and successful Internship, get your agreement with your talented candidate – up front - in writing, with at least six-month subsequent Reviews. I’ve watched one too many senior, talented Managers “walk” – because after years of personal development and service, nothing was happening and nothing was in writing. (If you aren’t willing to put your mutual understandings in writing – up front, where is trust…?) When you visit with your banker, take your “Understudy” with you – every time. Dealing with your banker(s) is serious business, and your understudy needs time to “season-in” – and hear your perspectives. Nothing quite equals such wake-up reality checks. Insist that your Understudy become competent in Business Development – preferably - a respected leader. “Challenges” develop leadership. And tough economic times are inevitable. Only those organizations with seasoned Business Development leadership – can expect to survive tough times. (This is not an option.) Make arrangements for your Understudy to visit organizations and individuals - you respect and admire for their values and performance. A critical review with you, preferably in writing - of what he/she observed, learned, and questioned – after such visits, should be mandatory. Track and discuss – with accountability - what is improving, and not improving. SUMMARY: With our great industry’s conditions, our associations have not made “Succession Planning” their top priority. Why is that…? After an owner reaches a certain senior age, without a firm succession plan, reinvestments tend to dry-up……Employees don’t miss the message. The day your qualified Understudy comes on board, with grit and determination to be successful, you can’t hide the potential - and hoped-for impact. Your company is potentially worth more – that day – to everyone. And everyone knows it. “My model for business is the Beatles. They were four guys that kept each others’ negative tendencies in check; they balanced each other. And the total was greater than the sum of the parts.”…………Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 09/16/2022 Published in American Printer “The place to improve the world is first in one’s own heart and head and hands, and then work outward from there. Other people can talk about how to expand the destiny of mankind. I just want to talk about how to fix a motorcycle. I think that what I have to say has more lasting value.”…..Robert Pirsig, author of Zen and the Art of Motorcycle Maintenance (1974) – selling more than 5 million copies (after being rejected… by more than 100 publishers…!)…..The Writer’s Almanac, Garrison Keillor INTRODUCTION: So many innovations we are told….…are accidents. Maybe not….. For talent, your organization is competing with every organization within 25 miles of your location. And much of that talent wants work - and project(s) – worth… their best efforts. Many employees do not know much about their customers, or what their company produces that their customers need…. or how it’s used. Customers in my experience like to tour facilities – of both their suppliers and their customers. Frequently, there’s a discussion – that leads to a suggestion or an insight to how a product or process can be improved, or used differently. At the very least, supplier and customer visitor discussions develop a deeper appreciation for how their tour host – and their own organization - contribute to the greater community. I still can’t remove from memory how a highly respected Plant Manager asked one of his Sales Reps if he could tour the customer’s plant that was using a proprietary, customized product the Plant Manager’s plant was producing. When asked why the request, he replied, “I suspect I can improve the design we’re being asked to produce.” Another General Manager shared that when he installed a “Suggestions for Company Improvements” box - in their Lunchroom, he then – intentionally - acknowledged all suggestions - and their authors – at their Monthly Employee Meetings. As a testament to the power of developing “community” in a company, that box is never empty…! (And, he reports their company’s workflow and profitability continue to slowly improve – which is also reported - from a stream of modest suggestions – that continue to add-up…!) SUMMARY: In our Plant Manager Peer Group Conference Calls, we encourage all participants, after a change for improvement has occurred – to go back and closely review - again – the new process or end product. Why? It’s different. And likely as not, if studied closely – has another opportunity for improvement – not previously recognized…! On an In-Plant Assignment for the U. of California state system, during a major recession, when a 350-employee In-Plant needed to be radically downsized – to meet reduced state budgets, I was visiting every 30 days. Toward the end of each visit, I would first review verbally, and then submit - between 35 and 50 written suggestions for improving workflow, communications, quality, and cutting costs. After each visit, their onsite project consultant (who was a retired Vietnam Veteran U.S. Marine pilot - from N.C….!), would implement most of the suggestions. When this process was in its 3rd cycle, he asked, “How can you uncover these new opportunities – on each visit?” My response, “Never stop going back and looking – again - for a new opportunity to improve….it’s almost always there…!” “Being the richest man in the cemetery doesn’t matter to me. Going to bed at night saying we’ve done something wonderful….that’s what matters to me.” ……………..Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 08/19/2022 Published in American Printer “When confronted with two evils…. I prefer the one I haven’t tried yet…..!”………………………….Mae West INTRODUCTION: “Can we successfully differentiate ourselves to expected target customers….?”……is one of four critical questions asked by Amazon senior management - when considering a major initiative. Amazon seems to know what they are doing. Lack of a purposeful business development strategy, that supports a superior differentiation, is determining who does not survive evolving, fast-changing market conditions Questions I try to ask, on the front end: What are your capabilities.....whether or not your customers know them….. and whether or not you recognize and promote them….? What projects and capabilities have you excelled producing….are you most proud having produced…did your customer(s) rave about …? What products or services have grown the most….have the best margins….have been easiest to sell and promote….? If we organize your customers by “customer category” (e.g., agencies vs. retail vs. manufacturers vs. packaging, etc.), and measure (a) their “value-added” contribution, and (b) profitability contribution, is there a discrepancy….? (Are some customer groups providing “higher value-added” vs. “profitability”.) Who your organization pursues and develops as customers now – determines what your company looks like – two and three years from now….! Who we pursue is who we sell……And direction is more important than speed. Only a few organizations are specific, based on “performance analysis”, who they pursue, and who they don’t – and should not - pursue. SUMMARY: All dollars going through your organization are not equal. Every time a prospect is pursued, a current customer is nurtured - your organization is investing its future. Few sales trainers, sales training organizations, and marketers - are: Conducting this type of frequent analysis, and then Guiding their clients to public Databases – containing almost unlimited target prospects they should be pursuing….prospects whom they: Have a history of successfully serving, with Higher margins, higher growth potential, and new customers’ revenues….! There’s almost always a better way to invest precious dollars… into Business Development. “The people who are crazy enough to think they can change the world…are the ones who do….”……………Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 08/05/2022 Published in American Printer “When you say no, you are only saying no to one option. When you say yes, you are saying no to every other option.”……….James Clear, Atomic Habits INTRODUCTION: Great coaches know that great teams require time, patience, discipline, and creative coaching – all coordinated into – “Great Strategies.” A recent column asked, “Does anyone measure Quotes Won with Options” vs. “Quotes won without Options?” (Evidence was presented from multiple sources that “Options win more work” – from subsequent discussions - but you wouldn’t know that if you didn’t measure – over time.) On a recent Monthly Plant Managers Conference Call, I asked, “What do you systematically measure and Report to a Department, Charting it on a Wall Chart in the Department?” Too many key Managers believe they’ve “done their job” - if their company’s work is - acceptable to their customer - and on-time re. delivery. I equate that to “Showing-up.” There’s not another Professional Service or Disciple where “Showing-up”… is all that’s expected. And, I hold senior management and owners accountable for: Not conducting Performance Reviews with their direct reports – every six months, which include, “What personal skill or talent are you working to develop or improve, that would make you more valuable to this company?” Not asking, “What are you doing to Report and Improve Performance - with your direct Reports?” Nick Saban of The U. of Alabama reports that he learned from Bill Belicheck of New England - to scan Scouting Reports for keywords, like “but” and “and”. “But” was a key that something was lacking. “And” was an introduction - that there was “more to learn” - about an individual or team. SUMMARY: A CEO recently turned our CEO Monthly Conference Call on its ear – when he reported that he was now personally conducting weekly one-hour management training sessions with a half-dozen of his brightest – not necessarily his current dept. supervisors. He had decided to personally accelerate growing the company he wanted. Sample subjects of weekly session discussions…? What information you don’t have, would allow you to plan better…? What wastes your time…? What do you want to be doing here in three years…? What information do you not receive (that exists ?), that you need…? Where do we waste time and/or materials…? What information would be helpful to our customers…that they don’t receive….? How can you solve a recurring problem, as a team…? My observation is that we are too often not “leading development of better results” - nor are we planning what we need to be doing – for how our world is changing - two years or sooner – in the future. “Be around people who have the values you want, not the things you want.”……..Jay Shetty, Life & Purpose Coach

By Sid Chadwick, Chadwick Consulting, Inc. – 07/22/2022 Published in American Printer “You can’t go out and practice average on Wednesday… average on Thursday… OK on Friday… and then expect to play well on Sunday.”……Tom Brady INTRODUCTION: For years I’ve encouraged Account Executives - and Estimators - to provide their customers – “Meaningful Options… on their Letters of Quote” - whether or not their customer requested those Options. I know that’s an uphill battle. Our industry is obsessive about efficiency and productivity. Estimators are asked, “How many Quotes were generated today?” Seldom are Estimators asked, “What’s your winning Quote percentage…?” Those qualities of efficiency and productivity have their merits and their place. (However – given the direction of our culture and the need for personal interaction, there are numerous situations where qualities relating to “personal interaction efficiency” …are self-destructive…!) Benefits for you to produce meaningful Options on your Quote letters - are multiple: That Quote has more value to its recipient…! That Quote – looks different. That Quote raises issues – possibly (probably..?) not previously considered…! That Quote can often generate… a meaningful discussion… that often does not include your competitors. That Quote…with the surprising Option(s)…can lead to customer discussions…that put you in charge of winning that work…! Recently, I began counting the names of companies that I know who are creating “On-line Quote Request Forms”, for customers to fill out. (That’s troubled me…in a market and time where buyers tend to know less….customer interaction - is being reduced…even eliminated…!) As another opportunity for creating a Customer Survey arrived in our office for a client wanting to become more important to current customers, plus grow his revenues - immediately, our client allowed us to create a provocative question on his Customer Survey – for his customers to answer: “Would you like to be able to discuss Specifications of Projects - early in the Quoting process? (Please check one.) ______ Yes ______ No So far, all respondents are answering the question, and approximately 80%+ are saying…..”YES”…! SUMMARY: A dear client recently had a major contract up for renewal. Contract was for about $700,000 - $800,000 a month. Specifications were clear and had not changed in several years. A competitor …offered the option of a slightly lighter weight sheet (that also ran faster through folding and addressing), which overall saved about 10% a month….! The long-term, current supplier could have offered the same savings but had assumed that “the long-term specifications – were the only acceptable specifications.” Their competitor has the new contract. “Options” win work – even major work….! “People do not decide their future…they decide their habits…and their habits decide their future.”……F.M. Alexander, The Top Leadership Quotes of 2021.

By Sid Chadwick, Chadwick Consulting, Inc. – 07/08/2022 Published in American Printer “Few can claim credit… for all that’s accomplished in their lifetime and name……”…….Anonymous INTRODUCTION: We are being reminded, daily it seems, that “Freedom isn’t Free.” Most of us are not aware of the personal price most of our “Signers of the Declaration of Independence” paid. There were 56 men who signed the Declaration of Independence. Five signers were captured by the British as traitors and tortured ….before they died. Twelve had their homes ransacked, and burned. One had his two sons captured. Nine of the 56 fought and died from wounds or hardships in the War. Two lost their sons, serving in the Revolutionary Army. Carter Baxton of Virginia, a wealthy trader and planter, saw his ships swept from the seas by the British Navy. He was forced to sell his home and properties to pay his debts and died in rags. Francis Lewis had his home and property destroyed. The British jailed his wife, and she died within a few months. At the Battle of Yorktown, Thomas Nelson quietly urged George Washington to open fire on his home, which Cornwallis had taken over. The home was destroyed, and Nelson died bankrupt. John Hart was driven from his wife’s bedside as she was dying. For more than a year he lived in forests and caves, returning home to find his wife had died, and his 13 children vanished. He subsequently died from exhaustion and a broken heart. Vandals of British soldiers looted properties of Dillery, Hall, Clymer, Walkton, Gwinnett, Heyward, Rutledge, and Middelton. Nine were farmers and large plantation owners, eleven were merchants, and twenty-four were lawyers and jurists. These were not ordinary men. “They were soft-spoken men of means and education. They signed and pledged their lives, their fortunes, and their sacred honor.” SUMMARY: The price these men and their families, and many, many other men and women have paid – for you and me to have the choices… and freedoms we are allowed. Let us remind ourselves, and those whom we love and respect, that this price is carried – to every generation. Where are there opportunities to educate and inform – our current and next generations….? “…In our military, lack of time to reflect is the single biggest deficiency in senior decision-makers.”....Secretary Gen. Jim Mattis, Call Sign Chaos, p.200. Resource: The Constitution Mobile, powered by WordPress.

By Sid Chadwick, Chadwick Consulting, Inc. – 06/17/2022 Published in American Printer “A time of turbulence is a dangerous time…… but its greatest danger is a temptation to deny reality…”….Peter Drucker, Consultant, Writer, Strategist INTRODUCTION: Janet Yellen recently admitted to CNN – “I was wrong last year to believe Inflation to be transitory” …. (The Wall Street Journal). She wasn’t by herself…there was a lot of support for her views to go around – as the Fed was, by her admission, using old analysis to new, never-before-experienced – Data…and conditions. Let’s do a brief reality check: We’re continuing to be “short” basic building supplies for housing. (That’s not expected to change - for at least three more years, as we’re short that much home building materials and labor.) Many Commercial Print organizations are “short” – experienced personnel – and could easily hire another 5% of their current workforce. (Skilled pay in some metro areas is up 30%+.) Mills and Paper Distributors tell us, “We will take care of our best and most loyal customers”. That’s “code” for taking care of their largest, best-paying customers – 1st. …And there appears no objection expressed from our associations – but – that has the effect of contracting our industry faster, as modest and smaller Print organizations – can’t win orders – without paper, and customers turn to alternative media. The U.S. has significant oil and gas reserves. Yet transportation costs of an extra $100/week+ are disrupting work, employment, and family stability – as individuals must make radical changes to their transportation needs. Our Federal Reserve has “one blunt tool” to correct Inflation: Interest Rates - which has the effect of theoretically punishing all parties equally – but particularly those lower on the economic ladder. (We now have families that suddenly can’t afford: (a) how much their rents are being raised – and must find someplace else to live, (b) to buy a home – and compete against deep-pocketed out-of-town investors. (So much for the stabilizing effects of family-home ownership - as local home and real estate organizations – push back.) SUMMARY: My list of out-of-balance issues – runs much longer, as I believe your list does also. My conclusion is that – “We must relearn to cooperate and compromise – and clarify the rules of a God-fearing society - to solve our collective problems, or we are on our way - to losing our democracy. It’s not just about what I want. And…Inflation does not appear to be THE total problem, though it certainly is a part of the problem… that’s being created. Our society, for a very long time, made value decisions… “For the greater good”.

By Sid Chadwick, Chadwick Consulting, Inc. – 06/3/2022 Published in American Printer “The buck stops here…..”…..Harry S. Truman INTRODUCTION: On a recent CEO Peer Group Conference Call, our Agenda requested Members to share what they were doing differently in 2022 - with newly hired employees – to improve both hiring and retention of employees, especially new employees. Results of these discussions also showed improved revenues - and margins….! One CEO member, who’s known for personally attending to issues requiring change in his company (of well-over 400 employees) – got everyone’s attention when he shared: “We learned that some of our long-term employees were not welcoming new employees….” “A few of our long term employees were not proactively sharing job-related information - that would be helpful to a new employee….” We stepped-up communicating what we expected of our company community – for assisting our new fellow employees to become a meaningful part of what we stand for, including what values and initiatives - are expected. We also doubled-up what was expected of assigned mentors, and then followed-up to make sure those details are happening – with a genuine sense of goodwill. Productivity changes per shift and department – were reported to front-line new and long-term personnel – weekly. You might ask, "Were there any changes in results…?" Results measured – and observed: Quality of applicants – noticeably improved - over the last 4-6 months. Number of short-term hires leaving in 1st 30-90 days – dramatically reduced. Productivity per employee hour worked – noticeably improved. A number of long-term and new employees who had left – returned…! We started doing a better job of checking competitors’ pay and benefits – and matching similar grades of skill. Note: We had invested in air-conditioning our three Plants - over the two previous years – something our competitors had not done. Clearly, we had an “edge” re. “Benefits ”- that was paying off. SUMMARY: Pay and benefits - are important. But a “Positive Atmosphere” and “Genuine Goodwill” – are impossible to fake – or compensate - with only pay. Do your homework – and don’t just “play” with good suggestions and ideas. Put them into action….and follow-up – always. If your 1st suggestion needs to change – then change it. A great workforce tends to lead to increased revenues – and improved margins…! “All that is required for the triumph of evil is that good men do nothing.”……..Edmund Burk Copyright© 2022 Chadwick Consulting, Inc. All rights reserved. *Contact Us* Phone: (336) 558-4939

By Sid Chadwick, Chadwick Consulting, Inc. – 05/20/2022 Published in American Printer "I would say to the House, as I said to those who have joined this government: 'I have nothing to offer but blood, toil, tears, and sweat.' We have before us an ordeal of the most grievous kind. We have before us many, many long months of struggle and of suffering. You ask, what is our policy? I can say: It is to wage war, by sea, by land, and air, with all our might and with all the strength that God can give us; to wage war against a monstrous tyranny, never surpassed in the dark, lamentable catalogue of human crime."…………….Winston Churchill, Before Parliament, on his 3rd Day as Prime Minister, The Writer’s Almanac, May 13, 2022, (This speech took place May 13, 1940) INTRODUCTION: We are slowly recognizing that we are caught in a tangle of evil - that must be discerned, and overcome. Few of us know the depth of benefits we enjoy – from sacrifices by those who have gone before us. More recently, earlier decisions from our leaders, designed to avoid tough decisions, did not deter our adversaries, but rather emboldened them to pursue their ambitions. Today, we have representatives in our midst, who do not appear to be able to turn, face - and “hold the line”. Our great industry is experiencing loss and turnover of skilled personnel, to self-destructive levels. Yesterday, on a Plant Managers’ Peer Group Conference Call, I asked, “Do any of you have in your Personnel Manuals, instructions for employees of all ranks, on ‘How, If Necessary, To Properly Leave Your Organization’…?” Not one organization attending that Conference Call - had instructions or issues to consider. Our Discussion Included – if you care, responsibly about your fellow employees, and the organization that has employed and trained you, your Personnel Manual should ask you to consider: Discussing with your Supervisor your situation, and can some reconciliation be worked out for you to: (a) stay, or (b) stay to train your replacement(s). Listing your duties, responsibilities, and activities – that on your leaving, must subsequently be covered. What information or skills, are you the only one who knows – or – Who are your backup personnel – with that knowledge…? After leaving, are you available to train another fellow employee – in the evening or weekends…or for part-time weekend work? (During a recent hospital stay, most of my nurses were “contract workers” – from other parts of the U.S or even other countries.) How much time can you provide your employer, and fellow employees, to find replacements, before you leave? (A future employer who is not considerate of the employer you are leaving, should probably be reconsidered.) SUMMARY: Many of our organizations are like large, invisible communities, with tentacles that stretch far beyond our everyday communities. Wanzie Collins, CEO of Panaprint, had a valued Bindery employee recently tell him he was needing to move to Orlando, to assist in caring for a family member. He wanted Wanzie to have adequate “Notice”, though there were no instructions in Panaprint’s Personnel Policy Manual. Wanzie asked if he would need a job in Orlando, which he did. Wanzie immediately called three Printers in the Orlando metro area, and all three offered Panaprint’s current employee – a job, just on Wanzie’s endorsement. Our Personnel Manuals should provide proper and helpful guidance, though every situation is a little different. Today, most Personnel Manuals - provide little guidance. Whether we leave an employer responsibly, or not so responsibly, that word follows us. And our Personnel Manuals are but a beginning point to create a much needed stability and respect - for the loss of valuable employees - and their employers.

By Sid Chadwick, Chadwick Consulting, Inc. – 05/06/2022 Published in American Printer “…Among prime age workers aged 25 to 54, around 20% anticipate leaving within a year……”……..The Wall Street Journal, April 25, Section A INTRODUCTION: Imagine retraining 20%+ of your workforce….every year…..going forward. What % of your costly errors and spoilage… are created by “new employees”…? Take a deep breath. …Now increase that spoilage percentage… by 20%...! Over the last year, did your customers have higher or lower “reliability of delivery” expectations….? (Increase your number of lost important customers by…let’s say….conservatively…20%...) There are strategies to counteract these conditions: The company should have a central goal – that’s frequently mentioned by Sr. Mgmt. And every department should have supporting goals, in writing, that can be measured, and reported - that support the company’s central goal. An internal monthly Newsletter – that keeps everyone “connected”- especially re. new customers, new employees, and major upcoming events and awards. Note: Humor counts. A Monthly Report from Sr. Mgmt., especially in writing, re. company progress, what needs to improve, testimonials from customers, and recognition for sacrifices made by employees – for the company. Employees should be kept updated re. the company’s contributions to community organizations, like schools, food and fund-drives, and volunteer commitments (e.g., “Read, Write, Spell”.) Contributions from front-line personnel should always receive recognition from Sr. Mgmt. 6. New employees should be assigned a Mentor – for at least their 1st 90 days. (Turnover of new employees is about 500%+… that of long-term employees.) 7. Semi-annual written Performance Reviews, where the employee is asked, among many other issues, “What would you like to be doing here in a year or two…?” SUMMARY: Additional costs of a new employee are easily twice that of their 1st year’s earnings, when counting: (a) recruitment, (b) testing and interviewing, (c) slower productivity, (d) errors and spoilage, (e) lost production from a position’s vacancy, and (f) lost customers and orders. A treasured client recently lost two key employees, that if an “Employee Survey” had been administered, problems in the ranks would most likely have been uncovered – and hidden problems - allowed to be addressed. How much pain are you willing to experience, before you commit to doing everything necessary – to stop your “Employee Exits”….? I assure you, well-run, profitable companies are doing most if not all those suggestions….! The Wall Street Journal… recently reported that the greatest threat to heightened Inflation… is employees continuing to leave – for a 10%+ pay increase………..