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  • What Mark Are You... Passionately....Leaving...?

    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

  • Effective Virtual Customer Communications… Are Critical….!

    By Sid Chadwick, Chadwick Consulting, Inc. – 08/20/2021 Published in American Printer “The single biggest problem in communication is the illusion it has taken place.”……………………….George Bernard Shaw INTRODUCTION: Virtual Communications with customers ….may be the critical success link… for your organization….and its future. Sales Reps and CSR’s…remote… or in the office….are dropping out. Paralyzing turnover of experienced personnel in these key communications positions… is decimating the organization’s future prospects. Recruitment of hirable replacements challenges the toughest managers…who have not yet learned to promote the support, recognition, and ongoing Training these key positions (should) receive. Too often, senior management makes sure they stay….. “above the action.” In the last month, we’ve received multiple complaints and requests for assistance re. “perceived communications ineffectiveness of their customer contact personnel”….representing many different positions in an organization. A few suggestions…that can lead to changes in your Team atmosphere, and accomplishments: Work as a Team to identify problems, share experiences, make changes, identify what can be improved — and your desired outcomes. Have daily and weekly “Check-ups”. Be flexible…! Recognize “wins” – that do not have to be orders….so that others on your Team don’t miss the signals in similar customer conversations. Share with each other how to make better use of your time. Customer relationships, of any quality and depth, require time, depth, patience, and persistence (Dick Gorelick called this “Industrial Courtship”.) Work to develop specific metrics…that lead to success. For example: I’ll call 5 of my neglected customers — each week, and also send supportive emails, hand-written notes, and announcements. I’ll work to obtain one Referral every two weeks, that I follow up within one week. I’ll ask at least two different customers each week, “Why do you buy from us, and what would you like to see us improve?” (I’ll be sure to share what I hear, good or bad – at our Weekly Team Reviews.) A great resource: Remote, Inc., by Robert C. Pozen and Alexandra Samuel. (Note: The authors recommend reading Remote, Inc. – as a Team.) SUMMARY: Identify “your elephant in the room”…… and attack it..! Call the association you trust most and ask for their best independent Educator or Trainer – in Communications. You cannot afford to allow conditions you are observing and experiencing…to continue. To do nothing….is totally unacceptable. “The only safe thing is to take a chance. Play safe and you are dead. Taking risks is the essence of good work, and the difference between safe and bold can only be defined by yourself since no one else knows what you are hoping when you embark on anything.”……….Mike Nichols

  • Comfortable…..Confused……or Focused… and In-Gear…!

    By Sid Chadwick, Chadwick Consulting, Inc. – 09/03/2021 Published in American Printer “For if any are hearers of the word and not doers, they are like those who look at themselves in a mirror, for they look at themselves and, on going away, immediately forget what they were like. But those who look into the perfect law, the law of liberty, and persevere, being not hearers who forget but doers who act – they will be blessed in their doing.”……..Book of James, Chapter 1 INTRODUCTION: I recently uncovered that members of a special Peer Group were not following through on what we’d discussed, and shared. Really, there were several items not followed through on. But one participant, who’s also his modest company’s Technology and Production Manager (Director), called and asked questions re. our recommended “Post-Plant Tour Customer Survey” (e.g., How to implement..? Why implement..? Was it really effective in uncovering additional opportunities – at an important prospect..?) Unknown to me at the beginning of his questions, he had a major prospect scheduled to visit – next day. He subsequently handed off the Post-Plant Tour Survey to his prospect – at the end of the Tour. Here are parts of the personal letter – he received back, in his pre-stamped and pre-addressed return envelope (along with the Survey – and its evaluations): “Good morning Ken, …Attached is your Survey….’wanted to thank you for being so generous with your time…we really appreciated the tour. It looks like you have a great operation and you’re certainly very knowledgeable and a leader in the industry – so thank you for your insights. Your Survey asked me to compare you to other printers that I had toured and it just so happens that I’ve toured one other and that’s Prisma –  in Phoenix. They have a huge operation and are very impressive – so compared to them I graded you “The Same” in almost everything. They didn’t send me a post-Survey though so you’ve got them on the follow-up for sure, as well as some other things I noted….. Hopefully (name of company) can find some business to send your way. I really appreciate (name of Plant Tour & Survey sponsor)’s openness to work with us.….. Managing Partner” SUMMARY: Several observations: The Plant Tour’s facilitator, clearly a “Production-Plant Manager”, is an excellent communicator. The Plant Tour, and particularly the Post-Tour Survey, successfully differentiated the Tour sponsor – against a competitor 50X+ their size. Opportunities to include experienced, talented Production Managers with target customers’ and prospects’ communications……are almost unlimited. This is not a tough business to grow…if we’ll get out of our “false comfort zones” – and work with a Mission – to develop our Team. “Wise leadership requires collaboration; otherwise it will lead to failure.”…………Gen. Jim Mattis, Call Sign Chaos, p.210.

  • Performance Bonds…. Performance Bonds…….? ………We Don’t Need Performance Bonds....!

    By Sid Chadwick, Chadwick Consulting, Inc. – 10/01/2021 Published in American Printer “….by their actions… and inactions…they demonstrated lack of due diligence…”….Gen. Jim Mattis, Call Sign Chaos, p. 167. INTRODUCTION: My client…. was buying a sophisticated, multiple 7-figure Press, from a foreign manufacturer. His high-priced attorneys missed it. He, the President, the Buyer… missed it. I wasn’t offered a chance to review the Contract. (My client had never experienced my reviewing a Contract…especially re. equipment for which I had no engineering experience….my focus would be elsewhere….) Key question to ask, when the stakes are high – that are too seldom asked? “What are the worst things… that can happen…..?” In a previous life, my boss gave me a project to make happen, that subsequently increased in value… every year.  My “reduced-risk” lifesaver… for dealing with unknown architects and contractors…in Mississippi…about 500 miles away…? Get a “Performance Bond"… from the contractor, that protected my company (the Buyer)…against multiple potential forms of non-performance….that might and could happen. Back to the current major Press purchase, a significant loan from a domestic bank was required, with progress payments to the European Manufacturer. The loan was time specific, and not dependent on delivery...and operational performance from the foreign manufacturer. “What are the worst things that can happen…?” The European Press manufacturer was late on delivery…by well over six months…Their Press was another over six months late… becoming operational…and never…. reached performance specifications that were originally requested… and agreed to……! The cumulative damage to the Buyer… including to customers….was real…accumulating monthly…and inescapable…. SUMMARY: In my several Pressroom Workshops with Ray Prince, he tutored me on what should be required from a Press Manufacturer, or a previous Press owner…And… as I remember….he acknowledged that he had not observed a required Performance Bond… from the manufacturer…or seller…to protect the Buyer. I wince when I read descriptions of used Presses for sale…when I read how “newest and best”…. Performance Innovations… are proclaimed by Manufacturers…and sellers. Isn’t it time to protect the Buyers…up-front….against late deliveries….under-performance…and non-performance….? Withholding a “Progress Payment”…may not come close to covering incurred, unexpected costs, lost revenues, and disruptions – to your business relationships with important customers. Performance Bonds…are a real option to protect Buyers…and not just for Press purchases….! “…we needed to focus on removing the vulnerability, not whining about the problem…..”…………Gen. Jim Mattis, Call Sign Chaos, p.157.

  • What Did Our Leaders Trade…..

    By Sid Chadwick, Chadwick Consulting, Inc. – 03/04/2022 Published in American Printer “…I have, myself, full confidence that if all do their duty, if nothing is neglected, and if the best arrangements are made, as they are being made, we shall prove ourselves once again able to defend our island home, to ride out the storm of war, and to outlive the menace of tyranny, if necessary… for years… if necessary… alone….We must be careful not to assign this deliverance the attributes of a victory. Wars are not won by evacuations…”…Subsequent to successful evacuations from Dunkirk, Winston Churchill, June 4, 1940, “We Shall Fight On The Beaches” INTRODUCTION: We are observing, via modern telecast reporting, a country fighting for its life, for its very existence. Families are breaking apart, as women and children catch trains to the West, and Dads and sons turn to go to war, knowing their probable odds. I have questions… that haunt me. Aren’t they also fighting… our battle…? If not for Ukraine, then us…? Isn’t it in our interest, as a country…with significant resources……as a great print and publishing industry….to get involved…? What is our debt… to have persuaded Ukraine to give up their nuclear weapons…? In a previous life, as my company was frequently operating on “the edge”, I made sure everyone understood that we would prevail – if each of us gave our best – every day….no exceptions. We were to also be alert to teammates who were struggling, to give them a lift, a shoulder, if one was needed. We pushed everything to its limits….and ultimately, we tripled revenues… in three and a half years. SUMMARY: One of the cornerstones of our country’s defense has been to “maintain a safe and credible nuclear deterrent so that those weapons are never used…” (I must have missed that Report from our political leaders.) To hold back anything needed by the Ukrainian people, at this critical juncture, is to tempt - “Snatching Defeat - from the Jaws of Victory.” Ukraine gave up their nuclear weapons in 1994, through papers signed in Moscow, before the U.S and Russia. No country will ever give up their nuclear weapons again - in this generation. “Dynamite in the hands of a child,” wrote Winston Churchill, “is not more dangerous than a strong policy weakly carried out.….And America today lives with the consequences of emboldened adversaries and shaken allies”….Gen. Jim Mattis, Call Sign Chaos, p.228.

  • Russian Roulette…or…Does Your Company Have A Strategy…..?

    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

  • What Gets Measured – Gets Managed – And Improved

    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

  • Options – Win Work – Even Major Work…!

    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.

  • What Happened to the Lives of the Signers of The Declaration of Independence

    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.

  • How You Make Decisions…and Use Your TIME…Determines Who Wins

    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”.

  • Newly Hired Employees - Deserve Our Best....! And....Conditions Are Changing...Are We Changing...?

    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

  • Do We See The Depth... of Our Decisions.....?

    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.

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