Slow to Hire, Quick to Fire… BS.

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Slow to Hire, Quick to Fire… BS.

This post is a reprint of the article by the same name by Rich Cruz.

Antiquated Hiring Philosophy May Hamper Growth

Recently, I applied and interviewed for an open executive position at a well-established company in the construction industry. Despite its success and expansion, my experience with their hiring process raised serious concerns. After nearly two months of waiting for my first interview and being told the hiring decision wouldn’t be made for at least two more months in the future, I underwent three interviews and was asked to produce a detailed 30, 60, and 90-day plan. Excited to move to the next level, I submitted a high-level outline of a plan via email, explaining that I cannot deliver a full plan without knowing more about the company through examining and analyzing data. The hiring manager insisted on a full PowerPoint presentation, and he coupled his request with the statement, “I am slow to hire and quick to fire.” This led me to withdraw from the process. This phrase, often touted in business owner coaching or peer-group circles, prompted me to delve into why it might have some fundamental flaws.

 

The Myth of “Slow to Hire, Quick to Fire”

 

The phrase “slow to hire, quick to fire” has its roots in the belief that thorough hiring processes ensure better employee fit and swift terminations minimize the impact of poor hires. Proponents argue that this approach leads to a more productive and harmonious workplace. Indeed, some literature supports this philosophy, such as articles from Harvard Business Review and Forbes. However, from an Industrial-Organizational Psychology perspective, this approach can pose a detrimental threat to both individual and organizational performance. While hiring for fit for a position with a company should involve rigor, too many assessments, interviews, work samples, or other forms of evaluation can reduce the pool of candidates and pose risks to the organization.

 

The Downside of “Slow to Hire”

 

An unbalanced approach that does not emphasize timely and efficient hiring processes can create detriments for both employees and organizations. Some drawbacks include:

 

  1. Talent Drain: Lengthy hiring processes can lead to the loss of top talent. High-caliber candidates often have multiple opportunities and may not wait months for a decision. As Peter Drucker famously noted, “The best way to predict the future is to create it.” Creating a future with top talent requires swift, decisive action.
  2. Increased Costs: Prolonged vacancies can result in significant costs in terms of lost productivity and the expenses associated with extended recruitment efforts. According to Kouzes and Posner, effective leadership creates a vision and rallies people around it. Delays in hiring disrupt this vision and impede progress.
  3. Negative Candidate Experience: A cumbersome hiring process can damage an organization’s reputation. Candidates talk, and word spreads quickly about companies with inefficient recruitment practices. This can lead to a tarnished employer brand, making it harder to attract top talent in the future.

 

The Pitfalls of “Quick to Fire”

 

Similarly, organizations that fail to invest in their employees and nurture organizational citizenship behaviors (OCBs) with on-the-job training, coaching, rewards, and other reinforcement can suffer consequences such as:

 

  1. Cultural Impact: Frequent terminations can create a culture of fear and uncertainty. Locke and Latham’s Goal Setting Theory emphasizes the importance of clear, attainable goals for employee motivation. A “quick to fire” approach undermines this by fostering instability and mistrust.
  2. Loss of Investment: Hiring and onboarding can cost as much as 1.5 times a worker’s salary. Quick terminations mean the organization loses its recruitment, training, and development investment. Additionally, the constant churn can disrupt team dynamics and hinder long-term projects.
  3. Erosion of Employee Morale: The psychological contract between employer and employee has its foundation in mutual trust and respect. When employees see their peers seemingly indiscriminately terminated, it can lead to decreased morale, engagement, and loyalty. Positive Organizational Behavior (POB) framework – which highlights the importance of hope, confidence, and resilience in fostering a productive workforce – supports the consequences of broken psychological contracts.

 

Evidence from Experts

 

The literature from scholarly resources and best-selling authors offers insight into better ways to attract and retain top talent.

 

  1. Peter Drucker: Drucker emphasized the importance of nurturing talent and creating a culture of continuous improvement. His writings suggest that a balanced approach to hiring and firing, focusing on development and fit, provides a more sustainable workplace than extreme practices.
  2. Kouzes and Posner: In their works on leadership, Kouzes and Posner highlight the significance of fostering an inclusive, supportive environment. Leaders should focus on building relationships and empowering employees rather than relying on punitive measures.
  3. Locke and Latham: Their Goal Setting Theory underscores the need for achievable goals for individuals and work groups tied to organizational objectives. A hasty firing approach disrupts goal alignment and diminishes the sense of purpose within the organization.
  4. Angela Duckworth and Carol Dweck: Their research on grit and growth mindset, respectively, points to the importance of perseverance and learning from mistakes. Quick terminations deprive both the employee and the organization of the opportunity to grow and improve.

 

While “slow to hire, quick to fire” might appear as a catchy mantra, it falls short when scrutinized through the lens of Industrial-Organizational Psychology and leadership theory. A more balanced approach, emphasizing timely yet thorough hiring processes and supportive, development-focused retention strategies, is key to fostering a thriving organizational culture. My recent experience underscores the importance of evaluating not just the processes but potential employers’ underlying values and culture. Ultimately, businesses that invest in their people by balancing rigor with empathy possess a better chance to succeed in the long run.

 

References

 

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Good, Better, Best Rebuild Options

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Good, Better, Best Rebuild Options

Guest writer Ron Wilson tackles the gold standard of componentry in this week’s blog post: “Good, Better, Best Rebuild Options.”

Over the years working in the service areas of a dealership (regardless of the brand) we have most likely heard the customer say the dealership “gold plates” the component rebuild. Which means: Price is too high, over builds the components, not providing options to the customers. 

Often the dealership will provide discounts on a rebuild to meet the customers’ pricing concerns. Discounting cuts into the dealers’ profit margins and doesn’t address the image of being overpriced. 

The dealership can address the complaint by providing repair/rebuild options that will meet the individual needs of the customer. The marketing concept “Good, Better, Best” (GBB) is a pricing and marketing strategy to address the various customers’ price points and the life expectancy of the component/machine. Below is a breakdown of the concept from the customer’s view:

  • Good:
    • Price level: Lowest
    • Quality Level Basic
    • Essential repair/rebuild with minimal extras.
    • Meets customer life expectancy of the component- just one more season, get it through this year and will the trade/auction/sell machine.
    • Minimal warranty expectation
  • Better:
    • Machine mid-life rebuilds.
    • Balancing out the component rebuild with the life expectancy of the overall machine.
    • Due to the increased level of rebuild an increase in warranty/life expectancy is expected. 
    • Increased price level due to increased level of rebuild (additional parts and labor) to complete the rebuild.
  • Best:
    • Highest level of rebuild.
    • Additional warranty coverage available
    • Higher expectations relating to the level of parts and labor required to complete the rebuild.
    • Maybe considered equal (or remarkably close) to a new component
    • Higher level of warranty coverage, with possibly extended warranty offering available

Benefits of the “Good, Better, Best” Strategy:

  • Market Segmentation: Allows the dealership to meet the needs of a wider customer base with varying repair/rebuild budgets and expectations. 
  • Customer Choice: Empowers and includes the customers in the repair/rebuild process to choose the repair/rebuild level that best meets their needs and financial capacity.
  • Revenue Optimization for the Dealership: Increases potential revenue by capturing sales across different price points. Many customers may be going to your competitors because the repair options are available within your dealership.
  • Provides standardized and consistency to the rebuild process: Standardization and consistency improves turn time, quality of work, and fewer job interruptions due to waiting for decisions from customers.
  • Upselling Opportunities: Provides the customers an opportunity to move up to a higher price tier based on the additional added value and features.

Implementation Tips

  • Clearly Define Features: Make sure each tier is well-defined in terms of features and benefits. A common understanding between those that have established the price, rebuilds the components, and the salesforce that communicates the various levels of rebuilds to the customers.
  • Transparent Pricing: Clearly communicate the differences in pricing and what customers get at each level. Utilize visual diagram/cut away images to show what is included within each rebuild level.
  • Customer Feedback: Use customer feedback to refine and adjust the tiers to better meet customer needs and preferences over time.
  • Regular Reviews: Periodically review and adjust the tiers to ensure they remain competitive and aligned with market demands.
  • Utilized the Dealer’s Rebuild History to Establish Rebuild Level: The dealers rebuild history can be a great starting point to identify which subcomponent to include in which rebuild level.
  • Work Closely with the Dealers OEM: Gain input from the OEM based on their historical information and awareness of other dealers that have already developed these offerings.
  • Visit with Your Customers to Identify what the various Repair Options should Include:  This can be done as part of a customer focus meeting, Parts and Service Sales team conduct interviews, and examine what the competitors are providing.

Using the “Good, Better, Best” pricing model can help businesses effectively segment their offerings, appeal to a broader audience, and maximize their revenue while being more competitive in the marketplace and providing a level of rebuild the customer can select that best fits their needs.

Look at the article “The Good-Better-Best Approach to Pricing. Why every company should consider a tiered model.”  Written by Rafi Mohammed and published in the September-October 2018 Harvard Business Review.

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The Art of Effective Systems

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The Arts of Effective Systems

Curriculum Designer Caroline Slee-Poulos has been in training sessions for the past several days and decided to share some of the content in her blog post for this week, “The Art of Effective Systems.”

The Art of Effective Systems

First of all, I don’t think it’s an art. Today, I think it might be more like one of those Tough Mudder endurance events: sweaty, muddy, and something that makes you question your own motivations.

W. Edwards Deming, thought of as the father of the quality movement (along with many, many other achievements), stated the following:

“If you can’t describe what you’re doing as a process, then you don’t know what you’re doing.”

No problem, right? We all know what we are doing…on our own…in our own little silos. In our classes, we often describe the importance of agreement. Everyone needs to understand what it is that we do, and they need to agree that it is the right thing to do. That agreement piece can be a hurdle all its own, but it is time to check our own practices as well. Do we have the conversation in the first place? Does everyone know and understand what it is that we do?

In order for something to qualify as a system, it must be something that can be described, predicted, and replicated.

When you assess your systems, do they meet those three criteria?

Systems apply to the capital goods industry, but also to just about every industry and organization. When your systems are properly structured, the people within the system know how to function and what they contribute to it. They also support the other individuals in the system.

I invite you to look at the systems you have in place within your business. Are they functioning correctly? Are the systems the same, no matter who is doing the task? If not, what needs to change?

The analysis can only benefit you.

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What would you give for safety?

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What would you give for safety?

Guest writer Dan Kinsman is asking you consider best practices in today’s blog post, asking you to consider, “What would you give for safety?”

I have recently noticed an increase in load shifts, damage, and improper securement of loads of bricks/cement blocks, it led me to ask, “what would I give for safety?” What would be acceptable for our industry to give for safety? If we had to give 500 pounds of tare weight for a safer vehicle, would that be worth it? What if it were 1,000 pounds, would that be worth not having material fall off the trailer due to improperly stacked or secured loads? 

In Europe they took a simple approach, they have trailers specifically built for these kinds of loads, and while they can be used for general flatbed freight, they are more tailored to building materials. 

These trailers have a short side kit that is made of aluminum, it can be swung down out of the way, but in the event that a cube of bricks or block is not stacked correctly, or one breaks in transit, they will stay on the trailer long enough for the driver to get stopped. 

Above we see one of these trailers, offered by German manufacturer Krone. This trailer design is not significantly heavier than their standard design, adding less than 1,000 pounds to the tare weight, but significantly improving safety for the public, driver, and company. Among the many changes in thought for these trailers is moving the anchor points to the interior of the wall, instead of the exterior of the deck, meaning it is safer from damage, much more difficult for someone to tamper with, and it creates a barrier to retain the material should a bundle shift. 

Beyond brick and block loads, these trailers would be an excellent trailer for palletized loads of mulch, super sacks, lumber, even roofing and insulation loads could benefit from the increased safety of such trailers. As we look into the areas of the flatbed industry where loads are notoriously difficult to secure, we will further look for solutions that can be implemented to assist the driver in making those loads safe, and eventually, maybe we will see a day when there are no more load shifts nationwide.

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Practical Applications of Gen AI in Daily Tasks

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Practical Applications of Gen AI in Daily Tasks

Guest writer Sara Hanks walks us through the hype from the beginning of Chat GPT into where we are with AI today in “Practical Applications of Gen AI in Daily Tasks.”

When ChatGPT was launched in November 2022 by OpenAI, there was a ton of hype surrounding large language models. Many companies envisioned the revolutionary impact AI could have on company workflows and productivity. Over the past two years, ChatGPT and other models have seen numerous updates and expansions, integrated more advanced features, and become more user-friendly. It has been incorporated into various applications, from customer support to content creation, proving its versatility and value. 

There are various options available for integrating AI into your work processes. Tools like ChatGPT, Microsoft CoPilot and Google’s Gemini can be accessed directly through web interfaces. Other companies offer AI integration through APIs that can be embedded into existing software. Additionally, platforms like Microsoft Azure and Google Cloud provide comprehensive AI and machine learning services that can be tailored to specific business needs. These services often include pre-built models and tools for building custom AI solutions, making it easier for businesses of all sizes to leverage AI technology. In other words, AI is widely accessible. However, there remains a sizable portion of the workforce that has yet to adopt AI tools into their daily routines. This blog aims to share some practical applications of how I have integrated AI into my workflow.

Initiating Tasks

Ever get stuck getting started on a task? Do you find yourself wondering what to write? One of the first examples of integrating a large language model (LLM) into my daily workload is broad support for starting tasks. For instance, I use our company-approved chatbot to draft emails or documents. For example, I can input an email as part of the prompt and ask the bot to generate a reply with key information I want to convey. Of course, the output often needs revision to ensure it doesn’t sound too robotic and to trim down overly lengthy responses. It helps me create presentation outlines. By stating the audience, the purpose of the meeting, the length of the meeting and key outcome I’d like to achieve, the AI returns a structured outline as a good starting point.

Summarizing

Another use case is summarizing lengthy email chains, especially when I get pulled into a conversation late. Instead of reading the entire chain, I input the emails into the bot and ask it to summarize the key points and identify who should be included in follow-up meetings. This has saved me a significant amount of time reading and digesting email threads.

Summarizing meetings and extracting information is another significant benefit. Tools like Microsoft Teams can record meetings and generate transcripts, which can then be uploaded into the bot. I can ask for summaries, detailed breakdowns of discussions by agenda item, and action item lists, complete with timestamps. This automation reduces the time spent on notetaking and allows for more efficient follow-up on meeting actions.

Extracting Information

I also use chatbots to query lengthy documents. For example, our company’s 20-page policy document can be daunting to read in full. Instead, I input my specific question into the bot and receive a concise answer. Additionally, I can ask the bot to generate a summary report of the document’s key points, which can then be used for training purposes. Large Language Models are generally good at extracting specific details from text documents and after refining prompts can extract accurate information.

Analysis

Sentiment analysis is another area where LLMs have proven useful. Sometimes, it’s challenging to gauge the tone of an email or chat response. AI can analyze these messages to determine if they are positive or negative. Sentiment can be applied broadly with a large list of customer feedback. The AI can analyze each piece of feedback, analyze the trends, and summarize the overall results. This analysis can reveal areas for improvement based on the sentiment of the feedback, allowing for more targeted follow-up questions. It used to take a team of people weeks to review customer surveys and summarize the findings. AI can produce the same results in seconds / minutes.

Translation

Translation is another daily use case. Working in a global company, I often encounter data in various languages. AI tools help me translate this data into a common language, making it easier to read, analyze and even build additional machine learning models.

Just for Fun

In my personal life, I’ve found creative ways to integrate AI. One fun experiment was asking AI to create a four-course meal with wine pairings. Although I didn’t agree with all the suggestions, it was an enjoyable experience. Additionally, I use AI to track my nutritional intake. Instead of manually entering food items into apps like MyFitnessPal, I voice my meals into ChatGPT and receive macro breakdowns. While some results need a critical eye, it generally provides a helpful overview.

Integrating AI into both my professional and personal life has been transformative, enhancing productivity and providing innovative solutions to everyday tasks. Staring at a blank page wondering what’s next is a thing of the past. If anyone is looking to explore AI’s potential, I highly recommend starting with these practical applications.

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Population shift will soon drive trucking tidal wave, an expert says

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Population shift will soon drive trucking tidal wave, an expert says

This week, we present an article by another trucking industry expert and colleague of Bob Rutherford: Jason Cannon. Jason reports here on a keynote speech given by Ken Gronbach on the shifts of industry in “Population shift will soon drive trucking tidal wave, an expert says.”

Author, demographer, and generational marketer Ken Gronbach delivered the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

A freight trough that has plagued trucking since emerging from the COVID-19 pandemic is temporary, and recovery will be spurred by the largest housing, construction and consuming market in U.S. history, said author, demographer and generational marketer Ken Gronbach in his delivery of the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

There are currently 170 million people under the age of forty in the U.S.

“This is a record for our country,” Gronbach said, adding that trucking is a business of moving stuff, and the need to move stuff “is coming your way, and you better prepare for it.” 

Generation X is nine million people smaller than the Baby Boomer generation, pulling a tide of would-be workers and consumers out of the pool and helping cripple the housing market and the automotive market in the early 2000s. As those 170 million mature and participate in the economy, “what is going to happen to the United States is unprecedented,” Gronbach said.

“The bad news is, you have to change,” Gronbach added, noting that legacy business practices are unlikely to win over a consumer base that makes decisions based on three key factors: “Make my life easy. Save me some time. Don’t rip me off.” 

Staring down the barrel of a hotly and, at times ugly, presidential election cycle, Gronbach said math suggests liberals will win the political wrestling matches in the immediate future simply because there are more of them by several million, adding that people generally move from liberal to conservative as they age. 

“We’re losing a conservative every eight seconds,” he said, “and we’re gaining a liberal every eight seconds.”

Not only is the population base skewing younger, its racial and cultural makeup is shifting. 

The generational population gap between Baby Boomers and Generation X was filled by Latinos, and Latinos are currently driving the U.S. labor force, Gronbach said, adding Caucasians are now a minority in the U.S., and the level of immigration into the U.S. is as high as it was in the early 1900s.

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How Equipment Dealers Can Leverage Email Marketing

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How Equipment Dealers Can Leverage Email Marketing

Guest writer Debbie Frakes takes a detailed and instructive approach in this week’s blog, “How Equipment Dealers Can Leverage Email Marketing.”

Email marketing is a vital component of an equipment dealer’s strategy. It’s an efficient method to consistently present your brand, products, and services to customers. The advantages of email marketing include reminding clients of your offerings, encouraging purchases, and establishing yourself as the go to expert for customers and prospects. 

To fully leverage the benefits of email marketing for equipment dealers, proper execution is key. We’ve compiled the most important components to include in your emails for effective equipment dealer marketing.

What Dealers Should Include in Marketing Emails 

The steps listed here are a road map for you to follow.

Highlight your full range of services. 

It’s crucial to highlight all your capabilities because everyone is not always in the market for new equipment. You need to highlight all the things you offer in your email campaigns. All equipment owners purchase parts, service, and rentals a lot more often than they buy a new machine. 

Continuously update your email distribution list  

About 20% to 30% of the email addresses on your list will go bad every year. That means that nearly a third of your contacts may not be receiving your marketing emails. To address this problem, regularly verify your contacts’ information and add new leads and new customers as they come in.

Provide a clear call to action. 

Make it straightforward for recipients to take desired actions. Each email section should have a visible next step. For instance, include a scheduling option for preventive maintenance discussions or a link for more information about new equipment.

Create honest subject lines. 

To maximize the benefits of email marketing, recipients must trust you. While “clickbait” subject lines have become common to boost open rates, they often lead to customer frustration. Instead, craft compelling subject lines that offer value or pique interest, but ensure they accurately reflect the email’s content.

Optimize for mobile viewing. 

Ensure your emails are mobile friendly. People check emails on their phones as much as, if not more than, on desktops. Emails that don’t display well on mobile devices can harm your company’s image. Assess your emails across various browsers and devices to ensure consistent appearance.

Deliver professional and readable content. 

For dealers to extract maximum value from marketing emails, they need to be easy to understand by their recipients. While your emails can be engaging and reflect your brand voice, they should appear polished with high quality images and appealing designs. Be clear and concise to demonstrate your understanding of customers’ challenges and how you can help.

Send emails consistently. 

Regular communication keeps your brand top of mind for your customers. Establish a consistent email schedule that aligns with your business cycles and customers’ needs.

Personalize your messages. 

Use customer data to tailor your emails. Personalized content can significantly improve engagement and conversion rates.

 

For expert assistance in maximizing the benefits of email marketing for equipment dealers, reach out to our partner, Winsby Inc. They will manage the entire process of email creation and distribution and demonstrate their effectiveness through measurable results. Typically, customers on their dealers’ email lists purchase two to three times more often than customers who are not receiving the emails!

Contact Winsby Today! 

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The Underappreciated Foundation

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The Underappreciated Foundation

Guest writer John Anderson reminds us that the only constant is change. In “The Underappreciated Foundation,” we take a look at technology and innovation, and the Dealer Management System.

In the ever-evolving landscape of technology and business systems, observing the new wave of arrivals is always fascinating. In an environment where change is the norm, numerous opportunities arise that spark excitement. Tracking market disruptors like Heave, offering on-demand equipment services, and other innovative startups, is particularly thrilling.

Understanding the Complexity of Dealerships

However, alongside these innovators, the industry also sees its share of newcomers who often lack a deep understanding of the specific nuances required. These entrants often have names crafted by marketing firms to sound like the perfect solution to any problem. Each year, someone introduces a “new and modern” Dealership Management System (DMS), promising digital dealership transformations with the latest technology stack, developed in record time. The issue is that these entrants often lack the pedigree and deep understanding required for this extremely specific business.

An equipment dealership is a nuanced enterprise. Success in this field demands more than just money and theory; it requires a profound understanding of equipment distribution, market comprehension, and decades of knowledge. The same holds true for your DMS or business management system. It is not glamorous or attention-grabbing until you fully understand its role and importance in daily operations. Even then, it remains a utilitarian and disciplined tool, essential for organizing the organization. Yet, every year, new contenders enter the market with the latest dealership management tools, hoping to entice you with short-term gratification while overlooking foundational needs.

The House Analogy: A Closer Look

Let’s use a house as an analogy. Your business system is the house, with crucial but often overlooked utilities in the basement. You need a robust accounting package capable of handling multiple product lines, branches, and international divisions, scalable to your market. It must meet specific reporting requirements for your manufacturer and stakeholders. This enterprise accounting is sophisticated, much like an electrical panel—vital but underappreciated.

Similarly, your parts inventory, sales, and control systems are like the water services in your home, deeply embedded in the foundation, providing essential information to the enterprise. A simple parts record for a stocked part includes a minimum of two hundred data elements, covering ordering formulas, weighted averaging, stocking criteria, price fluctuations, sales metrics, and more. The intricacies of remanufactured and core parts, coupled with necessary manufacturer interfaces for ordering, warranty, and programs, add to the complexity. It is far more than just a parts catalog or lookup functionality.

Why New Entrants Often Fall Short

So, what do these freshman providers bring with their “New DMS”? They offer furniture for your house, paint, decor, and some appliances. We have analytics only because we have data in the foundation. We have new ways to check in rental equipment because of the foundational equipment control and accounting systems. We boast a state-of-the-art CRM application because we have customer records dating back years, fed by all foundational systems in the DMS. When someone says they integrate, it often means they lack the skill, knowledge, or time to build it themselves and will integrate with existing systems. This approach has merit but remember that the hierarchy of systems and the foundation is critical. It’s not always plug and play.

The core applications of a DMS are sometimes seen as dinosaurs, perceived as incompatible with next-generation requirements. However, they are not outdated; they are highly sophisticated repositories essential for the entire business. They are the ultimate archive and gatekeeper, crucial for the operation of a modern equipment dealership. Try unplugging it for five days and witness the chaos it creates.

The Future of Dealership Management Systems

I once heard an industry expert predict that the DMS will become obsolete, replaced by a suite of “best of breed” applications connected in the cloud to provide comprehensive tools for running a modern dealership. I disagree. That’s like trying to build a car from various parts without considering the need for a frame and wheels. Forward-thinking is valuable, but the reality is you still need a solid foundation, whether it’s local or in the cloud.

So, next time you go down to your basement or consider your foundation, appreciate it for what it is. Remember, without it, the house above has nothing to stand on.

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

Learning Without Scars is pleased to introduce our new guest writers, Dan Shipley and Dan Kinsman. Today brings their first blog post for us here at LWS, with “Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency.” 

The Flatbed Safety & Securement Group (FSSG) envisions just that. Our mission is to revolutionize the flatbed industry by making safety the priority. We aim to support industry leaders in navigating the complex landscape of cargo securement including regulations education and best practices; while also giving drivers the tools they need to perform their jobs safely and education they need to be safe on the road while transporting a load.

Picture a team well-versed in the latest FMCSR and CVSA guidelines, working exclusively with you and your drivers, ensuring your operations meet and exceed regulatory standards. Envision thorough on-the-job training and online resources, including the FSSG ITF (Introduction to Flatbed) Handbook, covering general knowledge in the flatbed industry, best securement practices, and specialized transportation education. This would empower your team with the knowledge they need to secure and transport your loads safely and effectively.

Imagine brokers being knowledgeable about flatbed transportation, understanding the intricacies of securement, compliance, and weight management. This would lead to more efficient and safer operations, benefiting everyone involved in the logistics chain.

Additionally, picture a dedicated team that works with shippers nationwide, ensuring that transportation companies are equipped with proper securement guidelines for even the most intricate loads. This collaboration ensures that every shipment, regardless of its complexity, is handled with the utmost care and expertise. Saving everyone money.

To further our mission, we have partnered with Learning Without Scars to bring something special to the industry, enhancing our educational offerings and providing unparalleled resources to our members.

While FSSG is still in its formative stages, we are committed to becoming a leading force in flatbed safety and securement. We aim to partner with industry leaders to ensure fleets operate with the highest standards of safety, compliance, and efficiency.

Connect with us to learn more ✉️ sales@flatbed-safety.com

Daniel Kinsman Ron Slee Learning Without Scars LLC

As we work with the “two Dan’s” we are excited to be involved in developing learning programs for the Flat-Bed Drivers and in general the Flat-Bed Industry. Our platform of sharing information helps everyone to achieve their personal and professional potential. We aim to provide tools for everyone to continue their path to being all that they can be. These two men are the type of people that this country was built on and we are proud to be working with them.

Dan Kinsman biography:

I was introduced to the transportation industry at 7 years old, when I climbed into the cab of a setback axle Freightliner FLB, and 11 years later I would climb out of a truck, eventually joining the Marine Corps. Following four years of service, I returned to the industry, thinking it would only be for a short time. 

I specifically chose to pursue flatbed, as it was extremely complex and something that would physically and mentally challenge me, as the amount to consider with securing every load was a challenge I looked forward to facing. I received expert training in 2012 at TMC, had even more knowledge poured into me by Big Mike at Hunt Transportation, and then all that knowledge was put to the test at AIM Integrated, doing local LTL flatbed, where a normal load would be 20,000 pounds, require 14 chains and a handful of straps to keep it all on the trailer. 

I spent a lot of time further growing my knowledge of the rules and regulations to do my job better. In 2018 I moved from that account to driving a heavy haul truck for AIM, grossing 102,000 on a light 5 axle flatbed with multiple coils, I had to become an expert at weight management and securement, coils are unforgiving, and load securement has no room for error. 

In 2021 I got married, and following some encouragement from my wife, in 2022 I chose to return to OTR, going to Miller Transfer, and further growing my knowledge and skill set. Over the years, I have been fortunate to assist in designing a specialty trailer for the transport of carbon black, pull a set of C-doubles, and pull kingpin steered trailers, grossing over 350,000 pounds over my driving career.

In 2022 I was pulled onto a scale in Hubbard, OH, they asked if I would be able to help do spot training of a driver, as he had no idea what he was doing, and this scale knew I was a trainer for my employer (AIM). I walked away from that and immediately looked for anywhere on social media where there might be people that would help this driver, and I found Flatbed Safety and Securement Group. I found a group that was looking to mentor and train new drivers, something I am passionate about, as all my former students would still reach out to me at times for advice or help. My new job taught me even more, lessons I shared with others, it also exposed me to how many drivers receive little to no training to pull flatbed, and that did not sit well with me. After some discussion with the group’s founder, we started to look at possibly moving it into being a business and service for the industry, with our eventual goal being to see a day when the only times a load leaves a trailer is when it is unloaded. 

One fateful call resulted in meeting Ron Slee and Learning Without Scars, and we started moving from a dream to a plan.

Dan Shipley biography:

I started my career in the trucking industry in 2015 after graduating from Roadmaster Driving School in Columbus, OH. My journey to this point has been anything but conventional. Growing up without much structure, I dropped out of school at the end of the 9th grade but earned my GED the following year. Determined to make something of myself, I enrolled in Job Corps, where I studied Homeland Security: Security & Protective Services and became certified in corrections. 

However, finding a career in that field proved challenging, likely due to my educational background. After the birth of my first child, I realized that working at a gas station wouldn’t be sufficient to support my family. It was then that I decided to pursue a career in trucking. After obtaining my CDL, my life took a wonderful turn when I met my wife. I fell in love with her on the first day we met, and we’ve been together for 9 years. I quit my first trucking job to move in with her, and together, we’ve built a home and welcomed our daughter in 2017. 

Throughout my trucking career, I’ve had the opportunity to explore various functions within the industry, including dry van, reefer, end dump, dump truck, tanker, frameless end dump, flatbed, step deck, and open top trailers. This diverse experience has given me a well-rounded understanding of the industry. 

When I began my career in flatbed, I quickly realized there was a lack of formal training available. Concerned about safety and the potential risks on the road, I decided to take action. Two years ago, I founded the Flatbed Safety & Securement Group (FSSG) to provide accessible training resources and ensure that drivers are well-prepared to operate safely and effectively. Today, FSSG boasts a following of over 8,400 members and continues to grow each day. 

The group has received numerous compliments and praises for its structure and the support it offers. FSSG is recognized by several law enforcement agencies and numerous trucking companies of various sizes. My commitment to improving industry standards and my proactive approach to problem-solving have driven me to make meaningful contributions to the field. 

I am passionate about continuous learning and dedicated to making a positive impact in the industry. My core values include safety, excellence, and innovation, which I strive to uphold in all my endeavors. My vision is to continue driving change and improving safety standards, ensuring that every driver has the knowledge and resources needed to succeed.

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The role of DMN on the next great idea

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The role of DMN on the next great idea

Guest writer John Anderson brings you this week’s blog post courtesy of forgetting his earbuds for a 10k run. Read on to learn more about our mind’s Default Mode Network in “The Role of DMN on the Next Great Idea.”

Blog after blog, podcast after podcast, and even during presentations, I harp on about developing new ideas. I critique software for not being innovative and bash some of the biggest players in the market for still peddling ideas I developed for them 15 years ago. You’re encouraged to think outside the box, be a disruptor, a thought leader, and deliver fresh, innovative ideas but nobody teaches you how to do that.  And there are fewer people everyday who inherently think this way. 

But not everyone is wired to think the same way. Some people naturally look for better solutions. I often say, give a difficult job to a lazy person, and they’ll show you the easiest way to do it. Couple that with your best plan, and you have a real winner. But that doesn’t solve the problem of actually coming up with the idea, the plan, the change, or the strategy you need.

For most people, they are task-focused. It’s like walking up to a comedian and saying, “Be funny!” There’s a lot more involved in getting there than just asking, and believe me, I do a lot of asking. Consultants are experts at asking questions and then guiding you through the solutions. I used to say a consultant will steal your watch and then charge you to tell you the time. Now, as a consultant, I still agree with the statement, but I understand its value. The challenge is you don’t have time to look at the watch. You need to learn how to foster that thought, and I’m going to share one of my secrets.

This morning, a hot Saturday morning, I went to the park and decided I was going to run a slow and purposeful 10 kilometers. At 60 years of age, that’s quite a feat before noon. I usually have my earbuds and listen to some motivating music on the way out and an enlightening podcast on the way back. Since I left quickly and quietly so as not to wake my partner, I forgot my precious earbuds. Keep in mind this little self-propelled journey takes just over an hour for me, so the sound of my footsteps was all I had.

The first 10 minutes, I went over everything I was feeling, what I wanted for breakfast, pondered the geese on the path, and listened to my breathing. Basically, I was just doing an inventory of everything around me, and before you knew it, my mind was wandering. I was replaying conversations I had earlier in the week, reframing solutions, or playing an extended game of “Would have, Should have, Could Have.” I started pondering a development project I’m going to start, a new game-changing product. I came up with a strategy I need to deploy with another small team. It was like I couldn’t stop the ideas. While my legs just pounded out on autopilot, my mind was having a great time doing all the things it didn’t have time to do when I was using it. I thought through my menu for the week, some travel stops I would like to make, and yes, I even thought about this particular article.

What is this Phenomenon and What Causes It?

When you go for a walk or run without music or podcasts, something interesting happens in your brain. Your mind enters a state known as the “default mode network” (DMN), which is active when you’re at rest and not focused on external tasks.

What is the Default Mode Network?

The DMN is a group of brain regions that light up when you’re daydreaming, recalling memories, or thinking about the future. It’s like your brain’s default setting when it’s not processing external information. The main components of the DMN include the medial prefrontal cortex (mPFC), posterior cingulate cortex (PCC), precuneus, and the angular gyrus. These areas become more active when we are internally focused, allowing us to reflect, imagine, and plan.

Benefits of Engaging the DMN

  1. Creativity Boost.
    1. Without distractions, your mind can wander freely, leading to creative insights and problem-solving. 
      1. This spontaneous mental activity fosters divergent thinking, a critical component of creativity. 
      2. Studies have shown that when the DMN is activated, individuals can experience more “aha” moments and generate novel ideas.
    2. Mental Health.
      1. Engaging the DMN can reduce stress and anxiety by providing a mental break and promoting emotional processing. 
        1. This downtime allows the brain to decompress and integrate experiences, which is essential for emotional regulation and mental well-being. 
        2. Research suggests that regular engagement of the DMN through activities like mindfulness and reflective thinking can improve overall mental health.
    3. Flow State.
      1. You might experience a deep, immersive focus, often called a “flow state,” which is both rewarding and rejuvenating. 
        1. The flow state occurs when you’re fully absorbed in an activity, leading to heightened productivity and satisfaction. 
        2. This state is associated with optimal brain function and can enhance learning and skill development.

Mindful Breaks. 

Use your walks or runs as a form of moving meditation. Focus on your surroundings and your thoughts. Pay attention to the rhythm of your footsteps, the sound of your breathing, and the sights and smells around you. This practice can enhance your mindfulness skills and promote a sense of presence.

Creative Thinking: 

Allow these unplugged moments to become your brainstorming sessions. Many people find their best ideas come when their minds are free to wander. Try to embrace this mental freedom and let your thoughts flow naturally. You might be surprised by the creative solutions and innovative ideas that emerge during these periods of mental relaxation.

Next time you head out for a run or walk, leave the headphones behind and let your brain enter its default mode. You might be surprised by the benefits! By allowing your mind to wander, you can tap into a powerful source of creativity, reduce stress, and experience a greater sense of well-being. So, take a break from the constant noise and give your brain the space it needs to thrive.

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