Reskill and Upskill Plan

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Reskill and Upskill Plan

Guest writer Ron Wilson brings a blog post on lifelong learning this week with “Reskill and Upskill Plan.”

I came across a book titled “Long Life Learning” written by Michelle Weise. The title intrigued me due to my interest in and commitment to Lifelong Learning.  The need for skills changes along the way and this book does an excellent job of sharing the why’s and how’s of the challenge.

Here are a few quotes from the book that will help set the importance of the rest of the article.

  • Workers who are fifty-five and older are staying in the workforce well into their 60s and 70s.
  • Many of the baby boomers will experience at least twelve job changes by the time they retire.
  • The number of job transitions will only increase with time, as people confront longer and more turbulent work lives.
  • Education has largely been thought of as a “one and done” experience.
  • Technology’s transformation of nearly every facet of our economy means that we will all need to develop new skills and knowledge at a pace and scale never seen before.
  • The future of work changes the future of learning.

Developing a Personal Reskill and Upskill Plan

The bullet points above, and many other examples in the book, identifies the importance and provides direction in developing a personal reskill and upskill plan that will be critical in success of our business, and our employees.

Developing a personal reskill and upskill plan is crucial in today’s rapidly evolving professional landscape. Here are several key reasons why it is important:

  1. Adaptability to Technological Changes
  • Technological Advancement: We have all experienced the challenges of implementing a new business system and updated technology within an organization. Industries are experiencing rapid technological advancements, requiring continuous learning to stay relevant. Automation, AI, and digital transformation are changing job requirements. In a previous blog I shared the expansion of the “Tool Belt Generation” job titles and career paths that are providing many new opportunities to the employees of today. New roles, new skills, and upgrading old skills.
  • Job Market Evolution: Roles that exist today might be obsolete tomorrow, while new roles will emerge. Reskilling and upskilling ensure individuals can transition smoothly into a new job function. Reskilling and upskilling will play a significant role in addressing the labor shortage issues.
  1. Career Growth and Opportunities
  • Enhanced Employability: Employers value employees who are proactive about their learning. A well-rounded skill set makes individuals more attractive to current and potential employers.
  • Promotion and Salary Increase: Upskilling can lead to higher responsibilities, promotions, and better compensation. Demonstrating a commitment to ongoing learning can also increase an employee’s chances of career advancement.
  1. Personal Development and Job Satisfaction
  • Increased Confidence: Gaining new skills boosts confidence and empowers individuals to take on new challenges.
  • Job Satisfaction: Engaging in continuous learning can lead to greater job satisfaction as employees feel more competent and capable in their roles.
  1. Economic Stability
  • Job Security: Continuous learning helps in maintaining job security in an unpredictable economic climate. Employees with a broad skill set are more likely to retain their jobs during layoffs.
  • Financial Resilience: With a diverse skill set, individuals can explore freelance opportunities or transition between industries more easily, contributing to financial stability.
  1. Innovation and Creativity
  • Encouraging Innovation: Learning new skills can spark creativity and innovation. Employees who bring fresh perspectives and innovative ideas are invaluable to organizations.
  • Problem-Solving: A diverse skill set enhances problem-solving abilities, enabling employees to approach challenges from various angles.
  1. Lifelong Learning Culture
  • Adaptation Mindset: Developing a habit of continuous learning fosters a growth mindset. This mindset is essential for personal and professional development.
  • Setting an Example: Individuals who prioritize their own learning can inspire colleagues and peers, contributing to a culture of continuous improvement within the organization.
  1. Navigating Career Transitions
  • Career Shifts: Whether by choice or necessity, reskilling and upskilling provide the tools needed for successful career transitions. This is particularly important for those switching industries or roles.
  • Futureproofing: Proactively acquiring new skills can future-proof a career, preparing individuals for unforeseen changes in their professional paths.

Developing an Effective Plan. 

Now that we have listed several reasons why Reskill and Upskill plans are important, let’s look at what a personal reskill and upskill plan may consist of:

  1. Assess Current Skills: Identify strengths and areas for improvement. Regularly assess the current skills of employees to identify gaps and areas for development.
  2. Offer Diverse Learning Options: Provide a variety of learning formats such as workshops, online courses, mentorship programs, and on-the-job training.
  3. Set Clear Goals: Align Training with Business Goals: Ensure that reskilling and upskilling initiatives are aligned with the strategic goals of the organization. Define what you want to achieve, and the skills required to reach those goals.
  4. Research Trends: Stay informed about industry trends and emerging skills. Look outside the dealership in other industries and how similar roles have changed.
  5. Create a Learning Path: Choose courses, workshops, or certifications that align with your goals.
  6. Allocate Time: Dedicate specific time for learning and practice regularly.
  7. Seek Feedback: Engage with mentors or peers for constructive feedback.
  8. Monitor Progress: Regularly review your progress and adjust your plan as needed. Track and Measure Progress: Monitor the effectiveness of training programs and adjust as needed to ensure the evolving needs of the organization and its employees are being met and accomplished.
  9. Encourage Lifelong Learning: Foster an environment where continuous learning is valued and encouraged.
  10. Provide Support and Resources: Offer the necessary resources, including time, funding, and access to learning platforms, to support employees’ development.

This all sounds complicated and time consuming, but start here:

  • A few roles across the organization and expand systematically.
  • Review the current job descriptions and the changes required to meet the needs of the future.
  • Identify avenues of training. This may be accomplished in-house, with local community colleges, professional dealer training organizations (such Learning without Scares), and professional certification programs. Most likely it will be a combination of the available resources.
  • Define a training path that includes length of training time, length of executing/practicing the new skills, assess the success of the training.
  • Celebrate along the way.
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Bob on Sales

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Bob on Sales

Bob Rutherford returns for his weekly blog post with “Bob on Sales.” It may be a self-explanatory title, but readers don’t want to miss out on the rich information here.

I have a problem. Over the years I have not kept my work very well organized and just can’t push a button and find something, even with all the search functions. However, this is what I am going to use as my introduction to the Learning Without Scars followers.

Are you born to be a salesperson? Do you need to have the gift of gab? Can you be trained to be a professional salesperson? How’s your sense of humor? Can you tell a good joke without screwing it up? Can you really succeed in sales without really trying? Please share your answers in the comments section.

 #LearningWithoutScars

Let’s Start with Sales. Selling.

I grew up in the trucking industry, the machine shop industry, and the “Hell No we Won’t Go” anti-war industry, and discovered there really is a Military-industrial Complex. Just the other day I was explaining to a business associate why military equipment cost so much. I used my real-life example as a young man who had a draft card in his wallet that listed me as 1-A and 2-S most of the time.

I attended college during the day and worked swing shift at a defense plant making aircraft fasteners. We made exploding bolts among other things. These were used to literally blow the canopy of a jet fighter when pilots decide to eject.

I was an exploding bolt inspector some of the time. Here’s what I remember to the best of my ability. We would build exploding bolts in batches of 300. For 150 bolts to pass inspection, we would blow up 150 bolts. That right there, doubles the price, right? IF ONE BOLT fails, we blow up the other 150 bolts. As far as I remember, on my watch, never ever did a bolt in the second round of testing fail. It could take manufacturing 600 bolts to get 150 good ones. What’s that cost? So, assuming pilots’ lives are worth saving and we don’t want fighter jets falling out of the sky, things can get expensive fast.

This introduction brings us to the subjects of the day and what I have been told is my unique perspective on business, selling in business, education, and the politics of logistics.

I saw a recent survey on LinkedIn that asked the questions:

“Did You Intend on Being in Sales?” or “Did You Just Fall into Sales?” I got into sales because the old axiom is true, “Nothing happens until someone sells something.” I was an Industrial Engineer and had to “sell” an appropriations committee on purchasing a package of equipment. I had heard through the grapevine that the committee thought it was their duty to shred young engineers into tiny bits and try to make them cry. So, I prepared. I insisted that I attend a trade show so I could meet potential vendors one on one. Buying and selling are different sides of the same coin. I took copious notes.

I found two kinds of salespeople at that show. Those that tried to sell me, like I was the actual buyer, and the ones I ended up doing business with, the ones that asked me the probing questions and found out that I was going to be their stand-in salesperson. I was going to sell the committee that that they would never get to address in person. The smart salespeople taught me about their product and how to sell it. Smartest tip from that tradeshow: Deal with objects in your presentation, never as an objection.

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Are You Thinking About Clowning Around with Six Sigma?

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Are You Thinking About Clowning Around with Six Sigma?

Guest writer and Industry Expert Bob Rutherford walks us through the industry example of “The Emperor’s New Clothes” with this article: Are You Thinking About Clowning Around with Six Sigma? This is a repost of his blog from May 21st on our site.

The other day, I had a Zoom meeting with a befuddled CEO in India who was interested in me giving him the lowdown on Six Sigma since I have been writing extensively about leadership and Doctor Deming on LinkedIn.

So, with a heavy heart and a light sense of irony, here’s the breakdown of this so-called revolutionary quality management system that I shared with him:

The Great Statisticians.

Ah, the legends of modern Quality, the statistical superheroes—Dr. Shewhart, Professor Deming, Professor Chambers, Dr. Taguchi, and Dr. Wheeler. They laid down the law of quality like bosses. Deming even came up with his “14 points for management,” a kind of list of quality commandments for bewildered executives. Who doesn’t love a good commandment from on high, especially when it’s dressed up in statistical jargon?

The Dropout Disaster. 

Enter stage left, an obscure dropout from Uni and a Motorola employee, Mr. Bill Smith. He took Deming’s pearls of wisdom and, like a toddler with Play-Doh, molded them into something unrecognizable. His little experiment resulted in a quality apocalypse, with a mean shift of 1.5 sigma. Bravo, Mr. Smith! Because nothing says “quality” like a dropout with a wild idea and a dab of statistical ignorance.

The High School Huckster. 

Then there’s Harry, Mr. Smith’s partner in statistical crime. A high school teacher with the ethics of a used car salesman, Harry smelled opportunity. He concocted a theory so convoluted that even Einstein would scratch his head. His stroke of genius? Turning Smith’s catastrophe into the cornerstone of Six Sigma, complete with colored belts and logic filters. A true visionary, or maybe just a master of bamboozlement, because what’s a good scam without a touch of intentional obfuscation and some colorful accessories?

The Gullible CEO. 

But wait, there’s more! None of this would’ve taken flight if it weren’t for Neutron Jack, the CEO with a penchant for blindly throwing money at anything that sounded vaguely smart. Despite not understanding a word Harry said, Jack coughed up a cool billion like it was pocket change. Ah, corporate brilliance at its finest. In other words, who needs comprehension when you’ve got deep pockets and a desire to appear cutting-edge?

The Consultant Crawl. 

And lo and behold, with the birth of Six Sigma came a swarm of consultants, emerging from their hiding places like rats in a cheese factory. Eager to sink their teeth into the juicy pie of corporate ignorance, they led countless companies down the garden path, promising miracles and delivering mediocrity because what’s a scam without an entourage of opportunistic consultants, right?

The Fallout. 

Unsurprisingly, the Six Sigma saga ended about as well as a Shakespearean tragedy. According to the gospel of Qualpro, a whopping 91% of Six Sigma companies ended up belly-up. And let’s not forget the shining examples of success—like Ford, proudly boasting a 1 in 5 defective parts average, or Boeing, cutting costs and casualties with equal fervor. Why settle for success when you can have mediocrity and tragedy wrapped in a shiny Six Sigma bow?

The Emperor’s New Clothes.

In conclusion, dear CEOs of the world, Six Sigma isn’t just a quality management system—it’s a masterpiece of deception, a comedy of errors, and a tragedy of epic proportions. So, let’s raise our colored belts to Mr. Smith, Harry, Neutron Jack, and the legion of consultants who turned a simple idea into a billion-dollar farce. 

Bravo, indeed.

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Zintoro’s Foundation

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Zintoro’s Foundation

Guest writer Steve Clegg details “Zintoro’s Foundation” and how AI can be a valuable tool for business analysis. This kicks off a focus on AI for his next blog posts.

An equipment dealer’s business is driven by Each Customer’s Transactions, Expectations & Experience. 

The result of these interactions is responsible for the dealer’s customer retention and purchase frequency. 

Their impressions of the experience are simply based on the frequency and recency of the exchange of goods and services between two people. These transactions are represented by 65% Parts, 24% Service and 9% Rental with Equipment new and used only 2%.

Their impressions of the experience are simply based on the frequency and recency of the exchange of goods and services between two people. 

Revenues and profits are the result not the driver. 65% 24% 9% 2% 

Parts Service Rental Equipment Parts Rental Service Expectations 2% 

Equipment Customer/ Employee Experience Equipment Dealer Customer Expectations Are Based on their Prior Transaction Experiences As shown below with 98% of these transactions being Parts, Service and Rental

Revenues and profits are the result not the driver of your customer retention and engagement.

The world is on the cusp of an unprecedented economic transformation, driven by the rapid advancements in Artificial Intelligence (AI) technology. As we stand at the threshold of this new era, it is crucial to understand how AI will revolutionize the very foundation of our economy – the exchange of goods and services. The immense potential of AI is already reshaping economic transactions, improving efficiency, and optimizing resource management. 

This will change the structure of organizations to supporting customer transactions versus transactions supporting layers of bureaucratic management. The pyramid will be turned upside down.

For centuries, the economy has relied on the simple exchange of goods and services between individuals and organizations. However, traditional methods of conducting these exchanges often suffer from inefficiencies, such as information asymmetry, suboptimal resource allocation, large none contributing bureaucracies, financial exposure, poor returns on capital and lack of personalization. AI promises to address these challenges by leveraging vast amounts of data, advanced algorithms, and machine learning techniques to optimize every aspect of the transaction process thereby minimizing the back- office burden and associated transaction costs and asset timing risks. 

Imagine a world where AI-powered systems can analyze, accurately forecast consumer behavior and preferences in real-time, providing personalized product and service recommendations that cater to individual needs. 

Supply chains and logistics networks would be streamlined, ensuring the right goods are delivered to the right place at the right time, with minimal waste and maximum efficiency. 

Dynamic pricing strategies, based on real-time market conditions and demand forecasting, are already helping businesses optimize and accurately forecast their revenue and profits while providing fair and competitive prices to consumers. 

These capabilities already exist, the top-down management and control has already started to be replaced with a bottom-up efficient support structure for the two people transaction exchange that retains customers and builds relationships driving customer transaction growth and retention. AI has the potential to revolutionize resource management and allocation. 

By leveraging predictive models and optimization algorithms, businesses can minimize waste, reduce energy consumption, and promote sustainable practices. AI-driven workforce management systems can match the right skills to the right tasks, enhancing productivity, training, and job satisfaction. 

Management oversight and decision-making processes can be augmented by AI-generated insights and recommendations, enabling leaders to make informed, data-driven choices. As we embark on this journey, it is essential to recognize that the AI revolution is not about replacing humans and human intelligence but rather about augmenting and enhancing it. The collaboration between humans and AI will be the key to unlocking the full potential of this technology in driving economic growth and creating a more efficient, sustainable, and prosperous future. 

In the following blogs, we will provide a comprehensive understanding of how AI is transforming the economy through optimized exchanges and resource efficiency. We will equip readers with the knowledge and tools necessary to navigate this new landscape and harness the power of AI in their own economic endeavors. Get ready to embark on an exciting exploration of the AI revolution and its profound impact on the way we exchange goods and services. Together, we will uncover the boundless possibilities that AI holds for transforming the economy and shaping a better future for all. The AI revolution has already started.

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Top Equipment Dealership Marketing Tips

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Top Equipment Dealership Marketing Tips

Guest writer Debbie Frakes provides readers with four concrete strategies to employ in her blog, “Top Equipment Dealership Marketing.”

The key to success for heavy equipment dealers is to prioritize customer retention and purchase frequency. With the economy potentially tightening, it’s crucial to maintain your current customer base and motivate them to increase the number of purchases they make. To achieve that goal, we recommend implementing the following four key equipment dealership marketing strategies immediately:

  1. Customer satisfaction surveys.
  2. Email marketing.
  3. Website SEO.
  4. Email list expansion. 

Equipment dealership marketing strategy #1. 

Customer satisfaction surveys

Understanding your customers’ needs and how well you meet them should be an essential part of any distributor’s marketing plan. Conducting customer satisfaction surveys is the best way to gather this crucial information and increase retention. For example, the surveys that our partner, Winsby, conducts for their clients help boost their customer retention by 20% to 30%.

These surveys are effective because they provide insights into what matters most to your customers and where your processes might be lacking. For instance, one client was losing customers without knowing the reason. Winsby suggested conducting customer satisfaction surveys, including questions about invoices. The survey revealed several unfriendly accounting processes that the company was unaware of. After addressing these issues, their customer loss rate significantly decreased.

Customer satisfaction surveys are vital for equipment dealership marketing, because they help you solve issues before they turn into bigger problems and customers leave you for the competition. Retention is especially important for construction equipment dealers, as customer revenue significantly increases from the second to the third year. Typically, we see dealer customers purchasing 2.9X more equipment, 9.1X more rentals, 4.1X more services, and 5.6X more parts in the third year compared to the second.

Equipment dealership marketing strategy #2. 

Email marketing.

In addition to customer satisfaction surveys, sending effective emails is another crucial strategy for equipment dealers. Emails remind customers of the products and services you offer and how you can address their challenges, leading to increased and more frequent purchases.

Winsby has found that customers on their clients’ email lists buy two to three times more often than those who aren’t. Their clients typically see a return on investment of around 4,300% from their email campaigns.

Emails not only boost purchase frequency but also help keep your customers from turning to competitors. Frequent messages remind them of your offerings, encouraging them to buy from you and reducing the temptation to seek alternatives.

Equipment dealership marketing strategy #3. 

Website SEO

In a tough economy, it’s essential to capture every potential customer. For that reason, website search engine optimization (SEO) should be a core component of your distributor marketing strategy. How does your website rank for relevant keywords? Is it generating and converting leads, or merely existing online?

Your dealership’s website should clearly highlight what you offer, showcase your capabilities, and make it easy for visitors to find and purchase what they need. If your website isn’t guiding prospects and customers through the sales funnel, it needs improvement.

In addition to customer satisfaction surveys and emails, Winsby also develops websites that deliver results. They continuously add content based on relevant keywords to improve your search rankings. This way, you won’t miss potential business.

Equipment dealership marketing strategy #4. 

Email list expansion. 

It might be hard to believe, but as much as 20% to 30% of your list goes bad every year. What that means is that up to nearly a third of your contacts are no longer looking at your marketing emails. To help fix this problem, you should review your customer list, call any company that doesn’t have an email address on file or that has stopped engaging with your emails, determine the email addresses you should be using going forward, and add them to your email distribution list.

In addition to verifying contacts already on your list, you should also be continuously adding new prospects. One of the best ways to grow your email distribution list is to analyze it in terms of SIC or NAICS codes. First, you must determine which industries are most prevalent in your current customer base. Then, you’ll want to find companies that look like the ones on your list—in the same industries and with the same geographic limitations, if there are any. Add them to your prospect list, then call through the list to determine who the decision makers are at those companies, ask them for their email addresses, and send them information about your company.

Winsby will continually call through your email list to verify the right people are on it, and help you find new leads to add to the list, so it is as effective as possible for your marketing emails. 

If you want to enhance customer retention, increase purchase frequency, and capture more leads, then contact Winsby today to implement an effective distributor marketing strategy.

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From Steam to Schemes: The Whimsical March to Industry 5.0.

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From Steam to Schemes: The Whimsical March to Industry 5.0.

“From Steam to Schemes: The Whimsical March to Industry 5.0” is our first article from our new guest writer, Bob Rutherford. He is contributing as an Industry Expert from the Trucking Industry.

Bob Rutherford is a 50-year veteran of the trucking industry. Thirty of those years were as a member of the TMC where he earned both the Silver Spark Plug and Recognized Associate awards for his contributions to the industry. He is also an Ambassador for the EnergyandMobility.org Conference.

The powerful brand of CCJ reaches 96,500 subscribers within the freight transport business. Many of these are the fleet executives and managers that have the buying power to grow your business. This multi-channel brand allows for repeated impressions in effective formats.

As the echoes of hammers on steel beams fade into the sepulchral quiet of abandoned factories, and the whirr of assembly lines in distant lands hums with robotic efficiency, we find ourselves at the threshold of yet another revolution. The transition from Industry 4.0 to Industry 5.0 feels less like a leap into the future and more like an errant child wandering into a minefield, oblivious to the perils that lurk beneath.

Industry 4.0, for the uninitiated, is our current epoch—a grand circus of automation, data exchange, and cloud computing, where machines talk to each other, and algorithms plot the overthrow of their human overlords. It’s a world where factories have more sensors than the average conspiracy theorist’s bunker, and everything from your toaster to your toilet is smarter than the average politician.

But as we bask in the glow of our interconnected gizmos, a new dawn approaches. Industry 5.0 is rearing its handsome, silicon-sculpted head, promising to inject a dose of humanity back into the sterile, soulless realm of production. This isn’t just a pivot, folks; it’s a pirouette on the edge of a precipice.

Imagine a world where robots don’t just assemble your next smartphone but do so with a flourish, a nod, and perhaps a cheeky wink. Where AI isn’t just cold calculations but infused with empathy, designed to cater not only to your needs but to anticipate your whims. If Industry 4.0 is the meticulous accountant balancing the books, Industry 5.0 is the avant-garde artist, splattering the canvas of commerce with bold strokes of innovation.

This isn’t mere hyperbole. Industry 5.0 envisions a harmonious coexistence between human creativity and machine efficiency. It’s a delicate ballet where humans and robots hold hands and pirouette through the factory floor, each playing to their strengths. Think of it as Fred Astaire and Ginger Rogers if Ginger were a hydraulic press and Fred a coder in a hoodie.

The proponents of Industry 5.0 herald this as a new era of personalization and sustainability. Factories will no longer be the impersonal behemoths of old but tailored workshops churning out bespoke products with the finesse of a master craftsman. Your sneakers won’t just fit—they’ll caress your feet with the intimacy of a lover. Your car won’t just drive—it’ll whisper sweet nothings in your ear as it navigates the urban jungle.

But let’s not kid ourselves. This grand vision is built on the assumption that humans and robots will seamlessly integrate, that AI will evolve from its current role as an overzealous assistant to a benevolent co-creator. In reality, the road to Industry 5.0 is likely to be paved with the carcasses of failed startups and the tears of disillusioned technophiles.

We must ask ourselves: Are we ready for this brave new world? Can we, as a species, embrace this symbiotic relationship with our silicon counterparts without losing our essence? Or will we become so enamored with our digital doppelgangers that we forget what it means to be human?

The skeptics, those dour souls who see the glass as not just half-empty but contaminated, warn of the dangers. They envision a dystopian future where human workers are relegated to the sidelines, replaced by tireless automatons. They see a world where creativity is commoditized, and innovation stifled by the relentless march of machine logic.

But perhaps, in true O’Rourke fashion, we should approach this transition with a healthy dose of skepticism and a heaping spoonful of irreverence. After all, the future is a capricious beast, and our attempts to predict its course are as futile as trying to teach a cat to fetch.

As we stand on the precipice of Industry 5.0, let us embrace the chaos, the uncertainty, and the absurdity of it all. Let us march forward with a twinkle in our eye and a spring in our step, knowing full well that the journey will be as unpredictable as it is exhilarating. And if we stumble along the way, let us pick ourselves up, dust ourselves off, and laugh at the absurdity of it all. Because in the end, isn’t that what being human is all about?

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The Art of Company Building

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The Art of Company Building

Guest writer Alex Kraft takes us through his experiences as both an employee and an entrepreneur to highlight the art of company building.

I recognize I’m not the first to have this thought, but I’ll share my education and experience in company building. Prior to Heave, I worked for an established company. I was also younger in my career, so I was learning in every possible aspect. There’s plenty of material available that talks about the art of company building and everyone regurgitates the same axioms around “you need to hire the best people.” 

In fact, every company tells the world they have the best people. Yet we all know this isn’t true. One of the cooler aspects of my entrepreneurial journey is the access I’ve had to top tier advisors/investors and people who’ve worked for some of the top companies in the world. 

They’ve opened my eyes to what company building really means. I’ve always been more focused on the day-to-day culture in an organization. Setting up collaboration, accountability, and honest feedback loops. But I never knew how significant the pre-hiring process and an employees’ first day were to success. 

Company building starts with recruiting. Recruiting isn’t just targeting candidates and having conversations. Recruiting starts with defining what your company is looking for in general and by role. For example, we’ve defined what we look for in a software engineer, in a territory manager, in customer success, and what we screen for in marketing. Define what background you’d like to see for the role that is a predictor for success. Put on paper what traits and behaviors match your company’s culture for each job role. For example, we screen for five different areas. There’s a company document that has questions to ask a software engineer candidate to screen for grit or ‘no drama’ (Grit and ‘No drama’ are two of our five areas—we DO NOT want people that bring drama!). Same for a territory manager. It’s amazing to see how when you spend the time to document these things, the hiring experience is significantly smoother and cohesive. Everything starts to make sense. 

Next, it’s important to set a process. How many total interviews? Who performs the interviews? Are different people involved and at what stage? What do candidates have to prove to move forward in each? Do you have a grading system? I’ve learned how much this matters. Having a process helps greatly to stack rank candidates. With these things in place, you come to learn that hiring decisions aren’t made subjectively as much and everyone involved is much more aligned. This is the way you can lessen the chances of making a mistake and increasing your odds of success. 

Congratulations, you’ve run the process and the candidate you wanted accepted the job. 

The next phase of company building is just as important. The overused term is ‘onboarding.’ Here’s the concept: a new hire’s first day(s) are critical. We bring everyone into our corporate location for a 3+ day class (depending on role). We share our company founding story and our journey. We outline our mission, vision, and our goals. They get the opportunity to meet their teammates and understand how all the pieces fit together. Everyone is aligned on where we’re going and how we’re going to get there as a team. You want the new additions to leave thinking joining the company was the best decision they ever made. First impressions are everything and taking the time and spending the money to do ‘onboarding’ right pays dividends down the road. 

I see the effect it has and how motivated and engaged our team members are when they get settled back where they work every day. People appreciate the thought and the time you put into them before pushing them out in the wild, so to speak. 

Hiring is difficult. You’ll never bat 100%. But in my earlier days, I worked for a company that was solely dependent on who walked in the door to apply for a job. And I wondered how we couldn’t attract top talent. How you set everything up from recruiting to a new hire’s first week sets the tone for a memorable experience. And here’s the best part: those employees turn out to become your best recruiters for the future. 

Great people want to work with other great people, for great companies.

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Is cyber security insurance trucking’s next big premium?

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“Is cyber security insurance trucking’s next big premium?”

In keeping with our theme of cybersecurity, we present an article by Kevin Williams as he takes a look at the future in “Is cyber security insurance trucking’s next big premium?”

Candace Marley is an owner-operator in Iowa with more than a decade of experience on the road. The thought that most rigs are giant computers on wheels isn’t far from her mind and, like many truckers, the risk of being hacked is in the mix of the myriad of concerns a driver has to worry about on each run. But between uptime to traffic jams, cybersecurity is not the highest worry on her list.

“It’s a concern. My truck has a lot of computer stuff in it, but I stay away from the trucks with the more advanced computer interfaces,” Marley said of her 2020 Peterbilt 579.

An entire industry exists to help fleets mitigate financial risks from everything to accidents to tornadoes, but cybersecurity insurance isn’t at the top of her mind, and it isn’t with many other truckers.

“I have never heard of it for trucking,” Marley said.

Cybersecurity insurance is a topic of increasing interest in the trucking community, and small fleets and owner-operators like Marley may stand to benefit the most, according to National Motor Freight Traffic Association (NMFTA) COO Joe Ohr. NMFTA doesn’t take a position on whether motor carriers should carry cybersecurity insurance, but it does help those in the industry weigh the pros and cons.

“What are the payouts and what are the potential losses? And does the insurance make sense for me? But especially for the smaller companies and independents, the payout is usually more attractive because the loss of business is a higher percent versus the premiums,” Ohr said, adding that for larger companies, the potential payout may not be worth the premiums, but that is something each entity has to weigh. Ohr and NMFTA recommend creating a “risk register” of what the potential damages would be in the event of cyber-shutdown versus the insurance costs.

The biggest threat is not inside the cab.

While many trucking and cybersecurity insurance discussions have centered around dramatic hypotheticals like a rig’s components being hijacked, the reality is more mundane. Ohr says the most likely trucking hack isn’t in the rig; it’s in the office. A hack of office computers can stop trucks as dramatically as a brake hack. and while big trucking company offices have indeed been hacked, owner-operators and small fleet offices are just as susceptible, Ohr said. 

Tim Francis, a vice president at Travelers and the company’s enterprise cyber lead, noted cyber criminals don’t always target specific industries. They seek network vulnerabilities, so any trucking company that relies on computers to do its business could be at risk of suffering a costly cyber event if appropriate mitigation efforts aren’t taken.

While rigs haven’t been in hackers’ crosshairs so far, that doesn’t mean organizations like NMFTA aren’t concerned about potential threats. “We know through academia it is possible. We know it is possible because everything is computerized,” Ohr said. So, the NMFTA is working with stakeholders to close potential truck vulnerabilities.

“Trucks have over 100 connection points, so they are offices on wheels,” Ohr says.

While there aren’t specific cyber policies for trucking, there are more trucking-friendly policies. Experts say the increasing discussion about cybersecurity insurance in trucking circles is good, even if it isn’t for every enterprise.

Ohr also said another area where cybersecurity insurance can come into play is cargo theft, where many heists have their origins online through website spoofing, phishing and lookalike domains.

David Nihart, CEO of Nihart Transportation, a small fleet in Wilmington, Ohio, is a contractor for Landstar. He agrees the most significant cyber threats at the moment are thefts. However, he said Landstar’s team protects his computer systems. 

“I think today the biggest threat is scam brokers. There are a lot of scams being run online that look legitimate,” Nihart said.

An evolving market

Scott Kannry, co-founder and CEO of SaaS provider of cyber risk management Axio, said commercial trucking enterprises should consider cyber insurance, but it’s a nuanced consideration. He said the most valuable coverage would be the type that could close cyber exclusions in commercial auto and liability policies, which would otherwise pay out if a trucking accident caused property damage, bodily injury or death.

Kannry said the market is just starting to catch up to the cybersecurity dangers of trucking.]

“It’s very clear that the insurance market is starting to understand this risk, with new coverage types on the drawing board. But before a commercial trucking company just jumps in and starts down the coverage process, it would be prudent to understand their realistic cyber loss scenarios,” Kannry said. That goes back to creating the risk registry that NMFTA recommends.

From there, Keanry said, the boundaries of existing insurance policies should be established, especially on the property and casualty front.

“That knowledge would then allow the company or independent operator to obtain a more appropriately designed cyber insurance policy that would actually work for them if needed,” Kannry said.

Adam Wingfield, founder and managing director of trucking consultancy Innovative Logistics Group, said multiple factors must be considered when deciding whether to incorporate additional insurance.

“Operating ratios with small fleets are already high, and the threat looms with additional liability limit increasing,” Wingfield said, pointing to New Jersey’s recent $1.5 million insurance implementation for heavy-duty trucks. “Most fleets in the U.S. – 92% – have less than 10 trucks. These smaller fleets aren’t able to self-insure themselves like larger companies, for example, and this leads to more of a financial burden.

For smaller companies with tight budgets, “the juice might not be worth the squeeze,” he added.

Trucking unprepared

Francis said that transportation companies should take appropriate steps and be prepared for a cyber event, but according to Travelers, less than half of transportation businesses (48%) have purchased cybersecurity insurance, and even fewer have identified vulnerabilities in their systems.

Aside from being unfamiliar with cyber insurance availability, another reason fleets don’t invest in it is that those policies are not universally available. Doug Heavener, director of marketing for 1st Guard – one of the largest trucking-specific insurance companies in the country – said his company doesn’t offer specific cybersecurity insurance, rather focusing on focuses on trucks’ core needs, like towing, damage, theft and such. Like others, he said it may take an unfortunate incident like a truck’s GPS being hacked and causing a crash or some other malicious event for the topic to reach critical mass.

Cybersecurity insurance policy prices can vary depending on the size of the company and coverage, but according to Fitch Ratings, prices for the product have stabilized.  But the insurance is still a work in progress and the conversations within trucking circles are just starting.  

Kevin Williams is a journalist based in Ohio who regularly covers real estate, business, politics, tech, and breaking news for The New York Times, Washington Post and CNBC. Before that, he covered the Midwest for Al-Jazeera America. Williams also covers cybersecurity for Barracuda Networks and has written about the freight sector for Mack Truck’s Bulldog Magazine.

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Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks

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Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks

Guest writer Kevin Landers tackles a huge source of anxiety for many of us in the digital age, our online security. Read on for, “Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks.”

In today’s rapidly evolving digital landscape, cybersecurity has become a critical concern for businesses of all sizes. Regulations and guidelines from the Federal Trade Commission (FTC) and even cyber liability insurance providers mandate an annual security check. But if you look at the facts about how criminals operate, it is clear that this frequency is insufficient. 

Did you know that the average time a cyber attacker resides in a system before detection is 290 days? This means that a breach could go unnoticed for nearly ten months if you conduct security checks only once a year. By the time the annual inspection rolls around, the damage could already be extensive, potentially costing the business in terms of data loss, financial penalties, and reputational harm.

Businesses should consider monthly cybersecurity inspections to ensure their systems remain secure and resilient against potential threats.

The Regulatory Baseline: Annual Checks.

The FTC and most cyber liability insurance providers require organizations to perform security checks at least once a year. This requirement is aimed at ensuring that companies maintain a basic level of cybersecurity hygiene. The process typically involves a high-level meeting with executive leadership and stakeholders, followed by a series of scans on a handful of computers. These scans generate reports highlighting any vulnerabilities or breaches, with a follow-up meeting to discuss the findings and necessary actions.

Being Basic is not Good Enough.

While annual checks are a regulatory requirement, more is needed for effective cybersecurity management. A yearly inspection can leave significant gaps in the fast-paced world of cyber threats. Cybersecurity is not a “set it and forget it” task; it requires continuous monitoring and regular updates.

In our experience conducting these assessments over the past five years, we have never encountered a dealership without vulnerabilities. Whether it is outdated software, weak passwords, or other security lapses, there is always something to address. Relying on annual checks means these issues could remain undetected for months, giving cybercriminals ample time to exploit them.

Benefits of Monthly Security Checks.

  1. Proactive Threat Detection: Monthly checks enable businesses to detect and mitigate threats quickly. Regular scans and reports ensure that vulnerabilities are identified and addressed before they can be exploited.
  2. Compliance and Peace of Mind: Although the FTC and insurance providers recommend annual checks, exceeding these requirements by conducting monthly inspections demonstrates a proactive approach to cybersecurity. This can provide stakeholders, customers, and regulatory bodies peace of mind.
  3. Continuous Improvement: Cybersecurity is a constantly evolving field. Monthly checks allow businesses to avoid new threats and adapt their security measures accordingly. This continuous improvement cycle helps maintain a robust defence against cyber-attacks.
  4. Building a Security Culture: Regular interactions between IT teams and leadership foster a culture of security within the organization. This ongoing dialogue helps demystify cybersecurity, making it a shared responsibility rather than a specialized isolated task.
  5. Overcoming the Intimidation Factor: Many business leaders find cybersecurity intimidating due to its technical complexity. However, it is crucial to break down these barriers and communicate in plain language. Monthly security checks offer an opportunity to educate stakeholders about the importance of cybersecurity and the specific actions being taken to protect the organization. By translating technical jargon into understandable terms, we can help leaders make informed decisions about their security posture.

Conclusion.

In conclusion, while annual cybersecurity checks meet the minimum regulatory requirements, they are insufficient in today’s threat landscape. Monthly inspections provide a more proactive and effective approach to managing cyber risks. By committing to regular security assessments, businesses can protect their data, maintain customer trust, and ensure long-term success. Do not wait for a breach to highlight the gaps in your security—take action now and make monthly cybersecurity checks a core part of your business strategy.

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To Hire or Not to Hire

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To Hire or Not to Hire

Guest writer John Dowling writes on the conundrum we face when considering whether to hire or not to hire as he weighs what matters more: skill or attitude.

Herb Kelleher and Simon Sinek have been quoted saying, “You don’t hire for skills; you hire for attitude. You can always teach skills.”  I believe most of us would agree with the above statement. At least in theory, if you are a hiring manager, most of you would like to say that you always hire for attitude and not just skills. The statement sounds great, but is it true in reality? Some jobs require some skills: heavy equipment technician, accountant, and engineer. There are such things as skilled labor, skilled jobs, or skilled trades. We would all agree that a candidate must have certain skills to succeed in a position.

 

What about experience? We talked about skills and attitude, but what about experience? How does experience weigh in on your decision to hire a candidate? We would all agree there’s a difference between a journeyman technician with 20-plus years of experience and a technician who just graduated from college. I need to get to the point: what should we look for in the candidate in the hiring process? And how important are skills, attitude, or experience? To keep things simple, at least for this blog’s sake, we could include experience under skills. Moving forward, we can discuss how important skills and attitudes are in the hiring process.

 

As mentioned, many of us would say we do or strive to hire for attitude. If we’re honest, most of us probably hire for skill over attitude. Why would we go against a principle, that is, to hire for attitude over skill, something that we believe to be true? Why do we always, or at least most of the time, hire for skill over attitude? How do I know this to be true? I have been a technician, service manager, branch manager, manufacturer field rep. and director of product support. As I read job descriptions for service managers and after reviewing all their qualifications or skill sets required for the job, I realized according to the job description, I wouldn’t even qualify for the job. Even though I know I’m overqualified and could do the job with my eyes closed. 

 

Why do we hire skills over attitude? Because we are lazy. Yes, I said it or, better yet, typed it. When we hire for skill over attitude, it is because we do not want to do the hard work of training, mentoring, and coaching. We do not want to do the challenging and demanding task of teaching the skill.

 

So let me try to tidy this up; a dealership has a couple of branches with service departments performing well and one underperforming. All three branches are in good markets, have new facilities, and have great brands, but the one service department is always lagging behind the others. After some investigation, they discovered they had two all-star service managers and one service manager struggling. Now, it’s easy to see where they could wrongly conclude that the issue is the service manager. Here’s the real issue: there are not enough all-star service managers to go around. That’s when we hire for skill. It would be great if we could hire another all-star service manager and move on. But in most cases, the dealership will terminate the service manager, hire another one, and repeat the cycle repeatedly, eroding employee satisfaction, which correlates to customer satisfaction. The department continues to decline because they cannot find another all-star service manager. 

 

Have you ever wondered why every professional baseball player does not make the All-Star team? Because only the All-Stars make the All-Star team—only the best of the best. If your business plan or strategy is only to hire all-star players, you will become frustrated and have a bloated payroll. Hiring only all-star employees, be it a service manager, parts manager, or store manager, to solve your performance issues is not a wise or prudent business decision.

 

Why is it not prudent to hire all-star employees to solve your problems? Because all-star employees don’t last very long. They either get bored with your inefficiency and lack of leadership, or your competitor offers them more money. Or to be frank, they will **** everybody off in your company, and you will be constantly dealing with HR complaints. This is not to say that all-star employees are bad, but rather to highlight the importance of a balanced team and the potential pitfalls of over-reliance on a few individuals.

 

Here’s another drawback of hiring all-star employees, or we can say hiring for skill instead of attitude. All-star employees will win at all costs. They will always find a way to be successful, even in an inefficient and poorly run business. Highly skilled employees will mask the true issue. For example, with our underperforming service department mentioned above, the issue wasn’t the service manager. The issue was poorly developed processes and procedures. The average service manager is set up to fail, and only high-performing, highly skilled all-star managers are the only ones who would have an opportunity or chance to be successful in that department. Here’s the point: as leaders, we must take the responsibility to develop processes and procedures that allow average to mediocre employees with great attitudes to shine. This gives us a more balanced team and opens a world of untapped potential in all employees, empowering them and making them feel responsible for their success. 

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