How to Track the Sales Performance of Your Reps

The backbone of any equipment dealer is their sales reps. They are responsible for both taking leads and prospects over the finish line and converting them into customers, as well as nurturing current customer relationships and encouraging them to keep buying from you. Without an effective overall program and sales team, you won’t create new customers, and current ones will

 end up leaving you for the competition. The Sales Rep works with his team which includes the marketing, equipment, parts, service and, and support team.

 

Measuring sales performance is especially important for ensuring that your reps consistently meet their goals and that any issues are fixed as soon as possible. That’s where our partner, Zintoro, comes in. They will complete a sales performance analysis, so you can see how well your individual team members are doing, as well as identifying the target markets, products and the needed support teams at each branch and departments  

 

What is a sales performance analysis?

 

Zintoro’s analysis will give you an accurate picture of how well your reps are hitting their targets for key sales metrics: 

 

  • New customer conversion rates
  • Customer retention rates and sales and transaction growth with retention
  • Customer purchase frequency 
  • Customers at risk of being lost
  • Customer contact programs and ROIs
  • Overall revenue and gross revenue 
  • Customer satisfaction
  • Accurate forecasts for revenue, transactions, customers, and gross margin

 

You can also see where they are falling short in comparison to other reps and have a better idea of what the issue may be. For example, if their initial conversion rate is high but retention rate is low, then it might mean that they are not following up effectively or consistently. Their sales metrics reports show exactly who you need to follow up with and when. Individual reps can also see how they perform compared to their colleagues, which can help motivate them to improve and work with their support team and branch departments to improve results.

 

Why understanding performance matters for your business 

 

Sales rep tracking is important, because it provides managers a quick view of who is not performing and the steps that can be taken to make it better. Recognizing the most critical sales metrics helps managers set benchmarks for the team and then quickly see whether individual salespeople are achieving them or not. Without tracking sales performance, you won’t have any idea if your team is accomplishing what is needed to meet plan, or if there is an issue that must be fixed to support the sales team.

 

The earlier you recognize and understand sales metrics, the more time you’ll have to make corrections, put team members on action plans if required, and solve problems before you start losing customers. Zintoro’s forecasts for the future 12 months are consistently >96% accurate.

 

Request your sales performance analysis today! 

 

Once you know the sales metrics and how well your team is doing, Zintoro will identify what actions to take that will have the most impact on customer engagement, customer retention, and growth. The suggested actions tell you exactly what needs to be done to improve sales performance. 

 

If you want to start sales rep tracking and improving performance, or you have a question about which sales metrics are the most important, contact Zintoro today.

The Discovery of Hawaii

The discovery of Hawaii by the ancient Polynesians marked the conclusion of a 2,000-mile voyage, and one of history’s greatest adventures.

by Julian Karas

On this fourth of July I thought it appropriate to bring a bit of Hawaii to all of you.

 

The discovery of Hawaii was no accident. The Polynesians needed vision, courage, and all their maritime skills to make it happen. Travelling across more than 2,000 miles of ocean in open boats, they found themselves in a tropical paradise like no other. They wasted no time building a thriving civilization of their own.

They Wondered What Was Over The Horizon

Because of overpopulation, many people were having a hard time making a go of it in their traditional islands in the Marquesas (French Polynesia). They wondered if a more prosperous land lay over the horizon. As Polynesians, they were accustomed to travelling long distances by boat. After a while, they got tired of wondering what lay across the sea, and decided there was only one way to find out.

How They Navigated

The Polynesians set sail northward in their double-hulled canoes. Sailing without instruments, they found their way by observing the position of the stars, ocean swells, bird behavior, and cloud patterns. This practice gave them the ability to find their way to land without seeing it off in the distance, a traditional Polynesian art passed down from generation to generation.

They Didn’t Come Empty-Handed

The mariners loaded up their canoes with the plants and animals they needed to create a proper ecosystem: taro, breadfruit, sweet potato, bananas, sugarcane, coconut, as well as pigs, chickens, dogs, and sometimes rats. All of this enabled them to quickly get down to business and replicate their original homeland in a new environment. When the pioneers finally came ashore on the black sands of a Hawaiian beach, they realized they had discovered a paradise beyond anything they’d ever dreamt of.

Initial Settlement And Land Use

The most recent carbon-dating places the arrival of the Polynesians in Hawaii at around 1000 to 1200 AD. Not surprisingly, the newcomers preferred to settle near coasts and fertile valleys, in communities built on agriculture and fishing. They cultivated terraced taro paddies and elaborate fishponds, making ingenious use of the land from mountain to sea. The new society struck a balance between sustainability and their own needs for survival.

Social And Political Structures

Hawaiian society evolved into a complex class hierarchy from chiefs through priests, artisans, commoners, all the way down to slaves. Temples to the various Hawaiian gods and a series of ongoing community rituals provided the structure for traditional Hawaiian spiritual beliefs.

A Culture That Grew Up In Paradise

Isolated from the outside world, Hawaii’s culture flourished. All kinds of stories, chants, and ceremonies galvanized the islanders with a shared identity. Skilled artisans carved canoes, built mighty temples, and crafted tools with frenetic energy. All this time native agriculture and fisheries provided the bounty to feed a hungry civilization. That civilization was sustainable and resilient. They knew all the native plants, seasons, and the environment inside out. 

The Europeans Arrive To An Uneasy Welcome

Contact with the Europeans of Captain Cook’s voyage in 1778 brought inevitable change, but the Hawaiians held on tight to the memory of their own navigational heritage. In the 1970s, the Polynesian Voyaging Society built a traditional canoe to revive their system of star-based navigation. Its triumphant voyage to Tahiti in 1976 proved their method of overseas exploration was viable, and not a one-off accident. It was a renaissance transcending time, and gave Hawaiians a justifiable pride in their indigenous knowledge.

They Did It Their Way

Rome wasn’t built in a day, and neither was Hawaii. Polynesian settlement is a story of remarkable courage, maritime skill, ecological planning, cooperation, and smarts. The early voyagers traversed tremendous distances, recreated a complete ecosystem, and forged a fascinating civilization on the Pacific’s most isolated islands. It is a paradise that has endured to become America’s 50th state.

Did you enjoy this blog? Read more great blog posts here.

 

Gratitude

This June, I experienced the gift and lesson of gratitude firsthand.

I had reason to check in with my doctor, and he ran a quick echocardiogram. He picked up something and suggested I see my cardiologist. I have long known I have a prolapsed mitral valve, and I get it checked regularly. We determined it was time for the valve to be repaired or replaced. After meeting with the surgeon, we scheduled a repair for late June and initiated all the preoperative testing.

 

This caused some changes in our travel plans, and my wife and travel friends all understood, and we moved on. Then, 6 days before surgery, I got T-boned in the Honda CR-V in the driver’s 

door, and the car was totaled. I wind up in the emergency room with a broken collarbone and a very sore left side. You would think of the bruises, that I had had a few too many, and went to a terrible tattoo artist.

 

I am fortunate it was not worse for me or for the others in the car that hit me. 

   

My point in this post is what I have experienced and what I want to share, suggesting that no one should take it for granted.

 

First, I extend my gratitude to the first responders. Second, for my spouse and family, who immediately put their arms around me. Third, for my church and friends who showed up on the news. Calls, emails, cards, meals, prayers, rides. I am very reminded of why we live where we do and the support that flows through this place. I am also grateful for the level of support and responsiveness of the Graham Company, Chubb, Highmark, Penn Medicine, and Faulkner Honda, who have made my care and car replacement a priority. My valve job is rescheduled for when I am healed, forecasted for August.

 

Community is everything; it has been a long time since I have been on the receiving end. A lesson to have plans and support in place when you need it and not take it for granted. My work at ECS, where many of the people we serve lack such a network, is very much on my mind. 

 

I am grateful for my network, friends, and family, as well as the support I have received and the opportunities that will come with my next medical adventure. I am also reminded that, for many, such support does not exist, and for that, we all have more work to do.

Gratitude, have it and commit to creating it for others who may not have the same network that we do. Support ECS in Philadelphia, Fisherman’s Mark in Lambertville, or other organizations with similar focuses.


And please, we have enough meals in the freezer.

Did you enjoy this blog? Read more great blog posts here.

Transforming the Equipment and Dealership Industries

A Journey of Innovation and Education

At the heart of the equipment and dealership industries, change is a constant, and adaptability is key. George Keen and I have exemplified this journey by transitioning into consulting roles, each from distinct backgrounds. George starting in 1986, one made the leap from the world of dealer software, with MiniTrak specializing in forklift dealer software, while I found inspiration in teaching and swimming, ultimately joining the Caterpillar industry as a consultant. Our stories are testaments to the diverse pathways leading to impactful consulting careers.

 

Visionaries like Clint Murchison and Raymond Jarrell were pushing boundaries in many different industries are pushing boundaries with the acquisition of EBS. This was a dealer management software business which started within the Caterpillar Dealer Data Processing business. The there are initiatives like Learning Without Scars, the accredited online educational platform championing independent learning through the Socratic method. Another visionary was Bob Curry’s who started in banking and moved through to consulting> Bob aligned with global efforts to enhance dealership performance, but challenges continue to remain, especially with leadership transitions and digital transformation.

 

Navigating Leadership and Digital Transformation

 

As the industry grapples with leadership transitions, the resistance to change among seasoned individuals and limited opportunities for emerging talents pose significant challenges. Despite the push for digital transformation, many companies find themselves digitizing old processes rather than innovating, raising concerns about sustainable leadership and effective knowledge transfer in dealerships.

 

Educational Innovation and AI Integration

 

On the educational front, a groundbreaking website utilizes AI-driven avatars to offer certifications and structured curricula, addressing the pressing need for truck driver certification, particularly among Spanish-speaking communities.

 

In a rapidly evolving landscape, we’re seeing minimal operational improvements, as many companies are only digitizing existing processes. Further we can clearly see the looming talent shortage in dealership leadership. This is raising some critical questions about the future of these industries. However, innovative solutions are not just on the horizon, they are everywhere around us.

 

At Learning Without Scars we’re thrilled to announce an educational website that leverages AI to offer certifications and structured curricula in partnership with colleges. It addresses key challenges, such as truck driver certification for Spanish-speaking individuals, with plans to establish what we call Centers of Excellence. Steve Johnson is our Director of Education. Steve was the AED Foundation executive responsible for the certification of technical schools for equipment dealers. His goal is to have twenty Centers of Excellence across the U.S and Caada by January 2026.

 

Under the visionary leadership of Steve Clegg, founder of Zintoro, tools are being developed and implemented that can evaluate market coverage and customer retention across the equipment world. The combination of skills and knowledge leads directly to customer retention in dealership operations. This is no longer an intuitive evaluation, but an objective evaluation based on data. This has led to initiatives like the “virtual garage.” This garage allows the connection of businesses with skilled professionals. 

 

The shift towards online learning systems, revenue-sharing models, and accessibility features, for instance a dyslexic font is making education more inclusive than ever. We’re also excited to announce upcoming certification programs and our expansion into Europe and Asia Pacific, with a focus on multilingual translations.

 

Join us on this transformative journey. Together, let’s shape the future of the equipment and dealership industries, paving the way for innovation, sustainability, and global collaboration. 

Did you enjoy this blog? Read more great blog posts here.

Making a Difference

Making a Difference is a new installment in the Muddy Boots series by David Griffith.

“All that evil needs is for a few good men and women to remain silent, inactive, or look the other way.” In our tradition and those of most others, we are asked to respect the dignity of every human being and to love our neighbors as ourselves. Our founding documents cite that all men (people) are created equal and have the “right to life, liberty, and the pursuit of happiness.” 

So, how are we doing, folks?

In my work at ECS we defined the path out of poverty as three things. 

  1. A living wage full-time job. 
  2. A reasonable level of benefits. 
  3. Assets in the bank at a level to cover emergencies. 

Living well is about having access to opportunity and the ability to take that opportunity and thrive. Indeed, the right to life, liberty, and the pursuit of happiness. Why is our public/private policy so contrary to the above? Why would we not want 30% more consumers in America?

Also, I note that unless you are a native American, we are all immigrants or the descendants of immigrants. Our diversity has been and is a core American attribute that has grown our country and allowed the nation to thrive. I note we need three million immigrants a year to balance our demand for labor.

Finally, the big picture here, folks, is that our planet is rapidly changing. Most of the scientific community tells us we are at the tipping point with climate change. Ask the folks who live in Kentucky these days about climate change.

Given the above, why is there silence or denial among many of our political leadership on these issues, and indeed among many good men and women?

Why is there a lack of support for those who do speak the truth and call for thoughtful and necessary change? Where is the long-term vision and leadership on a national and, I can argue, international level? 

Could it be that we only “speak” our baptismal covenants and the equivalent in other traditions? Could it be that we only “read” the words of our founding documents? 

My life’s work, be it at Modern, an employee-owned company, or ECS, a regional nonprofit challenging poverty, or as Chairman of the Academy of Natural Sciences, a leader in the study of our natural world, and in particular the issues of clean and safe water through the Patrick Center, has been and is about putting Grandchildren over greed. 

I would be the first to say I/we could do more. I think we would all say that. My question is, are we part of the silence that lets evil thrive? I note we need to do more than speak, more than read the good works, or fail to look at our legacy to our children and grandchildren. 

I do not view this as a red or blue issue. I view it as a citizen, a son, a father, a husband, a grandfather, a trustee, and a business owner, calling for long-term leadership across the board. Just look at the trends and the real facts. Time is not our friend.

Let us look at the data and make the words of our traditions and founders real. A hundred years from now, let them say we spoke up, we were accountable, and we made a real difference. 

No more silence.

 

Why Distance Matters

Why Aren’t Customers Working with You? Check Your Geographic Market.

Equipment dealers will never be able to work with every single potential customer that their marketing targets or that their sales team pursues. But if you are having trouble converting prospects who otherwise seem like a perfect customer for your business, then the problem might not be anything that you can control. It could simply be how far away they are located from you because the distance from your location to the customer is important. 

The distance for your geographic market is one of the key business metrics to consider, because it will tell you the maximum distance that customers are generally willing to travel to work with you. For the majority of equipment dealers, that distance is 60 miles. Farther than that, it takes too long for your field service trucks to respond when a machine goes down, so customers will try to find a dealer who is closer to them. 

Why you should pay attention to your distance of geographic market

For equipment dealers and other brick and mortar businesses, understanding your geographic market is critical, and it is one of your most important business metrics. Beyond that range, customers are very unlikely to work with you, which means that targeting them for sales and marketing is a waste of time and resources. Dealers should only be targeting prospects within that 60-mile radius, so they are not spending money trying to convert impossible prospects. 

Instead of spreading your efforts too thin, use geographic market insights to zero in on the people most likely to say yes. Focusing your time, budget, and energy on leads within your true service area will increase efficiency and improve sales and marketing results.

How to understand your distance for geographic market 

Although the average geographic market for equipment dealers is about 60 miles, your specific distance could vary based on local conditions. To learn your dealership’s maximum customer range, you have to look at where your current customers are coming from. Once you map out that footprint, you’ll be able to spot patterns, identify your primary service zone, and determine whether distance is limiting your growth.

That’s where our partner company, Zintoro, comes in. They can conduct a market analysis that determines how large your potential market is and exactly what the distance is for your maximum reach. 

You can’t change your physical location, but you can change how you use location data. Treat geographic distance as a critical input into your business strategy, just like revenue, margins, or service KPIs. Use it to build a smart, localized marketing approach that leads to better targeted campaigns, more efficient resource use, and stronger customer relationships.

Did you enjoy this blog? Read more great blog posts here.

“You don’t hire for skills; you hire for attitude.” Is This True?

Herb Kelleher and Simon Sinek said, “You don’t hire for skills; you hire for attitude.  You can always teach skills.” Most of us likely agree with this. In theory, hiring managers would claim they prioritize attitude over skills. However, is that true? Some jobs require specific skills, such as a heavy equipment technician, an accountant, and an engineer. Skilled labor and trades exist, and candidates must possess the skills required to succeed.

 

What about experience? We discussed skills and attitude, but how does experience influence your hiring decisions? There’s a clear difference between a technician with 20 years’ experience and one who just graduated. So, what should we seek in a candidate? How crucial are skills, attitude, and experience? For simplicity in this blog, we can categorize experience as part of skills. Next, let’s discuss the significance of skills and attitudes in hiring.

 

Many say we hire for attitude, but we often prioritize skill instead. Why do we contradict this principle? My experience as a technician, manager, and executive shows that job descriptions typically emphasize skills over attitude.

 

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

 

So let me tidy this up: a dealership has a few branches with service departments performing well, and one underperforming.  All three branches are in good markets, have new facilities, and feature great brands, but one service department constantly lags behind the others. After investigating, they discovered they had two all-star service managers and one average manager. It’s easy to see where they could wrongly conclude that the issue lies with the service manager. 

 

Here’s the real problem: there are not enough all-star service managers. Wanting to hire an All-Star service manager is hiring for skills. It would be great if we could hire another All-Star service manager and move on.

 

Usually, the dealership terminates the struggling or average service manager and hires a replacement. However, finding another All-Star service manager is unlikely, so they repeat the cycle of terminating an average manager in the hope that, eventually, one day, they will find another All-Star manager. In the meantime, employee and customer satisfaction are eroded. The department continues to decline because senior management cannot find another All-Star service manager.


Have you ever wondered why not every baseball player makes the All-Star team? Only the best make it. There is a limit to the number of All-Stars, and no baseball team has won the World Series where every player was an All-Star. A balanced and well-coached team with great attitudes wins the World Series.  If your strategy is to hire only all-stars, you’ll face frustration and a bloated payroll. Hiring only top employees, like a service or store manager, to fix your issues is unwise.

 

Unlock your dealership’s potential with the “Service by the Boxes” Online Training Course. Dive deep into the acclaimed book’s principles and transform your service department. Sign up now for a comprehensive 15-section course at a limited-time introductory rate of $199.99. Click here to begin https://www.servicebytheboxes.com/coaching. 

 

Why is it not prudent to hire all-star employees to solve your problems? Because there aren’t enough all-star employees to go around. All-star employees are your top 10% performers, and there are more dealerships and open positions than all-star employees available to fill them. Additionally, all-star employees don’t tend to last very long. They either become bored with their current position, or your competitor offers them more money. This is not to say that you should not hire an all-star employee, but rather to emphasize 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: All-star employees will win at all costs, always finding a way to succeed, and can obscure the underperforming issues concerning your product or processes in your dealership.

 

For instance, in regard to our underperforming service department mentioned above, the problem wasn’t the service manager—it was poorly developed processes and procedures. The average service manager was set up to fail, and only the high-performing, highly skilled All-Star managers had a chance to succeed in that department.

 

Here’s the point: as leaders, we must take responsibility for developing processes and procedures that allow average to mediocre employees with great attitudes to shine. This approach creates a more balanced team and unlocks the untapped potential of all employees, empowering them to be successful. 

 

Another reason dealerships usually hire for skill rather than attitude is that management is overtaxed and does not have the time to train, coach, or mentor great candidates- those with a great attitude but may lack some skills or experience. That’s where I can help. If you have a manager, whether in parts, service, or a branch manager, who has a great attitude and is loyal but lacks some specific skills and experience, I can assist you in helping them through training and coaching. We can empower your people who may not be All-Stars, enabling them to perform at a much higher level.

Did you enjoy this blog? Read more great blog posts here.

What It Takes to Be a Great Training Instructor: Beyond the Basics

Being a great training instructor is more than knowing your material or speaking in front of a room. It’s about creating an experience that sticks with your learners long after they leave your session. Having spent over 30 years teaching technical, leadership, and communication skills, I’ve learned that delivering information is just the starting point. The true art of training lies in how you engage, connect, and bring the content and the learning space to life.

Since starting out training Grove Crane operators in the 1990s and moving into leadership and instructional roles in 1998, I’ve seen firsthand what makes some trainers exceptional. I’ve also sat through over 100 training classes and seminars myself, learning to spot the difference between average and outstanding instructors. I always wanted to emulate trainers like Lloyd Shull at Empire Cat’s Regional Dealer Learning Center, he made every session fun, engaging, and interactive. And people remembered what they learned.

Along the way, I’ve also been influenced by trainers like Amy Parrish of Iluma Learning, whose ability to create dynamic and engaging sessions is second to none. Teaching is about building connections and crafting a learning environment where people feel comfortable, curious, and motivated.

Let’s dive into what makes a great trainer, including not only communication and engagement tools but also how the physical training space itself can boost learning.

  1. Know Your Content Inside and Out

Without deep knowledge of your subject matter, you can’t create the credibility or trust needed in a learning space. A trainer who fumbles through the material or relies too heavily on slides loses the room fast.

A standout trainer:

  • Knows the material thoroughly and can explain it in multiple ways.
  • Connects theory to real-world examples, making the information practical and relevant.
  • Is prepared to answer both common and complex questions.
  • Is comfortable going “off script” when needed to dive deeper or clarify points.

Remember: knowledge creates confidence, and confidence creates trust.

  1. Communication Skills: The Trainer’s Toolbelt

Great communication goes beyond speaking clearly. The best trainers know how to modulate tone, pace, and language to keep their audience engaged.

Communication tips for trainers:

  • Tone and pace: Vary your pitch and cadence to emphasize key points and maintain energy.
  • Body language: Move purposefully, make eye contact with all areas of the room, and use gestures to reinforce your message.
  • Stories stick: Share relatable anecdotes and stories that reinforce key learning objectives.
  • Silence is powerful: Use pauses strategically. Silence after a question encourages thoughtful responses.
  • Listen, don’t just talk: Ask questions, listen actively, and allow participants to shape parts of the discussion.

Communicating to large groups:

With bigger groups, the need for energy and presence increases. Walk the room when possible, and make sure your voice reaches the back. Repeat audience contributions to ensure everyone hears and feels included.

  1. The Learning Space Matters More Than You Think

The physical environment is often overlooked, but it’s critical to fostering engagement and focus.

What to consider in your training space:

  • Layout: Avoid static, lecture-style rows whenever possible. Instead, opt for circular seating, small groups, or U-shaped layouts to foster discussion and interaction.
  • Lighting: Bright but not harsh lighting helps maintain energy and focus.
  • Temperature: A too-warm or too-cold room is distracting. Aim for a comfortable middle ground.
  • Room flow: Allow space for movement. Walking around the room makes you more accessible and creates energy.
  1. Visuals and Sensory Tools

Humans are visual learners by nature. A blank slide deck and a monotone voice will drain energy fast.

Visual and sensory engagement ideas:

  • Use visuals wisely: High-quality images, diagrams, charts, and videos can bring dry content to life.
  • Whiteboards and flip charts: Sketching concepts in real time helps reinforce key points and keeps learners engaged.
  • Fidget tools: Providing stress balls, fidget cubes, or tactile objects on tables can help kinesthetic learners focus better, especially during long sessions.
  • Drawing activities: Encourage participants to draw mind maps, concept sketches, or even doodle key takeaways. This promotes creative engagement and improves retention.

When I implemented simple visuals and allowed space for participants to physically interact, whether through sketching, building models, or hands-on exercises, engagement skyrocketed. Amy Parrish is a master at integrating movement and creativity into learning activities, blending traditional teaching with dynamic participation.

  1. Engagement Tools and Techniques

The best trainers:

  • Break the “lecture pattern” frequently by using interactive activities.
  • Gamify content: Quick games, quizzes, and contests boost energy and reinforce lessons.
  • Role-playing: Especially effective in leadership and communication training, this tool helps learners “live” the lesson.
  • Open the floor: Encourage questions and discussions early and often.
  • Group projects or challenges: Teams working toward shared goals foster collaboration and increase buy-in.

Even providing sticky notes and markers can empower learners to participate visually during brainstorming sessions or group discussions.

Tips for keeping people engaged all day:

  • Break sessions into 60–90-minute chunks with regular breaks.
  • Use movement breaks. Get people standing, stretching, or shifting groups.
  • Surprise learners with new formats: Try rotating stations or walking discussions outside the traditional classroom.
  1. Connection: The Heart of Great Training

Great instructors don’t just teach; they connect. Participants are more likely to absorb content when they feel seen and valued.

  • How to build individual connections:
  • Learn names quickly and use them.
  • Acknowledge contributions: Give credit when someone shares an insight or asks a thoughtful question.
  • Adapt to personalities: Quiet learners may need encouragement, while talkative learners might need gentle steering.

One-on-one check-ins during breaks or after sessions can also help build rapport, especially with participants who may be struggling to engage.

Building group connection:

  • Create a safe environment where questions and mistakes are welcomed.
  • Foster peer-to-peer discussion.
  • Lead by example. Be open, authentic, and approachable.
  1. What Makes a Trainer Stand Out?

After three decades of delivering and observing training, here’s what consistently sets great trainers apart from average ones:

Emotional Intelligence:

  • Reading body language, sensing energy dips, and adapting delivery in the moment makes the difference between a rigid session and one that flows naturally.
  • Passion:
  • Passion is contagious. If you’re genuinely excited about your topic, your learners will feel it too.
  • Flexibility:
  • No class goes exactly as planned. Great trainers adapt on the fly without losing momentum.

Commitment to Growth:

Despite delivering over 500 classes, I still learn something new from every session. The best trainers are humble, constantly refining their craft.

Final Thoughts: Creating the Full Experience

At the end of the day, a successful training experience is a combination of:

  • Strong content mastery,
  • Excellent communication,
  • An engaging and inclusive physical space,
  • Sensory tools to boost focus,
  • And most importantly, a deep connection with your learners.

When I think back to people like Lloyd Shull and Amy Parrish, what stands out isn’t just what they taught, it’s how they made their learners feel. They created spaces where people were comfortable, curious, and energized.

If you want to move from average to great as a trainer, invest in the full experience: the room, the tools, the human connection, and yourself.

Continuing Education Units

A Paper by Ron Slee and Steve Johnson

What are Continuing Education Units (CEU)? Pivotal Professional Development Role.

In 1968, a group of individuals in the United States recognized that no standard means existed to quantify continuing education and training, one of the fastest growing segments of education in the workplace.

Adult learners participating in seminars, conferences, workshops, short courses, and other programs found it difficult to accumulate, update and transfer CE/T records. This was of particular concern to those in occupational fields that required such educational experiences to maintain membership, certification, licensing, or other recognition of professional achievement.

A task force formed to identify a uniform, nationally accepted unit of measurement that could be used to quantify CE/T activities. This unit, the continuing education unit (CEU), serves the same purpose for CE/T programs as the credit hour does for higher education coursework.

Nearly 90 million workers in the U.S. lack the skills needed to thrive in the future workforce. That’s not too surprising when we consider that among adults (25+) in 2022, 84 million had a high school diploma or less, 33 million had completed some college, and 77 million had college degrees. Further, 80 percent of workers say their college education was not relevant to their field(CAEL 2025).

For such workers, closing skills gaps means finally crossing the divide between their low-wage job to more rewarding work. And thousands of employers involved in WorkForce Development show that opportunities for career advancement come along with further skill development and credentials that increase earnings. That’s why adult learners and workers expect education and training to position them for advancement along rewarding career pathways. From apprenticeships to advanced degrees, the choices can be overwhelming. But the success of educators, employers, and entire communities depends on empowering adult learners to make the right choices. 

It seems clear to many that adult learners and workers can only realize their potential within a well-aligned industry, education, and workforce ecosystem. We help build organizational partnerships that center adult learners and workers in initiatives that span the continuum from education to employment. These include workforce and economic developers; chambers of commerce, postsecondary educators; employers and industry groups; and foundations and other mission-aligned organizations. If you are in one of these groups, we can help you meet adult learners and workers where they are and benefit the ecosystem and help achieve your goals by partnering on pathways that support equitable economic mobility and helping adult learners and workers navigate them.

CEUs and College Credit

Most colleges and universities will not directly accept Continuing Education Units for college or graduate credit. However, those who have the ability to assess prior CE/T learning activities as part of an overall portfolio of work experience, credentials and certifications may consider the CEU.

For more information about how CEUs can be translated into college credit, visit:

  • The Council on Adult and Experiential Learning.
  • The American College Advisory Service. 

A Continuing Education Unit (CEU) is a standard attributed to continuing education programs to provide professional development across industries. One standard CEU entails ten hours engaged in an education program.

Many fields require ongoing education or training, and requirements vary between countries, states, and licensing boards. The following professions typically require CEUs:

  • Accountants
  • Administrators
  • Architects
  • Cosmetologists
  • Counselors
  • Dentists
  • Doctors
  • Engineers
  • Educators
  • Financial managers
  • Healthcare professionals
  • Insurance professionals
  • Interior designers
  • Lawyers
  • Paralegals
  • Project managers
  • Psychologists
  • Real estate agents
  • Safety personnel
  • Social workers
  • Tax preparers

However, there are also CEUs through a traditional education facility. Those education facilities are vocational and community colleges, a technical or vocational school, and a public or private university. This also requires ten hours for a CEU which can earn one academic credit that can go on the school transcript.

For example – Wharton Online accredited for Continuing Education Units (CEUs)?

Wharton Online has been accredited for CEUs by the International Association for Continuing Education and Training (IACET) since November 1st, 2018. All of Wharton Online’s courses are accredited for CEUs.

What is the International Association for Continuing Education and Training (IACET)?

The IACET is an organization that provides a standardized structure for development and education for the global workforce. This organization is responsible for the initial development of CEUs, and the establishment of the ANSI/IACET Standard of Continuing Education and Training.

Learning Without Scars is accredited by IACET as well. We are the only ones in our industries that offer accredited CEUs which earn Academic Credits at the school categories listed above.

However, we also offer Workforce Development classes that earn Industry Certification. We offer Electrical Assessments and Classes as well as Flat-Bed Assessments and Classes. We are currently working on expanding this to include Supply Chain, Automotive, Material Handling, Finance, Banking, Human Resources, Continuing Education, and Cybersecurity.

The Internet is transforming education by changing the way students learn, and teachers teach. In public and private education:

  1. Online learning: The Internet has made online learning accessible to everyone. Students can now attend classes and complete assignments from anywhere, anytime.
  2. Personalized learning: With the Internet, students have access to a wide range of resources that allow for personalized learning experiences.
  3. Collaboration: The Internet enables students and teachers to collaborate in real-time from different locations, making it easier for students to work together on projects and assignments.
  4. Access to information: The Internet provides students with instant access to a vast amount of information, making it easier for them to research and learn about various topics.
  5. Improved communication: The Internet has made communication between teachers and students, as well as between schools, much easier and more efficient.

Overall, the Internet has greatly improved the education experience for students and teachers alike, providing them with new tools and resources to enhance their learning and teaching experiences.

How does Learning Without Scars work?

Learning Without Scars is a company that aims to improve the education system by making learning a positive and enjoyable experience for students. The company uses a variety of methods to achieve this goal, including:

  1. Game-based learning: Learning Without Scars incorporates elements of gaming into the learning process to make it more engaging and enjoyable for students.
  2. Experiential learning: The company encourages students to learn through hands-on experiences and real-life scenarios, as opposed to just reading from textbooks.
  3. Positive reinforcement: Learning Without Scars emphasizes the importance of positive reinforcement and reward-based learning to help students build confidence and motivation.
  4. Emotional support: The company provides emotional support to students, helping them develop healthy coping mechanisms for dealing with stress and anxiety.
  5. Interdisciplinary approach: Learning Without Scars takes an interdisciplinary approach to education, incorporating elements of psychology, neuroscience, and other relevant fields to help students learn in the most effective way possible.
  6. Leading Edge Technology: Learning Without Scars uses leading edge technology and software. We use Artificial Intelligence to create Avatars and Audio Tracks and Subtitles. Now this includes a font for Dyslexia. 

The overall goal of Learning Without Scars is to help students develop a love of learning and a positive attitude towards education that will stay with them throughout their lives.

The Time is Now.

PS If there are any questions or comments I would love to hear from you at ro*@******************rs.org

 

Lessons from the Beaverkill

Back this week with his Muddy Boots series, guest writer David Griffith brings issue 6 with “Lessons from the Beaverkill.”

I have been a fly fisherman for most of my life. I learned to fish in Maine on the rivers that flow north from Moosehead Lake, including the Allagash and the associated lakes and feeder streams. My first instructor was a traditionalist who tied his own flies in the field at night based on the hatches occurring. I learned to fish both dry and nymphs, the different rods and line combinations, casting strategy, and most importantly, how to read a stream and think like a fish.

Years passed, including school, employment, marriage, kids, moves, grandkids, and a few retirements. Opportunities to get on the stream took a back seat to other priorities. Then, a good friend asked me to join him for a weekend at his club on the  Beaverkill.

There, on a cold May morning, with the sun pushing the morning fog, I remembered what had stirred my love of fishing in the first place that only with age could I now appreciate. My friend Pierce commented about hatches, pools, and knots, then imparted some great advice: “Dave, the most important part of fishing is remembering that fishing is not about the fish.”

Fishing done well requires you to focus and use your rod, line, tippet, and fly as an extension of your cast. You stand waist-deep in a stream, watching your steps and being entirely in the moment. You are alone in the outdoors, stream, sky, woods, and weather, and you are at peace with the work at hand.

I have found that such time spent on the river restores the soul. Fish caught and released or not, it matters not. We need to find the time to restore, think, reflect, and just be quiet. It does not have to be fishing; for me, it is, but we need our restoration time. The camp is off the grid, with no phone, wireless, or TV. The stream and other like-minded individuals are happy to share a meal, have a conversation, and appreciate the moment. I have learned that the brain still works on the stream, just in the background. Often, on the ride home, a complicated problem solution will emerge. The issue needs step away time to solve.

To be clear, catching and releasing adds to the experience. I joined the club, and it is one of my favorite places—places we all need.

Where is your place? And that is the lesson of the Beaverkill.

Did you enjoy this blog? Read more great blog posts here.