Muddy Boots Basics
We are proud to introduce our new contributor, David Griffith, making his debut guest post this week with “Muddy Boots Basics.” Here is David, in his own words:
I have had a diverse career, starting with IBM, ROLM, and MCI and then moving to The Modern Group, Ltd., and Episcopal Community Services. These days, I serve on several boards, both for-profit and nonprofit. I do a bit of consulting and coaching working with my long-time colleagues at Delaware Valley Family Business Center. Jacqui tells me I am flunking retirement as she goes out the door to another meeting.
Like many colleagues, I have considered retirement for some time and concluded that doing nothing meant being dead. Interestingly, when I was an active CEO with “retired” board members, I was always fascinated by how they had their solid advice and wisdom on a given issue. Now I know, as I am one. It is called experience or, as I prefer, “scar tissue.”
Yes, technology, AI, work-from-home, and the internet have all changed the marketplace, but the fundamentals are the fundamentals. Talent, Customer focus, Listening, speaking last, Radar, Governance, Strategy, Gross and Net Profits, Cash flows, and Debt vs Equity are pretty much the same across the business landscape.
Experience shared is a tremendous gift, and accountability is a powerful tool for any leader. Yes, it is always darkest before it turns absolutely black, but the sun does come up. It is good to have people who know this around you when the lights go out.
I am reminded of a similar lesson from my nonprofit days at ECS. The best advice I ever got was from an experienced Rector who served on our board. Remember, he told me, “Preach the gospel, and sometimes use words,” meaning that actions matter way more than talk. I have seen the power of examples, the notion that offices eat last, that if the team does well, it’s the team; if not, it is yours. Listen with intent and value on-the-ground experience. Experience is invaluable and is a gift when it is shared thoughtfully.
So, retirement is a chance to give back, share lessons learned, learn some new tricks, and coach as you would have liked to have been coached. You have an opportunity for legacy with your community, organizations, and family and extended family. You can only fish so many days a year, though I am working on the correct answer. We all have something to share, help carry a load and leave a little less mess. Experience matters, but only if it is open to new ideas, approaches, and risks. The combination is powerful.
Sometimes, all it takes is to be there, listen, and share.
Muddy Boots Basics.
Last week I had the opportunity to speak to an assembled group of leaders of family businesses sponsored by the Delaware Valley Family Business Center. They asked me to share my perspective, aka scar tissue, on the attributes of leadership observed over my years in business and my service as a board chair with privately held for-profit organizations.
I shared five core attributes.
Muddy Boots.
Leaders who put on their Muddy Boots and go into the field and listen to the answers to two questions.
- How are we doing?
- What can we do better?
Leaders do not manage the business from behind a desk. The listen to customers, competitors, employees, thought leaders, educators, to the people closest to the work. They seek outside advice and perspective.
Time.
They are intentional with their time. “They do the important, not the urgent.” They carve outthink time. They are curious. They find the pain and fix it. They invest in learning and talking with contrarians. They think not in the present but three to five years out.
Elephants.
They create environments where it is safe to name the elephants. They focus on the hiring and the care and feeding of talent. They work to be the dumbest person in subject matter areas. They understand that a bunch of talented people are more valuable than one individual telling people what to do. The world needs inventors and implementers. They understand that inclusion is a seat at the table and that the bigger the table, the better the decisions.
Personal Brand.
People know what they stand for. They live their mission, their vision, and their values. People understand what their North Star is. They are consistent. They are both firm and calm. They run to the fire, not away from it. People want to work for them. They care more about other people’s success than their own. They put their crew first, and their crew knows it.
Balance.
They understand that while focus is important, so too is balance. They understand that shareholders are not the only stakeholder, but so too is family and community, employees, vendors, and customers. They understand and act that they are part of a much larger system and that we all carry the responsibility to pay it forward. They do not put greed ahead of grandchildren.
In the end, leadership can be summed up in the concept of legacy. True leadership understands that it is never about them. Rather it is about the organization they lead and the people they serve. They understand that old African proverb that “to go fast, go alone, but to go far, go together.” Leaders pull the rope; they don’t push it.
They understand that personal achievement and economic security is a function of stakeholder service. All of your stakeholders. Especially your future ones.
Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.
A Time to Astound
A Time to Astound
A Muddy Boots Blog
Our new guest writer, David Griffith, returns with part 3 of A Muddy Boots Blog: A Time to Astound.
The principle of Muddy Boots is straightforward. You put on your boots, go into the world, ask questions, listen, learn, and act on that knowledge. The asking is easy. It is listening that is hard. So, too, is the acting on the knowledge part. That thought is brought into focus by a quote from Thomas Edison that I recently reread.
“If we did the things we are capable of, we would astound ourselves.” – Thomas Edison
Hold that thought and do a little bit of self-reflection.
How many times have you tried and doubted your ability to pull it off? If you look back and are honest with yourself, you have some examples. In my experience and observations as a manager over 40-plus years, I have seen individuals exceed their own expectations time and time again.
Opportunity is how we inspire the leap, the stretch, to try and discount the fear of failure. There lies the art of management, both of ourselves and the individuals we lead.
If you create a safe space, support risk, and challenge yourself to get out of your comfort zone, your team will not only astound themselves but also delight your customers and stakeholders. Do not miss the opportunity to learn and grow, even when you fall short, as scar tissue from such an event is often the best teacher and sets the stage for future success.
It is also an opportunity to coach. To be straightforward, coaching is not telling an individual what to do. It is often the questions you ask, testing the data, understanding the why of an approach, and the support and space to try. There is a place and time to say no, but use that as a coaching moment by explaining why.
History tells us that performance breakthroughs come from pushing the limits and often doing the uncomfortable. As I have said here, doing the uncomfortable is where I have learned the most. It is rarely fatal. Granted, there are many ways to improve the odds of success, like collaboration, being open to a range of thoughts and experiences, data, pilots, etc. All that, but in the end, you still need to take the leap—both yourself and your team.
As we emerge from COVID-19, the election, climate changes, and policy uncertainty and take on all our challenges, we would do well to listen to Edison’s advice. We are capable of more in so many places and opportunities—not just ourselves but the people we lead and the customers we serve.
It’s time to astound ourselves.
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Transforming IT from a Cost Center into a Business Asset
Transforming IT from a Cost Center into a Business Asset
Guest writer Kevin Landers brings IT back to the table in this week’s blog post: “Transforming IT from a Cost Center into a Business Asset.”
Does this sound familiar? “At my Equipment Dealership IT isn’t really anyone’s full-time job.”
Has your IT “team” ended up being an employee who isn’t an IT professional at all? Has IT landed on a service or finance manager or even an operations director who is juggling technology alongside their actual jobs?
We get it. IT is not something we tend to love, and with anything like this, as you have grown, IT has probably just fallen to the bottom of this list of must-do’s until you find yourself in IT hot water. A sign that it is not working as it should, could be a data breach, creaking laptops or even service staff who cannot do their jobs remotely anymore.
Ultimately, you end up with a reactive approach to IT, which stifles efficiency, risks security breaches, and fails to unlock IT’s true potential as a revenue driver.
But what if IT wasn’t just an overhead cost? What if it could be a strategic asset that improves efficiency, strengthens customer relationships, and even boosts profitability?
The real cost of treating IT as an afterthought.
Many dealerships approach IT like they do equipment maintenance—fix it when it breaks. This reactive mindset often leads to:
If IT is not actively supporting business growth, it is holding you back. But transforming IT into a true business asset is not just about upgrading hardware and software—it is about aligning IT with dealership goals.
How dealerships can leverage IT for business growth.
1 Unlock New Revenue Streams with IT Driven Services.
The modern dealership is not just about selling machines—it is about providing a full-service experience. A strategic IT setup can enable:
2 Improve Operational Efficiency and Reduce Costs.
Outdated IT leads to wasted time and money. Strategic IT investments drive efficiency by:
3 Enhance Cybersecurity to Protect your Bottom Line.
Cyber threats are a growing concern, and dealerships are prime targets due to the sensitive financial data they handle. The average ransomware attack costs businesses over $4.5 million in downtime, legal fees, and lost trust. A proactive IT security strategy includes:
4 Use IT to Improve the Customer Experience and Loyalty.
Loyalty is built on convenience, reliability, and trust—three things IT can enhance.
Dealerships that prioritize IT as a customer experience enabler can:
5 Turning IT into a Competitive Advantage.
So, how do dealerships shift from seeing IT as a cost to leveraging it as a business growth tool?
A managed IT services provider (MSP) with dealership expertise can handle maintenance, security, and system optimization—freeing your team to focus on business growth instead of troubleshooting.
Instead of focusing solely on cost reduction, align IT investments with revenue-generating opportunities. This means looking at IT not as an expense but as an enabler of efficiency, security, and customer satisfaction.
Understanding the connection between IT, efficiency and meeting legal requirements, you can start to unlock opportunities to drive better practices. This leads to better profitability and ultimately growth.
IT investment decisions should not just be left to the IT team. CFOs, COOs, and dealership owners need to understand how IT affects revenue, operations, and risk management. Framing IT as a business asset ensures smarter investments that drive measurable returns.
Even bringing in your own virtual CTO to help bring the discussion of IT to the management team can be an incredibly smart move for larger dealerships or those with visions to extend their branches.
IT should not be a headache – It should be an asset.
The dealerships that thrive in the coming years will not be the ones that treat IT as a back-office function. They will be the ones that leverage IT to drive efficiency, enhance customer experience, and unlock new revenue streams.
The question is not whether IT is a cost center or a business asset. The question is: Are you using IT to power your dealership’s growth?
If IT still feels like a burden rather than a business enabler, it is time for a different approach—one that turns technology into your dealership’s competitive advantage.
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The Skilled Workforce Future: Stakeholder Capitalism vs. Shareholder Priority
The Skilled Workforce Future: Stakeholder Capitalism vs. Shareholder Priority
Guest writer Ed Gordon returns this week with a forward-focused blog, “The Skilled Workforce Future: Stakeholder Capitalism vs. Shareholder Priority.”
The United States is in the midst of a severe skilled labor shortage. Wage inflation is also rising. A growing body of evidence points to the continued growth of these negative economic trends into the middle of the 2030s.
The Corporation in the 21st Century, a 2024 book by the internationally recognized Oxford University economist, John Kay, analyzes why these problems and other vital economic issues are not being addressed by most businesses. He focuses on the tension between shareholder priority and stakeholder capitalism. Stakeholders are “the range of people and organizations who have a legitimate interest in the performance of a business” including employees, customers, suppliers, and the communities in which they operate. He asserts that treating stakeholders merely as a means for maximizing profits for shareholders is destructive and that management needs to strike a balance between these competing interests.
Until American businesses shift from their current shareholder-priority focus of maximizing short-term profit to more balanced practices, U.S. skilled worker shortages will only continue to increase. America’s future labor economy is at stake.
The Manufacturing Institute warns that American manufacturers need to fill 3.8 million jobs by 2033 with half at risk of remaining vacant due to an under-skilled workforce. Today’s 4th graders will graduate from high school in 2033. Only 33 percent read at grade level and only 37 percent are proficient in math. They will be the core of America’s future workforce. To address current and future skilled worker shortages, businesses need to support employee training, career education, and improved math and literacy instruction in their community schools.
As John Kay states, “Modern economic growth is about building collective intelligence [including a better educated workforce] into familiar resources to create new products and still more advanced capabilities.” Human intelligence is as critical as material resources in sustaining economic prosperity. You can’t have a new reality with an old mentality.
Edward E. Gordon is the founder and president of Imperial Consulting Corporation in Chicago. His firm’s clients have included companies of all sizes from small businesses to Fortune 500 corporations, U.S. government agencies, state governments, and professional/trade associations. He taught in higher education for 20 years and is the author of numerous books and articles. More information on his background can be found at www.historypresentations.com . As a professional speaker, he is available to provide customized presentations on contemporary workforce issues.
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Laying Down and Picking Up
Laying Down and Picking Up
Contributor David Griffith brings his follow up guest post with “Laying Down and Picking Up.”
I retired the first time at 60 and the second at 70. For the first time in 48 years, I could sleep in. That was 15 months ago, and I have continued to reallocate my time, but I have also learned some things.
Going from 80 MPH to 0 is very tough when you run hard. A good friend reminds me that when you do nothing, you are dead. Fair, but I have also lost one older brother in his mid-80s, and I have another fighting dementia also in his early 80’s.
I have been a member of a YPO forum for some 30 years and one of our good discussions is how do you want to play the back nine? So, while I believe in the kingdom, and that faith comforts me, how do I/we want to play the back nine?
Jacqui and I are committed to giving back. We have been blessed to have had solid careers, are comfortable, and have our kids close. We also have terrific friends. My first decision was to move from being the leader to being a coach and advisor.
At 60, I stepped away from Modern but remained Chairman.
At 70, I retired from Episcopal Community Services.
In March this year, I will step down as Chair of the Academy of Natural Sciences and the Drexel board.
I will fish and travel more, but the joy now comes from being a coach, advisor, and partner with Jacqui’s causes.
I now serve on several private company boards as a director, I joined a family business firm and coach individuals through the firm, and I work with some non-profit organizations and foundations whose mission aligns with our view of the needs and challenges of our time.
There is great joy in being a coach and seeing the individuals you work with benefit from your scar tissue. To focus on talent and team.
I have learned not to tell but to ask the right questions, to teach an organization the power of radar and the value of time to react to change, to share experiences and mistakes, to challenge an individual with the potential to stretch, to learn the power of listening, asking questions, and yes, to wear muddy boots.
I would share that there is a time to lay down and a time to pick up. That time is a gift. That experience can be both an example and an inspiration that you can indeed do more. As Yoda said, “There is no try, only do.” Accountability is a wonderful gift to give, as is experience to individuals and organizations.
At ECS, I learned the expression, “To go fast, go alone, but to go far, go together.”
So, I am on the back nine, laying down the old, picking up the new, and going together with some new friends.
Life is good.
Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.
Muddy Boots Basics
Muddy Boots Basics
We are proud to introduce our new contributor, David Griffith, making his debut guest post this week with “Muddy Boots Basics.” Here is David, in his own words:
I have had a diverse career, starting with IBM, ROLM, and MCI and then moving to The Modern Group, Ltd., and Episcopal Community Services. These days, I serve on several boards, both for-profit and nonprofit. I do a bit of consulting and coaching working with my long-time colleagues at Delaware Valley Family Business Center. Jacqui tells me I am flunking retirement as she goes out the door to another meeting.
Like many colleagues, I have considered retirement for some time and concluded that doing nothing meant being dead. Interestingly, when I was an active CEO with “retired” board members, I was always fascinated by how they had their solid advice and wisdom on a given issue. Now I know, as I am one. It is called experience or, as I prefer, “scar tissue.”
Yes, technology, AI, work-from-home, and the internet have all changed the marketplace, but the fundamentals are the fundamentals. Talent, Customer focus, Listening, speaking last, Radar, Governance, Strategy, Gross and Net Profits, Cash flows, and Debt vs Equity are pretty much the same across the business landscape.
Experience shared is a tremendous gift, and accountability is a powerful tool for any leader. Yes, it is always darkest before it turns absolutely black, but the sun does come up. It is good to have people who know this around you when the lights go out.
I am reminded of a similar lesson from my nonprofit days at ECS. The best advice I ever got was from an experienced Rector who served on our board. Remember, he told me, “Preach the gospel, and sometimes use words,” meaning that actions matter way more than talk. I have seen the power of examples, the notion that offices eat last, that if the team does well, it’s the team; if not, it is yours. Listen with intent and value on-the-ground experience. Experience is invaluable and is a gift when it is shared thoughtfully.
So, retirement is a chance to give back, share lessons learned, learn some new tricks, and coach as you would have liked to have been coached. You have an opportunity for legacy with your community, organizations, and family and extended family. You can only fish so many days a year, though I am working on the correct answer. We all have something to share, help carry a load and leave a little less mess. Experience matters, but only if it is open to new ideas, approaches, and risks. The combination is powerful.
Sometimes, all it takes is to be there, listen, and share.
Muddy Boots Basics.
Last week I had the opportunity to speak to an assembled group of leaders of family businesses sponsored by the Delaware Valley Family Business Center. They asked me to share my perspective, aka scar tissue, on the attributes of leadership observed over my years in business and my service as a board chair with privately held for-profit organizations.
I shared five core attributes.
Muddy Boots.
Leaders who put on their Muddy Boots and go into the field and listen to the answers to two questions.
Leaders do not manage the business from behind a desk. The listen to customers, competitors, employees, thought leaders, educators, to the people closest to the work. They seek outside advice and perspective.
Time.
They are intentional with their time. “They do the important, not the urgent.” They carve outthink time. They are curious. They find the pain and fix it. They invest in learning and talking with contrarians. They think not in the present but three to five years out.
Elephants.
They create environments where it is safe to name the elephants. They focus on the hiring and the care and feeding of talent. They work to be the dumbest person in subject matter areas. They understand that a bunch of talented people are more valuable than one individual telling people what to do. The world needs inventors and implementers. They understand that inclusion is a seat at the table and that the bigger the table, the better the decisions.
Personal Brand.
People know what they stand for. They live their mission, their vision, and their values. People understand what their North Star is. They are consistent. They are both firm and calm. They run to the fire, not away from it. People want to work for them. They care more about other people’s success than their own. They put their crew first, and their crew knows it.
Balance.
They understand that while focus is important, so too is balance. They understand that shareholders are not the only stakeholder, but so too is family and community, employees, vendors, and customers. They understand and act that they are part of a much larger system and that we all carry the responsibility to pay it forward. They do not put greed ahead of grandchildren.
In the end, leadership can be summed up in the concept of legacy. True leadership understands that it is never about them. Rather it is about the organization they lead and the people they serve. They understand that old African proverb that “to go fast, go alone, but to go far, go together.” Leaders pull the rope; they don’t push it.
They understand that personal achievement and economic security is a function of stakeholder service. All of your stakeholders. Especially your future ones.
Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.
The Power of Work Ethic: Lessons from a Lifetime of Hard Work
The Power of Work Ethic: Lessons from a Lifetime of Hard Work
Guest writer Jim Dettore returns this week with some thoughts on the good habits of hard work in “The Power of Work Ethic: Lessons from a Lifetime of Hard Work.”
I started working when I was 14 years old and have never really been without a job. At 59, I can look back and see how my work ethic has carried me through every season of life, good times and bad, financial struggles and success, divorce, and sorrow. For over ten years now, I’ve run my own successful business, and through it all, one principle has remained true: A strong work ethic is one of the greatest assets a person can have.
The Challenges of Work Ethic Today
Today, work ethic faces new challenges. The world moves fast, technology creates shortcuts, and social media often promotes instant gratification over perseverance. Many people expect overnight success without the years of dedication it takes to build something worthwhile. Some believe that hard work is outdated or unnecessary in a world of automation and remote jobs.
But the reality is that no matter how much technology evolves, work ethic will always matter. Showing up on time, doing what you say you’ll do, pushing through difficulties, and going the extra mile. These are traits that never go out of style. Employers value them, customers appreciate them, and they make the difference between a life of constant struggle and one of meaningful progress.
My Journey: Bouncing Back and Giving Back
I’ve had moments where I was broke, but my work ethic always helped me bounce back. I never saw failure as an excuse to stop trying. I saw it as a lesson. Hard times will come, but if you stay committed, they don’t have to define you.
One of the most rewarding parts of success is the ability to give back. When I’ve had plenty, I’ve made it a priority to help others. There’s something powerful about lifting people up, sharing what you’ve learned, and watching others grow because of the effort you put in.
Advice to Young People: It’s Never Too Late to Develop Work Ethic
If you’re young and just starting out, or if you feel like you’ve been struggling with consistency, know this: It’s never too late to develop a strong work ethic. Here are a few things I’ve learned along the way:
Success doesn’t come from working only when you’re motivated. It comes from discipline and doing what needs to be done, day in and day out.
Whether you’re flipping burgers, running a business, or working in an office, treat every job as if you own it. Pride in your work will set you apart.
Your children and loved ones are always watching. Your work ethic, attitude, and how you handle challenges will shape their perspective on life. Teach them the value of hard work by showing them what it looks like.
If you say you’ll do something, do it. Reliability builds trust, and trust opens doors. People remember those who follow through on their commitments.
Hard work is essential, but learning to work efficiently is just as important. Always look for ways to improve and grow. Learn new skills, adapt to changes, and use your time wisely.
No matter how much money you make, life has ups and downs. Always put something away for rainy days. Having a financial cushion can keep you from making desperate decisions and allow you to keep pushing forward.
No one succeeds alone. Find mentors who have been where you want to go. Listen to their wisdom, ask for advice, and apply what they teach you. Respect their time, and one day, pay it forward by mentoring someone else.
Everyone fails. The key is to learn from mistakes, adjust, and keep moving forward. Failure is a steppingstone to success if you use it to grow.
Through all the ups and downs of life, my faith has been my foundation. A strong relationship with God gives you guidance, strength, and the ability to persevere when things get tough. Pray for wisdom, trust His plan, and keep walking forward in faith.
True success isn’t just about what you achieve; it’s about what you give. Helping others creates a legacy far greater than any paycheck. Lift people up, share what you’ve learned, and make a difference.
Final Thoughts
A strong work ethic is one of the most valuable things you can develop. It will carry you through hardships, help you build a life you’re proud of, and give you the ability to make a difference in the lives of others. No matter where you are in your journey, start today. Show up, work hard, save for the future, learn from those ahead of you, stay close to God, and keep going. The rewards will come, not just in financial success, but in the deep satisfaction of knowing you lived with integrity, resilience, and purpose.
Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.
Alternative Educational Pathways for Today’s Demands
Alternative Educational Pathways for Today’s Demands
Guest writer Mick Vaught talks education in today’s blog. In “Alternative Educational Pathways for Today’s Demands,” he writes about the different schools within education that would bring a broader array of skills into the American workforce.
One of my first jobs after college was working for a German construction equipment manufacturer. My primary objective was to start at the top, make a ton of money and retire early. It didn’t take long to discover that nearly a million other people had that same goal -meaning I had to start at the bottom and work many years climbing the corporate ladder. What became very evident through those years was the difference between European and American educational cultures. Regardless of my previous college education I began a six-month European apprenticeship method of working in all departments through the manufacturing process. I gained a complete understanding of how the company functioned from the beginning to the end of the manufacturing process. I also became aware that many of the German machinist, welders, fabricators, and plant managers did not have a college degree but rather an apprentice certificate. Most followed a designed apprenticeship career path from early high school.
Over the years, it has also become clear that we as Americans have at times failed to understand the paradigm shift in our educational system that could better prepare students for a successful future. In previous years, a college education was a must for any young person trying to succeed in their career. If you had a college degree you were looked upon with more prestige, more opportunities for success, and more earning potential. Conversely, if you chose not to attend a college or university, you learned a trade (either by a technical or trade school or an apprentice program) and became a “mechanic, plumber, machine operator and the like. We are beginning to see more options available for those students who are not inclined to attend a college or university. We are beginning to see the paradigm shift where parents and students are becoming more aware of their return on investment while attending a college or university as opposed to enrolling in a trade or tech school. There are a number of important reasons why this is happening including costs and the increase in viable opportunities now available. Let’s take a look at some of those opportunities and the differences between them.
Trade Schools vs. Technical Schools:
Typically, trade schools cover a broader range of hands-on occupations while tech schools focus, more specifically, on the technology sector. Trade schools can (and often do) offer the same type of programs offered at tech schools but often offer additional types of programs in unrelated areas.
Trade Schools:
Trade schools are also known as vocational schools that prepare students for skilled jobs in a broader set of professions or trades such as healthcare (nursing, medical assistants, dental assistants, pharmacy assistants), construction and maintenance plumbing. electrical work, welding, carpentry, etc. Trade schools also emphasize practical, hands-on training over traditional lecture-based classroom learning. The goal is to ensure job-ready skills required for those fields of study. Trade school programs can usually be completed in two years or less. Trade school programs also offer excellent employment prospects for graduates.
Tech Schools:
Tech schools basically focus on careers in technology and related fast paced, ever-evolving technical jobs. Some prominent areas include IT technicians, computer science or software engineering. They also provide specialized knowledge in an emerging set of interrelated industries that have a stable employment outlook for the foreseeable future. Technology- focused careers tend to offer higher salaries. According to the Bureau of Labor Statistics, computer and IT occupations are projected to grow 11% by 2029.
Apprentice Programs:
While both apprenticeships and trade school programs provide training in skilled trades, an apprenticeship is distinct because it combines classroom instruction with paid on-the-job training under the supervision of a skilled professional. A trade school primarily focuses on classroom learning with hands-on practice in a dedicated training environment, often without direct employment while training; essentially, an apprenticeship is a “learn-while-you-earn” model within a real work setting, whereas a trade school is more focused on acquiring technical skills in a dedicated learning space.
Key differences:
Trade schools may offer more specialized training in a particular trade, while apprenticeships can provide a broader skill set depending on the employer’s needs.
Just a side note:
Since the passage of the 1944 GI Bill, college has been pushed over vocational education in a noticeably big way! This college-for-all narrative has been emphasized for decades as the pathway to success and stability. Parents might worry about the future of their children who choose a different path.
Why choose Trade/Tech/Apprentice Schools Over College: The Cost
One of the biggest downfalls of a college education is the amount of debt that students incur while attending college or university. According to recent Education Data, most college students build up an average debt of $36,406 whether they graduate or not. The difference in debt between students who attend college or trade school is shocking regardless of the field of study. The average cost of earning a degree from a trade school is $33,000 in contrast to earning a degree in college with an average cost of $132,000. Time investment is also a huge factor. In comparison with a four-year college degree, trade / tech schools usually finish within one or two years. Ultimately, students are able to enter the workforce right after school while bachelor’s and master’s degrees will invest at least 3-4 years of their life in an effort to graduate.
Student Loan Debt Statistics:
College student loan debt in the United States now totals a whopping $1.753 trillion! The outstanding federal loan balance is $1.620 trillion and accounts for 91.2% of all student loan debt. 42.8 million borrowers have a federal student loan debt. Here’s the big one. The average student loan debt growth rate outpaces rising tuition costs by 166.9%. You can see where I’m going with this. Since the 1980’s the tuition cost for a four-year college degree has increased by 65% over the years.
Now let’s compare U.S. Trade/ Tech/ Apprentice Programs to our European counterparts:
In Europe, vocational training is often a core part of secondary education, with students choosing a vocational track early on. US trade/tech schools are often seen as a separate path from traditional high school or college. European trade schools emphasize apprenticeship programs, where students gain practical experience on the job alongside classroom learning. Conversely, US apprentice programs are less prevalent (usually private companies) and not as well structured. In Europe, vocational training is viewed as a prestigious and valuable career path, while in the US, college is often seen as a preferred route at times leading to a stigma around trade/tech schools. European trade schools tend to offer a broader range of vocational training with a focus on theoretical knowledge alongside practical skills, while American trade/tech schools might prioritize quick training for specific trades.
The future of our American educational system is at a crossroads, where our actions moving forward over the next decade will be critical. Our economy and how we compete in a global market will depend on how well we interface our training needs with company and corporate demands. Our industry’s demand for skilled labor is at an all-time record high. How we respond to these challenges will be critical for the next generation.
Customer Excellence Through Operational Excellence
Customer Excellence Through Operational Excellence
Guest writer Troy Ottmer walks us through the holy grail of customer loyalty: “Customer Excellence Through Operational Excellence.”
Achieving Customer Excellence is the holy grail for businesses. While everyone strives for it, the path to achieving it remains elusive for many. Why? Because they often misinterpret its meaning.
Customer excellence isn’t just about superior customer service. It’s about exceeding expectations in every interaction, creating truly unforgettable experiences that foster deep loyalty. To achieve this, you need to understand what “excellence” means to your customers. What are their unique needs and expectations? How do they define value?
This is where operational excellence comes in. Operational excellence is the engine that drives customer excellence. It’s about streamlining processes, optimizing resources, and continuously improving how your business operates.
In addition to prioritizing your employees, prioritizing your customer needs along with aligning your business processes is critically important. This means understanding their needs, preferences, and pain points, and then designing your operations to address them effectively.
Simplicity is key. When your internal processes are easy for employees to understand and execute, they can focus on delivering a positive customer experience.
Keep it simple: You don’t need complex systems or massive overhauls to achieve operational excellence. Start with small, incremental improvements that focus on efficiency and effectiveness.
Prioritize your employees: Adopt an employee-first mentality. Engaged employees are your greatest asset. They are the face of your company and the key to delivering exceptional customer experiences. When your team feels valued and empowered, they are more likely to go above and beyond for your customers.
By focusing on operational excellence, you can:
Remember: The customer is always right, even when they’re not. It’s about understanding their perspective, empathizing with their concerns, and finding solutions that leave them feeling valued and satisfied. It’s all about having engaged employees who believe in your company and can authentically sell your brand and its values to the customer.
I would note that the phrase “The customer is always right” is a common business adage, but it’s important to understand its nuances and limitations. While it emphasizes the importance of customer satisfaction and providing excellent service, it doesn’t mean that customers are always correct in their requests or expectations. Instead, the phrase should be interpreted as a guideline to prioritize understanding the customer’s perspective, empathizing with their concerns, and finding solutions that leave them feeling valued and satisfied. This approach involves active listening, clear communication, and a willingness to find common ground, even when there are disagreements.
In essence, operational excellence provides the foundation upon which true customer excellence can be built.
Here’s a simplified approach to get started:
By focusing on operational excellence and prioritizing your employees, you can create a customer-centric culture that consistently delivers exceptional experiences and builds lasting loyalty.
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Who Plays the Most Crucial Role on Your Team?
Who Plays the Most Crucial Role on Your Team?
This week, guest writer Troy Ottmer shares the elements and roles in team culture that will make or break your team in “Who Plays the Most Crucial Role on Your Team?”
Another way to ask this would be “Who is the Most Important Person on your Team”?
Ask any group these questions, and you’ll likely get a variety of answers. Some may point to the team leader, others to the star performer, and a few might even say the client or customer. However, the truth is more nuanced: there is no single most important person on a team. Every member, regardless of their rank, role, or skill set, plays an integral part. The ultimate success or failure of the team hinges on each individual understanding and embracing their equal importance in achieving the collective mission.
Building a Unified Team: The Challenge and the Goal
Creating a high-performing team is not just about assembling talented individuals; it’s about building a cohesive unit with shared goals and trust. For example, consider the challenge of consolidating multiple business units into a single, unified operation. The objective in such a case might be to leverage synergies across similar market segments and drive market expansion.
Yet, achieving this kind of integration is far from straightforward. It requires overcoming significant hurdles, such as:
Keys to Success
In my experience, three critical pillars support the successful integration of teams and operations:
Consolidation can create opportunities to offer a wider range of products and services, ultimately enhancing customer loyalty and satisfaction. When customers see the value of an integrated operation, it builds trust not only in the company but also in the team that delivers the results.
Employees are the heart of any organization, and their engagement is crucial during periods of change. Creating a sense of belonging, listening to their concerns, and offering opportunities for growth contribute significantly to morale. Happy, motivated employees are far more likely to perform at their best and support organizational goals.
Change requires strong leaders who can guide the team toward unified objectives. Leadership development programs empower individuals to navigate challenges, inspire confidence, and drive long-term success.
Steps to Building Trust as a Leader
Leadership is the foundation of any successful team, and trust is the cornerstone of leadership. Building trust requires deliberate effort and consistency. Here are the key steps to fostering trust as a leader:
By embodying these principles, leaders can cultivate an environment where trust thrives, and teams excel.
Empowering Employees and Driving Sustainable Growth
Empowered employees are the cornerstone of any high-performing team. When individuals are given the autonomy to innovate, the resources to grow, and the recognition they deserve, they are far more likely to contribute effectively. Fostering empowerment requires focusing on several key areas:
In tandem, these efforts lead to a workforce that is inclusive, motivated, and ready to deliver exceptional results.
To drive sustainable growth, consider these practical strategies:
This holistic approach ensures that teams are supported and equipped to meet both immediate and future challenges.
A Fundamental Shift in Strategy
Adopting a new “Go-to-Market” strategy is a prime example of how a team’s collective effort drives success. While implementing such a shift is never easy, the results often justify the challenges. It requires persistence, trust in the process, and a willingness to adapt.
The rewards of this effort include:
In essence, the negatives associated with change are outweighed by the positives, provided the team works together with a shared vision and purpose.
Conclusion
So, who is the most crucial or important person on a team? The answer is simple: everyone. A team’s success doesn’t hinge on the contributions of a single individual; it’s the collective effort that drives results. Whether it’s the leader setting the vision, the star performer delivering results, or the quiet contributor ensuring operational continuity, each person plays a vital role.
By fostering trust, empowering employees, and aligning efforts toward common goals, teams can achieve remarkable success. The key is recognizing the equal importance of every individual and leveraging their unique strengths for the benefit of the whole. With this mindset, any team can overcome challenges, embrace change, and thrive in the face of adversity.
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Are Cybersecurity Vulnerabilities Haunting Your Dealership?
Are Cybersecurity Vulnerabilities Haunting Your Dealership?
Guest writer Kevin Landers addresses one of the pitfalls of our technology – cybersecurity – here in “Are Cybersecurity Vulnerabilities Haunting Your Dealership?”
Let’s delve into a topic that’s crucial for dealerships like yours – cybersecurity. While you might not have old skeletons hidden away, there’s a good chance that cybersecurity vulnerabilities are lurking in the shadows, just waiting to cause trouble. You can’t address what you can’t see, which is why it’s time to shed light on these hidden dangers. This will empower you to take initiative-taking measures to safeguard your dealership from potential cyber threats. Here are some of the most common cybersecurity challenges faced by dealerships:
Outdated Software: The Neglected Nightmare
We understand that updating software can be a hassle, but running outdated software is akin to leaving the dealership doors wide open for hackers. When software vendors release updates, they often include crucial security patches that plug vulnerabilities. Don’t let outdated software haunt your dealership’s digital presence. Keep everything up to date to fortify your online defenses.
Weak Passwords: The Gateway for Cyber Intruders
If your passwords are weak, it’s like handing over the keys to your dealership to cybercriminals. Using predictable passwords like “123456” or “password” is a big security no-no. Instead, establish robust and unique passwords for all accounts and devices. Consider a mix of upper and lowercase letters, numbers, and special characters. Password managers can be invaluable for generating and securely storing complex passwords. As a dealership owner, set guidelines for creating strong passwords and employ software to enforce this policy.
Unsecured Wi-Fi: The Vulnerable Entry Point
Imagine a scenario where a cybercriminal lurks in a parked vehicle, exploiting your dealership’s unsecured Wi-Fi network. Terrifying, right? Unsecured Wi-Fi can serve as an entry point for hackers to intercept sensitive data. Ensure your Wi-Fi is password-protected and use WPA2 or WPA3 encryption for an added layer of security. For critical dealership operations, consider implementing a virtual private network (VPN) to shield your data from prying eyes.
Lack of Employee Training: The Risk of Ignorance
Your employees can either be your dealership’s strongest defense or its weakest link. Employee errors contribute to approximately 88% of data breaches. Without proper cybersecurity training, your staff might unknowingly fall prey to phishing scams or inadvertently expose sensitive information. Regularly educate your team on cybersecurity best practices, including recognizing phishing emails, avoiding suspicious websites, and using secure file-sharing methods.
No Data Backups: The Catastrophic Loss
Imagine waking up to find your dealership’s data vanishing into the digital abyss. Without backups, this nightmare can become a reality due to hardware failures, ransomware attacks, or unforeseen disasters. Embrace the 3-2-1 rule: maintain at least three copies of your data, stored on two different media types, with one copy stored securely offsite. Regularly evaluate your backups to ensure they are functional and dependable.
No Multi-Factor Authentication (MFA): The Risky Gamble
Relying solely on passwords for account protection is a risky gamble, much like having a screen door at the entrance of your dealership. Implementing MFA adds an extra layer of security, requiring users to provide additional authentication factors, such as a one-time code or passkey. This significantly bolsters your account security and makes it challenging for cyber attackers to breach your dealership’s defenses.
Disregarding Mobile Security: The Vulnerable Phones
Mobile devices have become indispensable tools for dealership operations, but they can also be vulnerable to security risks. Ensure that all company-issued devices have passcodes or biometric locks enabled. Consider implementing mobile device management (MDM) solutions to enforce security policies, remotely wipe data, and ensure devices remain up to date.
Shadow IT: The Unwanted Surprise
Shadow IT refers to the use of unauthorized applications within your dealership. While it may seem harmless when employees use convenient online tools, these unvetted applications can pose significant security risks. Establish clear policies for software and services usage within your dealership and conduct regular audits to identify any lurking shadow IT.
Incident Response Plan: Preparedness for the Unexpected
Even with all precautions in place, security incidents can still occur. Without an incident response plan, your dealership could be left scrambling. Develop a comprehensive incident response plan that outlines how your team will detect, respond to, and recover from security incidents. Regularly evaluate and update the plan to ensure its effectiveness.
Don’t let cybersecurity vulnerabilities haunt your dealership. We can assist you in identifying and addressing potential threats, ensuring a robust security posture that protects your business. Reach out to us today to schedule a cybersecurity assessment. Your dealership’s security is our top priority.
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