by Fronetics | Dec 11, 2013 | Blog, Leadership, Strategy, Talent
Source: CrossFit Full Potential
CrossFitters recognize that good outcomes only come with hard work, and lots of it. For that reason, it generally attracts people who are willing to make sacrifices and go the extra mile to get results both in the gym and at work.
If you want to hire top performers who have staying power hire people who do CrossFit. Here are eight reasons why CrossFitters make great employees.
1. They are able to work with a variety of people
In business it is essential to be able to work with a variety of different people – people within different departments, at different levels within the company, even across various industries. However, many employees don’t have this capability and they fall flat. CrossFitters excel in this area. On a typical day a CrossFit class is comprised of people who have attended just one class and people who have been religiously attending CrossFit for several years, ex-Marines, pregnant women, people in their 20’s, and people in their 70s. There are people who have been athletes their whole life and people for whom CrossFit is their first foray into an active lifestyle. Because there are such a variety of people at CrossFit, when team or partner work comes into play it is essential to, seamlessly, be able to work with anyone and everyone.
2. They are willing to try new things
Business is ever evolving. In order to stay competitive it is essential that your business is willing to try new things, to be inventive, to be creative, and to be able to be willing to change. An employee who is unwilling to try new things becomes a barrier to change and to the evolution of your company. CrossFit is about trying new things and not getting bogged down with routine; CrossFitters train to be ready for the “unknown and unknowable.”
3. They are willing to go beyond their comfort zone
A step beyond trying new things is stepping outside of the comfort zone. Going beyond the comfort zone involves risk and can lead to failure. Because of this, many employees are unwilling to go beyond their comfort zone. However, employees who are willing to take this leap are typically those who bring creativity, drive, and innovation to the company. CrossFit encourages people to go beyond their comfort zone and, by nature, the majority of CrossFitters leap at this chance.
4. They can recognize their limits
Everyone has their limits. An employee who is able to recognize his or her limits is much more effective and efficient than an employee who cannot recognize their limits. If your employee knows the right time to ask for help your guidance you are lucky. CrossFitters are adept at knowing their limits; in CrossFit knowing your limits is essential in that going beyond can result in injury.
5. They are willing to tackle seemingly insurmountable problems
Many employees tackle the small problems and leave the big ones alone hoping someone else will take them on. Or, even worse, some employees are so focused on the small problems they don’t even notice that there are bigger problems which need to be addressed. Each workout of the day (WOD) presents seemingly insurmountable problems. That CrossFitters choose to do an activity which consistently presents participants with seemingly insurmountable problems tells you a lot about the drive of CrossFitters.
6. They like challenge
Employees who like to play it safe and easy are not going to be top performers. If you want top performers, look for employees who embrace challenge. CrossFitters embrace challenge. For example, a couple weeks ago the WOD was to, as a team of three, deadlift 25,000 pounds. My team was comprised of an ex-professional hockey player, a woman in her 30’s who was relatively new to CrossFit, and me (5’1” and not easily mistaken for the world’s strongest woman). Faced with a big challenge and a diverse team (see #1) – we dove in…headfirst.
7. They work hard
Dan Vadala, business consultant and owner of CrossFit Full Potential, describes the work ethic of CrossFitters: “CrossFitters recognize that good outcomes only come with hard work, and lots of it. For that reason, it generally attracts people who are willing to make sacrifices and go the extra mile to get results both in the gym and at work.” Moreover, Vadala notes that he sees positive transformations in those who do CrossFit: “CrossFit has the capacity to transform people into the types of performers and self-starters that employers are finding harder and harder to recruit.”
8. They are supportive
A good employee will support others through the good and the bad. A supportive employee will be the first to recognize their peers for a job well done, and be the first to provide guidance to those who appear to be struggling. A supportive employee is good for morale and good for your company. CrossFitters are a supportive bunch. I have never participated in another activity in which there has been so much support from so many people. “Nice work!”, and “Well done!” is heard over and over again as are little tidbits of information such as “That looks great, but if you try moving your grip a little you’ll be amazed by what you can do.”
by Elizabeth Hines | Nov 19, 2013 | Blog, Leadership, Strategy, Talent
Career Builder identified Supply Chain Manager as a Top Growth Job for 2013. Why did supply chain manager make the short list (just 18 jobs made the list)? Supply chain manager has experienced an 8 percent job growth since 2010 and there is just one active candidate for every five posted jobs. Colleges and universities have recognized the demand – and opportunity. The Wall Street Journal recently reported that supply chain management is the “hot new MBA” and that “more than a half-dozen universities have recently introduced undergraduate majors, M.B.A. concentrations and even entire degree programs dedicated to procurement, inventory management and global supply-chain strategy.”
Finding the right person for a job opening is essential. Hiring the wrong person is a costly mistake not only financially, but also in terms of team morale and productivity. Given the demand for supply chain talent, the dearth of experienced talent, and an increasing number of newly graduated talent entering the job market – how do you find and hire the right person? Here are a few tips on how to hire.
Look across the industry
Look across the industry and identify individuals who are a good match to your company and the role.
Look within the company
Look inside your company. Is there someone who would thrive in a new role – even if the role is outside of their current field?
Look outside the industry
While this may seem counter intuitive, bringing in a talented professional from outside the industry could provide the fresh ideas and insight that your company.
Work with colleges and universities
Develop a relationship with colleges and universities. Work with the schools to identify upcoming or recent graduates who are/were stars. Another option is to establish an internship program with a school.
Work with a strategic advisory firm
Working with a strategic advisory firm is an option as well. This type of partnership, such as the ones I build with our clients, can make identifying the right talent for the right position easier. An advisory firm often has the pulse on where the most talented people are in the supply chain and logistics industry. This type of partner can launch a successful candidate search process, get new hires up and running, and help retain talent for the long run.
Be creative and have vision
Throughout the hiring process remember that creativity and vision are key.
Offer an out
Here is a great example of offering an out. Zappos pays new employees to quit. You read that right – the company pays new employees to quit their jobs. Once new employees have completed their 4 wee training program they are given “The Offer.” That is, they can choose to remain with the company or quit. If they choose to quit they will be paid for the time they worked and given an additional $3,000. The employee has 24 hours to decide. Why does the company do this? If the employee is not happy in the new position and not committed, it makes sense for both parties to cut and run.
by Elizabeth Hines | Nov 12, 2013 | Blog, Leadership, Strategy
Source: www.Chickenmaker.net
A 2013 study conducted by Deloitte found that 64 percent of the global executives surveyed reported they had a risk management program in place that is specific to the supply chain. That being said, 45 percent of the respondents said their programs were somewhat effective or not effective at all. Respondents — especially those in the technology, industrial products, and diversified manufacturing sectors — reported that supply chain disruptions have become more costly over the past three years. They also cited margin erosion and sudden demand change as two of the most costly problems. Moreover, the 2013 Global Supply Chain and Risk Management Survey conducted by the MIT Forum for Supply Innovation and PricewaterhouseCoopers found that in the last 12 months more than 60 percent of companies surveyed reported that their performance indicators had dropped by more than three percent due to supply chain disruptions. While there are many factors which are likely to contribute to the issues pointed to in these studies, I believe that one is that companies focus largely developing risk management strategies to mitigate and cope cataclysmic events and not the day-to-day bumps in the road. As such, companies tend to be ill-prepared to handle the day-to-day bumps.
Big events are outlier events
Because big events such as hurricanes, tornados, tsunamis, and terrorist attacks can have a long-lasting impact and often visual impact on the logistics and supply chain industries they tend to stay top of mind. That being said, these events are outlier events. “Outlier events have much more influence than they should,” Professor Ananth Raman of Harvard Business School told David Stauffer for an article for the school’s website. M. Eric Johnson, director of the Center for Digital Strategies at Dartmouth College’s Tuck School of Business, told Stauffer for the same article, “Managers will often consider the giant risk but ignore the smaller risks that create friction in the supply chain.” When companies ignore the smaller risks, they do so at their peril.
You can’t ignore the day-to-day
Creating risk management strategies that focus on the everyday events is critical. Dealing with these events in a reactive and piecemeal fashion is inefficient and ineffective and can significantly hurt your company. The following are some tips on what to consider when developing an effective risk management strategy which focuses on the everyday risks:
- Employ a strategy that is robust and closely monitored.
- Put a leader in charge.
- Clearly define your process and make it comprehensive. Establish a well-defined process to mitigate events such as cashflow contingencies, client credit risk and default, competitor interruptions, inventory risk, data backup and recovery, key client attrition, employee satisfaction and retention, social media use and abuse, and reputation recovery.
- Make sure the strategy is both nimble and flexible. Being intractable can exacerbate issues.
- Don’t forget about human resources. Don’t be afraid to move employees into new roles. Moving an employee into a new role permanently (or for a specified period to deal with an event) is a powerful and effective strategy.
- Be first. If there is a problem, be sure that the clients hear about the problem from you. When you contact clients, tell them what the issue is and what you are doing to address it. Be clear, concise, and honest.
- Educate. Take the time to make sure everyone is educated about the strategy. If just one person knows the strategy, it will not be effective.
A big event might happen, but everyday events will happen… every day. Don’t give your company Chicken Little syndrome by focusing only on big events.
by Elizabeth Hines | Nov 5, 2013 | Blog, Leadership, Strategy
Companies within the logistics and supply chain industries are often built around a small number of clients because these clients generate 80 percent (or more) of revenue – The Pareto Principle aka the 80/20 rule. Some companies choose not to openly acknowledge this reality; I believe this is done at their peril. Rather than ignore the elephant in the room, accept it, and establish a culture that addresses this reality. This will mitigate risk and enable you to be able to better manage both time and resources within your company.
Here are tips on how to manage when the classic 80/20 applies:
Build a culture of intellectual honesty
The first step is to build a culture of intellectually honesty. While your employees can probably guess that a small number of clients are generating the majority of your company’s revenue – be open. Take the time to get the entire company on the same page. Establishing a culture of intellectual honesty enables management to implement effective and appropriate risk and management structures to be put in place. Additionally, it empowers employees, because it allows employees to better understand why certain systems and structures have been established.
Exceed expectation, anticipate needs, don’t get lazy
With respect to your high revenue generating clients – exceed their expectations and anticipate their needs. Just because you have a strong relationship with them, and maybe even a long-term relationship, you never know what the future will bring. New management, an acquisition, merger… there are several events that could end the relationship. Never assume that history will make your relationship bulletproof.
Moreover, don’t get lazy. Be proactive. Every time you pick up the phone to talk with the client or every time you meet with them — impress. You need to know their strategy and know their needs — immediate, mid-, and long-term. What’s more – be open with the client. Let them know they are important to you. If there is an issue make them aware of it, let them know you are being responsive, and address the issue ASAP. Furthermore, ask the client for feedback, listen, and be responsive — address their concerns in a timely fashion. Finally, follow up with the client to make sure they feel their concerns were addressed.
Manage talent
Many companies get in the trap of assigning a large number of employees to the revenue-generators. At issue is that if the big client terminates their relationship with you, you may be forced to lay off talent — good talent. Additionally, this type of structure is generally fraught with bureaucracy. Instead, assign a small, focused team to the client. This type of team will have fewer bureaucratic hurdles and will do far better than a bloated team that has to battle red tape. And importantly, if you lose the client, you are more likely to be able to reallocate quality team members.
Establish an evaluation process
Regarding the smaller clients, it is important to have a defined and accountable process in place that evaluates why they are part of the 80 percent. If the client is not a good fit to your model, manage them out of your base. If they are a good fit, delight the client and treat them as if they were the big fish — you never know, one day they could be your biggest client.
Put a leader in charge
Finally, it is essential to put a leader in charge of client acquisition. By putting someone in charge who understands your company culture, the business model, and the company needs, client acquisition will be more effective and more efficient.
by Elizabeth Hines | Oct 29, 2013 | Blog, Leadership, Logistics, Strategy
There are a host of issues and risks you need to consider and mitigate when implementing an international reverse logistics process. Here are six things to consider when taking your reverse logistics process international:
1. Laws, rules, and regulations
One of the first issues that you need to understand are the laws within the involved country (or countries) as well as any rules and regulations, such as taxes and tariffs, that focus specifically on border crossing of defective or non-working electronics. Not taking the time to understand the legal system could result in fines and/or costly delays.
2. Costs
Costs are another issue. Labor, transport, and disposal costs, for example, vary vastly from country to country. Accounting for even minor cost fluctuations is essential, and not only for budgeting and cost containment. Shifting cost can upend even the tightest client relationships.
3. Product classifications
Product classifications can vary from country to country. Research how the client country classifies product types. When it comes to defective or nonworking electronics, one country’s commodity can be another country’s contraband. Furthermore, misunderstandings can be expensive. For example, understanding product classifications such as tested-defected or non-tested-defective can mean the difference in being able to resell or recycle in one country to another.
4. Service levels
You must also consider service levels. What are the labor norms? Are they drastically different than those in the United States? How will the labor norms impact the service level agreements you have in place? More than likely you will find that what works well here in the United States will need to be amended elsewhere.
5. Culture
Another important thing to consider is culture. One cannot begin working in another country without taking the time to learn about and understand the culture. Although it may be tempting, don’t try and change the culture. Real success comes when you work with/within the culture.
6. How things work
Finally, take the time to fully understand what it means to work in the specific country. For example, does the country shut down around the Christmas holiday? What impact will that have on meeting deadlines? How far will you need to plan ahead?
by Fronetics | Oct 23, 2013 | Blog, Leadership, Strategy, Supply Chain
Red Sox fans are known for their loyalty, optimism, spirit, and patience. The Curse of the Bambino caused an 86 year championship drought. During these 86 years, and the equally long seeming gaps between the 2004, 2007 World Series wins and the upcoming 2013 victory (remember, Red Sox fans are ever optimistic) – Red Sox Nation aimed high. Yes we accepted each game won with fanfare, but we never too our eyes off the big win – the World Series.
In business the big win is achieving a specific goal or vision – typically large-scale change or a disruptive innovation. It takes time to win big. It also takes hard-work, motivation, and buy-in by your team. Here is where Red Sox Nation comes in. Here is what Red Sox Nation can teach business:
- Be persistent
- Celebrate the daily victories
- Never give up
- Never forget the big win is the goal
- Never aim lower than the big win
