Archives: Blogs

Cal Wilson / September 7, 2022

A comprehensive plan—with goals, initiatives, and budgets–is comforting. But starting with a plan is a terrible way to make a strategy. Roger Martin, former dean of the Rotman School of Management at the University of Toronto and one of the world’s leading thinkers on strategy, says developing strategy means going outside an organization’s comfort zone and escaping the common traps of strategic planning. 

Cal Wilson / August 23, 2022

In July of 2010, we shared a story about a business local to our Head Office, that went through a difficult tragedy, but managed to come back stronger than ever with the support of its community.  

Twelve years later, in a time of economic adversity where many businesses find themselves uncertain about the future, this story may still offer some hope.  

In this issue of the Pulse, we are revisiting our story from 2010, with the hopes that it may bring some inspiration and a smile in these challenging economic times.  

Chapman’s – success in the face of adversity 

In September of 2009 the tiny village of Markdale, Ontario, Canada, was struck by a disaster that could have easily been an insurmountable barrier to survival for the community.  

The entire facility of the town’s primary employer, Chapman’s Ice Cream, burned to the ground.  Just a few weeks earlier, Markdale had also been hit by a tornado that caused significant damage to the area.  The residents most certainly felt a sense of doom at their misfortune. 

What could have been an epic disaster for Markdale has turned into a wonderful feel-good story as well as a tale of success, community values, and persistence in the face of adversity. 

Founded by David and Penny Chapman in 1973, Chapman’s Ice Cream is Canada’s largest independent ice cream company.   At the time of the fire, Chapman’s employed 350 locals. 

The family-owned business has always been noted for its exceptional treatment of the community and its employees.  Nobody knew ‘how good’ until the fire struck. 

The Chapmans could have easily taken their wealth and retired to a warm and sunny locale. They didn’t do that. They could have chosen to rebuild in another location, in a bigger city, closer to transportation hubs. They didn’t do that either. 

David and Penny Chapman immediately promised the community they would rebuild – in Markdale.  They also assured their employees they would be looked after.  On this last promise, Chapman offered no specifics according to several employees who were at the post-fire meeting. None of them particularly cared. David Chapman had made a commitment; David Chapman, they were certain, would keep it. 

As it turned out, he did. No employee missed a payday. Responsibilities may have changed as they worked on the business recovery and rebuilding project, dubbed Project Phoenix, but work continued.   

“From ashes to ice cream”, is how Penny Chapman phrased it. 

Recovery plans were quickly put in place.  As a temporary measure, an existing furniture warehouse was converted into a production facility. Used equipment was purchased at an auction in Florida.  Chapman’s also outsourced production to smaller ice cream producers throughout the region. Retail facilities maintained their stock and the Chapman brand was maintained. 

In addition, Christmas bonuses were paid to employees as is their annual tradition. Nobody would have complained if they weren’t paid bonuses but that just wasn’t the way of doing business at Chapman’s. 

The Chapmans also began the process of building a brand-new facility almost twice as big as the old factory. It is expected to start making ice cream in September of this year.  It will also include a separate nut-free manufacturing facility.  Out of the ashes rises impending growth.  

The return to the company for their actions and loyalty over their 36 years of existence was the faith and support of their employees during the time of crisis. The village could not have survived without the Chapmans’ efforts and those of the employees working together and having faith in the future for the company as well as their way of doing business. 

“It was a miracle,” said Penny Chapman of the quick recovery and stop gap measures. She also said, “There was never a moment where we said we’re not going to rebuild. They’re investing in us, so we’re investing in them”. 

The Chapmans are revered by their employees and the community, and have always been well respected for their good deeds.  The Chapmans have turned what could have been the demise of a small community into a very positive situation that will be rewarded for generations to come.  It is a just reward for treating people right. 

Flash forward to 2022. 

Twelve years later, and Chapman’s is a family owned and operated business with a strong commitment to its community, on top of being one of Canada’s favourite ice cream makers! It has survived COVID-19 and other economic struggles, showing the true strength of great leadership and service to both its employees and its customers.  

Now, the fire that could have closed the business down is just a chapter in its distinguished history, showing us all that times of adversity pass, and a resilient spirit goes a long way.  

Cal Wilson / August 9, 2022

Many of us wake up every workday with a torrent of emails sitting in our inbox. Our first task when we clock in is probably to sort through them, only to have more and more come through over the rest of the day.  

If this sounds familiar, you might be dealing with email overload. In this issue of the Pulse, we’re looking at the phenomenon of email overload, and how you can set yourself free.  

Email overload.  

The responsibilities of your job include keeping up to date on your inbox, but likely you have a lot better things you could be doing with your day. For most people, sorting through emails, reading, and replying shouldn’t be their constant task – that’s what happens when email overload kicks in.  

Email overload is a phenomenon where a worker cannot reasonably keep up with the number of emails they receive. It has only grown worse in the wake of remote work, when previously in-person interactions are often now relayed over email, or other platforms like Slack or Microsoft Teams.  

What are the symptoms? 

Unsure if this is you? Here are some symptoms to watch out for: 

• You feel like you’re always behind on your email, unable to catch up. 
• Checking your email stresses you out, because you know you have a lot of messages to answer. 
• You’re getting follow up emails on messages you haven’t replied to yet.  
• The urge to check your inbox distracts you from getting other tasks done or follows you outside of work hours.  

This leads to stress, decreased productivity and increased distraction, and can also increase the chances of errors and burnout.

Where is the escape route? 

Unfortunately, we can’t change the structure of today’s workplace communications. Unless you’re looking to completely change your job, you’re going to have to deal with the flow of emails and notifications in one way or another.  

Luckily, there are strategies you can take to lighten the load, and organize your communications more effectively: 

• Task batch your email activity – group similar tasks together, such as replying to emails or following up on communications and complete them in a designated time each day. This will help alleviate the pressure to keep checking your inbox and taking immediate action.   
• Unsubscribe where possible – you’re more than likely receiving all kinds of newsletters, promotional emails, and social media notifications that are causing clutter. You should be able to unsubscribe from those which you no longer find useful.  
• Set up filters and rules – filters automatically sort your messages into specific folders based on certain criteria, and can even automatically delete certain messages before you ever have to see them.  
• Re-examine company protocols – one of the causes behind email overload is a lack of clear and effective protocols. Is there a better way to handle communication? Are you receiving emails someone else should be handling? Sometimes the overload can be solved by internal decision-making. 
  

There’s an app for that. 

If you’re interested in any of these strategies, there’s most likely an app out there to help you. Modern technology is both the problem and the solution!  

For task batching, calendar apps like Google Calendars can be a great help. There are several apps dedicated to email organization, including unenrollment tools and other forms of productivity aids.  

In conclusion… 

Email overload is an all-too-common reality of the digital age. Fortunately, there are strategies to lessen the burden, freeing up your inbox and your time.  

Cal Wilson / July 26, 2022

The success of many businesses lies with the talent and intuition of salespeople. We’ve all had experiences with great salespeople, and poor salespeople, that stick out in our memory, and probably influenced our choice to buy a product or service.  

So what are the traits of a truly excellent salesperson? Not just someone who can close a transaction, but someone who will make your customers’ overall experience positive and memorable. In this issue of The Pulse, we examine those key characteristics your business should pay attention to when hiring or training salespeople.  

It’s a mix of qualities, habits, and skills.  

There are many components that make a great salesperson. From inherent qualities, like charm, to good habits and skills developed over time, it takes the right combination to achieve excellence.  

Habits and skills you can help train and develop in your employees; therefore, the underlying qualities are going to be really important to look for when hiring.  

What are those qualities? 

The best salespeople have the following qualities: 

• Empathy – they’re able to genuinely understand their customers’ needs and feelings.  
• Honesty – you don’t want a snake oil salesman representing your business; honest salespeople are the best direction for your team.  
• Hunger – a drive to sell that goes beyond making money. 
• Competitiveness – they’re constantly striving to not only be the best at what they do, but improve on their own performance.  
• Confidence – this is self-explanatory, but is also a quality that can be built and boosted in employees with the right management.  
• Enthusiasm – a good salesperson is motivated and ready when they’re working, always looking for possibilities.  
• Resilience – the ability to bounce back after a dry spell or particularly bad outcome. Resilient salespeople find creative ways to turn things around, rather than giving up or becoming defeated.  
• Multitasking capabilities – salespeople can juggle multiple opportunities at once, closing existing deals while following new leads, and responding to queries.  
• Charisma and charm – the ability to create a great first impression and maintain relationships is a big asset in sales.  

This is by no means an exhaustive list, but top sellers and earners certainly possess these qualities and more. 

What skills can be learned and developed? 

Whether you’re hiring a salesperson and looking for a certain set of existing skills, or looking to develop key skills in your existing team, here are a great set to pay attention to: 

• Listening skills – active, engaged listening is necessary to discovering a customer’s needs and satisfying them. 
• Strong communication – communication and persuasion, both verbal and written, are imperative in sales. The importance of continuing development in this area cannot be understated.  
• Networking – especially in the digital era, networking allows for building and maintaining strong relationships, creating leads, and closing deals.  
• Understanding value – a good salesperson knows selling is more than just a price point, it’s about using value propositions to their full advantage.  

Again, this isn’t an exhaustive list. But if you’re looking to boost your sales team’s abilities, this is a great place to start.  

Strong salespeople practice strong habits.  

Habit and routine are often at the route of workplace success. This is just as true in sales as in any other kind of work.  

Some of the habits that are particularly successful in sales include: 

• Developing a measurable, repeatable sales process designed to move as many prospects from connection to closing.  
• Adopt an always learning attitude and continue to update product/service knowledge.  
• Scheduling consistent follow ups. 
• Creating a personalized message and approach.  
• Shadowing your peers and learning from top earners.  
• Asking for referrals.  

In conclusion… 

The quality of your sales team can make or break your business. Fortunately, the best salespeople have qualities, skills, and habits in common that you can identify.   

Cal Wilson / July 12, 2022

You’ve probably heard a lot of buzz about four-day work weeks this year. As more countries try it out, and researchers hail the benefits, the concept of a permanent three-day weekend has been at the forefront of many of our imaginations.  

In this issue of the Pulse, we take a look at this trend, and why some are calling for it to become a permanent solution.  

Some countries are headed towards a four-day work week.  

Workers across the globe have been asking to work a four-day work week for the same salary and benefits, while completing the same workload. Many have suggested this is the future of the work-life balance, productivity, and employee satisfaction.  

In 2022, the four-day work week is making waves in the following countries: 

• Belgium, where workers won the right to a four-day week in March. Employees will be able to decide whether to work four or five days a week, with the same workload.  
• The United Kingdom is launching a pilot program, involving 60 companies and approximately 3,000 employees, to test the “impact of shorter working hours on businesses’ productivity and the well-being of their workers” among other things.  
• Scotland and Spain will also be launching a similar trials in the future. 
• In Iceland, nearly 90% of the working population now having reduced hours or other accommodations.  
• In Japan, Microsoft found that giving employees a three-day weekend for a month boosted productivity by 40%.  
• Germans already work a shorter work week than the traditional 40 hours – on average 34.2 hours a week – but 71% of people working in Germany would like to have the option to only work four days a week. 

What about North America? 

While the gears are not in motion as much as they are elsewhere, North Americans are showing strong interest in a reduced work week.  

One study by Qualtrics found that 92% of U.S. workers support a reduced work week, even if it means working longer hours. Likewise, “three of four employees (74 per cent) say they would be able to complete the same amount of work in four days, but most (72 per cent) say they would have to work longer hours on workdays to do so.” 

Canada is feeling much the same. According to Maru Public Opinion, 79% of full-time workers are willing to shorten their weeks.  Indeed also found that 41% of Canadian employers were also considering alternative schedules.  

Does the world need shorter work weeks?  

You may be thinking, of course it would be nice to work a shorter week, but is it realistic? According to many, a reduced week may become a pressing need.  

Economists David Rosnick and Mark Weisbrot have argued that a reduction in working hours will naturally correlate with a much needed reduction in energy consumption. According to them, “if Americans simply followed European levels of working hours, for example, they would see an estimated 20% reduction in energy use – and hence in carbon emissions.” 

A four-day work week reduces: 

• Commuting related consumption and emissions. 
• Use of air conditioning and heating. 
• Use of office lighting. 
• Time spent running computers and other devices that generate a lot of heat. 

In 2007, Utah “redefined the working week for state employees, with extended hours on Monday to Thursday meaning it could eliminate Fridays entirely. In its first ten months, the move saved the state at least US$1.8m.” 

This is all without even reducing the total number of hours worked from 40.  

Longer weekends are better for workers’ health.  

A permanent three-day weekend has been linked to better mental and physical health. An experiment in Sweden from 2015 found the shortened work week reduced sickness and increased productivity.  

In comparison, long working hours with less down time has been connected to an increased risk of stroke, coronary heart disease, and developing type 2 diabetes. 

Experts believe automation will make the four-day week necessary.  

Automation may leave us with no other choice but a reduced work week.  

As automation increases, and our daily processes become quicker and more seamless, many workers will find themselves filling redundant hours. Anthropologist David Graeber says this has left, and will leave, many employees underutilized in their workplaces – yet stuck with the traditional 40-hour work week due “to the persistent issue of ‘presenteeism’ – where workers are valued… for hours logged in the office rather than productivity.” 

However, increasingly there is predicted to be less working hours to go around, due to machine learning and advanced robotics. A reduced work week may be the only option.  

In conclusion… 

Across the world, workers, employers, and governments are considering the merits of a four-day work week. The results could be beneficial for workers’ health, the environment, business’ operational spend, and adjusting to increasing automation. While nothing is set in stone, it looks like the work week of the future may be shorter.