LXE Introduces Thor Vehicle-Mount Computer

LXE, part of EMS Technologies’ Global Resource Management business unit, has announced the launch of the Thor™ vehicle-mount computer, targeting multiple logistics applications. The Thor computer houses an industry-leading Intel® AtomTM processor that features a dual operating system of either Windows® Embedded Standard or Windows® Compact Embedded and is the newest vehicle-mount computer to use the half-screen, full keypad form factor that LXE pioneered over three decades ago.

“The Thor vehicle-mount computer is capable of providing unprecedented gains in ROI,” said Dino Koutrouki, Vice President and General Manager, EMS Global Resource Management. “Technology delivers ROI when it allows resources — both human and capital — to be invested in profit-generating areas, instead of in the maintenance or usage of the technology itself. The Thor is purpose-built for businesses to achieve immediate, measurable ROI results.”

 

 

Accu-Sort Introduces AccuLazr AL5010

Accu-Sort® Systems, Inc., has introducted the AccuLazr™ AL5010 laser bar code scanner.

The all-new AccuLazr AL5010 bar code system uses a modular design that includes a scan head, mounting base, power supply and choice of interface modules. Housed in a rugged IP65 enclosure, the AL5010 is designed as a warehouse bar code scanner that functions in almost any industrial environment from distribution centers to tire manufacturing plants. It is easily integrated into most applications, including pick modules, print and apply, routing and sortation systems. In only five models, the AL5010 (H 4" x L 5" x W 2") provides scanning coverage from 5 to 48 inches (depending on the bar code's size) in both standard and high-density configurations. The AL5010 scanner requires no maintenance other than keeping the scanning window clean in very dusty or dirty environments. AL5010 is highly reliable, providing greater than 50,000 hour MTBF @ 25 degrees Celsius.

 

 

Toyota Offers Lift truck Integrated Scale

 Toyota Material Handling U.S.A., Inc. (TMHU), has launched the new Toyota integrated scale, now available on 4,000-5,000 lb. Toyota internal combustion, cushion tire lift truck models through the company's authorized network of dealers. This new scale, ideal for freight handlers, warehouses, and general shipping and receiving docks, allows for simultaneous weighing and transportation of loads, resulting in increased efficiency and reduced logistic expenses.

"Toyota is committed to providing a comprehensive product mix of material handling solutions," said Martin Boyd, vice president of product planning and marketing. "With Toyota's lift truck integrated scale, our customers are able to continuously weigh, handle and manage load data in one streamlined operation, offering valuable time and fuel savings." The Toyota integrated scale enables operators to quickly view, record or transfer legal-for-trade load weight information as the load is being transported through the facility. With the ability to weigh loads en route, this versatile cost-effective scale eliminates the repetitive, time-consuming process of transporting loads to and from floor scales.

 

 

Inmar Names New Chief Marketing Officer

Inmar has today announced the company has selected Travis Lewis to serve as Chief Marketing Officer. As a member of Inmar’s leadership team, he will report to L. David Mounts, CEO Inmar. Lewis brings extensive technology service expertise and executive management experience to Inmar, having held senior leadership positions with companies in a variety of industry sectors including consumer packaged goods, retail, consulting and information technology. His work for companies such as Home Depot, Procter & Gamble and McKinsey & Co has included strategic planning, product development, brand promotion and marketing. Lewis holds an MBA from Harvard Business School.

“Travis’ deep experience in leading new growth initiatives – at the very highest level of business – will be invaluable to us as we intensify our efforts to develop new products and go-to-market strategies to achieve our aggressive growth goals and help position our clients to meet theirs,” Mounts said. “His superior insights into the marketplace, combined with a management style focused on organizational achievement, will ensure we move forward, as planned, in creating additional profitable long-term business relationships and sustainable revenue.”

“Inmar is committed to intelligent growth and continuous improved performance,” Lewis said. "I look forward to working with the division presidents and sales leadership to expand Inmar’s solutions and help further solidify the company’s value proposition and exceptional brand.

 

 

Monthly Equipment Finance Index: New Business Volume Up 28 Percent

The Equipment Leasing and Finance Association's (ELFA) Monthly Leasing and Finance Index (MLFI-25), which reports economic activity for the $521 billion equipment finance sector, showed overall new business volume for February was $4.1 billion, up 28 percent compared to the same period in 2010. Measured against the prior month, February volume was down a tick.  And, it is worth noting that only 10 percent of responding organizations reported declining volume activity when compared to the year-earlier period.

Credit quality continues to be mixed.  Receivables over 30 days increased to 3.1 percent in February from 2.8 percent in January, but declined by 47 percent compared to the same period in 2010. Charge-offs increased slightly, from 0.9 percent in January to 1.0 percent in February, but showed dramatic improvement over the same period in 2010. Compared to the year-earlier period, credit standards eased as new application approvals increased to 76 percent in February. And, 61 percent of participating organizations reported submitting more transactions for approval during the month, up from 56 percent of responding organizations in January.

Finally, total headcount for equipment finance companies remained flat for the last four months, but was down four percent year-over-year. Supplemental data shows that the construction and trucking sectors once again led the underperforming sectors in February. Separately, the Equipment Leasing & Finance Foundation's Monthly Confidence Index (MCI-EFI) for March is 72.4, a new high since the MCI was launched in May 2009, and an increase from the previous high of 71.6 in February.

 

Frito-Lay Trailer Features Women In Trucking Graphic

Women In Trucking (WIT) and Frito-Lay North America continue to work together to encourage women to look at careers within the trucking industry.   Now, this message will be seen on a trailer as it delivers Frito-Lay products to consumers across the country.  As an extension of its Gold-level partnership, the convenient foods company recently wrapped a 57-foot Great Dane trailer with a graphic that includes both the WIT and Frito-Lay logos along its sides.   

For those attending the Mid-America Trucking Show held March 31-April 2, the specially designed trailer can be seen in the Great Dane Trailer area (booth 91475) near the outdoor food court in front of the South Wing. “It is so exciting to see our logo on a Frito-Lay trailer,” said WIT President/CEO Ellen Voie. "The exposure to the non-trucking public will let motorists know that there are women in the trucking industry and that corporations such as Frito-Lay support our efforts to encourage any woman to consider a career in this industry. "We are pleased to have it displayed in the Great Dane Trailer area in front of the convention center, where the exposure to attendees will be phenomenal.”

The Mid-America Trucking Show, held in Louisville, Ky., is expected to draw more than 75,000 attendees from all 50 states and 59 foreign countries. The show is the largest trucking event in the world and covers 1,000,000 square feet of exhibit space. 

 

 

Toyota Material Handling Launches "Giving Veterans a Lift"

Toyota Material Handling U.S.A., Inc. (TMHU) has announced the launch of the "Giving Veterans a Lift" operator safety training program. Toyota has committed $25,000 to the program, which will provide discounted forklift operator safety training for veterans and is available through the company’s nationwide network of participating dealers.

"Toyota and its forklift dealers are excited to make this investment and launch a program to assist America’s heroes in finding employment in an economy where Iraq and Afghanistan war veterans experience as much as 15.2 percent unemployment," said Brett Wood, president of TMHU. "We’re glad our dealer time and knowledge base will help equip veterans with tools needed for those who seek a career in the material handling industry."

"This program is especially meaningful to me, given that my son served in Afghanistan and Iraq with the Air Force and is currently on active duty in the Air National Guard," commented Steve Rice, dealer principal of Welch Equipment Company, Inc. "Veterans have valuable skill sets and, as a Toyota dealer, I am proud to extend this opportunity for this deserving group to gain job training and resources." Material handling is one of the few fields that are growing, and according to a recent Material Handling Industry of America report, increased 18 percent in 2010.

The deadline to apply to the "Giving Veterans a Lift" is Dec. 31, 2011 and training must be completed by Jan. 31, 2012. For additional information, visit:
www.toyotaforklift.com/veterans.

 

 

 

 

Accountability: Sharpening Your Competitive Edge to Develop Loyal Customers

In today’s highly competitive business climate, most successful companies are finding new and creative ways to win business.  By building customer-centric business plans and increasing their commitment to company-wide execution, they’ve managed to succeed in a turbulent economy.  Most of all, they’ve discovered they simply cannot afford to make mistakes in their customer relationships. They strive to “out-execute” the competition in every aspect of their business that touches the customer.  These organizations understand that the key to creating loyal customers is building a culture of accountability.

Most of us have heard the stories of accountable employees who have made a difference – the 911 dispatcher that stays on the phone and calms a caller until the EMT arrives or the jewelry clerk in a department store that helps a customer to pick out a new dress.  Unfortunately, there are far more employees that do not share this commitment to customer accountability and, as a result, fail to deliver on their goals.

Organizations that foster accountability run like well-oiled machines, as people and processes work in lock-step to achieve more predictable and profitable results.  I’m not referring to the sort of organizational accountability that focuses on catching employees doing something wrong. Rather the kind of positive accountability that is combined with high levels of employee satisfaction – as individuals are enabled with the right resources and management support.  From the outside, these organizations appear to have some magical formula that helps them win even as others are struggling to stay in the race.  We have found three keys to creating a culture of customer accountability – exceptional leaders, process discipline, and workforce engagement. 

Setting a Direction

Establishing a customer-accountable culture starts with developing exceptional leaders.  They are the navigation system that guides employees toward the finish line. These leaders have a foundation of management expertise that can maximize the talents of their teams as they keep them focused on their customers. Fifty years of client research has led us to six job functions that are critical for exceptional leaders – communicating, planning, organizing, controlling, staffing, and leading.  Leaders who are effective at these functions consistently elevate the performance of their people. 

Transforming leaders from average to exceptional requires they get beyond their perceptions of their abilities.  Managers who understand the impact they have on others have been given a unique gift.  In our experience, “feeling” the perspective of others is a significant catalyst for getting managers committed to improving their skills, attitudes and beliefs. Gaining this realistic perspective can be transformational. Unfortunately, many managers subscribe to the adage “if it ain’t broke don’t fix it”, content to continue with the management practices that have allowed them to be successful in the past. But when market conditions are constantly in flux, leaders must be exceptional.  They must find new and better ways to improve performance. 

Doing Things Right

Process discipline is the fuel that accelerates customer accountability.  Leaders who hold their teams accountable for exceeding customer expectations establish a systematic approach to monitoring progress and taking corrective action.  This typically involves a regular, top-down examination of goals and tasks, enabled by a plan for overcoming obstacles to success.  But a consistent methodology is not enough if there is not a clear understanding of the importance of customers to accomplishing key business drivers. Identifying and planning to execute on these “vital few” is the key to energizing employee commitment to individual, departmental and corporate goals. 

In years past, many companies have been able to succeed because of great products and people. When markets get tough, accomplishing the same results requires more.  A “flexible” approach to goal achievement can encourage mediocre performance.  Process discipline drives accountability and insures success even in a turbulent economy.

People Make It Happen

Leaders who support employee development and clearly communicate goals enable workforce engagement. For many organizations it’s the engine that drives accountability.  When an individual feels leadership is aligned with their efforts to serve customers and understands the role they play in achieving the company’s vital few, they tend to maintain their customer needs-focus.  It helps them to show up for work on purpose and provide their employers with the discretionary effort that can distinguish them from competitors.  An engaged employee views each customer experience as a “moment of truth” — an opportunity to deliver value and create another loyal customer. 

Ultimately, workforce engagement enables commitment to excellence. When individuals understand how their dedication plays into the organization’s broader goals, they see themselves as part of a team and work to better themselves to ensure the whole team wins.  What’s most interesting is how an environment of engaged employees can thrive, not only because it’s a great place to work but also because it creates a vibrant, productive culture that delivers predictable and profitable results.

Customer-accountable cultures with exceptional leaders, process discipline, and an engaged workforce have the unique ability to establish a competitive advantage.  Companies with an uncompromising commitment to leadership, process and people, by extension, are committed to their customers. Accountability makes customer loyalty possible.  

* * * * *

Walt Zeglinski is CEO & Chief Client Advocate for Management Action Programs (MAP), a performance-improvement firm that helps organizations achieve profitable growth.  MAP’s performance and process solutions establish the disciplines that create a culture of accountability.  Walt has over 20 years of successful experience in the corporate performance industry, with expertise in developing and implementing practical solutions for complex business challenges.  He has worked with executive teams across most industries including financial services, healthcare, technology, hospitality and manufacturing.  For more information, visit www.mapconsulting.com or call 888.834.3040. 

 

 

 

Industrial Scientific Introduces Ventis MX4 Multi-Gas Detector

Industrial Scientific, the global leader in gas detection, today introduced the Ventis™ MX4 multi-gas detector. It is a lightweight, highly configurable instrument that is available with or without an integral pump and is compatible with iNet®. iNet is Industrial Scientific’s unique Gas Detection as a Service solution.

The Ventis detects one to four gases including oxygen, combustible gases (LEL or CH4) and any two of the following toxic gases: CO, H2S, NO2 and SO2. Ideal for confined space monitoring and/or continuous personal monitoring in potentially hazardous environments, the instrument is designed to keep workers safe in a variety of industries. In confined space applications, the Ventis can be used to draw samples from up to 100 feet with the integral pump. The gas detector alerts users in dangerous conditions through an audible alarm, ultra-bright LED visual alarms and a powerful vibrating alarm.

 

 

 

Accu-Sort to Present Bar Code System Solutions at ProMat 2011

Accu-Sort® Systems, Inc. announced that it will present several automated bar code system solutions that increase accuracy and reduce cost during the ProMat Show at McCormick Place in Chicago, March 21-24 (booth #2047). The solutions include reliable mid-range laser bar code scanning, affordable print-and-apply labeling, and long-range 2D camera bar code scanning with integrated dimensioning, and side-by-side package detection.

Accu-Sort has chosen ProMat to debut the first laser bar code scanner in its next-generation AccuLazr™ line, the AL5010, a scanner that offers exceptional mid-range performance and communication flexibility with a low total cost of ownership. Thanks to the innovative AccuLazr hardware and software platforms, the AL5010 laser bar code scanner is highly accurate, compact, and versatile. Its MTBF rating makes it one of the most reliable scanners in its class. The scanner provides built-in serial ports as well as Ethernet TCP/IP and Ethernet/IP communications. Basic and enhanced interface modules are available for ease of installation and maintenance. Although AL5010 has a small footprint, it provides a scan range in excess of 40-inches, allowing it to be used in applications where more expensive scanners are too costly or too bulky.

 

 

 

 

Lista to Exhibit Workbench Systems at ProMat 2011

Lista International Corporation will exhibit its full range of workbench systems at ProMat 2011, to be held March 21-24 at McCormick Place South in Chicago. In booth #2241, Lista will showcase its industry-leading selection of workbench styles, as well as its extensive assortment of cabinet footprints.

Lista manufactures a comprehensive line of high-quality workbenches, workstations, worktables and technical furniture. Its products are found wherever high-strength and high-utility are required, from maintenance departments and laboratories to manufacturing facilities and warehouses. With Lista’s extensive customization options, customers can select every feature, including size, height, worksurface, storage, space-saving accessory system and electrical options. As a result, customers get the exact workbench they need. At ProMat 2011, Lista will have an example of each of its five bench styles to demonstrate the breadth and depth of its workbench line.

Also on display will be Lista’s selection of drawer storage cabinet footprints, including two recently introduced footprints: the EW with a width of 34 ¼ inches and the HW with a width of 40 ¼ inches.

 

 

 

 

Michelman Hires Business Development Manager, Asia Pacific

Michelman has strengthened its newly formed Global Fibers & Composites Business Unit with the hiring of Wenqing (Allen) Zhu to fill the position of Business Development Manager, Asia Pacific. Zhu will be based in Shanghai, China, and will focus on helping existing and prospective Michelman customers in China, Korea and Taiwan with fiber and composites related application and technical challenges.  

Zhu has held various roles in sales, technical service and business development at companies including Ashland, a manufacturer of high performance composite materials, Celanese Emulsions, a manufacturer of emulsions for glass fiber applications, Saint-Gobain Vetrotex (now OCV), a technical fabric and glass fiber manufacturer, and SK Corp., a Shanghai based refractory. He holds a Bachelor of Material Science and Engineering from Nanjing University as well as a Master’s degree in International Trade.

 

 

 

YRC Worldwide Transitions CFO Responsibilities

YRC Worldwide Inc. has announced that Sheila Taylor, Executive Vice President and Chief Financial Officer, will leave the company effective March 31 to pursue opportunities outside of the less-than-truckload industry. Taylor has been CFO since October 2009 and prior to that was Vice President of Investor Relations and Treasurer. “Sheila has been instrumental in the company's financial restructuring over the last few years, including the significant turnaround in operating results and the generation and preservation of liquidity,” said Bill Zollars, Chairman, President and CEO of YRC Worldwide. “I personally appreciate what we have accomplished under her leadership and wish her well as she takes her career in a different direction.”

William Trubeck, a member of the Board of Directors since 1994, will take over as interim Executive VP & CFO while the company completes its restructuring efforts. Trubeck has over 30 years experience in executive leadership positions for Fortune 500 companies including specific experience as the CFO at H&R Block, Waste Management, and International Multi-Foods.  In addition, he has led a variety of restructuring efforts during his career.

 

 

 

Schueler's Accused Murderer to Undergo Competency Evaluation

The man accused of murdering the executive vice president and general manager of Forklifts of Toledo, will undergo a competency evaluation this month. Lucas County, Ohio Judge Dean Mandros made the competency referral of Mark A. Langlois, 50, last month. Mandros set a hearing date for March 25. Langlois is charged with one count of aggravated murder and an alternate count of murder, each with gun specifications. He is being held in the Lucas County jail on a $1.5 million bond ($750,000 on each count). Following his Feb. 22 arraignment, Langlois waived his right to a speedy trial. Had he not waived his right to a speedy trail, Ohio law required Langlois’ trial be held within 90 days of his arrest. Langlois is charged in the death of James Schueler, 65. Schueler was found Jan. 27 shot in the head in his Forklifts of Toledo office.

 

 

Philadelphia Scientific Launches LeanBatteryRoom.com

Philadelphia Scientific, a leading international manufacturer of industrial battery components and accessories, has unveiled a new website, www.LeanBattery-Room.com, designed to help warehouses and distribution centers (DCs) reduce waste, increase productivity and reduce costs in the battery room. The site, a companion to the company’s website, will serve as a source of information on battery room operation and maintenance techniques that can improve the room’s overall performance.

The new website currently provides access to a free tool, Battery Tracker®, an online service that enables users to quantify the run time of their batteries. Battery Tracker will help users identify weak batteries, a leading cause of poor productivity in the battery room. The site will also eventually provide educational and technical information on proper battery maintenance.

According to Harold Vanasse, vice president of sales and marketing for Philadelphia Scientific, surprising efficiencies and cost savings can be achieved in the battery room. “The battery room is the last frontier for the implementation of Lean thinking in the warehouse and DC,” Vanasse said. “It has not been considered a source of significant waste because battery room operating and maintenance practices have not been adequately analyzed.”

 

 

 

 

Cat Lift Trucks on Site at 2011 Houston Livestock Show and Rodeo

Making its seventh year debut, Houston’s Official Lift Truck Provider, Cat Lift Trucks, will be on site during the three-week run of the Houston Livestock Show and Rodeo™. Along with local dealer, Adobe Equipment Houston, LLC (Adobe), more than 80 lift trucks are provided to prepare the world’s largest livestock show and richest regular-season rodeo, hosting more than 2.1 million visitors. 

The Cat® lift trucks 2P3000-2P7000, P8000-P12000, DP70E and P17000-P36000 models are used exclusively throughout the 260-acre Reliant Park to keep the Show moving, including setting-up the stage equipment for nightly performances, moving animal feed, hay and food supplies and delivering more than 600,000 visitor guides. Adobe technicians will be onsite around the clock to service and support all donated lift trucks, demonstrating the Cat Lift Trucks commitment to quality service.

Additionally, the Cat Lift Trucks Scholarship program, now in its seventh year, awards two $5,000 scholarships to two outstanding Houston-area high school seniors pursuing higher education in a mechanical engineering or business-related field. The winners were announced on the Cat Lift Trucks Facebook page on Monday, February 21.

The 2011 Houston Livestock Show and Rodeo runs Tuesday, March 1, through Sunday, March 20. View a preview of Cat® lift trucks in action at the Rodeo at www.facebook.com/catlifttrucks, http://www.cat-lift.com/ or www.youtube.com/catlifttrucksamerica.

 

 

 

 

 

H&E Equipment Services Celebrates 50th Year

This year marks H&E Equipment Services’ 50th year in business, which has been marked by growth and expansion. From its humble beginnings in 1961 with one store in Baton Rouge, La., H&E has grown to become one of the largest construction equipment rental and sales companies in the nation.

Founded by Tom Engquist and Frank Head as Head & Engquist Equipment, Inc., the company operated from its single Baton Rouge location from 1961 to 1978. Tom Engquist became sole owner in 1974 and the following year his son, John Engquist, joined the firm. Soon after, the Company's expansion began, first to other Louisiana cities and then to Arkansas, Texas and the Gulf Coast.

In 2002, the Company merged with ICM, a large western-states distributor, and became H&E Equipment Services, expanding into the West Coast and Intermountain regions. In 2006, after acquiring the assets of Eagle High Reach and opening full-service branches in southern California, the company went public. The next year, it acquired J.W. Burress with locations in the mid-Atlantic states.

 

 

 

 

Volunteer Organization Seeks Material Handling Industry's Help Assisting Japan's Quake Victims

After the massive earthquake in Japan and the flooding season upon us, American Logistics Aid Network (ALAN) encourages you to share your supply chain expertise, products, equipment and services. ALAN's mission is to engage the supply chain community to support humanitarian relief efforts. Getting relief resources into the hands of those who need them . . . Such a simple concept can often be a significant challenge to implement during national disasters. Coordinated logistices expertise and services are needed to get the right product to the right place at the right time.

The team at American Logistics Aid Network (ALAN) brings the supply chain community together to address this challenge. The volunteer, non-profit organization was formed to provide a primary point of contact for those in the logistics profession who are willing to provide disaster relief support in the United States. ALAN works in tandem with National Voluntary Organizations Active in Disaster (NVOADs) such as the Red Cross, Feeding America and the Salvation Army to provide much-needed support.

ALAN's relief needs web portal serves as a clearinghouse for supply chain expertise, products, equipment, and services such as transportation, warehousing and material handling. Needs for these resources are posted on the portal in times of crisis. Whether a company can provide industry expertise, supplies, vehicles to haul them or local warehouse space to store them, it can match its resources with regional needs through the ALAN web portal.

 

 

 

 

Nuvera Fuel Cells Provides Fuel Cells to Power Forklifts

Receives second order from Defense Logistics Agency

Nuvera Fuel Cells, Inc. announced it has received a follow-on order from the Defense Logistics Agency (DLA) for 18 PowerEdge RL25 fuel cell units to operate at the Susquehanna Defense Distribution Supply Depot (DDSP) in New Cumberland, Penn. The RL25 units have joined 20 fuel cell systems powered by Nuvera’s technology in service at DDSP since 2009.

The 1.5 million square foot DDSP facility is the largest Department of Defense distribution center in the U.S., with 2000 employees and 800 pieces of material handling equipment operating 24 hours a day, seven days a week. The PowerEdge RL25 units are re-powering Yale standup counterbalance trucks already in the fleet, and are being serviced by Manchester Industries of York, Penn. Refueling equipment is supplied by Air Products and Chemicals, Inc.

“Quick hydrogen refueling and the elimination of batteries in these trucks have led to increased fleet availability at DDSP,” said Robert Schafer, Vice President of Sales and Marketing at Nuvera Fuel Cells. “Their decision to expand their fleet is a testament to their, and by extension, the Department of Defense’s, belief in fuel cell powered forklifts and in Nuvera’s technology.”

 

 

 

Toyota Scores High in Annual Customer Satisfaction Survey

The Toyota Material Handling U.S.A., Inc. (TMHU) annual 2010 Voice of the Customer (VOC) survey program reports record high customer satisfaction levels for Toyota service and parts and willingness to recommend a Toyota lift truck dealer. Survey findings show consumer satisfaction scores reaching above the 90th percentile across all categories for the third consecutive year.

For 2010, 95 percent of those surveyed reported they would recommend their Toyota Industrial Equipment dealer, and service and parts results revealed an overall customer satisfaction rate of 94 percent. Both the sales and delivery and product experience surveys resulted in high rates of 92 percent satisfaction. In addition, 90 percent of respondents indicated they would repurchase a Toyota lift truck in the future.

“Because customer satisfaction is a top priority at Toyota, we monitor these survey results very closely,” said Terry Rains, vice president of aftermarket sales for TMHU. “These scores are particularly meaningful because they demonstrate how Toyota has maintained and grown its strong connection with customers. The results provide valuable feedback for our continued goal to deliver quality products and exceptional dealer service.”

 

 

 

 

ELFA Reports January New Business Volume Up 24 Percent

The Equipment Leasing and Finance Association’s  (ELFA) Monthly Leasing and Finance Index (MLFI-25), which reports economic activity for the $521 billion equipment finance sector, showed overall new business volume for January was $4.2 billion, up 24 percent compared to the same period in 2010. 

Separately, the Equipment Leasing & Finance Foundation's Monthly Confidence Index (MCI-EFI) for February is 71.6, a new high since the MCI was launched in May 2009, and an increase from the previous high of 69.7 in January.  For more detailed information on the MCI-EFI visit www.LeaseFoundation.org

“After a typical end-of-quarter, end-of-year spike in new business activity, the equipment finance sector seems to be resuming a steady pace of increasing volume,” said ELFA President and CEO William G. Sutton, CAE. “This trend, coupled with a strong outlook by leasing and finance executives about the future of the industry, bodes well for a continued recovery of the sector.”

 

 

 

Bernstein Transfers Atlas Ownership to Longtime Employee

Howard Bernstein, former CEO of Atlas International Lift Truck Rentals & Sales, transferred ownership of the company to Allen Rawson last month. The transaction was finalized Feb. 11. Rawson has served as president of Atlas Lift Truck Rentals & Sales for more than eight years. He began his career at Atlas when he was 17 years old. Atlas services forklift dealers around the world from locations in Chicago, Ill. and American Canyon, Calif.

 

 

 

A Common Purpose

There is a lot of talk about leadership development but very little specific leadership skill training is available. It seems like success is dependent upon surrounding yourself with the right people and hoping they have the skills necessary to do the job. Compassion often prevents us from replacing those that don’t have the skills in a timely fashion and very little coaching and mentoring support is available within the company.

A sad commentary considering that team building and teamwork skills are critical to the effectiveness of the management team. Success of your management team can be defined by what they accomplish as a group. A synergy within the team that creates unity, clarity of direction with a common purpose that is in alignment with strategic initiatives. This is the first prerequisite for your management team to be effective.

Clarity of Goals

A common purpose and crystal clarity of goals and objectives are essential. Team building exercises must support the development of this clarity which includes responsibilities and accountability.

 “Purpose is the driving force of all accomplishments of greatness”  -- Thomas Carlyle

What is your management team’s real purpose? Do they all share the same response to that question? Is it crystal clear to all of them? Leaders must gain the support of many people to meet or exceed established objectives. This means that they must develop or possess a unique understanding of people. The ability to coach-mentor and teach leadership skills to others is the driving force that will create a winning organization. It is the driving force that can bring those employees that are outliers, those that are skeptical of management into a team environment.

Communication

This topic is discussed in every management book written because ineffective communication is generally at least partially responsible for the majority of failures within any management team. The key to effective communication starts with being able to listen effectively. In addition to listening skills, an effective management team must foster trust within the group, respect for each other and their abilities, an open honesty to be able to express opinions without fear and a feeling of camaraderie that breeds an atmosphere of sharing both credit for success and responsibility for failure; A Common Purpose.

Trust & Respect

The achievement of trust and respect enables your management team to reach deep down and give their all despite difficult circumstances.  To be effective and trustworthy, a manager has to be willing to admit where they have failed and identify their imperfections as areas for their own personal development.  Admitting and identifying such issues regarding one’s self further fosters trust and respect. It demonstrates to teammates that you are human and that you don’t have all of the answers.

Set Ego Aside

We all have egos but leaders with a Common Purpose control their own egos and understand how to utilize their understanding of people to inspire peak performance. They are confident and have high self-esteem without demonstrating arrogance. They are not only compassionate but they are passionate about success and they make every effort to create an effective management team. They have the unique ability to communicate and demonstrate exceptional listening skills.

It’s Your Responsibility

Creating a Common Purpose and an effective management team is a primary responsibility of leadership. Understanding the team you have put in place to help you run the business is not a luxury. It is a responsibility you must accept as a leader. Every one of us is a human being with different values, different beliefs, different back rounds and different views. Ask yourself; “how can you possibly create a Common Purpose without a complete understanding of every one of your team members?”

Follow these ten tips to create a Common Purpose for your team.

1. Create an intentional communication strategy. Your Management team must understand and support a common vision with a common purpose. This requires clarity. Clarity begins with effective communication. Make sure communication from your Management team reaches all employees.

2. Do not set up intentional competition in the workplace. Try to insure that individual skill sets complement one another rather than compete with one another. Spread the responsibility and authority around by alternating leaders for various tasks. Look for star potential and introduce coaching & mentoring as a skill set.

3. Create team ownership in the decision making process but it’s not management by committee. Avoid group think by making sure that individuals express opinions openly without intimidation. Responsibility must be accompanied by authority and accountability.

4. Build trust and respect by giving trust and respect. Act as a coach or mentor and not a boss.

5. Create off site team building activities quarterly. Social gatherings, athletic activities, laser tag or other activities that build unification and trust in each other.

6. Don’t just talk about empowerment and delegation, believe in it and demonstrate that belief by allowing the team members to make decisions and take independent action.

7. Take complex plans and strategies and assign accountability and ownership. This creates more efficiency and leverages creativity. Assign responsibility according to individual passions.

8. Brainstorming must be encouraged to release team innovation. Bouncing ideas off one another stimulates creative thinking which leads to creative solutions. This in itself bonds individuals into a common purpose.

9. Ask for solutions assigning both responsibility and empowerment. Ownership of ideas and initiatives builds commitment. Involving the team in creating direction and solutions through empowerment generates commitment to the tasks necessary to meet objectives.

10. Challenge your management team. Reliance on team effectiveness minimizes risk by being more flexible and adaptive than relying on a single individual. No one individual alone can jeopardize success. The loss of one team member can be overcome without losing sight of the objectives.

A leader has to win the hearts and minds of his management team to create a Common Purpose. This doesn’t happen by accident. It depends on values, beliefs that create the foundation for how the team works together. It is imperative that the leader understands these values and beliefs. They may be unspoken and linger at the subconscious level but they do affect individual attitudes. That is where the leader’s communication skills become critical.

*****

Dr. Rick Johnson is the founder of CEO Strategist and a veteran of the wholesale distribution industry with more than 30 years of executive management experience.