Being Thankful

When I woke up the morning of Tuesday, March 19, 2019 I was feeling great. That day began the best sporting event and for me the greatest time of the year. The first play-in games for NCAA Men’s Basketball’s March Madness 2019 featuring Belmont versus Temple and Prairie View versus Fairleigh Dickenson. What I didn’t know was that just a couple of hours later I’d be dead. Not what you could consider the best start for the day. I’m writing this months later, so obviously I didn’t die. My being able to write this is nothing short of a miracle. An amazing number of interconnected actions taken by a number of equally amazing people who in my eyes are all heroes saved my life.

That day started like most of my days by having coffee and reading. Shortly after 10:30 a.m. my wife and I were sitting talking when I suffered sudden cardiac arrest (SCA). I was literally alive one second and dead the next. SCA is defined by The Mayo Clinic:

“Sudden cardiac arrest is the abrupt loss of heart function, breathing and consciousness. The condition usually results from an electrical disturbance in your heart that disrupts its pumping action, stopping blood flow to your body.”

My wife knew immediately that I was gone. She called 9-1-1 from our home phone and the dispatcher that answered, after quickly confirming the address she was calling from, instructed her to immediately begin Cardiopulmonary Resuscitation (CPR).

Within a couple of minutes of calling 9-1-1 a police officer arrived at the front door. Fortunately the officer was only a few blocks away when he received the call over his radio. After quickly letting the officer into the house he took over giving me CPR. After five to six minutes from my wife’s call to 9-1-1 paramedics arrived at the house to take over for the police officer.

The paramedics found me unresponsive with no pulse. They attempted shocking me with a defibrillator several times and were unsuccessful restarting my heart. At the same time the paramedics began utilizing a device called the LUCAS 3 Chest Compression System. According to the web site for the maker of the LUCAS 3 it:

“Deliver(s) high-performance, continuous chest compressions with less strain, micromanagement, and risk for the caregiver. The LUCAS chest compression system, provides benefits both to the cardiac arrest patient and the resuscitation team.”

I was incredibly fortunate that the city I live in had equipped the ambulance that was sent to provide assistance to me with the LUCAS 3 and the paramedics were trained in its proper use. Not all cities equip ambulances with this device.

After the initial call to 9-1-1, my wife, a police officer and a team of paramedics working non-stop to resuscitate me finally got a pulse 15 minutes later. One of the biggest concerns of SCA is a lack of oxygen to essential organs, especially the brain. That is why immediately initiating CPR and continually providing CPR until a pulse is found is so critical. The incredible efforts of my wife, the police officer and the paramedic team who together provided me CPR allowed me the chance to survive SCA.

It’s important to understand that 95% of people who suffer SCA in their homes die before making it to a hospital. Those are pretty daunting odds to overcome. The American Heart Association web site states:

“The majority of cardiac arrest survivors have some degree of brain injury and impaired consciousness. Some remain in a persistent vegetative state.”

The chances of surviving SCA and suffering no brain injury is less than 1%.

After finding a pulse paramedics then asked which hospital my wife wanted me to be taken. There are two major hospitals where I live, and both are within 6 minutes from my home. My wife wasn’t sure which hospital would be best as we hadn’t been to either and she asked for input, but the first responders said they weren’t allowed to make  recommendations. As my wife was thinking which one to choose someone in the room said the name of a hospital. A few minutes later I was taken from the house, placed in the ambulance and transported to that hospital. As it turned out whoever in the room spoke up provided me a better chance of surviving SCA.

Once I arrived at the emergency room you can imagine that I was receiving a great deal of medical attention. Within minutes of arriving a chaplain took my wife to meet the cardiologist who spoke with my wife about my condition. He informed her that I was in extremely critical condition and the chances of my surviving SCA was minute-by-minute. The doctor was asking her questions to learn about his patient. He was already aware of what had happened and my current grave condition, but what he didn’t know was my prior medical history before SCA and he wanted to understand my quality of life before today.  My wife told him that I was the strongest person that she knew and if anyone was capable of surviving SCA it was me. After speaking to my wife the doctor decided to aggressively treat me, and I was moved to a cath lab to check my heart. They found that I had total blockage in one of my arteries which was a contributing factor causing SCA. Two stints were placed in the artery.

While I was in the cath lab another doctor came to see my wife in a small waiting room available for immediate family members. This doctor wanted to talk with her about putting me into a therapeutic hypothermia. John Hopkins Medicine describes the procedure as:

“Therapeutic hypothermia can help only some people who have had cardiac arrest. Some people regain consciousness right after cardiac arrest. These people often do not need this procedure. It is helpful only for people whose heartbeat returns after a sudden cardiac arrest. If the heartbeat doesn’t restart soon, it won’t help. Therapeutic hypothermia can be a good choice if the heart restarted but you are still not responsive. It can raise the chance that you will wake up.”

I had not regained consciousness once I had been resuscitated by the paramedics therefore I was a good candidate for the therapeutic hypothermia procedure. By cooling my body I would have the greatest chance of saving brain functionality, but there were also risks associated with my having the procedure. The hospital that I was transported utilized an internal cooling process that introduces cooled fluids intravenously to cool my entire body to a temperature below 90 degrees Fahrenheit. The procedure would entail keeping my body cooled to that temperature for 24+ hours in an attempt to limit damage to my brain. The other hospital I could have been transported did a similar procedure, but that hospital used cooling blankets and not intravenous fluids. If I had already suffered brain damage the procedure doesn’t reverse the effects, the procedure just helps to reduce further damage.

After suffering SCA everything that could have gone right on that morning did. Taken all together it was the perfect storm for me where literally every minute counts in a SCA timeline.

1. I wasn’t alone when I suffered the SCA
2. My wife called 9-1-1 and immediately began CPR
3. A police officer was only a couple of minutes away and once he arrived he continued giving me CPR
4. The paramedics who arrived at my home were equipped with a LUCAS 3 which provided me the best chance to keep pumping blood to my vital organs and oxygen to my brain
5. I was only a few minutes away from a hospital
6. I was incredibly fortunate that the cardiologist treating me in the emergency room that morning aggressively treated me regardless of my critical condition
7. I was transported to a hospital that had a doctor and equipment capable of providing me the therapeutic hypothermia intravenous procedure

I was released from the hospital 8 days after I arrived at the emergency room and my life quickly returned to normal. I have no memory of experiencing SCA. I have no memory of being in the hospital except for the last day. I know the distress that I caused family and friends, but I have no recollection of feeling any pain or discomfort. Based on what I now know I experienced severe pain so having no memory of it is a blessing.

Subsequent to fully recovering from SCA I’ve learned a few things. The cardiologist that treated me had recently joined a practice at the hospital that I was transported. He had moved into the area from another state and had been recruited to join the hospital team due to his medical expertise related to the heart. I was lucky that he was the doctor on call providing treatment to me in the emergency room. Based on my medical condition many doctors wouldn’t have taken the extraordinary steps he did to treat me. I was without a pulse for 15 minutes and the chances of my arriving at the hospital alive were less than 5%. I had a 1 in 5 chance to survive after arriving at the hospital alive. If I was the 1 patient who survived then there was little chance that I would have full brain functionality.

Once my cardiologist decided to have me taken to the cath lab, if I had died, my death would have been recorded against him and his treatment decisions. In a world were scores matter he took a risk with me. A risk that he was willing to take regardless of the outcome. With my cardiologist making the decision to treat me, that allowed the therapeutic hypothermia procedure to be scheduled. This procedure causes the body to shiver uncontrollably and required my being given paralytic drugs to ensure that I didn’t move during the procedure. The cooling process causes intense pain and they also gave me drugs for the pain and drugs to ensure that I had limited brain activity. My prognosis was grave. Family members were told to expect the worse. Family and friends who are medical professionals who fully understood my condition expected the worse.

After 24+ hours the cooling procedure is slowly reversed to bring the body temperature back to normal. The procedure is considered successful if the patient regains consciousness 24 to 48 hours after the body is back to normal temperature. It could take a patient up to 7 days to awake from the procedure. The cooling process began Tuesday afternoon with the warming process starting late Wednesday afternoon. There was no way to know how I would awaken from the cooling. It was possible that I would never regain consciousness and die, it was possible that I could live and be in a vegetative state, it was possible that I could awake with severe brain damage, it was possible that I could awake with some brain damage or I could awake with no brain damage. To awaken with no loss of functionality is unusual.

Between 8 a.m. and 10 a.m. each morning the hospital had asked that family and friends not be present which allowed them to perform patient tasks. My wife stayed in my room each night and she’d go home during those hours. On Thursday morning when she was leaving at 8 a.m. she was told that the earliest I could be starting to awake from the cooling process would be later that day. When she returned a little after 10 a.m. she was told that I was awake and had already been taken off the ventilator. The doctor arrived and asked me the name of the President of the United States, what year it was and my wife’s name, along with a few other rudimentary tasks such asking me to wiggle my toes. I’m told that I quickly and correctly answered his questions and performed the tasks requested. Over the next few hours and days nurses asked my wife if  I was acting normal and was this my personality. She responded that it was. I’m not sure exactly why they asked that.

As you can imagine I consider myself incredibly blessed that I survived sudden cardiac arrest. The fact that I survived with zero loss of brain functionality is a miracle. There is no question that the prayers of family, friends and strangers made all the difference.

Those who know me will know that I’m a private person. There are relatively very few people, including friends, who know that I suffered SCA this past March. The only reason that I’m telling this story now is that since I suffered SCA a number of family and friends have gone to their doctors for checkups to see if they have any heart issues. Their rational is that if this could happen to me, someone who most believed was in very good health, SCA could certainly happen to them.

There are a number of simple tests you can take to see if you should make changes in your lifestyle, including diet, exercise or medications to dramatically improve your heart health. One of them is an inexpensive procedure called a heart scan, also known as a coronary calcium CT scan. If you follow that link you’ll learn that Mayo Clinic will tell you that:

“A heart scan, also known as a coronary calcium scan, is a specialized X-ray test that provides pictures of your heart that can help your doctor detect and measure calcium-containing plaque in the arteries.

Plaque inside the arteries of your heart can grow and restrict blood flow to the muscles of the heart. Measuring calcified plaque with a heart scan may allow your doctor to identify possible coronary artery disease before you have signs and symptoms.

Your doctor will use your test results to determine if you may need medication or lifestyle changes to reduce the risk of heart attack or other heart problems.”

As I mentioned, family and friends have taken this simple inexpensive (locally it costs under $ 100) procedure to find out if some changes in your life are needed. Several of those who’ve taken this scan have learned that they needed to take immediate steps because of the results. I wished that I would have known about this scan before I suffered SCA as it would have allowed doctors to properly treat me prior to having my heart stop for 15 minutes.

In the movie The Princess Bride, Miracle Max the Wizard, played by Billy Crystal, had a line saying “Turns out your friend here is only MOSTLY dead. See, mostly dead is still slightly alive.” It’s now easy for me to joke about what happened as my outcome couldn’t have been better. I will be eternally grateful for the actions taken by the 9-1-1 dispatcher, the incredible police officer and paramedics who gave me CPR and got me to the hospital alive, for the two life-saving doctors who treated me at the hospital who provided me extraordinary care, for the nurses and staff in the emergency room, ICU and recovery who cared for me and talked to me constantly while I was unconscious and during recovery leading to my full recovery, to family and friends who were by my side or were aware of what had happened praying for my recovery and especially to my wife who initially called 9-1-1 and gave me CPR until others arrived to help.

I can tell you that surviving SCA and all that I experienced since that day is overwhelming at times. To consider the odds of me surviving and suffering no brain damage is difficult for me to fathom. As you can imagine I’ve gone through a number of tests subsequent to experiencing SCA and my doctor found that I also suffered no damage to my heart which is unusual. For me every new day is a blessing. I’m looking forward to spending a long time with family and friends and I’m looking forward to March Madness in the years to come. That reminds me of the Yiddish proverb, “Man plans. God laughs.”

I would strongly advise anyone who reads this to have a coronary calcium CT or heart scan as soon as you can schedule one. It could save your life.

Just sayin’.

What Will Winter 2019 – 2020 Bring?

If you read the recent “Farmers’ Almanac’s Extended Forecast 2020” article on the outlook for the coming Winter in North America you’d have seen that it’s predicted to be what the self-proclaimed provider of “perception, experience, and common sense” is calling a “Polar Coaster”. Their forecast for this Winter anticipates that we will experience bitter cold from the Rockies to the Appalachians. A forecast likes this tends to be great news for the retail automotive aftermarket as weather extremes are a key driver whether you’re in the Emergency Roadside Service (ERS) industry or the auto glass repair and replacement (AGRR) industry.

For 201 years the Farmers’ Almanac has been providing seasonal weather predictions and this Winter the worst areas for cold and snow include the Northern Plains, Great Lakes Region all the way to the Northeast. The prediction indicates that the worst weather could take place from late January through early February.

Winter weather often brings feast or famine to the automotive aftermarket depending on whether it’s a colder or warmer season. It doesn’t matter whether you’re a manufacturer of products used by the automotive industry’s that operate in the aftermarket, a company distributing replacement parts into markets across North America or a retailer providing services to the end user, the spikes in opportunities that cold weather extremes bring includes probable logistical and supply issues. Potential issues that extreme cold, ice and snow brings can include keeping plants open and fulfilling increased parts orders, keeping delivery vehicles on the road getting those products to the retailers who also have to deal with scheduling repairs that come along with the increased opportunities.

With the current historically low unemployment rates that we’re seeing across North America an extreme Winter also will bring additional stress due to difficulties finding those qualified to manufacture, distribute and provide repairs that consumers and businesses alike will require. Currently there are numerous examples of difficulty finding and keeping qualified technicians in both the AGRR and ERS industry’s. In the AGRR industry a glass repair or replacement can often be deferred for some period of time, but weather extremes effect on automotive batteries will drive volume spikes in jump starts and replacement opportunities putting strains on companies that provide services in the ERS space.

So if the Farmers’ Almanac prediction turns out to be accurate for Winter 2019 – 2020, has your company planned and prepared its best so that you can take care of your customers parts and service needs? Those who have done the best job planning before any extreme cold, ice and snow appears will be the ones able to capitalize on the opportunities that are available.

Just sayin’.

 

* Photo by Vel Vesa on Unsplash

Quintessential President George H.W. Bush

With the passing of the 41^st President of the United States, President George H.W. Bush, his death brings us closer to the loss of all the brave men and women who embodied The Great Generation. The life lessons, that so many of us have learned from our fathers and mothers, farther-in-law and mother-in-law, grandfathers and grandmothers, aunts and uncles, along with all the millions of others who were part of The Great Generation;  passed onto us are indeed countless.

The past few days I’ve heard and seen those who were close to our 41^st President share stories of his great strength and character. One of those was that of Samuel Palmisano, the former Chairman, President and Chief Executive Officer of IBM, who is a close friend of the Bush Family. Mr. Palmisano shared the contents of a handwritten letter written in 2009 on the personal stationary of George Bush. The contents of the letter were read on television.

____________________________________________________________________

George Bush

              I cannot single out the greatest challenge in my life. I have had a lot of challenges and my advice to young people might be as follows

1. Don’t get down when your life takes a bad turn. Out of adversity comes challenge and often success.
2. Don’t blame others for your setbacks.
3. When things go well, always give credit to others.
4. Don’t talk all the time – Listen to your friends and mentors and learn from them.
5. Don’t brag about yourself. Let others point out your virtues, your strong points.
6. Give someone else a hand. When a friend is hurting show that friend you care.
7. Nobody likes an overbearing big shot.
8. As you succeed be kind to people. Thank those who help you along the way.
9. Don’t be afraid to shed a tear when your heart is broken because a friend is hurting.
10. Say your prayers!!

George Bush

____________________________________________________________________

Regardless of whether you’re young or old, in business, sports, politics, academia, these are amazing words recommending how to live one’s life.

RIP

Just sayin’.

Ideas

In the highly charged political environment we live in today we see a growing division regarding differing ideas and views. I’m sure you’ve seen how new ideas or viewpoints offered by some aren’t really appreciated, acknowledged or even allowed when they differ (e.g. Kanye West / @KanyeWest) from what’s expected. There seems to be no room to find a middle ground any more; we’ve lost the ability to have civil and open debate of ideas. When you turn on cable news, read Twitter feeds and even when you have conversations with friends and relatives about countless topics, today’s vitriol has become pervasive. If you aren’t in lockstep with others you’re often castigated, ridiculed and left on the outside looking in. A form of groupthink. Merriam-Webster Dictionary defines groupthink as,

“a pattern of thought characterized by self-deception, forced manufacture of consent, and conformity to group values and ethics”

Historically in business most companies operated in a groupthink mode. Autocratic, dictatorial company owners or management with no interest in opposing views or new ideas. Perhaps you worked for a company like this during your career or maybe work for a company today that stifles new ideas? That style may have worked once upon a time, but not in today’s business environment.

Over a 10-year span beginning in 1990 I had the great fortune to work with a small, boutique consulting firm based in California while I was an executive at Belron International Ltd. Everyone I worked with at the consulting firm, from the principal to all the associates, brought tremendous value to company meetings they attended or facilitated. With their help teams openly discussed issues the business was facing, and we were encouraged to fully consider and debate all ideas to find the best way forward. The firm espoused that there were “No Bad Ideas (NBI)”. Out-of-the-box thinking. A key to using NBI is that it cultivated the opportunity for all participants to feel comfortable suggesting highly creative or unconventional ideas without the chance of being mocked by peers. When you remove the fear of being ridiculed for what might be viewed as a controversial idea in a meeting, you unlock infinite opportunities and options. It’s amazing to see what can be accomplished in an NBI environment. The firm provided tremendous value to me, as well as the companies I was responsible for managing.

While working at the company the Chairman, as well as the President/CEO of the organization (at that time) were both key influencers in my career. They used a similar concept to NBI in meetings. Everyone was encouraged to raise contrarian viewpoints to ensure that as many ideas as possible were raised and considered. When offering a contrarian or unconventional idea during meetings we were told to start with “I’m just practicing, but what if……”

Participants could raise ideas without fear, regardless of how outrageous the ideas may have been viewed, as all participants in the discussion were “just practicing”. The outcomes of meetings where we used just practicing always provided better options or alternatives to determine the best path forward for the company.

I’ve used NBI and just practicing with great success for almost 30 years in other organizations. I suggest leaders embrace NBI and just practicing within your teams to maximize opportunities for success. Respectful listening and learning never ends and any organization could benefit from using these techniques.

Just sayin’.

 

p.s. Today, all of those with whom I worked with at that consulting firm have gone their separate ways and each have had and continue to have amazing individual careers. So, thank you, Selwyn, John, David, Jim and Brian for NBI, along with the support you all provided. Thank you to Ronnie and John for just practicing.

Using Data as Actionable Information

Does your company provide customers with amazing reporting that presents them actionable or unique information derived from your analysis of their data? If you don’t you’re missing a great opportunity to highlight the value that your organization can bring by presenting data they either haven’t thought about or don’t access to help improve performance.

I received an email from Uber® that detailed my rides during the past year. Most of the information wasn’t actionable, but it was interesting. I learned that I traveled 285.25 miles via Uber® in 2017. I was labeled a “Weekday Warrior” suggesting that most of my rides took place between 6 a.m. – 10 a.m. and 4 p.m. – 6 p.m. on weekdays. Their take was I was using Uber® for rush hour, happy hour, heading to a morning meeting or a ride to the airport and they were right. I used Uber® in 11 different cities with the highest use in Boston. I don’t live in Boston, but they told me that most international air travel from Boston is to London. Who knew? I learned that I signed up for Uber® 1,396 days ago and my average rating of drivers was 4.82 out of 5. I guess I’ve been impressed with most of them.

Uber® also informed me that Los Angeles riders provide the highest satisfaction ratings for drivers across the World, Tampa uses Uber Eats® most often and that New York stands out as the city with the most late-night and weekend rides. Miami had the most mobile telephones that go MIA (pun intended) in an Uber®, the top tourist destination was The Eiffel Tower and Chinese is the most ordered food in the United States, Burritos in Asia and Europe, along with Tacos in Latin America via Uber Eats®.

Now I’m not sure that any of this information is meaningful or actionable for me, but when you provide your customers with unique information that you track which you believe is important and that could be useful to them in bettering their business you add value. Can you provide a unique perspective that shows the value that you bring? Adding value to your customer is a key component to finding success for your company. By differentiating your value proposition to your customers, you help separate your company from your competitors. So, if you’re not using data to provide your customers with information that can improve their business you’re missing out on a great opportunity to improve yours.

Here’s hoping your 2018 is a very successful one!!

Just sayin’.

 

20 Years Ago

Twenty years ago today the United States subsidiary of Belron International Ltd. (Belron) operating under the trade name of Windshields America (WA) merged with Joe Kellman’s U.S. Auto Glass (USAG)/Globe Glass & Mirror (GG&M) companies to form a company named Vistar. The second and third largest automotive glass repair and replacement (AGRR) businesses merged on February 26, 1996. If memory serves me WA had 274 stores in 43 states and the retail arm of Kellman’s two companies, GG&M had approximately 200+ locations in maybe 20+ states. USAG was the network call center arm of the business covering all 50 states. The merger provided Belron with a majority shareholding in Vistar, but management control fell to USAG/GGA. WA had annualized sales at the time of approximately $ 225,000,000+ and USAG/GG&A had annualized sales were approximately $ 200,000,000+ so as one sales totaled $ 425,000,000+ with approximately 500 store locations.

At the same time Safelite Auto Glass (SAG) was the largest AGRR company in the United States both in the number of stores and total sales. SAG had well over 500 stores and sales of approximately $ 500,000,000+. So if you had been able to combine the largest AGRR company together with the second and third largest AGRR company’s sales would have been over approximately $ 925,000,000 in 1996. A very tidy sum by anyone’s measure. The race was on two determine who could become the true market leader in the United States AGRR industry.

Lo and behold just two and one half years later on December 17, 1997 the shareholders of Vistar and SAG decided that they could achieve their market goals better together than apart so they agreed to merge. SAG at the time was owned by the Boston based private equity firm Thomas H. Lee Partners. When the merger took place Belron received the largest shareholding followed by Thomas H. Lee Partners and Joe Kellman. After the merger Vistar was absorbed by SAG with SAG and Thomas H. Lee Partners holding management control.

As you would expect, when in just 1 year 9 months 21 days the three leading companies in any industry merge, attempting to bring together three distinctly different cultures would be a big challenge. Especially when the largest and smallest shareholders of the new SAG didn’t have management control even though they had considerably more experience in operating AGRR companies than the shareholder with control. I’m not going to delve deeply into what happened next, but the newly formed company lasted just 2 years 5 months 23 days before heading into bankruptcy via a Security and Exchange Commission filing on June 9, 2000. As reported at the time a SAG spokesperson said,

“In papers filed in U.S. Bankruptcy Court in Wilmington, Delaware Friday, Safelite, based in Columbus, Ohio — with 500 U.S. locations — listed $ 559.2 million in assets and $ 591.4 million in debts. A spokeswoman for closely held Safelite, Dee Uttermohlen, said the Chapter 11 filing was related to a debt-load from an acquisition three years ago–but added that the company has been renegotiating debt with creditors.”1

So with that bit of historical background of the two mergers that took place in 1996 and 1997, along with the fallout from those mergers with the subsequent bankruptcy in 2000; I read with interest the 2015 financial results released by Belgium based D’Iteren n.v., majority shareholder of Belron International (and its subsidiary SAG). SAG’s 2015 sales, as per a SAG press release from February 3, 2016 (follow link), are $ 1,500,000,000 ($ 1.5 BILLION). That certainly sounds like a lot of sales doesn’t it?

Looking back to the total sales of WA plus USAG/GGA plus SAG in 1996 ($ 925,000,000+) and reading the sales that was reported today for SAG (remembering that the company now comprises WA, USAG/GGA and SAG) I found it surprising. Very surprising. DollarTimes.com calculates the value of a dollar in one year and adds the cost of inflation to determine that value to today’s dollar. Using the DollarTimes calculator you will find that $ 1.00 in 1996 would equate to a value of $ 1.54 today. The site shows an annual inflation of 2.18% or a total inflation of 54.09% over the past 20 years. When you calculate the 1996 value of $ 925,000,000, today’s value is worth $ 1,425,313,518. So when you look at SAG’s reported 2015 sales against the 1996 sales you see a real growth of 5.24%.

 

There has certainly been a lot that has happened in the AGRR industry in the United States over the past 20 years. While SAG has faced a number of challenges over the past 20 years they have always come out somewhat unscathed. Bankruptcy, legislative issues, what have you they seem to always come out on top. But in real dollar growth they’ve seen a 5.24% increase in sales. Seems small doesn’t it?

But arguably there is a problem if you only look at the growth in sales dollars over the past 20 years. Sales figures really don’t take into consideration calculating the effect of the large increase in windshield repairs that existed in 1996 versus today. Nor does it take into consideration the price compression that was wrought on the industry in the late 1990’s and early 2000’s by the insurance industry. Determining what those two factors have in the calculation of real sales growth is difficult as it requires you to look at both the industry’s and SAG’s 1996 mix of products sales and customer versus that mix today. SAG and Belron unquestionably know what those factors mean to the performance of the company, but I’ll leave that for speculation and debate by you.

In my looking back over the past 20 years I’m taking a positive spin as you can see that today there are competitors both old and new that are busy chasing SAG. Be they local, statewide, regional or national competitors; there are countless companies working hard to take on SAG and its position in the AGRR space. There are AGRR retailers, alliances, networks, collision and glass companies, internet platforms chasing after consumers, insurers and commercial customers alike that need the services that the AGRR industry provides. Competition abounds and although it is always difficult to take the throne from the market leader, you’ve got to continue to try at the local, statewide, regional or national level if you want your company to find success in the industry with you’ve chosen to compete.

So when you look back 20 years ago to today at the AGRR industry and at what the landscape was like then versus what it is like today, what comes to my mind is a joke about a pony attributed to President Ronald Reagan.

“Worried that their son was too optimistic, the parents of a little boy took him to a psychiatrist. Trying to dampen the boy’s spirits, the psychiatrist showed him into a room piled high with nothing but horse manure. Yet instead of displaying distaste, the little boy clambered to the top of the pile, dropped to all fours, and began digging. ‘What do you think you’re doing?’ the psychiatrist asked. ‘With all this manure,’ the little boy replied, beaming, ‘there must be a pony in here somewhere.'”

I admit that I’m an eternal optimistic and I always see the pony in the room, but I think that opportunities abound for those who want to take on any leader in any industry. Never give up. Never.
Just sayin’.

 

1. Desert News article titled “Safelite Glass files for bankruptcy after listing $591 million in debts”

2. http://www.tomfishburne.com / http://www.marketcartoonist.com

Credibility Leads to Success

It really doesn’t matter what it is you do in life, to find long-term success in your chosen field or business you have to have the skill set to adapt and find solutions to the problems you and your business face. To be able to continually build on successes and achieve goals that you’ve set for yourself, or those that your boss or board-of-directors have set for you and/or the business, is key to finding long-term success. That then earns you credibility.

 

How do you achieve credibility? There are a lot of ways to do so, but as a mentor once told me years ago, that way was to “fulfill the promise”. “Fulfill the promise” meant delivering on the budgeted fiscal year revenue and EBITDA that we developed for the company. The person who told me that was the President and Chief Executive Officer (CEO) of a multi-national company and I reported to him as President and CEO of the U.S. division. He taught me a great business and life lesson.

By surrounding myself with a talented team of like-minded individuals, together we fulfilled the promise year after year. That gave us credibility. Credibility provided greater influence in moving the business forward. Credibility also provided us flexibility to pursue new business opportunities, money for acquisitions to further the growth of the company and to build innovative software solutions that provided us with greater success. The key is that you have to work continually to fulfill the promise. It’s not an easy task but it’s the only way secure the future for yourself and the team.

Ultimately when you establish credibility, gain influence and flexibility in what it is you do you will find that new opportunities abound. It really doesn’t matter what it is you do in your life, if you have credibility it speaks to the ability to inspire others.

“In government institutions and in teaching, you need to inspire confidence. To achieve credibility, you have to very clearly explain what you are doing and why. The same principles apply to businesses.”

Janet L. Yellen, Chair of the Board of Governors of the Federal Reserve System

When you have credibility you gain influence. Your ideas and views have greater meaning and weight, which will help shape the direction of the company that you work.

“Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.”

Robin S. Sharma, Author

With credibility you also gain flexibility.

“What is clear is that business leaders must commit to champion change – to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.”

Beth A. Brooke, Global Vice Chair – Public Policy, Ernst & Young

So working to gain and then maintaining credibility should serve you well in whatever endeavor you choose. Credibility is achieved when the actions you’ve taken allow others to believe in you as a leader.

Just sayin’.

 

EBITDA – earnings before interest, taxes, depreciation and amortization

An Encounter with Jack Welch

This past Friday, while attending an automotive aftermarket conference (Auto Glass Week 2015); the keynote speaker was business icon Jack Welch. Instead of giving a speech, he answered questions from the audience for almost an hour and a half. Jack Welch in person is what I expected him to be. He’s certainly not afraid to answer any question asked and I found myself nodding and/or clapping to each of his answers. In a world of political correctness it was refreshing to know exactly what Jack’s position was on any question that he was asked.

Photo Courtesy Auto Glass Week™ 2015

It didn’t matter whether the question was related to business, education or politics; he answered every question without hesitation. Jack’s view on business is all about winning. All about transparency. All about honesty. Telling those that worked for him when he was the CEO of General Electric for 84 consecutive quarters that the business they worked at needed to be either number one or number two in the world or figure out quickly how to become number one or two or the consequence would be that the business wouldn’t be a part of GE.

Jack isn’t big on tenure in education either. He believes that the customer should determine whether a professor or teacher is good or bad and whether they should stay or go. With the cost of education so high there is no room for mediocrity at Jack Welch Management Institute.

In politics Jack is a Republican.

After he took questions from the audience I had the opportunity to sit on an industry panel consisting of him, along with panelists from the automotive industry:

     Paul Heinauer, President of Glasspro Inc.

     Troy Mason, President of Technaglass

     Michael Schuch, president of XLNT Window Film Tinting

     Donna Wells, Vice President of Signature Shutters

     Ed Golda, president of Michigan Glass Coatings

Suzy Welch, renowned bestselling author, television commentator, Harvard Business School graduate and who also is Jack’s wife, was the moderator of the panel. It was an amazing experience where the panel answered questions posed by Suzy and the audience. Everyone answered questions including Jack and then he provided further commentary on the answers that were given.

Photo Courtesy Auto Glass Week™ 2015

There isn’t much you can say about Jack Welch and Suzy Welch that hasn’t already been written so I won’t try. I can only say that the two of them make one heck of a team and are about as down to earth as you can be. In this day it was refreshing to see two people who didn’t hold back in answering questions.

It was an honor meeting them both and sitting on a panel with them was certainly an experience that I will never forget. Thanks to them both for the chance to spend a few hours with them last Friday. And thanks to Deb Levy for inviting me to join the panel.

Just sayin’.

What’s Your Formula for Success?

Is there a formula that you use to measure success in your career or to measure the performance of employees of your company that determines the success you achieve? What are the metrics or goals that you follow to measure success (or failure) that drives (inhibits) sales and profits for you company? Having metrics is obviously critical to ensure that employees know what is required of them allowing companies to be successful.

Sports are another example of the importance of metrics and formulas managers and coaches use to ensure success. If you like basketball you’ll know who Rick Majerus was (he passed away in 2012). He attempted to be a walk-on college basketball player for the Marquette Golden Eagles in 1967, but didn’t get a chance to play. Instead he became a student assistant at Marquette. After being an assistant coach to Al McGuire for 11 years; Majerus went on to become a head coach at Marquette, then to Ball State, Utah State and ending his coaching career at Saint Louis. Majerus had a short stint as an assistant coach with the Milwaukee Bucks in the late 1980’s.

During his coaching career he developed a statistics formula he believed a college basketball team needed to achieve in order to be successful. Majerus developed a metric he called the “165 Formula”. It combined three key game statistics that were added together for each individual player on the team. He totaled each player’s shooting percentage during the season for field goals, 3 pointers and free throws; believing that a successful team needed at least one of his players have these three stats add up to a total of 165. Over his coaching career Majerus won over 70% of his games, so he must have found players that he felt could hit his magical 165.

There are a lot of ways to achieve success on the basketball court. Just take a look at men’s college basketball’s current AP number one ranked team the University of Kentucky Wildcat’s. How many players does Coach John Calipari (Coach Cal) have that meet Majerus’ formula? Take a look at the graph below and you’ll see how many.

Now let’s take a look at the team that I follow, the University of Illinois Fighting Illini men’s basketball team to see how they compare against The 165 Formula. As you will see in the picture below (from the game versus the Hampton University Pirates  on 12/17/2014), the Illini have four players that beat the formula. Great!

After last Saturday’s game versus the Ohio State Buckeye’s, the season statistics for the Fighting Illini’s six leading players show that Rice, Hill, Eguw and Nunn continue to exceed the formula target of 165.

Fighting Illini
Name	FG %	FT %	3-PT %	Total
Rayvonte Rice	49.7	79.7	45.5	174.9
Malcolm Hill	53.2	73.3	41.7	168.2
Nnanna Egwu	50.0	87.5	36.8	174.3
Kendrick Nunn	44.2	90.9	42.9	178.0
Ahmad Starks	36.1	88.9	32.2	157.2
Aaron Crosby	30.1	84.0	33.3	147.4
Average as of 1/3/2015				166.7

U of I Fighting Illini Statistics for 104-2015 Season

So the Fighting Illini has a record of 10 wins versus 4 losses for the year and they are not currently ranked in the AP Top 25 and they’ve lost their first two Big 10 Conference games. You’d think they’d either be ranked or winning conference games with four starters with numbers that exceed 165 as per The 165 Formula Rick Majerus felt was needed for success. Perhaps Illini Head Coach John Groce thinks that they are successful? I’m guessing not as much as he’d like.

Now let’s compare the Fighting Illini to the number one ranked team in men’s college basketball, the Kentucky Wildcats. How many players do the Wildcat’s have that meet the Majerus 165 Formula? Well…..just one.

Kentucky Wildcats
Name	FG %	FT %	3-PT %	Total
Aaron Harrison	37.0	66.7	27.3	131.0
Andrew Harrison	36.7	77.8	32.1	146.6
Karl-Anthony Towns	51.9	74.3	20.0	146.2
Willie Cauley-Stein	60.7	60.5	0.0	121.2
Tyler Ulis	51.1	80.0	52.2	183.3
Dakari Johnson	60.5	56.7	0.0	117.2
Average of 1/3/2015				140.9

University of Kentucky Wildcats Statistics for 2014-2015

As you can see the one player on the Wildcats that scored a 165 using the Majerus formula is Tyler Ulis. He became a starter after Alex Poythress was injured after the 10^th game of the season so his stats may be an outlier. The Wildcat’s had already found phenomenal success prior to Ulis getting more playing time. With the Wildcat’s averaging 140.9 points (110.4 if you take out Ulis) to the formula and the Illini averaging 166.7 points there must be more to achieving success. Besides the entire team of players performing at a level it also takes the head coach, assistant coaches, trainers and doctors to achieve success. You can add to the mix scouts, recruiters, training facilities, athletic director, along with support from students and alumni. So Coach Cal has obviously found his formula to achieve success at the University of Kentucky. He’s surrounded himself with the best players, along with the all the best people and resources needed to support the team.

So John Calipari (along with Rick Majerus) obviously found a formula that he has used to find success in his career. It’s the same in business isn’t it? Don’t we all want to be Coach Cal? To achieve a consistent level of success you need to develop your own formula. But a key ingredient is the need to surround yourself with the best people, the best team you can find to help you find great success for your organization. It doesn’t really matter what your business is, if you don’t have great people it’s going to be more challenging for you to find success against those you compete with in the marketplace.

Just sayin’.

Previous blogs on the importance of assembling a great team:

                What’s Your Line-up? – December 26, 2012

                What’s Your Line-up? – “Updated” – January 17, 2014