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Building Your Plan Part 2 the Return to Profitability: Creating Your Roadmap – Jim McCann

You can Always Sell More: Increasing Sales and Competitive Advantage in Today’s World – Jim Pancero

The Right Team Members Delivering an Experience, Not Just Passengers – James Blain & Bruce Heinrich

1. Recordings, presenter slides and 40 Ideas posted by 5pm to www.uma.org/tools. There is also a back-up registration link if you’ve had trouble getting access to the webinars.

2. The general format for today’s webinar will be approximately 45-minute presentations by our speakers, including Q & A.

3. Muted – All attendees will be muted.4. Q & A –Feel free to type your questions into the “Q & A” panel at any time

during the presentation. Please note: questions asked in the chat may not be addressed by the speaker.

http://www.uma.org/tools

UMA Virtual Summit Thursday June 18, 2020

In this quadrant, the focus is on External Human issues, such as: Customer Retention Successful Selling & Servicing Marketing & Advertising Company Positioning in the Market Tuning in to Customers’ Wants and Needs Growing Customer Base and/or Market Share Branding Etc.

Company Positioning in the Market Re branding of your company

Customer Retention Get and stay close with your clients – they know this is not

business as usual and will appreciate your efforts to communicate

In this quadrant, the focus is on Internal Economic Issues, such as: Profitability Risk versus Reward

Business Efficiencies

Asset Management

Internal Processes and Systems

Financial Analysis & Benchmarking

Budgeting

Organizational Structure

In this quadrant, the focus is on Internal Human issues, such as: Key Job Results & Descriptions Successful Interviewing & Hiring Managing & Motivating People Improving Employee Performance Job Satisfaction & Morale Capitalizing on the Strengths & Talents of People Capabilities Required for High Performance

• Many of you will be entering a long and difficult period of rebuilding.

• Many of you have retreated 1 plateau or 2 plateaus

AverageProfitability

High20% Profitability

Low20% Profitability

Total AI$ per Employee

$103,026 $125,850 $89,350

Total Available Income (GM) per Employee

Culture

People

Process

Strategy

Culture is the essence of your organization – why it exists beyond making money!It has 3 components:

1. Mission/purpose of your business,2. your vision, or ideal end-state your company is seeking, and3. your core values to do this effectively.

Culture defines who you are and who you intend to be. It is based on those driving beliefs and principles which describe what your organization is really like. It shapes each of the other three factors in the Total Business Success Model when it is effectively defined and implemented.

1. VISION: Why you are in business, beyond making money.

2. MISSION: What you are doing to achieve your Vision, your current purpose and “what business you are in.”

3. VALUES: The heart and soul of an operation. They state to employees, customers, vendors and stockholders how the company will conduct its daily business and guide decision making.

No Vision, Mission, Values and Goals

Aligned Vision, Mission, Values and Goals

Plateau I

Organizational Structure

Build from production to management

Build your organization structure based on need – not individuals

26

3-7


Build Job Descriptions

Key Results Areas (KRAs) & Critical Tasks (CTs) Position: Dispatcher

KRA I. DRIVER COMMUNICATION: Proactively provides drivers with all needed information, tools and resources - to successfully and efficiently complete the charter (60% Impact)

I.1. Effectively assigns drivers to trips in a timely manner (20% Impact) I.2. Provides drivers with complete and accurate trip information per company

expectations (15% Impact) I.3. Ensures driver arrives at designated shop report-in times (10% Impact) I.4. assists the driver during the trip with logistical and informational needs (weather,

breakdowns, etc.) (6% Impact) I.5. Assigns drivers in accordance with company expectations, policies and procedures

(5% Impact) I.6. Proactively assists drivers with additional tools and information such as fuel

prices, hotel prices, etc. (4% Impact) KRA II. DISPATCH ADMINISTRATION: Completes all planning, paperwork and record-keeping in an accurate and timely manner - to ensure compliance with all regulatory and administrative polices and procedures (40% Impact)

II.1. Reviews the charter and creates a complete charter/driver packet (14% Impact) II.2. Keeps all written and electronic reports/schedules up to date (12% Impact) II.3. Completes the call-list according to company policy expectations to ensure hours

of service compliance (11% Impact) II.4. Monitors and processes driver logs to ensure they are in compliance with DOT

and company regulations (3% Impact) (will change per shift)

Nice-to-Have Important-to-Have Must-Have (Essential)

I.6. Proactively assists drivers with additional tools and information such as fuel prices, hotel prices, etc. (4% Impact)

II.4. Monitors and processes driver logs to ensure they are in compliance with DOT and company regulations (3% Impact)

I.4. Assists the driver during the trip with logistical and informational needs (weather, breakdowns, etc.) (6% Impact)

I.5. Assigns drivers in accordance with company expectations, policies and procedures (5% Impact)

I.1. Effectively assigns drivers to trips in a timely manner (20% Impact)

I.2. Provides drivers with complete and accurate trip information per company expectations (15% Impact)

II.1. Reviews the charter and creates a complete charter/driver packet (14% Impact)

II.2. Keeps all written and electronic reports/schedules up to date (12% Impact)

II.3. Completes the call-list according to company policy expectations to ensure hours of service compliance (11% Impact)

I.3. Ensures driver arrives at designated shop report-in times (10% Impact)

7% 11% 82%

Critical Task Analysis

Dispatcher


Build Job Descriptions

Bring People Back as though you were hiring for a new position

The 3 Key Capabilities Principles: A: Job Specific Capabilities:

Knowledge, skills, and experience for a specific job set a minimum, initial threshold for acceptable performance of a job are typically not sufficient for fully acceptable overall job performance

B: Transferable Capabilities: Capabilities which are transferable from one job to another are highly predictive of the likelihood for successful performance--especially when expectations grow, vary, or change

C: Adaptability:

Willingness (flexibility) and ability (versatility) to successfully deal with changing, unfavorable, or difficult situations/conditions is highly related to continuing job success

The 3 Key Motivation Principles: D: Personal Work Style

How a person works is largely shaped by what is natural, habitual, or comfortable for them

E: Work Values: The level of clarity and commitment about what a person believes, values, indicates whether they are likely to do what they think they should at work (or elsewhere)

F: Work Interests: People are motivated to do what type of work interests or appeals to them

If you would like additional slides and information, please check the box on your feedback sheet.

800.772.3377 www.spader.com

YOU DON’TBUILD A BUSINESS

AND THEN PEOPLEBUILD THE BUSINESS

-ZIG ZIGLAR

- YOU BUILD PEOPLE -

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Give them reasons to stay

Provide the right tools

Re-Engage & Set Expectations

Choose the Right People

The 4 Steps to Re-Onboarding

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“I LOVE my job and am

part of a great team!”


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1. Character

2. Competence

3. Chemistry

What to Look for

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Top performers are most likely to:

Produce Results

Adapt to Change

Motivate Others

Provide Positivity

Bring Back Top Performer First

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Reassign or get rid of people in the wrong role

Don’t bring back unproductive employees

Don’t bring back staff you don’t need

Make Staffing Changes Now

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“I’m excited about what I do and I know what is

expected of me”


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1. Welcome them back

2. Re-Introduce them to your culture:

1. Where you are going with your business (Vision)

2. Why you are going there (Mission)

3. How will you treat each other along the way (Values)

3. What must be done NOW to get back on track

Re-Engage Your Team

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• Seek Employee input

• Be Open To Suggestions

• Learn from your team

Encourage Feedback & Listen

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Set Clear Expectations

• Job Description

• Duties & Responsibilities

• Changes and The Road Ahead

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“I have the skills and the knowledge to excel

at what I do”


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Tools to Succeed

• Training

• Coaching

• Cross Training

• On-Going Training

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6 Keys Elements of Successful Training

4. Consistent

5. Available

6. Timely

1. Specific

2. Accurate

3. Comprehensive

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Communicate What Has Changed

• Updates to Procedures

• New Processes

• Updated or Changed Goals

• What Lies Ahead

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Coaching Your Team

Provide Honest, Timely & Specific Feedback

Work to Bring out the best in them

Offer Ideas and Suggestions

Help them see the Bigger Picture

Hold them Accountable

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Cross Training

Provides Coverage during an absence

Shows your investing in their growth

Expands their skills and knowledge

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On-Going Training

• Helps maintain focus

• Builds on existing skills

• Prevents forming bad habits

• Keeps best practices top of mind

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“I am an important part of my company’s success”


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• Increases Productivity

• Builds employee loyalty

• Raises Employee Engagement

• Boosts Morale and Overall Spirts

Giving Recognition & Praise

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Value your

Internal Customers

as much as your

External Customers

People Over Profits

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• Avoid Micro Managing

• Understand people work differently

• Celebrate achievements and results

• Don’t dwell on shortcomings or failures

Trust Their Judgement

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Be aware of and ready to:

• Help employees in areas they are

struggling

• Deal with multiple employees calling in sick

• Boost Moral and Keep Spirts Up

Identify Trends

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The 4 Steps to Re-Onboarding

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June 26th, 1996

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- Maya Angelou

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WIN-WIN-WIN

• CUSTOMERS

• EMPLOYERS

• OWNERS

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Customer service is the act of taking care of the customer's needs by providing and delivering professional, helpful, high quality service and assistance before, during, and after the customer's requirements are met.

What is Customer Service?

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Making people feel valued.

What is Customer Service?

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You are the Brand

• YOU and EVERY MEMBER of your TEAM determine the perception of your company’s brand to your customers and your employees!

• The Character, Chemistry & Competency of your Employees determine your company’s reputation each and every trip (encounter)!

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G.R.E.A.T. Customer Service

GREET RELATEEXPERIENCEASSESSTHANK

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GREET

• FIRST IMPRESSIONS

• PERSONAL APPEARANCE

• EYE CONTACT

• SMILE

• SOCIAL DISTANCE GUIDELINES

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RELATE

• PUT YOURSELF IN THEIR SHOES (SEAT)

• USE THEIR NAME

• KNOW THE ANSWERS TO THEIR QUESTIONS

• COMMUNICATE CLEARLY

• LISTEN x 2. Speak x 1

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EXPERIENCE

• WHAT ARE THEY FEELING?

• THE ENVIRONMENT IN THE VEHICLE

• CLEANLINESS

• DRIVE LIKE WATER FLOWS

• DO NOT VIOLATE THEIR SENSES

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The 5 Senses

5

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ASSESS

• LOOK. LISTEN. LEARN!

• WHAT ARE THEY TRYING TO TELL ME?

• BODY LANGUAGE

• VERBAL CUES

• BE DISCERNING

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THANKS

• VALUE THEM

• SHOW YOUR APPRECIATION

• SMILE WITH EYE CONTACT

• SINCERE THANK YOU

• GREAT LAST IMPRESSION

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G.R.E.A.T. Customer Service

GREET RELATEEXPERIENCEASSESSTHANK

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The Experience is Remembered Long After Price.

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3 Questions to think about…

• WHAT IS YOUR PERSONAL BRAND?

• HOW DO PEOPLE FEEL AROUND YOU?

• WHAT WILL YOU DO DIFFERENTLY?

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Pulling It All Together: Finalizing Your Restart Roadmap – Panel Discussion with Ginny Orr (Golden West Travel, LLC), Alan Robinson (R&W Motorcoach) and Elizabeth Kamalakis (Coachlight Tours)

Takeaways and Action Items – Breakout Room Discussions

Closing Charge and Thank You – Joe Calhoon & Larry Killingsworth

Closing Networking Event

We’ll see you back here tomorrow at 1 pm ET

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gold sponsors...culture defines who you are and who you intend to be. it is based on those driving...

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