The day that old morning sun rises in the west
And they pass a law in L.A. banning artificial breasts
When cars can run on water, gasoline and oil ain't worth jack
Right then, that's when
I'll take you back

It's like music
To hear you bawling
Waa, waa, waa, waa, waa

                                                                Brad Paisley

Ok, I'll admit it.  I'm a complete friggin' idiot.  I should have bought Kleenex stock 2 years ago (along with, Viagra, Cialis, Cymbalta, and oceanic spill containment systems); and the entire fleet of Tiger Woods "How I Play Golf" DVD's.  Whoda' thunk it.  Hmm.  I should call Bret Michaels and see what he would do.

I'm ticked off.  (Big Surprise)

They're seems (is) to be quite a bit of whining and crying going on today.  I finally figured out why they call it "Baby Boomers". 

One "could" assume that tears are absolutely and relentlessly gushing due to lost revenue, stricter government control, mandates, operating costs, lack of qualified drivers, insurance costs, Hours of Service, EPA regulations, EOBR's, etc.  "I got rid of my Safety Director because I thought I could handle it myself, my daughter is pregnant and my kid needs braces" syndrome is a disease and everyone is looking for a magic pill.  Thank You Viagra!!!

The Instant Excuse Ball: Now Available in Stores Everywhere:

Just shake it and watch a good excuse appear, no straining of your brain required.  Buy em' for your whole "team".

The reality is, the majority (80%) aren't crying anymore over their businesses suffering from their own inequities AND laziness.  They've experienced their own "epiphany", where it's "just OK" that their business sucks, because, well, it sucks for a lot of other people...so it's just OK (Social Proof is an amazing concept).  What are they crying about?  The Biggest Loser.  The Next American Idol Winner.  The Final Episode of Lost.  Crying for the Next Survivor???   I'm lost.

Not much else to say.  A mentor of mine once told me, "Johnny, the only difference between wealthy, successful business owners and those struggling is the size of their TV's.  Successful people build libraries, while the majority buys the biggest and latest TV's."  Take a look around you.  It might be time to find new friends.  Don't worry.  You'll be ok.  Trust me.

I will say this - pretty much any person, young or old, male or female (whether she's been with Tiger Woods or not) gets in life whatever he or she (or You) accepts.  Sit down, this may hurt.  If you run a trucking company today and it sucks, and you're whining about it,  it's your own damn fault.  Get over it, or move the hell out of the way.  You can stand still today and "wait for things to happen".  Surprisingly, there's no regulation against it.  You "could" also, maybe, possibly...DO s.o.m.e.t.h.i.n.g.

Those defying the path of the majority, are (have been) reaping the rewards of "pack separation" and true, gritty, balls-to-the-wall entrepreneurism.  Kick Ass and Take Names (for some this is genetic). They (and I) discourage acceptance by the majority, anything less than "crushing the competition", and of course the almighty "Victim Status" (also available in serum bottles in Stores Everywhere).

Unstoppable companies are surrounded by an "insiders circle" of ruthless and status-defying individuals that truly "get it".  Everyone "get's it".  It's about the Mindset (yep, that's some deep stuff).  Not the company.  Not the titles.  Not even management (most boardrooms are the cause of failure).  They accept nothing sloppy.  Demand the best from everyone.  Do things fast and do them right.  Did I say Fast?

Ignorance is disappointing.  The Biggest, Baddest, Ugliest problems in business faces today are the easiest to fix.  They're completely obvious, which is why most business owners "can't finger em' out".  It only takes one person (that "gets it") to decide if it's OK to fix them.

But WAIT!  Before you run off to shut off Oprah (and apologize to yourself) remember this.  The people in the trucking industry today, the ones that are truly "crushing it" while still enjoying life, on their own terms...are you ready for this?  It's a Secret, so don't tell anyone.  They actually W.O.R.K.  They literally do something that is called "rolling up their sleeves".  Seriously. You should try it.  It's actually pretty fun. 

It takes sweat equity today.  There's no such thing as Easy Money.  Opportunities are plentiful.  The field has been leveled.  Market differentiation is a golden nugget.  CSA 2010 is nothing less than a BIG ASS, Wide Open opportunity to exploit your Strengths.  If you have any...

What Are You Waiting For?  No, Really?

There are good reasons why some companies are able to implement profitable programs, whether they're related to customer service, sales and marketing, safety, operations, maintenance or any other facet affecting their company's profit margin. Likewise, there are reasons why some companies' programs fail. A program could be designed incorrectly or it doesn't quite fit the purpose. But, most often, the problem is a lack of sufficient support, a program integrity problem or improper administration. Regardless of its purpose, carrying out a program to a successful result requires the identical steps and support. If administered correctly, and supported by everyone, it can be a money-maker.

"ACTIVE" vs. "PASSIVE" Support (and why you need to know this)

Non-support of a program can, and usually does cause failure, regardless of whether it's inadvertent or purposeful. There are many subtle ways that programs have been sabotaged. Some people might think it's harmless to make a seemingly subtle, yet negative statement or gesture about the program. Facial expressions and any number of other "subtle" references or indications that a program is frivolous or foolish can sabotage a program. We've all seen it or heard it and we fully understand it; a wince, a sneer, a scoffing snicker at the most opportune time. Despite attempts to be "subtle", these reflections on a program can do much harm, particularly if directed at anyone who doesn't understand the entire program and its merits and is unwilling to speak up in support when this occurs.

Some people use these techniques to "dodge bullets" or escape blame if the program goes awry. That's because they know how and they practice it: they never say or do anything except just enough to get by. You know them. They will criticize an idea but seldom, if ever, offer an alternative. Ultimately, if allowed to continue, these people will negatively affect a company's bottom line profit. And it doesn't matter what their job is within the company.

Adopt an "Active Support" Policy

If someone in your company appears to be "riding the fence", this person is not "actively" supporting the program, is not effective in his/her job and is affecting those around them. This "fence rider" must become effective in their job function, as soon as possible, and should be assisted through training. If this doesn't happen immediately, your efforts will be sabotaged. Never mind whether it's inadvertent, the result will be exactly the same - sabotage.

How do you get support?

First, involve people from each department in the initial development of the program. Next, distribute the draft to those people who will be involved or affected by the program. Invite comments, so that everyone has the opportunity to offer suggestions for changes, additions, etc. This has a two-fold purpose: 1), you get the benefit of additional ideas for the program and; 2) those involved in this process will likely support it. Then, management must impart the following to everyone within the company;

ACTIVE SUPPORT! Nothing else is acceptable. This is not to say that everyone needs to be an active participant in the administration of the program, but rather to actively show support anytime a topic concerning the program is discussed or surfaces in any conversation or other reference to the program. Passive support, "riding the fence", active non-support or anything else is identifiable and will not be tolerated. In order to effectively and actively support the program, you must fully understand it. Consider creating a short "training" program, expanding upon the information above.

Program Integrity

Whether its purpose is to show your appreciation, to assist your customer service efforts or an operational program for improvement, a solid program must be conducted with the utmost integrity and be fully supported. For example, regarding your safety award program, if you judge an accident as "non-preventable" when most drivers know it's really probably "preventable", your program integrity will be severely compromised. (Follow the rules!) The same holds true for a customer service program, customer relationships, maintenance or any other program.

Incidentally, remember the old adage "birds of a feather flock together". People who like to "do things right" want to be associated with others who share that same integrity. Managers get respect from these fantastic employees by making certain that they are the only ones welcome to join the group and share in the company's successes. That's because these people know they are making a significant contribution and that they are instrumental in the company's success. Recognize these people, sincerely, and assist them at every opportunity. That is a vital part of the "integrity" of any program. Don't wait until an employee or driver "appreciation day" arrives. This should be an everyday approach.

Proper Administration

First: Owners and GM's: Implement only those programs that you fully believe in and you will actively support (including involvement), and, those that contain no inequities.

Supervisors, dispatchers and everyone else in the company: you must support all company programs, or those programs are doomed to failure, which, one way or another will affect your own jobs.  

A failed program can cast doubt on other facets of the operation, which can be very expensive in ways that are difficult to track. On the other hand, failing to implement necessary programs can be far more expensive. Well structured programs are relatively inexpensive and typically pay off liberally.

If you are the Safety Director, Operations Manager or anyone else responsible for developing a program, you need full support from top management on down. Without it, your program doesn't have any chance of success. If you are charged with the responsibility for carrying out a program, first make sure everyone will actively, not passively, support it. And remember, there can be NO "fence riders" - they're either part of the solution or they are part of the problem.

Success today does NOT need to be viewed as overly difficult work. But your efforts must be directed toward those endeavors that are purposeful, fair, equitable and profitable. A company will be judged on those attributes by its customers and its employees, and will obviously reap the associated benefits.

Since my last blog, I took my own advice and went hunting, both figuratively, and literally. I bagged a deer, couple of pheasants, a quail, missed a duck and two geese and picked up some new customers. Also launched and started receiving registrations for The Trucking InfoSummit 2010.

In that time, Thanksgiving also rolled around, and I also lost a very close cousin (Jason) who was at the ripe age of 33 with 4 kids. It's a profound thing when we allow business (work) to consume our lives to the extent that when we lose an important part of our life, everything comes to a screeching halt and we put things into an entirely different perspective, dramatically different, and very quickly. It's then I realized, how many of us really live like this, with this perspective, all of the time? This mindset that is so laser-beam focused, it see's no failure. Not everyone experiences it. I wish they would but then we would have no critics. They would call it "hype" or being "irrational". I'm sure they're right. They seem to be most of the time.

If you put what's important first, really first, then work backwards, completely immune to criticism, speed limits, and defying status quo, working like your life completely depended on it; if you did this all the time, to the majority, you'd be "predictably irrational". I've learned to garner this term. It should be posted above a doorway, something you can slap on the way out, just like Rudy did. "Whatever it takes".

Here's a tip. Surround yourself with reminders of what you're working for. It sounds simple, but I bet I've just stumped quite a few folks. Don't worry, no one is looking over your shoulder or lurking in on your thoughts. Be real with yourself. What are you really working for? Is it family? Is it a spouse? Is it for your kids and/or grandkids? Put those images around you, remind yourself not to be distracted from why you're doing what you're doing. Time waits for no one. And when we're gone, we're gone. Nothing profound about that, eh?>

Be irrational. What the hell is wrong with that? Since when is it cool to be another average company (victim) complaining about some aching economy. Now that's it completely tanked, it's looked upon "distastefully" to nipping on the heels of success or defying status quo. There's a lot of professional spectators out there today with professional speculations. You roll with the majority, and you'll roll with the majority's results Expectations have plummeted. Opportunity prevails.

Don’t underestimate the power that other people’s thoughts and actions have over you. If you're surrounded by 5 negative people, chances are, you're going to be #6. They influence you in many ways. If you find yourself following the herd, or having a difficult time making intentional decisions, maybe it’s time to find new friends, join new groups, and spend more time working on what YOU really want – not what others around you want you to want. Be a kid. It's cool.

If something smells like crap, it usually is.

So I’ve been burning the midnight oil on the road now for about 4 weeks, from San Diego to Baltimore and a whole lot of places in-between: consulting, coaching and mostly spending productive (exhausting) time with Mastermind Groups. I had the great opportunity to meet with two-time World Champion George Foreman last week (note my left uppercut), who is not only a champion fighter, but what most don’t know, one seriously bad-ass entrepreneur that won’t back down from anything he believes will help someone in a very good way; against all odds. He hit my note and the timing was impeccable. I’ve been working diligently on (fighting for) an idea I’ve had for awhile now, that my clients, colleagues, followers, friends and ambassadors have been begging for. What was stopping me? Me.

George said, "Where's The Fighter"? More than ever, we all need to ask ourselves this. Escalating fuel prices, insurance costs, flat rates (at best), zombie employees, and a whole lot of fatigue have got a lot of folks licking their wounds with no motivation or direction that will let a shimmer of light in. George is a testament to stopping, taking two steps back, gaining clarity and then launching back in furiously, with fire in your belly, swinging with everything you got - and a little more - with no other thought than your gonna win this damn thing.

I'm pumped. I'm launching.

While waiting for my return flight, a curious new acquaintance, who coincidentally is working for a large southern-based fleet asked me, "Where's The Freight"?

Seriously, WTF?

4. Get AWAY from your business. Admit it, the last few years (at least) have felt like being in a "grinder". The only way to clear your head and get those "idears" that are rattling around to stop and come out, is to step back from the daily grind. In order to work ON your business, you're going to have to get OUT of it. Trust me, I know it sounds scary, but you'll never do it if you don't decide you're going to and just do it. There are too many distractions and bad habits that have formed over the years. It's a straight jacket. It's time to escape. Try working form elsewhere for 1 or 2 days per week, just as a start; and then work your way up. Remember delegation? Let it go. Nothing is THAT serious over you working ON your business and personal life...is it? For some, this may mean a transition of personnel. It's natural. Do it. Move on. Define your goals, business and personal, clearly. A lot of people have never really done this. They don't REALLY know what they want because they're too worried about surviving. They have to stop living out of their company and start really working on a solid platform of cash flow vs. floating. Worrying about things is a waste of time and negative drain. Make sure you have the right people surrounding you with support. If they don't support you, then get rid of them or put them in a different position which doesn't require their opinion. Harsh? Naw, reality. The only opinions that matter in your business are from the people that give you money (i.e. your customers). Be a leader. Give your good people MORE authority to do things and make decisions. Eliminate all the time-sucking and unprofitable stuff you do each day. Outsource the rest. Guard YOUR time. I repeat; DO NOT let anyone waste your time. Time is the one thing you have total control over, and with only 1,400 minutes in each day, you must guard it to the utmost.

5. One of the most compelling messages (and useful) I've ever received was from my own business coach, who said something along the lines of "you're the sum total of the five people you hang out with regularly". Now, my personal take was, if I'm spending time with my family then that's not all that bad; however, I realized the real meaning was in the "other" side of my life. The WORK. It's true. Think about that statement for a minute. Like it or not, it's true, and it's either been great for you, or it's holding you back (majority are here whether they acknowledge it or not). Be cautious of who you take advice from. We preach this in our own mastermind groups. Ask yourself, are they really doing THAT well? If they're advice is so good...hmmmm...get the point? Don't feel bad, I was there not too long ago. You don't need to ditch your buddies. You just need to surround yourself with successful (sharp and savvy) people in your niche; people that will nurture you along and help you. It's not always a good thing to be the smartest guy in the room. After all, what is there to learn? My advice, join a mastermind group. Make an effort of getting together with that person you admire and respect. Buy em' dinner or a drink. The return on investment will be priceless. Ask a lot of questions and don't chase success; let it chase YOU.

6. You don't know what you don't know. I wasn't a reader growing up. Like a lot of kids, it didn't seem interesting at the time. I never understood reading for pleasure (I guess I still don't); BUT, I can tell you that surrounding myself with successful people has taught me exactly why struggling people buy BIG TV's and successful people BUILD libraries in their house. I've done more reading in the last 12 months, than I have in the last 12 years. The reason I can read more, is a direct result from implementing the tips I've shared thus far. Outsourcing, delegation, etc. The time I spend on reading is minimal. I focus on topics that are of interest and value to my business and then I implement them as quickly as possible; or I delegate them to someone for implementation. Remember the mastermind group? There's a lot of new "stuff" out there today such as Social Media (Twitter, Facebook, LinkedIn, Blogging, YouTube, etc.). These tools are critically beneficial in your businesses today, and their FREE. To ignore their presence is naïve. You don't have a choice but to learn what they can do for you, and then have someone do it FOR you. Don't wait. Educate yourself. Spend time learning and educating yourself in new areas that will benefit your business. I'm learning more and more each day; does this make me an expert in all these areas? Absolutely not, but I can tell you that I know a heck of a lot more than I did before and that's going to help me and my businesses with what's headed our way and a long way down the road. I've met a few guys in this industry who really think they've met everyone there is to meet, know everything there is to know about trucking, and well, let's just say "they have a big TV". Your trucking company today is where it is and is making the amount of money it is, because of the choices you made and the effort you put into running it. Any excuses of the economy did this, or the economy did that, are BS. Don't be another "victim". There's not much room for more whiners. Whether you're doing phenomenally well right now, or you're living out of your business on a negative operating ratio, it's never too late to grab the bull by the horns and learn something new. Just do SOMETHING with it.

7. Invest in YOURSELF. Since really making the decision to take "action", I've realized that I do go to a lot of seminars and workshops (preferably WORKshops) and I will continue to do so regardless of the expense. You don't know what you don't know. Ninety-nine of the people that go to events feel great when they are there, but then do "nothing" upon return. Do one single cottom pickin' thing and I guarantee you, you'll see an ROI. I try hard, and I mean hard, to surround myself with people I feel are smart and successful, sharp and savvy. Heck, they're fun. I run my own mastermind groups and these people are really fun, and really smart! These are the REAL movers and shakers that produce results. You know the guys, they "walk the walk" and "talk the talk", and they can back it up. I steer clear of exhibit shows and board meetings; but that me. Get your head out of the media and politics. You can't help anyone, let alone your business, if you can't help yourself. Workshops and mastermind groups are productive. That's what businesses need today; productivity. Be a fearless leader, know what you want, arm yourself with knowledge and got out and get it. Opportunities have never been greater. It's all up to the choices you make and the effort you put into it.

In my next blog I'm going to start breaking down some simple ways you can start leveraging the Internet and new media to create some market differentiation between yourself and your competitors.

The economy a year ago was a "sharp pain" for many, and has turned into a "dull ache" for most. According to the media guru's, it's going to get much worse before it gets better. There's said to be a slight "upswing" heading our way, which some feel is already here; followed by a much larger "downturn". Speculation and forecasting; that's what's drilled into our heads by so many media channels. Prepare for THIS and prepare for THAT. This leads to unproductive behaviors and decisions trucking professionals must make every day in their businesses. Bottom line: turn off the TV, work ON your business, not IN your business, and seize a fraction of the opportunities that present themselves in these climates. Work "smarter", rather than "harder". Surviving is now cliché. Some have convinced themselves there is nothing they can do to help their business. They've already tried to minimize expenses and are so focused on cost; they are missing the big picture; growing and diversifying the business. Many companies are so focused on "cutting the fat", they don't realize that these efforts have a negative effect on their overall operating ratio if they neglect the all important element in developing a successful and profitable trucking operation. In fact, many think that because they cut expenses and their gross revenue increased, they are growing (false). Gross revenue can increase while the net profit decreases. Unfortunately, this is only one reason why over 5,300 companies have disappeared from the map, in the last 30 days. You can "float" for only so long. It's sink or swim. Speed is a critical element in business today. Net profit is the undisputed champion. Get back in the driver's seat, delegate your current day to day responsibilities and focus on growing the business.

Here are 7 Keys to Gaining Control and Harnessing New Opportunities

1. Outsource, delegate and focus ON your business. Forget the rest. Don't worry about the things you have no control over. You're already comfortable with all the chaos and noise out there. Get more comfortable, it's here to stay. Step back and look at your productivity level from a week, day, and hourly level. I bet there's something there you can identify that will boost YOUR productivity. Delegate unproductive activities to someone in-house, only if you really have a difficult time letting go. Teach yourself to "let it go". Everything else needs to be outsourced. Everything today CAN be outsourced; including your email. Stop sitting behind the monitor. Shut if off for predetermined periods of time, pull out a pen/pencil and notepad and start "really working" on your business; do you know where you want it to be positioned in the next 12 months, 5 years, 10 years, etc. (specifically)? That "idea" you've had for the last 3 years...it's time to make it happen.


2. New Markets and New Marketing. Stop defending the status quo. Diversification has never been easier to tap into. Want to really stand out in the crowd? Up the ante on your marketing efforts (online and offline). It won't take much because most marketing campaigns have been suspended (the irony is that it's typically the first expense to be choked out, second only behind Safety and Loss Control). HINT: Do Not Sacrifice any Elements of Your Safety Program (the price paid will be exponentially higher when you have a loss and have to rebuild). Those that continually lower rates will be caught in the cold when rates go up. It's a natural cycle and devaluation is tough to overcome for any company. Remain steadfast and strong by diversification and niche marketing. Scarcity is a good thing; welcome it. Without it, there's no need to be innovative.


3. Build a fence around your customer with a bridge letting the bad ones back in. Serve the customers you hate. You'll learn a lot more from them than you will your best customers. It's like a bad relationship. You'll put up with it for awhile just to learn what makes the other one "tick". Now you have something with REAL value. Nurture your existing customers like never before. Touch them often through personal communication (phone and visit). Get to really know them better without being a pest. You have to talk to them more today, to know what changes they are going through, and to be able to adapt quickly. The faster you are, the more dominant you will be to your competitors. Today's success model is very simple. SPEED + ACTION = RESULTS.

Stay tuned for Part 2