Recently, I was introduced to the idea of a “Three-Year Snow Cycle,” which has been widely discussed among contractors and suppliers in the professional snow and ice management industry some time. The idea is that every three-year period includes one winter of average snowfall, one with above average snowfall, and one with below average snowfall.
As a consulting meteorologist, I decided to take a closer look to determine whether this was an industry myth that needed to be busted.
I chose six major cities from across the Snow Belt as sample cities and I looked back at seasonal (September through May) snowfall accumulations for the last nine years, the equivalent to three of these supposed three-year snow cycles.
My initial hunch before digging into the data was that three-year periods would be too short to be representative of a cycle, but that maybe a nine-year stretch would show, on average, three average snowfall years, and three above and below.
My hunch proved to be mostly true.
Click the image for an expanded version of this chart.
For this analysis, data were given an “average” indicator if the annual total was within 5 inches of the average climatological snowfall for the location.
For example, Indianapolis has seen average to below-average snowfall for the past five winters, but of the four prior to those featured three years of above-average snowfall. This totaled out to two years with average snowfall, four years with below-normal snowfall, and three years with above-average snowfall in the past nine years. Generally, this suggests that maybe the three-year cycle should be given more merit, but over a longer period of time.
Pittsburgh supports this idea relatively well, too. In the past nine years, the city has seen three years of average snowfall, four years of above average snowfall, and two years of below average snowfall. Data for Green Bay, Detroit, Cleveland, and New York City can also be seen in the chart.
Beth Carpenter is a co-founder and meteorologist at Thermodynamic Solutions, based in Indianapolis. You can reach Beth at info@tdsweather.com.
Reconsider Business Norms
Six popular business myths to abandon for increased productivity and profitability.
Previously, I provided the key ideas I found useful in the book, Islands of Profit in a Sea of Red by Jonathan Byrnes. (Editor's Note: CLICK HERE to check out Joe's previous column.)
So, I want to take those concepts and expand on them further, primarily six myths that at one time were probably true and helped businesses grow and become more profitable. The issue is that times have changed and not everyone has evolved along with new business norms. In particular, the snow and ice management industry has historically been a little slower than most when adapting to change. Don’t let this be you.
So, here are six myths to drop to increase your profitability.
Myth #1 If it ain’t broke, don’t fix it.
The best companies are, well… the best because they’re not resting on their laurels and are always looking for a better way to do things.
I heard a speaker say, “If in business you ever think you’ve made it, that will become the inflection point for the start of your decline.” What he’s saying is you need to keep evolving and finding what your customer values. Leading companies are desperate to get better.
Pill Pack is an online pharmacy that fixed something that wasn’t broke. It found a way to make it easier for its customers by packaging its pills not by pill type, but by when you take them. Not fixing something that isn’t broke is surefire way to tank your profitability.
Myth #2 If everyone does their job well, the company will, too. This may have been true at one time, but things have changed. Now we must look at the bigger picture. A company can meet its sales goals, and operations can meet its goal, but the company can still miss its profit number. Sales can't just worry about selling more, they need to think about what operations can deliver effectively. For example, if operation cuts production costs on something that no one really buys, it’s not really saving anything, is it?
To be effective, each part of the organization must work within the constraints that the rest of the organization has established.
Myth #3 Sales sells; operations deliver. This is true in a transactional, commodity-focused business model with one-off sales where you only compete on price, but not in a relationship-driven model. Sales can no longer just sell, blissfully unaware of what production can handle and the constraints they face. Likewise, operations are now more integrated with the client and is really part of the sales team to ensure renewals and additional work. As your clients consolidate their vendor base, you must change how you do business to remain part of the team.
Myth #4 Revenues are good. Costs are bad. As you blend sales with operations and focus on overall profitability, you can see jobs more holistically to better understand their profitability. You will realize sometimes spending more is okay.
For example, some companies don’t allow overtime because it is viewed as an added cost that reduces profitability. Truthfully, the cost of overtime isn’t inherently bad, it’s only bad if it’s not built into your pricing model. Overtime can be good and help improve profitability. For example, overtime is beneficial if it is used to increase revenue by being able to get more jobs done in a given week without having to buy additional trucks and equipment or set up additional crews.
You must consider a job’s total cost and its revenue, to get a clearer picture of the profitability for each service, client, and transaction. You need to determine what types of jobs make you the most money, and what types of clients are your most profitable. It will be clear – not all jobs, costs, or revenues -- are created equal.
Myth #5 All customers get the same great service. This can’t be true, because we now know that not all customers are created equal.
You need to determine which customers contribute the most to your profitability. Plot your customers on a grid with frequency of purchase across the bottom and profitability of purchase on the side and determine which quadrant they are in.
High Frequency/High Profit -- These are the accounts you want to get closer with and give the best service to. I’m not suggesting you stop serving your other customers. Instead, you just need to find ways to service them based on what they are worth to you and your profitability. Maybe that means a customer service number instead of an account manager. Regardless, you need to figure that out and it will be different for each level and each company.
Myth #6 Give the customer what they want. This is nonsense. The analysis up to this point should make it clear that you can’t do everything for everyone and be profitable. Determine what it is that you do well, and what it is your customers need. Answering this simple question will put you well on your way to improved profitability.
Industry veteran, speaker and consultant Joe Kujawa is the former president of KEI. He is 2016 Leadership Award recipient and a frequent Snow Magazine contributor.
9-ft version of the BlockBuster cutting edge
Winter Equipment
Winter Equipment makes BlockBuster announcement
New carbide insert cutting edge features longer blade life and superior performance for increased efficiencies.
Winter Equipment’s BlockBuster carbide insert snowplow cutting edge system features longer blade life and superior cutting performance, so users experience less downtime changing out blades.
Rated for department of transportation systems, the BlockBuster system includes three interlocking cutting-edge sections that have built-in, hard-faced moldboard shoes with Winter carbide matrix for improved wear life. A bullnose HammerHead carbide radius tip offers 30 percent more carbide and allows for premium performance with multiple attack angles on the plow. An integrated, heat-treated, abrasion-resistant steel cover protects from impact and is welded on for easy installation.
On both sides of the cutting edge, the system includes two Winter PlowGuard Maxx guards manufactured from high-quality material and reinforced with Winter’s proprietary carbide matrix on the bottom and side edge to defend against uneven and premature wear.
“We are seeing an increased demand for our BlockBuster system, as DOTs and municipalities are becoming more aware of its long-term cost effectiveness,” says Kent Winter, founder and CEO of Winter Equipment. “The efficiencies are compounding, from less downtime and more plow time, to better road surfaces, less blade changes and increased customer satisfaction. We’ve even had customers attribute the BlockBuster system to better employee retention, because their staff was happier.”
BlockBuster blades are designed to clear packed snow and ice to reveal a safe road surface with minimal salt and chemical treatment, and can be used on highway or city streets, rural roads and parking lots. The system’s wide blade footprint helps to minimize road damage.
I work the ASCA booth at a number of regional and national trade shows, and while doing so I often field a variation of the following question: “Hey, Kevin. When is the ASCA coming to my state?”
What they’re referencing is the ASCA’s Model Legislation, or the Commercial Snow Removal Service Liability Limitation Act. This legislation proposes prohibiting your clients from passing on their negligence through hold-harmless agreements and indemnification clauses.
And certainly, this isn’t an unusual question to field. Legislative change is one of the pillars that the ASCA was founded upon. And in recent years we’ve had success getting the ASCA’s Model Legislation passed in Illinois, Colorado and (most recently) Connecticut. And, as I’m writing this column, the ASCA’s Model Legislation is before elected officials in Massachusetts and Pennsylvania, while a handful of other states are in the initial stage of getting the legislation before elected representatives.
What the professional snow and ice management community may not fully realize is that it takes more than just the ASCA showing up at the state capital with legislation in hand to rally legislative support from elected officials. In fact, the first step toward change in any state we’ve experienced legislative success starts with grassroots leadership. This is typically a small group or even a single snow contractor who take responsibility for generating the initial momentum. It’s these unsung heroes who do the due diligence that paves the way for the ASCA’s involvement in their state.
From left to right Caroline Young, Young Contractors; Kevin Gilbride, ASCA; Pennsylvania. Rep. Jennifer O'Mara; and John Caramanico Jr.,C. Caramanico & Sons.A great example is the legislative day we had in Harrisburg, Pa., earlier this week (Tues., Nov. 19). That initiative was essentially fueled by the efforts of a handful of Keystone State snow contractors, primarily Sauers Snow & Ice Management, About Time Snow (ATS), Young Contractors, C. Caramanico & Sons, and Snow and Ice Management of Pa. Through their groundwork we were able to bring in the necessary resources to bear to educate elected representatives on the professional snow and ice industry, as well as the merits of the legislation, which is before Pennsylvania legislators as House Bill 1702.
Therefore, my frequent response to the “my state” question is: “We’re there tomorrow, if you’re ready to take point and begin doing the really hard work.” Yes, it’s a tall order, especially if you’re an owner or top manager already tasked with leading the success of your own company. Now you’re being asked to take up a legislative endeavor that will demand more of your time and attention.
I’ve been told my whole life that nothing good ever comes easy, and this axiom rings true when bringing legislative change to a snow state. This endeavor asks an incredible amount of time, determination and sacrifice be paid to produce real positive change.
So, let me ask you: “When is the ASCA coming to your state?”
If you feel you have the answer, reach out to me and, together, let’s start building momentum for real change in your state.
Kevin Gilbride the Executive Director of the Accredited Snow Contractors Association (ASCA). You can reach him at kgilbride@ascaonline.org or (216) 393-0246.
The reasons for investing in a systematic approach to onboarding are clear, but it can often be overwhelming to begin the process.
EDITOR’S NOTE: This is the fifth article in a five-part series.
Since one in five new hires leaves within the first 45 days of starting a job, it’s crucial to have an effective onboarding plan in place. The initial onboarding experience, which should last for at least a month, significantly influences job performance, long-term satisfaction, and employee retention. In fact, employees who go through a structured onboarding program are 69 percent more likely to stay for three or more years.
The reasons for investing in a systematic approach to onboarding are clear, but it can often be overwhelming to begin the process. A successful onboarding experience will impact both you and your new hires for months to come. That’s why planning ahead is -- not surprisingly -- your key to bringing in and keeping hires who will stay for the long haul.
So, where do you start?
As a great hiring manager, it’s important to follow all the critical steps that make for an effective onboarding program. Here is my detailed guide through the five phases of onboarding. It’s a 45-day process that takes you from pre-arrival through the first month of employment.
Phase One: Pre-Arrival Set the stage for a new hire’s arrival by preparing their work area, communicating with the team and the hire, and scheduling their first week Preparations. Confirm the new hire’s start date, time, place, and parking designation. Set up the employee’s email account and add the address to the company directory and any other relevant email lists.
Work Environment. Assign, clean and assemble the new hire’s desk area, truck and/or crew. Establish a workstation that includes a laptop/tablet, company phone, access and business cards, and safety. personal protective equipment (PPE). Create a welcome packet that includes detailed instructions on how to access the previously mentioned technology. Communication. Request and distribute a bio on the new employee for easier team assimilation. Define and distribute the week-one agenda. Planning. Schedule a team lunch to introduce the new hire on either day one or two. Plan the new hire’s first assignments and be sure to set aside time for pertinent training sessions and grant access to key accounts, systems and tools. Set up regularly scheduled meetings with the new hire in mind and add the new employee to other department meetings that will be helpful to the onboarding process.
Phase Two: First Day Introduce your new hire and make them feel welcome and appreciated. Outline what they can expect to experience in the days ahead. The Basics. Connect the new hire with HR to ensure all the proper paperwork is complete. Provide an overview tutorial on the company’s phone system, and how to access common computer programs, systems and drives. And, if applicable, share the expectations around daily/weekly reports and timesheets. Introductions. You’ve already sent the new hire announcement to the appropriate teams, so now introduce them to their new coworkers. This should include both supervisors and subordinates. Provide the proper introductions to support staff to troubleshoot future problems. Getting Comfortable. Present the new hire with company swag to make them feel like part of the team on day one. Be involved in the scheduled lunch with the team on day one or day two. Office/Yard Tour. Don’t forget to explain to the new hire how to find the following:
Bathrooms
Printer, copiers, and fax machines
Parking
Break rooms
Production Yard
The first-aid kit
Phase Three: Second Day Get your new hire up to speed on the day-to-day work life. Continue to make introductions and schedule training. Job Overview. Provide the new hire with the day-to-day job requirements. Review the job description, duties and overall expectations, including job-specific responsibilities and outline 30-, 60- and 90-day goals. Supervisor Overview. Explain your personal management style and offer suggestions on how to best work together. Include your specific performance preferences and job expectations as a manager. Outline the company’s internal processes and workflow overview, and explain how the annual performance review and goal setting works.
Phase Four: First Week Outline the new hire’s first assignment and set expectations for the weeks ahead. Make time to get to know the employee’s professional likes and dislikes. Essential Resources. Supply the new hire with a list of helpful onboarding resources, including product information/roadmap, brand materials, internal process documentation, and system training links. Set priorities and define the expectations for how and when they’re expected to master the information. Company Vision, Mission, Core Values. Set the stage at a macro level, from the perspective of the organization. Review the company vision, mission statement, core values, organizational structure, and goals. Looking Ahead. Review the onboarding process and team them with another employee who performs similar day-to-day responsibilities. Schedule additional training sessions. First Crew/Task Assignment. Set up the initial assignment that will challenge the new hire, and consider the task takes on a “show me, don’t tell me” outcome.
Phase Five: First Month Encourage success and foster growth by giving regular feedback and setting clear expectations and goals. Encourage Success. Increase the new hire’s visibility by introducing them to more people in the company. Continue to evaluate and offer constructive criticism on your working relationship, including areas they can improve on and how you could work better together. It’s vital to encourage an openness to their questions and professional concerns. Assess The Work. How did the new hire handle their first assignment? Schedule time to regroup and discuss what worked and what didn’t. Make the necessary adjustments and establish clear goals for the three- and the six-month review. Foster Growth. Set performance expectations and establish that you’ll provide monthly feedback to the new hire with regard to their job performance. Be sure to stick to this schedule and offer professional praise and criticism when and where it’d due.
As Head Harvester, with the Harvest Landscape Consulting Group, Fred Haskett coaches green and white industry owners. He is also a frequent Snow Magazine contributor.
Fred Haskett, Snow Magazine
