bevans's blog

In my last blog, I said that long-term planning is a learned skill that includes three primary components: goal setting, succession planning and contingency planning. Today, I will cover goal setting. It is a very big topic, so if there is an aspect that you'd like to discuss in future blogs, let me know. 

Goal setting asks three questions:

1. Where are we?
2. Where do we want to be?
3. How do we plan to get there?

Of these three questions, the first is the most difficult to answer and, also, the most ignored. It is difficult, and often painful, to be honest about where we really are now.
 
The main reason people or companies never reach their goals is they never answer question two, or they answer it and forget it. I post my goals where I can constantly see them. Not only does it remind me of the destination, other people see them and ask about my progress. Their interest and support keeps me focused on the goal(s).
 
Since there is limited space in this blog, most of the discussion will focus on question three. A plan must be measureable within a specific timeframe. If a goal is to be accomplished “someday,” it will never be accomplished. “Someday” has to be specific. Most importantly, though, there must be a tangible reward for achieving the goal.
 
The reward is often excluded from the goal-setting process. The primary reason people/companies forget the answer to question two is because a specific reward was not included in the goal-setting process. Some questions you might ask yourself: When I attain this goal, what will it mean to me? How are am I/we going to feel? Will we have a larger market share? Will we be more profitable so we can then buy a new needed piece of machinery? Will I, if it’s a personal goal, be healthier or happier, or have lower blood pressure?
 
“Motivation” and “emotion” have the same Latin root word. Motus means moved. We are personally moved through emotion. We are not moved through logic. People set New Year’s resolutions logically. Most forget them. Those that follow through always have an emotional attachment to the resolution. They have a reward that means something to them. These people stay focused on the prize, not the price.
 
Here is the formula to put it all together. The formula must be in this order. If the order is changed, the plan will fail and the goal will not be attained.

1. Reward: When I attain this goal, what will it mean to me/us? How will I feel?
2. Goal: Where do I/we want to be?
3. Plan: How do I/we plan to get there?
4. Effort: What is my/our schedule for following the plan to hit the goal and get the reward?

The author is president, Evans Glass Co., and chairman of the board for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

“Most people don’t plan to fail, they just fail to plan.” Have you heard that before? “Plan? We don’t have time to plan. We have to move this ship forward with our own efforts.”

What’s the value of planning in your business? Do you have a regularly scheduled time to plan, or do you only plan when forced to do so?

We use two types of planning at our company: immediate and long-term. Immediate planning involves having a regularly scheduled time to address day-to-day and week-to-week issues. It is “urgent” planning. We conclude each day by planning for tomorrow’s activities and jobs. We conclude each week by planning for the next week’s activities. This type of planning is centered on executing tasks at specific times: Who is going to do what, when and how? People do this naturally. Immediate planning, for the most part, is not a learned skill.

Long-term planning is a learned skill. It requires a different thought process from the immediate planning we do naturally. It is difficult, because the events―and the timing of those events―are unknown. Some might never occur. We have to put long-term planning in our schedule and intentionally focus on doing it. Long-term planning is “important”, but we must make it “urgent”.

Long-term planning has three components: goal setting, succession planning and contingency planning.

Goal setting asks three questions:  Where are we?  Where do we want to be? How do we plan to get there?

Succession planning asks one―possibly two―questions: 1) Do you want your business to continue after you are no longer active? 2) If yes, what are your options, and how do you plan for those options?

Contingency planning asks one question: What if? Think about situations involving employees, customers and vendors. Anticipate what you would need to do if something happened. The object is to eliminate surprises.

Which of these areas of planning have you been delaying? Why? Does fear stop you? Do daily or weekly crises get in the way? You will control much of your future business by doing long-term planning. Let’s talk about it in future blogs.

The author is president, Evans Glass Co. in Nashville and chairman of the board for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

I’d rather see a sermon any day than hear one. Wouldn’t you? Someone is always watching each of us. Most of the time we do not know they are watching us. Rest assured, though, they are taking notes about what we do. Through my experience as a runner, I have seen the positive impact consistent behavior can have on the observer, and how the disbelief/belief stage of an observer can change. For example:

Stage 1: I tell others I am training to run a marathon.  The observer acknowledges the goal but does not believe it. We, as a society, have too often heard people say they will do something and then seen them make excuses for not completing the task.

Stage 2: The observer sees my consistent behavior, but justifies his or her inability to do something similar by using a weak excuse.  For example, the observer sees me running consistently, but states they can’t do it because they have “bad knees."

Stage 3: The observer still doesn’t believe I will finish what I've started, but is beginning to want to believe.  They ask, “Are you still running?”  It takes willpower not to become discouraged or influenced by this remark.  It also takes willpower not to make snide smart-aleck remarks.

Stage 4: The observer becomes an apprehensive believer.  As it relates to running, they ask about upcoming races or mileage.  The observer begins to live vicariously through my consistent action.

Stage 5: The observer is now a complete believer.  They ask about my goals and my progress toward these goals. The observer celebrates my accomplishment of goals as if the goals were his or her own. 

Stage 6: The observer becomes a participant themselves. He or she always compares what they are doing to you in a diminishing light.  For example, they might say, “I’ve starting walking twice a week, but that doesn’t compare to your running.”  It is at this point that we must become a cheerleader for the observer and encourage them to attain their goals, not ours. 

These same stages occur during a business cycle:

1. Observers watch you start/diversify a business. 
2. They make excuses about why they can’t do the same. 
3. They ask if you’ve hit any roadblocks in your business.
4. They ask how busy your business is and begin to celebrate its growth. 
5. They ask what your growth strategy and goals are for the coming year.
6. The observer might come to work for you, open their own business or expand their role in their current job.

Our consistent actions and words can change those observing our behavior.  If, on the other hand, we quit and justify our failure with excuses, we reinforce the observer's initial disbelief in us. We need to be consistent in our actions! Who do think is watching you?

The author is president, Evans Glass Co. in Nashville and chairman of the board for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

In the early 1960s, a young upstart from Massachusetts said, “Ask not what your country can do for you. Ask what you can do for your country.”  With that concise comment, John F. Kennedy challenged all Americans to get outside of themselves and look at how they can influence others. As the new chairman of the board of the National Glass Association, I issue a similar challenge.

Ask not what your industry association can do for you. Ask what you can do for your industry.

At the beginning of the 21st century, I asked myself if I wanted my company to grow or maintain status quo. Charlie Jones said in his book, Life is Tremendous, "You will be the same in give years as you are today except for the people you meet and the books you read.” It occurred to me that I had developed the habit of hanging around with the same people and listening to their “advice”. This limited the information and ideas to which I was exposed.

I made the decision to grow my company. I understood that I needed new ideas and networks to do this. Even though I had difficulty visualizing specific benefits and I couldn’t afford the extra expense, I made the decision to find sources for ideas and relationships that would get me out of the rut I was in. I had to DIG my way out of the rut. I did not know where to go, so I turned to the National Glass Association.

D: Decided to join
I: Investigated opportunities with NGA
G: Got involved

I knew that what I received was directly proportional to what I put in. If I paid the dues and remained uninvolved, I would receive nothing. 

Evans Glass Co. has received benefits from my involvement. We have trained new employees with www.myglassclass.com and the Glass Management Institute. By attending GlassBuild America, I have made connections and discovered new software, machinery and products.  We have sent employees to GBA and to visit glass companies in different geographic regions. The bottom line is that the NGA has provided new ideas and relationships that have helped us grow.

Initially, my thinking was limited to my company. Then, over time, my interest expanded to my local market and then to my regional market. Now I realize what happens nationally impacts my business locally. Because of what Evans Glass Co. has received, I feel a responsibility to give back. Call it my “call to duty”. I am just a glass guy that got involved.

Let me issue you the challenge.  Get involved and give back to your industry.  Together we can strengthen it.  Will you accept your call to duty?

The author is president of Evans Glass Co., and chairman of the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

Every day, business owners/managers face tough situations. Maybe a competitor hires one of your key people. An employee rolls a company vehicle down an embankment, totaling the vehicle and knocking down an electricity pole. Or, you leave costs out of an estimate and realize the job will incur a loss. Sound familiar? What is your initial reaction? I suspect we fear the worst will happen.

People believe the extremes are the truth. The extreme causes us to fear. Our fear is of the unknown, not the known. Once we have knowledge, we begin to deal with fear. When we act based upon knowledge, we begin to defeat fear. When we complete the action, we defeat fear and build confidence.

Positive realism is analyzing what is the worst that will happen and what is the best that will happen. The final result will be somewhere between the extremes.

Will we lose business because the salesperson went to a competitor? Possibly. Can the salesperson be replaced? Probably. Replace the salesperson and mitigate the damage.

Will the accident cause our insurance premium to rise? Probably. Can the vehicle be replaced? Yes. Is the employee alright? Thankfully, yes. Buy a more fuel-efficient replacement vehicle, and lower long-term costs.

Will a loss on this job bankrupt the company? Probably not. When we complete the job, even at a loss, will our customer be satisfied? Probably. Is there a way we can reduce the loss and possibly break even or create a small profit? Possibly. Will we have a chance to recoup some of the loss with this customer in the future? Yes.

In each of these cases, I knew how to handle the situation. I did not go to the extreme and dwell on the worst case scenario. However, just having knowledge is not enough. I acted on my knowledge and my fear of the outcome evaporated.

Two rules: Knowledge overcomes fear. Action cures fear. 

The author is president of Evans Glass Co., and chairman-elect of the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

Are you managing based on experience or wisdom? Experience is defined as learning from one's own mistakes. Wisdom is defined as learning from others’ mistakes. Experience is always expensive. Wisdom is free.

During my career at Evans Glass Co., I have experienced five major financial crises: 20 percent interest rates during the Carter administration, the late 1980s recession as a result of the 1986 tax code revision, the Dot.com bust, 9-11 and the recent mortgage crisis. Based upon my experience, which has been very expensive, I have learned that our behavior is very predictable before, during and after each crisis.

Before

• Consumer spending on luxuries/non-necessities accelerates because society begins believing that the current boom times are normal.
• In our industry, we begin to see the creation of many small glass shops. Glaziers think they see “the boss getting rich” and leave to start their own company. My father said this typically happens six to 12 months before the crisis begins.

During

• Society begins loudly complaining that “gas prices are too high,” and our dependence upon “foreign oil” is out of control.
• People begin worrying about other countries “owning” us and how our country will become a puppet of the foreign powers.
• Parents begin fretting about “their kids’ future” and the legacy they will leave the “younger generation."
• Generally, people believe we will never see good times again.
• Businesses panic and operate out of fear by slashing jobs, reducing inventory and taking projects at near cost “just to keep their people busy."
• It is easy to become a victim of short-term thinking with very little or no thought of the future. We function in survival mode.

After

• We can’t believe we are emerging from the crisis, so we postpone growth decisions. We are afraid to invest in our business, even though it is the best time to do so and we will get the best return on our investment.
• Revenues and profits do not parallel each other. Revenues grow first and faster than profits. Businesses are still using low margins to get work. Margins will be raised when demand begins exceeding supply. Increased profits will then follow.
• Cash flow is constricted. Businesses must buy materials to execute the new work. These materials must be paid for before the business collects receivables, or payment to vendors must be delayed until collection. In the latter case, vendors begin demanding payment or they will cease supply. In a few months, the cash flow shortage will disappear.
• New equipment purchases or the repair of existing equipment is required. For example, old trucks that were idled need repair, or new hires are necessary.

When we are in a crisis it is difficult to know our location. It is probable that we will forget our past experiences in similar situations. This is a recap of my experience. Will you make decisions based upon experience or wisdom?

The author is president of Evans Glass Co., and chairman-elect of the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

 Most people are not aware of how their thinking influences them directly, or others around them. Following are two situations that I encountered recently.

I am a member of a local Athletic Endurance Team (BEAT). BEAT is a member of a national organization (USAT). USAT is conducting a competition, among its member groups, during December, January and February. Each team accumulates points from swimming (10 miles), biking (1 mile), and/or running (3 miles). All of these sports are individual sports, not team sports. As a matter of fact, each individual team member usually does his or her training alone and not as part of the group. I do my training alone,and I have a training schedule that I follow to achieve my goals. My schedule, for example, might call for me to run 5 miles on Tuesday. What I have discovered is that as I run the 5 miles, I start thinking about running an extra mile to help accumulate more points for BEAT. This is an interesting realization. An individual sport has become a team sport in my mind. Thinking about what I can do to help my team makes my individual workout easier and more meaningful.

The second situation occurred at Disney World in early January. I entered two races on consecutive days. Both had many, many participants. The Saturday race had 27,000 runners for the half marathon. It was evident to me before the start that it was going to be impossible to run a fast time. I made a conscious decision to adjust my thinking about the race. There were many first-time runners that had trained to reach their Big Hairy Audacious Goal of completing 13.1 miles. There were also seasoned runners. The first-timers were not aware of runner’s etiquette. For example, when they decided to stop running and walk, they did not move to the side, but stayed in the center of the road. Some seasoned runners did not appreciate the rookies’ lack of etiquette. Some seasoned runners complained aloud and to anyone in listening range. Their complaining negatively affected those who heard it. I, and many others, accepted the fact that we would not run a fast pace. We encouraged the first-timers throughout the race and talked to the volunteers and our fellow runners about meaningless yet friendly subjects. Just being positive and encouraging raised the spirits of those struggling to run the distance. Often, the encouragers were thanked by the struggling rookies.

These are two different situations. One is an individual setting and one is a crowd setting. Yet, a simple decision in both cases had a profound impact on the outcome. As a member of BEAT, the decision to go farther because of the team made it easier than running a shorter distance for me alone. As an individual in a crowd, the decision to adjust my thinking to deal with circumstances kept me from being frustrated and also made it enjoyable for me and those around me.

Always be aware of how our thinking influences our attitude; how our attitude influences our actions; and, consequently, how our actions influence others and their attitudes and/or belief levels.

The author is president of Evans Glass Co., and chairman-elect for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.

People often misuse words such as affect/effect, may/can, need/want, and urgent/important. Perhaps, the last example affects business people the most, especially this time of year.

Let’s look at the following list of tasks:

• Important, urgent items
• Important, non-urgent items
• Urgent, unimportant items
• Non-urgent, unimportant items

It is easy to prioritize items that are urgent and important, or not urgent and unimportant. But, how we prioritize the other two determines our effectiveness. Which is more valuable? Which will lead to long-term gain?  If something is urgent but not important, what is its value? Quite frankly, we all get consumed by what we consider "urgent" without analyzing its importance. This is compounded by the prevalence of smart phones and 24/7 accessibility. If it is not important, why do we feel the pressure to respond quickly?

Recently, I attended a two-day meeting with peers in the glass industry. Most of us own glass shops, and one owns a fabricating company. I really didn't have time to go to the meeting because of the daily, urgent demands of my business. However, this meeting was important, even if it wasn't urgent.  I always learn something at these meetings, and my employees ask me what I learn that is applicable to the business. They are excited about ways to improve. So although the meeting wasn't urgent, I still chose to attend because it was important.

When we place urgent, unimportant items in the No. 2 slot on our priority list, we ease present situations. But it also keeps us forever focused on the short-term. Growth will be a result of working more hours, not smarter.

When we proactively plan, we place important, non-urgent items in the No. 2 slot. This allows us to look to the future, strategize, and implement plans for growth and survival. The fourth quarter of the calendar year is a great time to work on important, non-urgent items. Use this time to plan for the next year, five years, and 10 years. Do not be consumed by the urgent, nonimportant. Success is dependent upon having a priority list that looks like this:

1. Important, urgent items
2. Important, non-urgent items
3. Urgent, unimportant items
4. Non-urgent, unimportant items 

The author is president of Evans Glass Co., and chairman-elect for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors. 

Ladies, forgive me. This blog is written from a male perspective. Change the gender references to quarterback/band member, and the metaphor still applies.

In high school, there are two types of girls: the cute head cheerleader and the average-looking girl. Everybody likes the average girl but wants to date the head cheerleader. The average girl has a great personality and is consistent in everything. The cheerleader is always cute, but her emotions run the gamut.

At the 20-year reunion, the average-looking girl has become more attractive, if not beautiful. The cheerleader has gotten fat and continues to dye her hair an unnatural color. The guys start looking at the "average girl" differently than they did during high school. The problem is that they haven't changed the way they treat or interact with her. The average girl is still hurt by the guys' archaic advances and solicitations. The guys need to learn how to interact with her on her terms.

During the boom, aluminum and glass suppliers paid token attention to the average glass shop, but they chased the large commercial glazier. Glass shops had to reach out to suppliers before sales reps would even talk to them. Yet, those same sales reps would appear on bended knee before commercial glaziers.

Now that the boom is over and large commercial glazing jobs are few, glass shops have become more attractive to the aluminum and glass manufacturers/fabricators. The glass shops have small tenant build-out jobs, convenience stores and private corporate jobs; and, in many parts of the country, these jobs are prevalent. It's interesting that the suppliers have "come a-callin'" again to the glass shops.

The problem is that the suppliers haven't changed their attitude toward the glass shops. The glass shops are still merely a "skirt to chase". Come on suppliers! Change your ways. If you won't or can't change, we will find suppliers that really care about us. Learn how to treat us. Use the telephone, not email. Consistently, not intermittently, call on us. Schedule an appointment to see us in person before we need you. Ask us how you can help us (and then truly help us). Make us want to buy from you because of your attitude toward us and the way you treat us.

If you can't or won't change, then go back to your fat, broke, bleach blonde cheerleader! 

The author is president of Evans Glass Co., and chairman-elect for the National Glass Association. Write him at bevans@evansglasscompany.com.

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors. 

My company has been in business for 55 years. My father started it, and I have been hanging around since I was 5 years old (I am 56 now). During the lifetime of the business, as well as my personal lifetime, many relationships have been built that have stood the test of time.

Recently, Sun Capital bought two of my primary suppliers. We have been a customer of TGI, a UGC company, and its predecessors for 40 years. During this time, their salesmen have become friends. I know the names of their spouses and children. I know where their kids go to school and their hobbies. We talk about business occasionally; we talk about family often.

Sun Capital also bought Vitro America. We have been a customer of Vitro and its predecessor for 15 years. My children and the children of one of its salesmen are the same age. We have enjoyed sharing the adventures of our respective kids. The branch manager is from the area of the USA where my son currently lives. We enjoy talking Cajun cuisine and favorite beverages. (I am still waiting for him to cook crawfish for me.)

Will Sun's acquisitions impact these relationships? Through eliminating job duplication and streamlining the business, I am concerned. Change is difficult and, quite frankly, I have reached the age where I prefer to maintain comfortable relationships in lieu of developing new ones. I am worried that Sun's purchases might impact our industry much like Wal-Mart changed small town America. Will our industry, and by that I mean the small traditional glass shops, become viewed as a commodity to be taken for granted by a large conglomerate, or will relationships still matter?

I am open to new relationships that understand the values that matter to me. Regardless of how my old friendships may change, I will be proactive in developing new ones that benefit my company.

Recently, a new potential vendor called on me. His company competes with one of the Sun Capital firms. I am a book giver who keeps a stack of small books in my office that I give out frequently to visitors. So, I gave him a book during his first visit. Upon his second visit, he returned the favor and gave me a book. I love to read, and books go straight to my heart. Wow, what a great gift! A book is far superior to lunch. A book lasts forever; lunch only lasts until it's digested. Maybe this guy is worth the effort required to build a trusting relationship. Long-term relationships DO matter to me. 

—Bill Evans, president, Evans Glass Co., Nashville   

The opinions expressed here are those of the individual author and do not necessarily reflect those of the National Glass Association, Glass Magazine editors, or other glassblog contributors.