The Best of Lindemann's 2007 Newsletters, Second Half
A Christmas to Remember
It was the early 1930’s. Following on the heels of the stock market’s fall of ’29, the Great Depression was in full swing. Money was scarce, and times were hard. My grandfather lived on a small farm in upstate NY, just a couple of old barns and a small log home. The cabin was three rooms with a loft for sleeping, heated only by the woodstove, and electricity was provided an hour or two in the evening by an old, one lung generator that made the lights pulse each time it fired. Grandad worked for the D & H railroad as an engineer, hauling freight behind steam locomotives. He loved life, and he loved his job, and many a winter night my dad and his siblings would lay in the loft, listening to the call of the lonesome freight as it climbed the hill out of the yard and into the night.
On Christmas Eve; a fresh blanket of snow had turned the little farm into a picturesque scene from a postcard. Grandad was doing what folks did in those days, making the best of the situation at hand. With no money to spare, each child’s only gift was to be hand crafted. He and his wife worked hard to bring the joy of Christmas to their four children. For each a single gift would appear under the tiny tree, decorated with strings of popcorn and a few old handmade ornaments. After the kids were asleep, Grandad was off to the roof top, making reindeer and sled marks on the roof, carefully placing footsteps to the chimney. I can picture him, carefully creating the magic of Christmas on that rooftop, his blue eyes sparkling in the moonlight with that mischievous grin that even I remember well. Christmas morning was like Christmas mornings all through time. The kids were up early, filled with anticipation. They knew, even at their young age, that times were hard, and although they were told there probably would be no gifts, they excitedly ran to the tree. Under it was a gift for each of them. My dad sat down, his excitement turned to tears. His gift was two tin cans, half full of sand, painted bright red. Not understanding this gift, he sat in silence.
He had hoped, no, dreamed, of having a toy train. Something to capture the intrigue and mystery of the giant locomotives his dad ran. But all he got were two red cans. My granddad saw his displeasure. "Son, don’t you like your gift?" he asked. "What is it, Dad?" was all he could reply. "It’s what you asked for son" Grandad answered, "It’s your steam engine!" At that he took the cans, one in each hand, and he began to shake them. First one then the other. Chug went the sand as it shook in the can. Chug, chug, chug. My dad’s eyes grew wide with understanding. It was a train... and he the engineer that made it run. That engine pulled freight all over the farm, chugging furiously as my dad ran across the fields, chugging heavily as he climbed the hills, just like the ones he so often heard on those cold winter nights. My dad relayed this story to me many times as I was a child, of how he played with those two old cans until the sand finally wore a hole through. The gift was creativity and imagination, one that was never forgotten. M
The Hy-C Company
Alan Hisey founded the HY-C COMPANY in 1947 in Saint Louis, Missouri. Their first product was an aluminum chimney cover manufactured in Mr. Hisey’s garage. HY-C is still owned by the family; currently the third and fourth generations are active in the business. Today the facilities have expanded from the garage to an entire city block just north of downtown Saint Louis, plus two auxiliary warehouses in the St. Louis area. Today, HY-C manufactures chimney covers made from copper, 304 stainless steel, black painted galvanized and aluminum, in a variety of styles in stock and custom-made sizes. They also produce stoveboards, firewood storage racks, Smoke Guards & fireplace grates. HY-C is a market leader in all the product lines that they manufacture. They take pride in the quality of their products and the breadth of selection within their product lines. Mr. Hisey was a Charter member of and a vital financial resource in the founding of the National Chimney Sweep Guild. HY-C is still a member of the NCSG and has continued to support this organization financially. HY-C is also a member of the Hearth, Patio & Barbeque Association, the American Hardware Manufacturers Association, and several state and local business organizations. HY-C is also involved with local nonprofit organizations.
Lincoln's 1863 Thanksgiving Proclamation
The year that is drawing towards its close, has been filled with the blessings of fruitful fields and healthful skies. To these bounties, which are so constantly enjoyed that we are prone to forget the source from which they come, others have been added, which are of so extraordinary a nature, that they cannot fail to penetrate and soften even the heart which is habitually insensible to the ever watchful providence of Almighty God. In the midst of a civil war of unequalled magnitude and severity, which has sometimes seemed to foreign States to invite and to provoke their aggression, peace has been preserved with all nations, order has been maintained, the laws have been respected and obeyed, and harmony has prevailed everywhere except in the theatre of military conflict; while that theatre has been greatly contracted by the advancing armies and navies of the Union.
Needful diversions of wealth and of strength from the fields of peaceful industry to the national defense, have not arrested the plough, the shuttle, or the ship; the axe had enlarged the borders of our settlements, and the mines, as well of iron and coal as of the precious metals, have yielded even more abundantly than heretofore.
Population has steadily increased, notwithstanding the waste that has been made in the camp, the siege and the battle-field; and the country, rejoicing in the consciousness of augmented strength and vigor, is permitted to expect continuance of years with large increase of freedom. No human counsel hath devised nor hath any mortal hand worked out these great things. They are the gracious gifts of the Most High God, who, while dealing with us in anger for our sins, hath nevertheless remembered mercy. It has seemed to me fit and proper that they should be solemnly, reverently and gratefully acknowledged as with one heart and voice by the whole American People. I do therefore invite my fellow citizens in every part of the United States, and also those who are at sea and those who are sojourning in foreign lands, to set apart and observe the last Thursday of November next, as a day of Thanksgiving and Praise to our beneficent Father who dwelleth in the Heavens.
And I recommend to them that while offering up the ascriptions justly due to Him for such singular deliverances and blessings, they do also, with humble penitence for our national perverseness and disobedience, commend to his tender care all those who have become widows, orphans, mourners or sufferers in the lamentable civil strife in which we are unavoidably engaged, and fervently implore the interposition of the Almighty Hand to heal the wounds of the nation and to restore it as soon as may be consistent with the Divine purposes to the full enjoyment of peace, harmony, tranquility and Union.
The Dreaded Stall
Homeowner: "I'd like to think it over." You've just fallen victim to The "Dreaded Stall". Good news: You have gotten this far. The customer has a need, you have a solution, and you are communicating. Bad News: Something has caused him/her to stop the buying decision now. The odds are certainly stacked against you. Statistics say 95% of these sales will not be closed by you, even though half of them will never "shop around" and few will actually "think it over". The underlying cause of the dreaded stall is conflict. Your homeowner is at an impasse, having the desire to purchase, yet some uncertainty and anxiety. Simply put, they don't have enough reason to buy NOW.
So, what do you do? -Focus on Positive Emotions. They need to recognize the benefits of what you offer, and get focused on them.
· Satisfy the negative emotions. Find out what the objections are, and counter them. If the reason is legitimate, set a new appointment before you leave.
· Ask questions. If there is uncertainty, you must uncover the real objection. Don't discount at this point in the game. If you offered a fair price, and they are considering a cheaper quote, discounting your price is not the answer. If you lower your price now, they will just assume you were overcharging to begin with, and work to destroy the trust you have worked so hard to earn. Instead, if you must lower your price, negotiate the discount for a lesser service.
· Don't compromise your company to get the sale.
· Don't do less than the full job that needs to be done for safety. Better to walk away from one job than to ruin your reputation.
· Don't get frustrated! The last thing you want is to lose control of the negotiation. Remember, the homeowner doesn't have the expertise and industry knowledge you have.
As hard as it can be, it is your job to make them understand why what you propose is the best option for them. If you keep your head, focus on the customer’s positive feelings about your proposal, and satisfy the negative emotions, your chances of closing the sale are excellent. And don't forget… once you have overcome "The Dreaded Stall", and completed the job, ask your homeowner if they will tell others about you. It's the best advertising you can get… and it's free! Happy selling!
Tech Tip: When installing a liner for a heating system, always change the connector pipe. It is, after all, the only part of the system the homeowner can actually see. For the small expense, it offers the customer peace of mind, and reassures them the system is new.
Life and Death - Leadership Lessons
Sir Ernest Shackleton's most spectacular exploration attempt was crossing Antarctica by foot in 1914 - 1917. The journey ended when his ship was caught in an ice pack and slowly crushed in the ice of the Weddell Sea. They were caught adrift on a melting ice floe for five months before reaching a small island. Shackleton and his 27 men faced the unrelenting cold with skimpy provisions and flimsy tents.
Shackleton decided to pick a small group to voyage 800 miles over treacherous seas in a rickety lifeboat to a whaling station. There, he secured another ship, packed it with provisions and returned to rescue the rest of the crew. Because he succeeded in keeping every man alive for 634 harrowing days, Shackleton has inspired many to study his leadership techniques. Here are his lessons:
· Communicate. Immediately after the ship sank, Shackleton addressed his crew, candidly assessing their situation and detailing a plan of action. He thereafter communicated constantly with his men, keeping careful tabs on their thoughts and morale.
· Maintain your leadership. Shackleton understood that as the crisis deepened, some would lose heart, questioning his decisions and authority. So while asking for everyone's support and help, he left no one in doubt about one thing,he was in charge.
· Remain clear-eyed and optimistic. Shackleton remained open to alternative plans and solutions. His upbeat attitude instilled confidence in his men.
· Involve everyone. To keep the diverse group united, loyal and focused, Shackleton made sure each person had tasks that contributed to the group's welfare.
· Demand teamwork. Shackleton minimized status differences, insisting on mutual respect and courtesy, and reinforced the team message: “We are one — we live or die together.”
A last lesson Shackleton leaves us with is the fact that he didn't give up. He made plans to return to the Antarctic pursue a scientific expedition. Many of his crew members who hadn't received all their pay for the last expedition signed on. Unfortunatley Shackleton suffered a fatal heart attach and was buried nearby in South Georgia.
Important Qualities of Leadership
A good leader must learn to encourage and inspire his staff. An important factor is learning to reinforce right behavior. If you do this well, your employees will strive above your expectations to please you.
You can limit, even cut off, this enthusiasm with one simple communication error. It's using the "Great, but..." statements.
Here's an example: "You did a great job organizing the job, but I really expected it to be completed sooner."
Some managers use "Great, but..." statements because they don't want to leave their people thinking that everything is all right.
No matter what the reason, these statements have a demoralizing effect on staff. You can get around a "Great, but..." statement by separating your feedback with time, or by separating your statements. Notice how the same example, slightly re-worded, still pushes for achievement: "You did a great job organizing the job, everything seemed to run smoothly. I was pleased with the way it turned out. Did you expect it to take that long?"
It takes thought and practice to remove those "...buts" from our statements, yet the effort pays enormous dividends in morale.
-Adapted from Strategies
©2007, Lindemann Chimney Supply