APRIL 2016 April 21st
April 11th
Lunch Special ! for April Meeting
Sales Roundtable
Thomas Plath,
VP, HR Global Business International Paper
"Improving Your Personal Brand"
"Meeting the Demands of Today’s Employers"
Inside This Issue:
ROBINSON: 3 STEPS TO LEADING YOUR TEAM TO MORE EFFECTIVE PROBLEM SOLVING
KEATING: BAD ECONOMICS AND THE $15 MINIMUM WAGE IN NEW YORK
SEROKA: HOW TO DEFEND YOUR BRAND AGAINST BULLYING
Networking matters
At AT&T, we know that making connections is critical to success. In Wisconsin and across the nation, we link businesses with their customers and the world through our wireless network with access to the nation’s largest Wi-fi network. It’s just another way we help our customers stay connected. AT&T is proud to support the Independent Business Association of Wisconsin.
© 2014 AT&T Intellectual Property. All rights reserved.
IBAW thanks AT&T for it’s continued sponsorship.
IBAW MEDIA LINK State Senator Schilling Criticizes Using Unpaid Interns...But Uses Them Herself _________________________________________________________
In the waning hours of the Senate’s last day in session, State Democrats took turns lambasting Gov. Walker’s higher education package including internships.
Executive Director Steve Kohlmann President Jim Leef ITU AbsorbTech Secretary Dan Hansen Park Bank President Elect 2015-16 Craig Coursin Stier Construction VP. State & National Programs Charles Fry Baird Treasurer Casey Malek Sikich
To watch, click here. Video courtesy of MacIver Institute
Directors Ann Barry Hanneman Simandl Law Group S.C
Released 3-30-16
MARQUETTE LAW POLL
John Weber Hypneumat GOP Presidential Primary Ted Cruz - 40% Donald Trump - 30% John Kasich - 21% Wisconsin Supreme Court Justice Bradley - 41% Judge Kloppenburg - 36% U.S. Senate Russ Feingold - 47% Ron Johnson - 44% Democratic Presidential Primary Bernie Sanders - 49% Hillary Clinton - 45% Head to Heads Kasich 48% v. Clinton 39% Cruz 44% v. Clinton 44% Clinton 47% v. Trump 37%
Jeff Hoffman Boerke Co. Dan Hansen Park Bank Richard Blomquist Blomquist Benefits Lisa Mauer Rickert Industries Tom Boelkow BSI Design, Build, Furnish Robert Gross Gross Automation
IBAW Mission: To advance business prosperity through insightful programming, executive networking and member-driven public policy and advocacy.
Thursday, April 21st, 2016
NOTE: April meeting has a SPECIAL day, time, location! Thursday, April 21, 2016 11:00 a.m. – Networking 11:45 a.m. – Luncheon & Keynote Wisconsin Lutheran College Recreation Complex – Siebert Center 8800 W Bluemound Rd. Milwaukee
The Independent
Business Association of Wisconsin and Wisconsin Lutheran College are
partnering to present a Business Luncheon and Networking event!
“Meeting the Demands of Today’s Employers”
Thomas Plath,
Vice President, HR Global Business, International Paper You won’t want to miss this practical and insightful presentation on how to attract and retain a high quality work force. Learn the inside track on drawing millennials, explore the rebranding of manufacturing, and acquire new ideas on how the collaboration of industry and government will impact future talent.
Thursday, April 21, 2016 Time: 11:00 a.m. – Networking / 11:45 a.m. – Luncheon & Keynote Location: Wisconsin Lutheran College, Recreation Complex – Siebert Center 8800 W Bluemound Rd. Milwaukee, WI 53226 $35.00 per person - Includes Lunch. Attire: Business professional Register to attend by April 15, 2016 – www.ibaw.com
Registration now open at IBAW.com! Click here.
The One Hour Vacation Steve Kohlmann, IBAW Executive Director
As I write this I’m siting at my desk and rain is pounding on my window. And even though it’s Sunday afternoon and there are more productive things I could be doing on a dreary Sunday afternoon (like taking a nap) inspiration has struck me and I’m here writing this column. Even though the weather is cold, gray and damp outside, I’m feeling good inside. For you see, this past week something occurred that broke the back of winter; it was 64 degrees, sunny and I got in the first motorcycle ride of the year. A warm day in March is rare and I took full advantage of it by getting on my ST1300 during lunch and doing a loop around the Holy Hill area. I’ve done this ride at least a hundred times and it never gets old. The roads and scenery are always spectacular. My bike is never really in storage just pushed to the corner of the garage in the fall with a battery charger hooked up to it just in case there’s day when an escape can be made. Hope springs internal. I’m not a big fan of taking a motorcycle ride in the middle of the work day. While it’s nice to get out for a ride, work still weighs on ones mind and obscures the true enjoyment of the event. Sort of like going to the symphony and having someone’s cell phone ring...and ring...and ring. Motorcycling , like other hobbies such as golf, fishing or gardening demand sunny and warm days for optimal enjoyment. They are also best done on the weekends or dedicated days off where thoughts of work can’t be encroached upon a mind that wants to be clear. But an hour long ride on a warm sunny day after 6 months of cold, dark, gray weather must be answered. And it was a glorious ride. It was during this hour long vacation that got me thinking a bit philosophical. A motorcycle ride can do that. I’ll turn 53 this year and while that’s not old (especially when you’re 53) I’m certainly no spring chicken. Even with the occasional knee or back creaking in the morning, I really appreciate how healthy I am. But you don’t get to this age without having some friends or family pass away due to medical issues or by some accident. A few years back one of my dirt biking friends, Jerry, came home from work with a headache and went to bed to sleep it off. Several hours later his wife couldn’t roust him and called the paramedics. Unbeknownst to anyone -including Jerry - he had a very large brain tumor. He underwent surgery and it was removed. But the damage was done and it came back quickly and with a vengeance. A few weeks later he died. I met the hospital priest outside Jerry’s room who said to me, “Life is precious and short”. He looked me squarely in the eyes to see if I understood the significants of what he was saying. I did. It’s moments like this that can be a wake up call to make us enjoy life and push us to do something we’ve been putting off. Survive a heart attack? I think I’ll get that convertible I’ve always wanted. Walk away from car wreck? Might as well buy that new set of golf clubs. Spouse survive cancer? Let’s go on that cruise! Dodging a horrific life event might be the single most economic reason for depleting your bank account. After all, you can’t take it with you. Of course, not everyone has a material mindset. You can have a new appreciation for family and friends or renewed interest in some spiritual aspect of life. As business owners, we spend a lot of time and effort devoted to our business. But we shouldn’t forget to enjoy life with family, friends, or every once in a while, by ourselves. Times a wastin’.
G N I T R SPO
T O O H CLAY S
EVENT DATE: Friday, May 13, 2016 LOCATION: Waukesha Gun Club, 23170 Watertown Road, Waukesha TIME: 11:30 AM - 4:00 PM - Lunch & Networking Afterparty included New shooters welcome - A beginner’s clinic held just for newbies! You do not need to be an IBAW member to participate - all are welcome!
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Impact Of The Persuader Rule On Employers: How Far-Reaching are the Required Disclosures Ann Barry Hanneman, Simandl Law Group, IBAW Board Member On March 24, 2016, the U.S. Department of Labor issued a final rule interpreting disclosure requirements under the Labor-Management Reporting and Disclosure Act (LMRDA). This final rule, referred to as the “persuader rule,” effectively limits the scope of the LMRDA’s “advice exemption” now requiring employers to disclose certain information about any consultants hired to provide advice on strategies against union organizing campaigns. This final rule changes the current interpretation that excludes disclosure of those arrangements with consultants that do not have face-to-face direct contact with employees. This rule is viewed by businesses as a further restriction on an employer’s right to obtain confidential advice on labor relations matters. Business owners should be familiar with what type of information is covered under this new interpretation and what information must be disclosed. Currently, employers only have to disclose on the LM-10 Form the hiring of an outside consultant firm if the consultant has direct contact with employees. Under this new interpretation, however, employers must disclose any consultants hired where the object of the activity is to persuade employees about their rights to organize and bargain collectively, even if the consultant works behind the scenes in “indirect persuader activities” with no direct employee contact. These types of activities include: planning and directing supervisors and managers; providing written or oral “persuader materials”; conducting supervisory seminars designed to develop anti-union tactics and strategies; and developing or implementing personnel policies or actions. This disclosure requirement does not cover general advice provided on policy development and best practices and it does not cover legal advice as to what an employer may lawfully say to employees. As well, this disclosure requirement excludes information gathered for use in an administrative, arbitral or criminal or civil proceeding. Information that must be disclosed includes the nature of the arrangement and the terms and conditions of the agreement. It is likely this information would be used by unions in a campaign or during negotiations to highlight money spent on consultants, not employees. While business groups argue this persuader rule is another act by the Obama Administration to support labor by forcing employers to disclose amounts paid to labor relations consultants to weaken the employer’s position in a union campaign or during labor negotiations, the DOL maintains its position that this interpretation provides workers with necessary information to make informed decisions. According to Secretary of Labor Thomas Perez, “This new rule will allow workers to know whether the messages they’re hearing are coming directly from their employer, or from a paid, third-party consultant. Full disclosure of persuader agreements gives workers the information they need to make informed choices about how they pursue their rights to organize and bargain collectively. As in all elections, more information means better decisions.” Industry associations, business groups, and employer associations have criticized this persuader rule, particularly those that support small businesses likely to need labor relations assistance to avoid missteps. In addition, the American Bar Association, the Association of Corporate Counsel and state attorneys general contend this rule interferes with attorney/ client privilege confidentiality and will create a chilling effect on an employer’s ability to get advice on collective bargaining issues and union organizing campaigns. Although the rule is slated to take effect 30 days after publication and applies to arrangements, agreements or payments made on or after July 1, 2016, the final rule is likely to be challenged in the courts or through legislation. Employers are urged to stay tuned for further developments on these requirements as it is likely we have not heard the last on the “final” rule.
Bad Economics and the $15 Minimum Wage in New York Ray Keating, Chief Economist, SBE Council, Washington D.C.
New York is a state long known for making public policy decisions that seem almost designed to hurt the state’s entrepreneurs, businesses, workers, and competitiveness. Governor Andrew Cuomo is now looking to make matters worse.
New York Has a Poor Business Environment In the 2016 edition of SBE Council’s Small Business Policy Index, which ranks the states according to policy measures that affect entrepreneurship, small business and investment, New York comes in at an abysmal 48th among the 50 states. That’s third worst. The Index assesses the states on 50 different measures. Twenty-five (25) are taxes or tax related, 18 relate to rules and regulations, five deal with government spending and debt issues, with the two remaining measures gauging the effectiveness of important government undertakings. One of the regulatory measures is the minimum wage. That is, does a state impose a minimum wage mandate that is higher than the federal mandate, and if so, how much higher? Not to be outdone when it comes to anti-business policies, California is looking at raising the minimum wage to $15 per hour as well. Like New York, the Golden State ranks poorly on SBE Council’s Small Business Policy Index. Actually, California ranks dead last among the states. In both cases, the wage hike would generate additional pain to small businesses, and accelerate the pace of business migration to more policy-friendly states. The minimum wage is a troubling issue where politics often diverge far from sound economics. After all, there is little disagreement among economists on the effects of government raising the minimum wage. That is, employment opportunities are reduced for low skilled, inexperienced, young workers.
The Effect of Minimum Wage Hikes For example, as noted by the Employment Policies Institute, according to a 2007 survey of the American Economic Association, “Over 73 percent of AEA labor economists believe that a significant increase [in the minimum wage] will lead to employment losses and 68 percent think these employment losses fall disproportionately on the least-skilled. Only 6 percent feel that minimum wage hikes are an efficient way to alleviate poverty.” In addition, 68 percent “believe a mandated wage increase will cause employers to hire applicants with greater skills.” The Employment Policies Institute (EPI) released a May 2006 study by economist Joseph Sabia, University of Georgia, titled “The Effect of Minimum Wage Increases on Retail and Small Business Employment.” Consider key findings on young and low-skilled workers, and on small businesses: “Specifically, a 10 percent increase in the minimum wage is associated with a 0.9 to 1.1 percent decline in retail employment and a 0.8 to 1.2 percent reduction in small business employment. These employment effects grow even larger for the low-skilled employees most affected by minimum wage increases. A 10 percent increase in the minimum wage is associated with a 2.7 to 4.3 percent decline in teen employment in the retail sector, a 5
percent decline in average retail hours worked by all teenagers, and a 2.8 percent decline in retail hours worked by teenagers who remain employed in retail jobs. These results increase in magnitude when focusing on the effect on small businesses. A 10 percent increase in the minimum wage is associated with a 4.6 to 9.0 percent decline in teenage employment in small businesses and a 4.8 to 8.8 percent reduction in hours worked by teens in the retail sector.” In the end, a higher minimum wage hurts those younger, low-skilled, inexperienced workers, as well as labor-intensive small businesses that find it difficult to make investments in labor-saving technology and machinery. Currently, New York imposes a $9 minimum wage, well above the federal mandate of $7.25, and ninth highest among the states.
A Radical Increase But as if that were not bad enough, New York Governor Andrew Cuomo is working to push the state’s minimum wage even higher. He has called for pushing the state’s minimum wage to $15 per hour by December 31, 2018, and elsewhere in the state by July 2021. If that becomes a reality, it would be more bad news for both job creators and job seekers in New York. Flip on business television channels, like CNBC or Fox Business, and you’re bound these days to see commercials (paid for by taxpayers) talking about how great New York is for business. Given the significant costs imposed by government in the Empire State, that’s grossly misleading advertising. And New York’s business climate would only get worse if state lawmakers decide to impose a still higher minimum wage. That is why 56 New York business organizations have come together to voice opposition to what amounts to a 67% increase in the minimum wage. The coalition has developed a Minimum Wage Reality Check website and campaign. SBE Council urges our New York members and supporters to weigh in through the tools and action center on the site. You can follow the effort on social media: Twitter – @MinimumWageReality, and Facebook – https://www.facebook.com/MinimumWageRealityCheck. In the end, a higher state minimum wage would be just another signal to entrepreneurs, businesses and investors to build, create, invest and create jobs almost anywhere else in the country except New York. _______ Raymond J. Keating is chief economist for the Small Business & Entrepreneurship Council.
3 Steps to Leading Your Team to More Effective Problem Solving Lynne Robinson, President, Reliable Water Services
Ask anyone if problem solving and decision making are day-to-day activities in the workplace. The likely answer? A resounding YES. Whether your team is faced with smaller daily problems or larger problems that require a group effort, training your team how to effectively problem solve and deal with issues head-on is essential. Great leaders provide a framework for how their team members can best solve any problem by working together. Then, they step back and let their team work out the details and solve the problem…together. Here’s how… Step #1: Create a Framework for Identifying Issues As team leader, at any given time you should be aware of any significant problems that require resolution. At Reliable Water Services, we keep a list of “speedbumps” to identify where problems exist. “Speedbumps” are typically outstanding issues currently slowing down a process or causing additional work for certain team members. Unbalanced workloads and inefficient processes lead to unhappy stakeholders (and this goes beyond your team members, affecting customers, owners, and vendors as well). When a problem needs solving, it’s your job as leader to KNOW there’s an issue, but that doesn’t mean you should be the one doing the actual problem solving. You ARE responsible for overseeing the problem-solving process. This means, at all times, you’re aware of your company’s “problem areas” where issues may arise, you know who will identify, prioritize, and track those issues, and you’re comfortable stepping back and keeping an eye on the problem-solving process. Understanding the inner workings of your team and the roles and capabilities of each team member will facilitate your oversight of the problemsolving process. Problems within a business run the gamut. Identifying issues directly and quickly makes solving them easier and more effective. For example, if you learn your customer satisfaction has decreased, you might ask your team, “What indicators do we have that customer satisfaction has decreased?” (That’s the WHAT and the WHY.) And then ask, “How can we ensure our customers are happier?” (That’s the HOW and the WHEN.) If you listen closely and you’ve encouraged clear communication, your team will feel comfortable identifying and solving problems that arise. Having worked as a consultant, I know the best solutions usually come from the team member closest to the problem. Step #2: Encourage Your Team to Take Apart the Problem The first step (and key) to taking any problem apart in an effort to reach a solution is to ensure you’ve correctly identified the real problem. Strategies that encourage efficient problem solving may include categorizing the problem. Where does the issue fall: sales, customer service, billing, company policies, somewhere else? Identifying the primary impact helps define who will drive the problem solving, leading your team to a better understanding of the dimensions of the problem. Next, take a look at your team and identify who is best equipped to handle each part of the problem. For example, your sales team can probably handle a problem in your routine sales pitch, but they’re unlikely to pinpoint an issue in the marketing of your sales pitch. Delegating problem-solving tasks to the best-equipped team members will allow you and your team to make the most of your internal talent pool. After getting to the root of the problem, the next natural step is to determine how to solve that problem. Bring the problem to your team, and encourage each individual to look at the problem from multiple angles. It’s important to look at the problem
and assess its impact on any team member or any other stakeholder. If your problem solving efforts require you hold a team meeting, don’t forget: productive meetings require discipline to produce results. Step #3: Guide the Implementation of the Solution That Works Best For Your Team Once your team has identified the proper problem (the WHAT), WHY it happens, and WHO should be involved in creating the solution, then the resolution should become obvious. If your team is still struggling to find the answer, encourage them to go back and rework the breakdown of the problem. Maybe you missed a critical issue when taking apart the bigger picture. Maybe there was more to the problem than initially identified. If the solution is clear, your team can present solutions and create an implementation plan that will ensure those problems are solved—and remain solved. When looking for a solution to a problem, your team must work together to find a solution that covers all bases and makes sense throughout. You’ve built your team for success, so be sure you set them up to continue on that same track. Ask: " • Does my team have the necessary tools to implement the solution? " • Is the team in agreement that this is the best solution? (We have a saying here at Reliable Water Services: You can’t make your job easier if it makes someone else’s job harder!) If you answered NO to the previous questions, what can you do to help get your team on the same page? Encourage your team to take advice from one another: they’re all knowledgeable and they all care about solving the problem. If everyone on your team can see the solution’s benefits, they’re likely to be more motivated to work together towards the same goal. After your team has discovered an effective solution for the problem, follow up on and guide the implementation at a high level. If their hard work resulted in a successful solution, be sure to provide recognition for a job well done. For less successful solutions, encourage your team to learn from the outcome. (Always circle back through the process to identify the fork in the road that brought them to that particular attempted solution.) Perform a post-mortem on every project to learn more about how your team works now and how they can work better together into the future. … Every problem in the workplace is unique and requires different solutions. It’s your job as leader to be sure your team is confident in their abilities and equipped to handle the issues presented. Providing leadership in problem solving will empower your team and push your business to greater success.
How to Maintain a Strong Culture As You Scale Scott Seroka, Seroka Brand Development If you are an entrepreneur, you can surely recall the day you came to terms with the fact that it was time to hire your first employee. It probably happened when you realized it was no longer possible to do everything yourself and still properly service your customers. When you finally found someone you could trust to help run your business, you likely (hopefully) had some sort of training and on-boarding process. And, whether it was a two-hour conversation at a coffee shop or a weekend at the office going over every detail of your business, you were setting the stage for what was going to be your company’s culture from that day forward. Maintaining a culture when you’re still a start-up is relatively easy – you only have a few people to manage, and the main objective of each day was to operate as a team while working efficiently toward common goals. However, as a company continues to add more people, it’s also adding more personalities and egos, creating an ideal environment for unnecessary drama and more people problems. Developing a strong and stable culture provides the guardrails a company needs to keep everyone rowing in the same direction and focused on the same objectives. In fact, many CEOs will testify that building a strong culture trumps strategy. The equation is simple – the success of executing on a business strategy is directly correlated to the health and strength of an organization’s culture. As you scale, your culture will need to become more refined. Follow these steps to maintain its integrity throughout the process: 1. Formalize your hiring standards and stick by them. If an applicant has the technical aptitude to fulfill a role but doesn’t fit the profile of your culture, keep looking. Just about every company has had, at one time, that one cynical, disruptive or awkward person who just didn’t fit in, causing conflict and all sorts of problems in the office. Hiring the wrong person can cost a company more than eight times that person’s salary in less than a year in terms of lost productivity, errors, mistakes, and other issues that get in the way of achieving objectives. 2. On-boarding should be more than a tutorial on how to access the server and providing a map to the restroom. An on-boarding process should have a strong focus on your brand, what it stands for, what it means, and how it is unique from the competition. An explanation of how to deliver on your brand’s expectations should also be provided. Culture will play the lead role in brand delivery. 3. Confront all problems immediately. Very few people actually take pleasure in confrontation. It’s as uncomfortable as it is necessary. We all know that problems don’t disappear or resolve themselves on their own, and the sooner a problem is addressed, the easier it is to fix it. A problem left unresolved is cancerous to any culture, and employees expect their leaders to maintain an environment conducive to teamwork, excellence and efficiency. There is a direct and unbreakable link between your brand and your culture. If a strong culture is absent, your people will not have the desire, focus, or the understanding of how to deliver on your brand promise. And, that will have a direct impact on your growth and profitability.
Member Spotlight: A Conversation with C H Coakley & Company Mary Stark
Moving A Community Forward For 130 Years Right about now you might be visualizing a big moving van with some burly men unloading furniture from the back. You are partially correct‌but missing much of the picture indeed! Since the late 1800s, C H Coakley & Company has been moving much more than furniture and office equipment. In fact, if your great-grandparents lived in Milwaukee, they might have been a passenger on the sight-seeing cars operated by Coakley, or had their favorite brewed beverage delivered to the local pub by Coakley. They also might have had their home furnishings relocated for them by the very same company. As interesting as the roots of the company are, the current spectrum of services is even more impressive. In 1985, Coakley began the era of focusing only on business clients. Over the years, they have conducted extensive research to determine what needs they could serve beyond commercial moving. The resulting operation provides expansive storage facilities and third party logistics (3PL) to compliment local and national move management services. Their success in heavy industrial equipment moving includes the relocation of 50 tons of HVAC components for the new Froedtert Hospital building! When their research uncovered the tremendous need of local small and mid-sized businesses for seasonal and year-round storage options, they purchased the former Kohl’s Corporation 500,000 square foot warehouse in Menomonee Falls. By the way, it’s already full and has a permanent tenant in the Milwaukee Sting Volleyball Club. Their 12 warehouses (which total 2.5 million square feet) can accommodate confidential document storage in a temperature controlled environment with fire protection that includes security monitoring 24/7/365. They also provide electronic storage, including document scanning services, to reduce hard copy storage. And when you want the information eliminated, their secure destruction services provide a Certificate of Destruction that meets DOD and NAID requirements. The next need they heard from local businesses was for assistance in logistics. Through their 3PL services, they are able to help small businesses expand their growth and reach new customers without over extending themselves with the expense of operating their own logistics. All of these business services wrap together as Coakley provides fellow community businesses with information on options and solutions that they were not aware of previously. For Coakley, this is a matter of great pride that they can help other companies grow without taking on large financial obligations in order to fulfill their expanding storage and logistics needs. However impressive their accomplishments might be in moving material items, perhaps their greatest accomplishment is in moving the human element forward. Coakley operates in an industry in which the average retention of an employee is only one to two years. Their average mover has been a team member for 10-15 years. In fact, 70% of the workforce has been employed at Coakley for over 5 years. Their seasoned veterans mentor their co-workers so that every new employee that walks through the door has an opportunity to learn and grow in order to take on more advanced roles within the company. In an industry that largely utilizes contract employees for the manual labor, Coakley stands apart by directly employing over 100 people and providing great benefits to all. The family operation that has benefitted from great growth and expansion for over a century takes seriously the responsibility to share opportunity and give back to the community it serves. The Coakley team joined the IBAW this year in order to continue the tradition of staying in touch with ongoing change in the business environment and the needs of local businesses. Keeping a pulse on the business climate helps them to identify areas for their own development and expansion in order to continue to meet the diverse needs of their clients and keep moving a community forward.
How To Defend Your Brand From Bullying Scott Seroka, Seroka Brand Development
Type your brand name into yelp.com and glassdoor.com and see what results. Then type your brand name followed by the word “review” into Google. What did you find? A lot of great comments and reviews? If so, you are much more than just lucky. Your brand is obviously very strong and you must have an excellent reputation for doing things right. If there are some scathing comments, don’t be shocked – you’re not alone. There are plenty of conversations taking place among customers and employees about brands that aren’t particularly flattering. And in some cases, there are some downright nasty things people are saying about brands and their experiences with them. For quite a long time, the Internet has been the place where people could hide behind anonymity and say things about people and brands they would never say in person. For this reason, there is nothing holding anyone back from making disparaging claims and comments, many of which are typically over-exaggerated and at times completely false. Unfortunately, people reading such comments online don’t always know, or can’t always tell, the difference between fact and fiction. If you feel your brand is being unfairly bullied or harassed online, consider the recommendations and thoughts below to better defend yourself. 1. Monitor your brand through Google and social media searches to determine what, if anything is being said about your brand. If you fail to do this, you’ll never know if there is an online conversation taking place that has spiraled out of control. Those who bully brands expect a reaction, and if you do not react (because you’re not monitoring your brand online), people can only assume you are hiding because the negative claims are true. 2. Identify the reason your brand has become a victim of bullying. It could be as simple as a seemingly insignificant incident that got blown out of proportion, a customer who feels s/he was treated unfairly, or it could be something much more severe like failing to fix a serious ongoing customer problem. 3. Whether or not the nefarious comment or criticism about you or your brand is true, respond professionally with an apology and an invitation to take the conversation offline to remedy the perceived problem. This will show the online community that you are genuinely interested in making things right with your customers. If you are able to turn things around and fix the problem, the customer may agree to remove his or her comment. This strategy would also apply to current or former employees who lash out against your brand. 4. Do not reduce yourself to engaging in an argument online. This will only fan the flames of criticism and turn it into a war you cannot win. Unfortunately, there are more people who will take delight in “ganging up” against you than defending you. How do I know? When was the last time you saw anyone other than employees of the targeted brand come to its defense online? 5. Depending on the source, sometimes no response is best. Every once in a while, you may see an isolated criticism by someone who clearly doesn’t know what s/he is talking about, that is so ridiculous or is so poorly (or immaturely) written that the comment doesn’t merit a response. When comments seem childish or are filled with vulgarity, most intelligent and logical minds will ignore and dismiss.
No matter how upset or angry you become when you see someone bullying your brand, always, no matter what, take the higher road by keeping the communication professional. If you let your emotions get the best of you, the people who bullied you will win.
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Media Release Contact: Steve Kohlmann Independent Business Association of Wisconsin (IBAW) P: 262-844-0333 E: IBAWOffice@gmail.com Independent Business Association of Wisconsin (IBAW) endorses Justice Rebecca Bradley for Wisconsin Supreme Court Brookfield, Wis. – March 31, 2016 – The Board of Directors of the Independent Business Association of Wisconsin (IBAW) has endorsed Justice Rebecca Bradley for Wisconsin State Supreme Court today. Steve Kohlmann, Executive Director of IBAW, said, “The Board of Directors recognizes Justice Bradley is the appropriate candidate for Wisconsin Supreme Court Justice based on her temperament and experience as a trial lawyer, circuit court judge, appellate court judge, and Supreme Court Justice. We are confident Justice Bradley is the right choice for this position. Her approach to interpret the law as written rather than create new laws from the bench is precisely what Wisconsin needs.” The IBAW membership encompasses manufacturing, service, distribution, healthcare, technology, financial, consulting and others. A statewide, non-profit association, IBAW members and sponsors employ thousands of Wisconsin workers. For additional information, contact Steve Kohlmann, IBAW Executive Director, via email at IBAWOffice@gmail.com Since 1973, the Independent Business Association of Wisconsin (IBAW) was formed for small business owners to engage in conversation relating to legislation which impacts the bottom-line costs of businesses throughout the state of Wisconsin. IBAW is a venue for high level CEOs, CFOs, COOs, other upper management and entrepreneurs to network, exchange business ideas and become educated and involved on issues which impact their business. The mission of the IBAW is to advance business prosperity through insightful programming, executive networking and member-driven public policy and advocacy.
DOL’s Overtime Rule in Final Stages: What You Can Do Karen Kerrigan, SBE Council, Washington D.C.
Last week the Department of Labor (DOL) sent its proposed overtime rule to the White House Office of Management and Budget. If the final rule is unchanged from the proposal, the minimum salary level triggering the “white collar” overtime exemptions would be raised from $23,660 to $50,440, among other significant changes. The Office of Management Budget’s (OMB) Office of Information and Regulatory Affairs (OIRA) is reviewing the proposed regulation, and SBE Council is working to set up a meeting with the office. OIRA reviews agency draft and proposed final regulatory actions before the final regulation is issued. This means a final rule could be published as early as 30 days, but could take longer. Congressional Response Senators Tim Scott (R-SC) and Lamar Alexander (R-TN) and Representatives Tim Walberg (R-MI) and John Kline (R-MN) introduced the Protecting Workplace Advancement and Opportunity Act (S.2707 and H.R 4773). The legislation would require the Department of Labor to conduct a comprehensive economic analysis on the impact of mandatory overtime expansion to small businesses, nonprofits, and public employers before issuing any final rule.
TAKE ACTION! SBE Council is a member of the Partnership to Protect Workplace Opportunity (PPWO). We encourage you to use the PPWO grassroots portal and Take Action to send a customized message to the OMB urging them to reconsider the rule and a message to Members of Congress urging support for S. 2707/H.R. 4773. More information on the overtime legislation is available on the Time for the Facts page. Please weigh in today!
The IBAW Legislative Team
Mike Kuhn G r e g Ly o n s
Jeff Hoffman
The IBAW Legislative Team keeps our members up to date and informed on business issues coming out of Madison and Washington D.C..
Charles Fry
Ann Barry Hanneman
SALES ROUNDTABLE "The ninety minutes we spend together is very valuable. It is a confidential environment where fellow business professionals discuss ideas and insights into effective sales and business-building techniques. I would encourage anyone who is in sales to participate in this program."
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- Scott Seroka, Seroka Branding
Even if you're seasoned in sales, learn what other professionals are doing and some new techniques and skills you might be missing. This is open to anyone at an IBAW member company who would like to share their real world challenges and most successful strategies for growing business. This Roundtable is meant to serve as a confidential means to learn from your peers in other industries and to help others learn from your experience – good and bad.
Click here to register for the next roundtable.
IBAW is on an upward trend of growth and we are actively recruiting businesses just like yours to join! When you join IBAW your entire company is a member - anyone from your team can attend our fine educational and networking events. Help yourself, your business AND your Team Members. Come on in...we’re open for business!
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2016 Membership Committee
Craig Coursin Stier Construction
Scott Seroka Seroka Branding
Charles Fry Robert W. Baird
Mary Stark Waddell & Reed
Dan Hansen Park Bank
Legislative Fix Moving Ahead for Wisconsin’s New Manufacturing & Agricultural Credit Jim Brandenburg, CPA, MST - Sikich LLP
In IBAW meetings and publications in recent years we have introduced you to Wisconsin’s new tax incentive - the Wisconsin Manufacturing and Agriculture Credit (referred to as the “MAC”). The MAC came about in 2011 to provide an incentive for Wisconsin manufacturers and agricultural companies to remain and grow here, and also perhaps to have out-of-state companies move here. It was scheduled to begin in 2013, and when fully phased-in by 2016 it would essentially exempt any Wisconsin manufacturing and agricultural income from Wisconsin income tax. The MAC was championed by Representative Dale Kooyenga and Senator Glenn Grothman in the legislature.
Magazine Content Needed Consider Submitting an Article!
The MAC, however, had some problems for individual taxpayers when it was drafted and this glitch was recently identified. Here is the issue in a nutshell: the MAC would reduce a taxpayer’s Wisconsin individual income tax, but then would trigger a Wisconsin minimum tax for nearly the same amount. Thus, there may be little, if any, net savings for the MAC in 2013 (a “MAC Attack?”). The legislature is trying to remedy this situation now so that taxpayers can realize the proper tax savings with the MAC on their 2013 Wisconsin individual tax returns.
The IBAW magazine is in need of content, we rely on our members and sponsors to supply us informative articles. The digital magazine is sent out to over 650 contacts statewide and the magazine is parked on the web where, on average, it gets over 1100 views.
Legislative Update: It seems that all key legislative leaders are now on board to correct this issue. It was approved by the legislature’s Joint Finance Committee last week. The Senate and Assembly will be in session in March and voting on final passage for several bills, one of which is this tax bill with the MAC correction. It looks like the legislative timetable will have the bill passed near the middle of the March, before going to the Governor. Thus, a best guess now is that the bill would be enacted into law somewhere in the latter half of March, 2014. MAC Attack Options: For any of our individual taxpayers taking advantage of the MAC, this may present some filings logistics. Here are the possibilities:
1. Best case scenario - in some cases the taxpayer’s share of the MAC for 2013 will be used and not result in a Wisconsin Minimum Tax. A taxpayer in this situation could go ahead and claim the MAC and file their 2013 Wisconsin individual return. There would be no need to wait for the legislation to pass.
Consider writing an article on a timely business related topic to your particular field of business. This is an outstanding opportunity for you and your company to gain exposure and increase your brand awareness to a statewide audience. There is no cost to submitting an article.
2. Next, a taxpayer has generated a MAC for 2013, but it will trigger a Wisconsin Minimum Tax. The taxpayer in this case could wait until the law is changed (and then wait a little for the WDR to update its computer processing systems) and then file their Wisconsin tax return and claim the MAC, and not incur the Wisconsin Minimum Tax. This could present a tight timeline for the April 15 deadline, and you may need to file for an extension.
3. Similar case as #2, but this taxpayer could file their Wisconsin individual return with the MAC, but also incur and pay a Wisconsin Minimum Tax for 2013. Then, once the corrective law is enacted go back and file an amended 2013 Wisconsin tax return to obtain the proper tax benefit of the MAC. You would not need extend, but you would need to amend. We’ll keep you posted as this legislation moves forward. If you have any questions, please contact Jim Brandenburg or Brian Kelley at Sikich, LLP in Brookfield (262)754-9400.
Contact Steve Kohlmann for details.
Articles submitted by our members & sponsors.
Welcome New IBAW Members!
Meeting Recaps 2014 Wisconsin Manufacturing Knowledge Summit
Power Test
On June 20, 2014 the IBAW partnered with the Tool, Die & Machining Association of Wisconsin (TDMAW) to offer Wisconsin manufacturers and their suppliers a unique look at trends within the industry and to also report on some of the challenges the industry faces in the next 5 years.
Power Test, Inc. is an industry leader in the design, manufacture and implementation of dynamometers and control systems.
Special thanks to the event sponsor, First Business Bank for their efforts in helping organize this event.
For more than 37 years, Power Test has provided specialized test equipment to manufacturers, rebuilding facilities and distributors globally. Our products can be found in use at these facilities in nearly 100 countries on six continents.
Chris Halaska
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Our headquarters and manufacturing operations are located in Sussex, WI with sales representatives worldwide. Our unparalleled customer service is well known throughout the industry. Power Test employs a dedicated staff of talented machinists, fabricators, electronic technicians, assemblers, designers, engineers, software developers, and administrative and customer service personnel. Our exceptional product life and excellent customer service is well known throughout the industry and has made us one of the industryleading dynamometer manufacturers. Our dedication to the customer and to the advances in powertrain component testing keep us there.
Power Test N60 W22700 Silver Spring Drive Sussex, WI 53089 Phone: 262-252-4301
4 Advanced Waste Services Advanced Waste Services is an environmental services company that provides wastewater recycling and other waste and risk elimination services to manufacturers in all industries. Each day, AWS helps hundreds of businesses, both large and small, meet their community and environmental obligations. Annually, we collect, treat and recycle more than 50 million gallons of contaminated wastewater into clean, reusable water and other valuable resources like fuel, steam and electricity. AWS is constantly helping our clients manage, reinvent and improve their sustainability successes. For example, we recently partnered with Forest County Advanced Waste Services Potawatomi Community to help Wisconsin food and beverage manufacturers convert 1126 South 76th Street food waste into clean, green renewable energy. Suite N408B West Allis, WI 53214 Founded in 1993, AWS employs 55 people in the Milwaukee area and a total of 150 people companywide in 5 states. 414-847-7100
Photo Key 1: A full house in the main ballroom of the Wisconsin Club as IBAW & TDMAW members prepare to hear about the state of manufacturing and the challenges the industry faces in the workforce.
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2: David Vetta of First Business Bank delivers opening remarks and highlights the importance of a strong relationship between banking and manufacturing working together for success. 3: New IBAW President, John Weber of Hypneumat addresses the change in IBAW Bylaws and calls for voting in new board officers. 4: Kent Lorenz of Acieta gives the main presentation on “Manufacturing Matters” pointing out the trends on manufacturing now and what to expect in the future. 5: Outgoing IBAW President, Steve Van Lieshout receives his award for his efforts as 2013 - 2014.
6 Photos courtesy of Tim Townsend.
6: IBAW Executive Director, Steve Kohlmann (Left) presents David Drumel with an award for his service on the IBAW board.
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THERE’S ROOM AT THE TABLE
As an advocate for small business, the IBAW offers intimate meetings on relevant topics such as Leadership, HR, Sales, and Political Issues. Business Leaders...Leading Business
Join us. “...the sales round table was very informative, Judson will be renewing our membership in the IBAW. Thank you and I look forward to more roundtables!” Dominic Misasi, Judson and Associates s.c.
“ I almost always come away from an IBAW meeting with useable material that helps me with my business. Many times, a speaker will give me something that applies to ITU AbsorbTech. Other times, it is a conversation over breakfast that gives me value.” Jim Leef, President & CEO, ITU AbsorbTech
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