August 2020

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You can’t open a newspaper, browse the internet or turn on the television these days without reading or hearing about the pandemic, the dire straits of economy or how high the unemployment rate is. These are scary, uncertain times fuelled by doom and gloom in the media. What’s happening with the economy? What will happen with your sales? With your business? With your job? Will you survive? A global crisis can make your local econ*[ TMILMZ[ \PM NQZ[\ \PQVO aW] LW QV \QUM[ WN

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sion, and while many businesses are strugQVNWZUML IVL KWVNQLMV\ gling to cut losses and stay afloat, the grim realty is some of them will eventually sink. With more companies closing their doors or filing for bankruptcy, staying afloat and trying to optimize during this crisis means excellent opportunities. But now is not the time to be scared or to regress; it’s the time to act boldly and lead.

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There are times when Zoom just won’t cut it. When your team has to get together in person and is looking for a meeting space that works in a coronavirus world, consider the following crucial elements of a productive social distancing venue. Remote meetings have kept business going during the pandemic. But frankly, Zoom has its limits. As companies open back up, leaders are realizing that face-to-face meetings could really be beneficial—as long as those faces are at least six feet apart! 9MZQWLQK QV XMZ[WV UMM\QVO[ UISM LIQTa ZMUW\M _WZS

Remote work may be the new normal, but there are also UWZM MNNMK\Q^M IVL XZWL]K\Q^M times when getting everyone together in the same room is extremely valuable. Periodic in-person meetings—where you are thinking, strategizing, and innovating in physical proximity—make daily remote work far more effective. For example: when you’re kicking off a complex project or in circumstances where you need to build strong relationships, there’s a need for connection and empathy that just can’t happen over video. Relationships are the key to long-term business success, so from time to time, teams must meet in person.

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@TFTRS 1/1/ Bloomberg News opined that the rebound has been led “on the back by massive government aid”. The Bloombeg report also noted “Canada is expected to outperform the U.S. in the second half of this year. Oil prices have recovered, the country’s housing market is booming again amid historically low interest rates, and the federal government has pledged to keep the fiscal taps open into the recovery period -- keeping disposable income elevated.”

#!". #, .#)( E à..#./ According to Statistics Canada, Canada’s economy suffered a contraction in the second quarter (April - June). The collapse largely reflects Gross Domestic Product (GDP) losses during April at - 11.7 per cent (see graph).

Given the direction the economic indicators are exemplifying, and given a true, unified Canadian spirit - that which is in our control - we are doing most if not all the right things to keep on the road to recovery. Health & Hope!

These economic results were published at the same time that a worldwide survey conducted by Pew Research Center reported that Canada came second only to Denmark in having the most positive outlook about national unity, with 66 per cent of the respondents saying Canadians have become more united as a result of the pandemic.

Monthly GDP for all industries at basic prices in chained (2012) dollars – Seasonally adjusted

Separate monthly GDP data released by Stats Canada added to evidence that a sharp recovery has taken place since then, with growth of 6.5 per cent in June. With a three per cent gain estimated for July, Bloomberg News puts Canada’s economy at 94 per cent of February’s levels - having recouped around two thirds of lost output from the height of the pandemic.

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IMPRINT CANADA July/August 2020 - Volume 27, Issue 4

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PUBLISHER

OFFICE ADMINISTRATOR

Tony Muccilli : tony@imprintcanada.com

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feedback@imprintcanada.com, (905)856-2600

CONTRIBUTORS

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Tony Muccilli (Toronto) Tel: (905) 856-2600 Fax: (905) 856-2667

Steve Silva : feedback@imprintcanada.com

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For many of us, the switch to work from home came fast, and we did the best we could. At this point, many managers find themselves in an uncomfortable calculus. Remote work isn’t going anywhere anytime soon, and it’s not going as well as it needs to. The good news is there are concrete actions managers can take to steadily improve to make the new normal productive and enjoyable.

1. Think in stages. We’ve had the introductory phase and at some point, we’ll be bringing people back to the office. Now, we’re living in that middle space, and it’s time to focus on smoothing out the rough edges. When talking with your team, stay positive and take the opportunity to congratulate people for making it this far. Then, once you’ve addressed the positives, you can begin to discuss steps to improve. For example, “Everyone, I appreciate how quickly

you transitioned from working in the office to working remotely. We get a grade “A� for speed and attitude. Now that we’re a few months in, it’s time to start thinking long term about what remote work should look like between now and the end of the year.�

2. Revisit expectations. In a perfect world, organizations that move to telework have policies, procedures, guidelines, and even training to prepare people for the transition. During the pandemic, however, the cart may have come before the horse. But, nothing says you can’t get the horse back on its feet and start planning after the fact. The key to this process is communication and seeking input. As a manager you may (and probably will) encounter resistance from people who are happy without a lot of policies, procedures, or rules. Go slow, use the questions found listed in tip #4, and be prepared to handle a range of reactions. 3. Be honest about what’s working and what isn’t. When something is wrong on a team, it rarely fixes itself, and this is especially true when work goes remote. A member seems checked out, someone is missing deadlines, or people seem disconnected: whatever the problem, it probably won’t magically disappear. As the person in charge, you have the obligation and responsibility to find the issues. 4. Ask questions. People rarely argue with their own data, so you can accomplish more with questions than you ever will by simply telling it like it is. Here are a few questions any manager should ask related to working in the new normal: • Do people need to keep set hours to perform their jobs remotely? • Are there core hours when we expect people to be available and free from home interruptions? • Can people switch to part-time status if they’re having difficulty balancing work and home? • Must people work a certain number or hours, complete a number of tasks, or both? • Do people need to be on camera when they meet as a team? • How often does the team need to meet? • How can we infuse a little fun into our interactions? • How much communication is too much or too little? 5. Seek continuous improvement. Few teams get the telework equation right on their first try, and yours probably won’t either. Adopting an “evaluate – plan – actâ€? mindset will allow your team to systematically reflect on what’s working and make adjustments. Start practicing that cycle at regular intervals as you transition your team’s norms. Once you’ve established a rhythm, you’ll most likely find people become used to the process and frequency of change. 6. Connect people to their work. When a team is not together, employees can feel disconnected from each other and from the purpose of their work. As a manager, you have an opportunity to reestablish those connections. Do this publicly when possible. 7. Repeat important messages. Even with advances in technology, remote communications often compete with a multitude of distractions. Know that you may need to repeat messages and send them using more than one channel. With some focus, tenacity and these seven ideas, any manager can successfully navigate the new normal. Now what will you do to chart a course?

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Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s promised.

For more information, visit www.businesstrainingworks.com.

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Here are the Top 5 Tips that a Sales Leader must do today!

1. Contact all existing clients with a letter supporting your sales representative When the crisis blows over, the economy will release significant pent-up demand for products and services; it’s human nature. Existing clients are more likely to spend money than new ones, so be sure you don’t ignore your current clients. Every account you retain is an account you don’t have to replace. Rather than leading with an upsell ask, ask about where they’re struggling, and then listen actively. Look for ways to use their current budge to help them solve problems. Now is the time to help and support your team. As a manager, get in touch with each existing client and show support for your team. Clients respect the communication when it comes from top; consistent communication is key.

sales team is handling the basics of prospecting, presenting and closing daily. Lead proactively, review the plan, and make necessary adjustments. Most important of all, you need take charge of the narrative; constantly talk about your vision and inspire your team. As we continue to loosen restrictions, you should be thinking of re-emphasizing the personal touch with your team. Encourage your team to start making face-to-face visits to clients and sending handwritten notes.

2. Head into the field with your representatives Most of our talent development happens in the field. Since it has been a while since your team has been out in the field, it’s time to help them sharpen the saw again. Leaders can emphasize listening to and understanding client needs and help salespeople avoid pushing a product by providing direct feedback in a real sales situation. Continuing to work in the field is one of the best ways to start fostering a better relationship with your team and to begin really leading by example. When team members see their leaders really working in the trenches, they are much more likely to look at them for guidance and to mimic their behaviour.

3. Get back to basics This is an excellent time to reassess your sales fundamentals, to reflect on recent lessons learned, and to identify and implement the best practices that will help increase revenue, profit and market share growth despite the economic climate. Keeping your eye on the fundamentals will help your business come out of the pandemic even stronger. Make sure your

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4. Hire, Hire, Hire Sales hiring is, quite simply, mission critical. The ability to attract, hire and retain successful sales reps is an enormous competitive advantage. Hiring people that are motivated and passionate about your product will result in more conversions than hiring a lot people that don’t understand why your product will benefit clients. A strong salesperson who can clearly communicate your product’s benefits, overcome objections, and close a prospect will outsell an entire group of people who lack this passion. While most of your competitors may be trying to stay

afloat, and survive the downturn, companies that actively look to expand, refine and grow during these times will be miles ahead when things return to “business as usual�. Often managers waste time and effort looking to fill sales positions as quickly as possible while sacrificing quality. Finding strong sales people for your team can bring in consistent revenue and add value to your company.

5. Limit Sales Meeting and Get Busy Time is the most precious resource your salespeople have. The activities in which they invest in will make the difference between achieving success or failing. Salespeople are experts in engaging in contrived activities to avoid doing the real work of selling. Some, for example, will waste an inordinate amount of time updating, categorizing, and alphabetizing a prospect list to avoid actually picking up the phone and calling one of the prospects on the list. Hold your salespeople accountable to the activities defined by your selling process. Those activities should be focused on identifying and qualifying prospects; developing and closing opportunities. More opportunities means more sales. By increasing the number of opportunities you have, you greatly increase your profit potential and your network of satisfied customers. As leaders, your job is to understand your sales team by listening to them. Within every motivated sales team, you will find a good, well-rounded sales leader who is pushing them higher than they would otherwise go. So rally your troops and get busy!

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In Become a Warrior at Selling, Mr. Phillip J. Brand takes the audience on a journey of understanding deep interpersonal mechanisms of selling to ingrain the Warrior approach of structured values and principled integral behavior to acquire successful results as career sales professional. To learn more or to connect with Mr. Brand visit his website at: www.phillipbrand.ca.

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Here are a few other scenarios where in person meetings can be far more effective than virtual meetings: • When meetings need to be long. It can be very fatiguing to remain on a conferencing platform for full-day, or even half-day, sessions. In-person meetings are far more natural and productive. • When you need to move very quickly (with fewer misunderstandings). Team members are more likely to fully engage and deal with issues in real time. • When you need people to brainstorm. Idea-sharing is faster and clearer. People don’t have to wait to talk but can just jump in, and it creates a different kind of synergy (one idea building off the other). • When you need people to be fully engaged. Let’s face it; while on Zoom, it’s just too easy to turn off your video and throw in a load of laundry or even take the dog out for a walk!  As lockdown requirements relax, businesses can start to consider where it makes sense to explore bringing teams together in person. However, it needs to be done in a way that takes social distancing and other transmission prevention practices into account. There’s a growing demand for meeting space designed with social distancing in mind. That can be very challenging for a number of reasons: • Traditional corporate conference rooms aren’t particularly COVID-safe. A room designed for twelve people to sit around a fixed table may hold only three or four people when seats are spaced six feet apart. Space across many conference tables is less than six feet, so meeting attendees cannot sit across from one another safely. • Walls behind seats in most conference rooms are often only a few feet back. This means once the room is occupied, safe exit can only be done starting with those closest to the door. What if someone needs to go to the bathroom midmeeting? Everyone between that person and the door would also have to leave the room to maintain the six-foot social distancing zone. • Most masks block half the face from view. It can be dif-

ficult to hear clearly, interpret facial expressions, and sometimes even identify people. • Conference rooms are often used by team after team, and yet we’re told the virus can live on surfaces for a period of time. Most companies aren’t staffed to disinfect rooms after each meeting. Furthermore, many surfaces used in corporate environments, such as upholstery and carpeting, are porous and therefore sub-optimal for rapid disinfection. I run a meeting facility in midtown Manhattan, right at the epicenter of the U.S. pandemic. In response to increased demands requesting COVID-safe meeting spaces, we have come up with a suite of approaches and services that we believe solve many of these obstacles. This allows companies to come to our facility and hold a meeting while maintaining social distancing. Here are some guidelines I followed as we converted the facility into a social distancing meeting space. You may want to keep them in mind as you seek solutions for your own inperson meetings:

( &#(! ) # & #-. ( #(! .#(!Make sure there’s plenty of space. The Innovation Loft, normally houses groups of up to 120. We reconfigured it for groups up to 30 using an innovative social distancing layout. Each participant has a seat spaced over six feet from any other. But it’s more than just sitting in one place. We’ve created a ‘racetrack’ walking path on the outside perimeter of our large space, which is used in only one direction and is six feet back from the seating area. In this way, participants can go to their seats without coming close to others, and can exit at any time without coming near other seated participants. Be sure food is delivered safely. Buffets are a common way to serve food and beverage at meeting facilities, but they are out of the question for the time being. The Innovation Loft, for example, allows participants to text attendants when they want a drink or snack. Items are brought to each person’s station by a masked attendant and left on that participant’s personal service table, six feet behind their seat (similar to an Instacart delivery). After the attendant withdraws, the participant can retrieve their food while still observing social distancing.

CWT ST\P]S U^a 2>E83 bPUT \TTcX]V b_PRTb aTU[TRcb ^da aTP[ / #(! ,'- #( ." (0#,)(' (. XiPcX^] cWPc QdbX]Tbb Xb P[[ PQ^dc Be vigilant about disinfecting. Any facility used for meetings needs to be disinfected vigorously between every sesR^]]TRcX^]b P]S R^]]TRcX^]b sion. All surfaces that come into human contact should be wiped down with strong disinfectant between every meeting. WP__T] QTbc X] _Tab^]

Account for the “shoe problem.� Scientists warn that one way disease can be spread around a facility is through shoes that can track the virus in from the outside. We recommend two options to avoid this: They are given a bag to place their shoes in on entry if they wish to go shoeless, or shoe “booties� can be used to cover the shoes to avoid any germs being tracked onto the floor.

( &#(! )''/(# .#)( Provide see-through masks for employees. Masks are a common tool to reduce disease transmission, but regrettably, they also reduce communications. Non-verbal cues, including smiles and other facial expressions, go a long way toward building trust and creating strong relationships. All participants in meetings could be given the option to use clear face masks, which enable their expressions to be easily seen. Maximize audio amplification. While you can typically hear a fellow meeting attendee who is speaking six feet away, if you have a meeting of more than four or five people, the math starts to indicate that some of your colleagues may be over 20 feet away. That’s a long way to be heard when speaking in a normal voice. Providing microphones at each seat so participants’ voices are subtly amplified and therefore can be heard by everyone in the meeting ensures clear communication. Make whiteboarding easy and effective. Being able to draw on whiteboards is a classic and highly useful collaboration technique during meetings. We recommend providing one behind each participant’s seat. If a participant is sharing their whiteboard thinking with the whole room, a camera is used to put their whiteboard content up on screens around the room, similar to how one might share a computer screen. While it’s more challenging to host an in-person meeting now, it is possible to do so and still follow social distancing guidelines. Online meetings are great, but there’s nothing like getting together in the same physical space. Business is still a human activity, and there are times we need that human connection without a computer screen between us. Bottom line? The increasing demand for COVID-safe meeting spaces reflects our realization that business is all about connections, and connections happen best in person. *JW]\ \PM *]\PWZ#

Howard Tiersky is CEO of FROM. His company has helped develop innovative new products for a wide range of companies ranging from Amazon to Verizon and also including brands such as Sesame Workshop, A&E, NBC, The Shubert Organization, Avis, and some of the largest banks and sports leagues in the world. He is the author of a best-selling book and has been named by IDG as one of the “Top 10 Digital Transformation Influencers to Follow Today.�

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VASTEX LITTLERED X-D DRYER SERIES This affordable, advanced technology dryer series, is specifically designed to cure DTG T-Shirt prints with the utmost quality standard. Available from 18” up to 78” widths, allowing for all ranges of curing needs. Finally there is a dryer series that has machines priced below the cost of air assisted heat presses. Use the Vastex LItteRed X-D Dryer series to eliminate the heat press halo and cure the most vibrant prints on those challenging T-Shirt colours such as Red and Blue. For more direct inquiries please email: sean.oakley@rbdigital.ca

ORDER ONLINE RBDigital.ca

Vancouver 1-888-739-1864

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Edmonton 1-866-890-9488

Saskatchewan (306) 289-2107

Winnipeg 1-800-665-8958

Toronto 1-800-263-1413

Montréal 1-800-361-0100

Atlantic 1-877-928-3354

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YOUR EMBROIDERY EXPERTS There is a Tajima embroidery machine for every possible need and function. From single head embroidery machines to multi-head and specialty embroidery machines, Tajima & RB Digital have you covered.

ORDER ONLINE RBDigital.ca

Vancouver 1-888-739-1864

IMPRINT CANADA _ -XO\ $XJXVW

Edmonton 1-866-890-9488

Saskatchewan (306) 289-2107

Winnipeg 1-800-665-8958

Toronto 1-800-263-1413

Montréal 1-800-361-0100

Atlantic 1-877-928-3354

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