May/June 2020

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C==HAF? ;MKLGE=JK O@=F L@AF?K ?G OJGF? Customer Service expert Jeff Mowatt outlines five key things you can do to turn upset customers into loyal fans.

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Itâ&#x20AC;&#x2122;s not easy to keep participants engaged in meetings, even when youâ&#x20AC;&#x2122;re sitting across the table from them. But when everyone is sitting in their individual housesâ&#x20AC;&#x201D;often with spouses, kids, and barking dogs in the next roomâ&#x20AC;&#x201D;itâ&#x20AC;&#x2122;s even trickier to pull this off. With much of the workforce working from home, itâ&#x20AC;&#x2122;s crucial that we make â&#x20AC;&#x153;meeting engagementâ&#x20AC;? a priority.

You want people listening, questioning, offering up ideas; you donâ&#x20AC;&#x2122;t want them email@Q\P I NM_ [QUXTM [\MX[ SMMXQVO MUXTWaMM[

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ing, checking Facebook, or just being a passive U]KP UWZM MNNMK\Q^M listener. The good news is, there are some simple things you can do that skyrocket engagement.

In my book, coauthored along with Heidi Wisbach, Impactful Online Meetings: How to Run Polished Virtual Working Sessions That Are Engaging and Effectiveâ&#x20AC;&#x201D; Zoom | Webex| GoToMeeting | Skype | Google, thereâ&#x20AC;&#x2122;s a wealth of tips for making online meetings as impactful as possible.

Leading suppliers showcase their newest product offerings. 20

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How you behaved during the coronavirus pandemic reveals some essential truths about whether you lead with your head only or also with your heart.

The good news is, if you feel as though your behaviour left a lot to be desired, itâ&#x20AC;&#x2122;s not too late to switch to a more heartfelt leadership style.

A couple months ago, a crisis hit the world - one that =PM _Ia UIVIOMZ[ IVL J][QVM[[ W_VMZ[ TMIL L]ZQVO I KZQ[Q[

changed almost everything about how companies operate.

ZM^MIT[ UIVa PQLLMV \Z]\P[ IJW]\ \PMQZ XMZ[WVITQ\a We all know the details, so no need to enumerate them here. But as we continue to navigate this fearful, uncertain, emotionally charged stretch of history, I want business owners to ask themselves a big question: What has the pandemic taught you about the role your heart plays in your leadership style?

Times of crisis and extreme change have a way of revealing hidden truths; it shows us what weâ&#x20AC;&#x2122;re made of and it shows the people around us what weâ&#x20AC;&#x2122;re made of.

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Keeping you protected

Follow us on twitter: @imprint_canada

L@X.ITMD 1/1/ Economies around the globe have been brought to their knees, each struggling to regain their balance, especially European tourism-based economies such as Greece, Italy and Spain.

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The killing of George Floyd in police custody in Minnesota has resulted in massive protests across the United States and countries around the world.

While these protests have been focused on police brutality, long standing issues of structural and systemic racism around the globe have jumped to the forefront.

What can we expect over the coming months?

Rather than say that a lot has happened over the past four months, I think it is more accurate to ask, â&#x20AC;&#x153;what hasnâ&#x20AC;&#x2122;t happened?â&#x20AC;?

COVID-19 has infected over 9.5 million people worldwide - with over 483,000 deaths. The pandemic is still tracking upwards in heavily populated regions, in nations with low levels of access to healthcare, as well as in countries where political and economical approaches have superseded scientific recommendation; the number of lives lost continues to rise.

The medical community is alerting everyone of possible future waves of the pandemic, with the strategy being to identify small outbreaks as soon as they happen and clamping down on those outbreaks to prevent them from approaching earlier levels which shut down most of society.

Our federal government must continue to diligently set rules on air travel, quarantines, and international borders while each province must continue to regulate its own economic sectors via phases based on COVID-19 reports. We must all be extremely thankful that we live in a country where priority one is and will always be: lives before the economy!

Individually, we must continually meet the daily challenge that adaption presents us all with. Whether it is in our personal lives or in business, each day will continue to deliver a new learning curve.

How we adapt and react to the stresses of these challenges will position us for the future. A future from which we have been forced to take a few steps back from, but one that we all face and share in together, even if somewhat apart.

Hope and health to all!

Throughout my ongoing conversations with businesses in our industry, most have had to take a hard look at diversifying supply chains, making smarter use of markets and suppliers in the region they operate in.

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IMPRINT CANADA _ 0D\ -XQH

IMPRINT CANADA May/June 2020 - Volume 27, Issue 3

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Source: Fibre2Fashion.com

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PUBLISHER

Tony Muccilli : tony@imprintcanada.com

PRODUCTION MANAGEMENT

OFFICE ADMINISTRATOR

Maria Natale : shows@imprintcanada.com

GENERAL INQUIRIES

Adriano Aldini : news@imprintcanada.com

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

CONTRIBUTORS

ADVERTISING SALES

Jeff Mowatt, Howard Tiersky, Adriano Aldini, Deb Boelkes

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

MARKETING COORDINATOR

Steve Silva : feedback@imprintcanada.com Imprint Canada is published six times per year

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Five keys to turning upset customers into fans both digitally and physically 3 )1 ..

When it comes to dealing with dissatisfied customers, most business owners and managers believe that money back guarantees and/or exchange policies will fix the problem. This is a lousy strategy. Money back guarantees and exchanges may fix the problem, but they do nothing to fix the relationship. Policies donâ&#x20AC;&#x2122;t fix relationships â&#x20AC;&#x201D; people do.

I often find that there is little attention paid to how employees

can fix the damaged relationship when the customer has been let down, and the consequences of this are staggering.

Inadequately trained front line employees chase away repeat customers and referrals, spread damaging word-of-mouth advertising, and become frustrated and de-motivated because theyâ&#x20AC;&#x2122;re constantly dealing with upset customers.

On the other hand, by applying just a few critical

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people skills, front line employees can create such positive feelings â&#x20AC;&#x201D; for both themselves and their customers, that an upset customer will become even more loyal. Here are five key strategies in how to do this: 1.  Focus on concerns vs complaints: No one likes to hear customers complain. Employees become impatient when faced with these â&#x20AC;&#x153;trouble-makers.â&#x20AC;?

To prevent this defensive mindset, employees need to be trained to treat customer complaints as concerns.  Employees should be made aware of the fact that customers who express concerns are helping you to stay sharp, competitive and successful. Focusing on customer concerns instead of complaints will shift a potentially negative situation into one that is positive, helpful, and productive.

2. Â Empower front-line employees: For their 43rd wedding anniversary, my father called a florist to order 43 roses for my mother. The clerk quoted the single rose price times 43. She offered no quantity discount despite the fact that theyâ&#x20AC;&#x2122;re usually cheaper by the dozen. She admitted that this didnâ&#x20AC;&#x2122;t make sense, adding that her boss wasnâ&#x20AC;&#x2122;t in and the policy was to issue no discounts without the managerâ&#x20AC;&#x2122;s approval.

The lesson is that you can often prevent customers from becoming upset if you empower your front line employees to make reasonable on-the-spot decisions. This type of delegation requires two important factors: training and trust. The irony is that a lot of managers say they canâ&#x20AC;&#x2122;t afford to train employees, when in fact they canâ&#x20AC;&#x2122;t afford not to. You donâ&#x20AC;&#x2122;t get customers for free; you earn customers by investing in training.

3.  Prove that youâ&#x20AC;&#x2122;re listening: When a customer is voicing their dissatisfaction, stop whatever youâ&#x20AC;&#x2122;re doing and listen without interrupting. Then prove that youâ&#x20AC;&#x2122;ve heard them; that means repeating and paraphrasing. IMPORTANT: make sure you tell them why youâ&#x20AC;&#x2122;re repeating what theyâ&#x20AC;&#x2122;ve said. That ensures that the customer knows that you truly understand the problem.

4.  Express sincere empathy: Virtually every upset customer feels frustrated because they didnâ&#x20AC;&#x2122;t get what they expected. Itâ&#x20AC;&#x2122;s just that simple. Whether or not they have a valid reason for feeling frustrated is completely irrelevant. Upset customers need to know that you care - not just about their problem but about their frustration. Empathizing is something that no refund or exchange will ever do.

5. Â Apologize and provide extras: Tell the customer, â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;m sorry.â&#x20AC;? Even if it wasnâ&#x20AC;&#x2122;t your fault, but your co-workerâ&#x20AC;&#x2122;s, you represent your organization to that customer, so apologize on behalf of the entire company. Even when you suspect the customer may have erred, itâ&#x20AC;&#x2122;s better to give the customer the benefit of the doubt, than to be â&#x20AC;&#x153;rightâ&#x20AC;? and lose a lifetime of repeat and spin-off business.

If your product or service really did fall short of the mark, then to retain the customer, of course youâ&#x20AC;&#x2122;d give them a refund or exchange. But thatâ&#x20AC;&#x2122;s not enough. On top of the exchange or refund, give them something for their inconvenience. Â Any small gesture or token of appreciation (that doesnâ&#x20AC;&#x2122;t force them to spend more money) will be greatly appreciated and will transform that upset customer into one of your greatest advocates.

The Training Solution: Every business has occasions where things go wrong and customers are disappointed. When that happens, your customer base wonâ&#x20AC;&#x2122;t be preserved by money back guarantees or exchanges. Rather, properly trained frontline employees will save your business. *JW]\ \PM *]\PWZ#

Jeff Mowatt is a customer service strategist and Hall of Fame speaker. Heâ&#x20AC;&#x2122;s the author of the bestselling business books: Becoming a Service Icon in 90 Minutes a Month and Influence with Ease.

This article is based on the bestselling book, Becoming a Service Icon in 90 Minutes a Month.

Jeff heads his own training company and has written and produced 13 self-study coaching tools.

His Influence with EaseÂŽ column has been syndicated & featured in more than 200 business and online publications.

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SEMINARS Michelle McBain Social Selling: Keeping business moving and acquire customers in the face of adversity.

A new Digital Normal has been forced upon all of us, if you are ready or not. Join our session to learn critical tools essential to overcome these challenges and redefine your digital brand, and be successful in your mission.

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Grace Schroeder

The Four Languages of Sales

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To be successful in todayâ&#x20AC;&#x2122;s competitive environment, you need to master the art of speaking four Sales Languages. In this energizing session, you will learn how to:

Business is facing an unprecedented challenge in responding to the COVID-19 crisis: how and when can employees safely return to work, and how and when will customers feel comfortable returning to physical business establishments and resuming face-to-face interactions? Solving this challenge will require a tremendous amount of technical and logistical innovation and coordination. Â How should businesses plan for a safe and successful re-entry?

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Angela Leavitt 8IBU OPX Í&#x192;)PX UP (SPX JO B %PXO .BSLFU Turbulent times may have you asking, 'What do I do now?' If history has shown us one thing, it's that innovative companies use down markets to cement their thought leadership, sharpen their strategies, and overtake competition. This session will explore sales and marketing strategies that will not only keep you afloat, but also allow you to grow during uncertain times.

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3. They live by the Golden Rule in good times

6. They keep asking, â&#x20AC;&#x153;How do I help you

know, weâ&#x20AC;&#x2122;re 86 per cent unionized. At Southwest, you could be in the middle of a ferocious negotiation over something or somebody or some work rule, whatever. But...if you walk into the room at the beginning of the day, when you walked in as a total stranger, you would not know who was who, because theyâ&#x20AC;&#x2122;re not on one side versus the other. Theyâ&#x20AC;&#x2122;re intermingling.

Theyâ&#x20AC;&#x2122;re talking. They know each other by their first names.

They know their families. They know something about them because thatâ&#x20AC;&#x2122;s who we are. Do we argue? Yes. But do families argue? Yes. Do we have disagreements? Yes. But there is such a trust there.â&#x20AC;?

me, my time is very precious. I donâ&#x20AC;&#x2122;t have a lot of slack time; for me, itâ&#x20AC;&#x2122;s my faith, my family, and then my job. I knew there was time we needed to spend together. She needed that oneon-one time. It was in the afternoon, so I said, â&#x20AC;&#x2DC;Letâ&#x20AC;&#x2122;s go grab lunch.â&#x20AC;&#x2122; My favorite lunch restaurant is Wendyâ&#x20AC;&#x2122;s. So, we went off to Wendyâ&#x20AC;&#x2122;s for lunch. I didnâ&#x20AC;&#x2122;t think anything of it. We sat down. I thought we had a good conversation. Later, I found out she was a little put off we went to Wendyâ&#x20AC;&#x2122;s. The message to her was I didnâ&#x20AC;&#x2122;t really care. I didnâ&#x20AC;&#x2122;t really know. She was absolutely right. In the frenzy of the day-to-day, I kind of forgot that. We laugh about it now, but whenever we go out to lunch, itâ&#x20AC;&#x2122;s always Wendyâ&#x20AC;&#x2122;s. Weâ&#x20AC;&#x2122;ve made a joke out of it. But I needed to understand what was important to her and how I needed to show up as a boss. Thatâ&#x20AC;&#x2122;s what genuine leaders, I think, do. They ask the question, â&#x20AC;&#x2DC;How do I need to show up to help you?â&#x20AC;&#x2122; Youâ&#x20AC;&#x2122;ve got to modify your strategy and your behavior to help them grow.â&#x20AC;?

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WPeT P fPh ^U aTeTP[X]V WXSST] Itâ&#x20AC;&#x2122;s the foundation of trust. Colleen Barrett, president emeriBritt Berrett, former president of Texas Health Presbyterian tus of Southwest Airlines, says, â&#x20AC;&#x153;You just have to practice the Hospital in Dallas, emphasizes the need to show your people cadcWb* Xc bW^fb db fWPc fTzaT Golden Rule, on or off the clock, with each other, with your who donâ&#x20AC;&#x2122;t necessarily share your values that you care. \PST ^U P]S Xc bW^fb cWT _T^_[T customers, with anybody you come into contact with. Itâ&#x20AC;&#x2122;s really â&#x20AC;&#x153;I had a funny experience with one of our chief officers,â&#x20AC;?

Pa^d]S db fWPc fTzaT \PST ^U simple. Iâ&#x20AC;&#x2122;m not saying we never fight with our unions. You says Berrett. â&#x20AC;&#x153;I adore her and work very closely with her. For And while many leaders have had to make really tough decisions in the upheaval caused by COVID-19, the way they did those things speaks volumes.

In other words, if you had to lay people off, did you do it with love and concern? Were you patient as employees struggled to balance their newly remote jobs with home schooling and childcare? Did you say â&#x20AC;&#x153;thank youâ&#x20AC;?? Did you double-down on efforts to keep people engaged and inspired? Did you continue to nurture their growth and push them to live up to their potential?

All these are the attributes of what I call a â&#x20AC;&#x153;heartfelt leader.â&#x20AC;?

They mean you donâ&#x20AC;&#x2122;t lead only with your head - always putting goals and profits ahead of people - but you also care deeply about employeesâ&#x20AC;&#x2122; well being. (Itâ&#x20AC;&#x2122;s not an either/or proposition.

People who truly believe you care will work harder and are more engaged, making it a smart financial strategy.)

In my book Heartfelt Leadership, I lay out the path to leading with the heart. Full of real stories and lessons from top heartfelt executives, the book will help you learn to transform from a person people follow because they have to, to one they want to follow.

Now that the dust is starting to settle and businesses are slowly starting back down the road to normalcy, I urge you to take a good hard look at your own â&#x20AC;&#x153;heartfelt quotientâ&#x20AC;? and see how you stack up.

Here are a few things heartfelt leaders regularly do:

7. They donâ&#x20AC;&#x2122;t treat employees like assets.

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1. They give their personal best every moment.

My first job working for a major corporation was at Disneyland. My high school drill team auditioned and was selected to perform together throughout the winter holiday season. I was a â&#x20AC;&#x2DC;marching card,â&#x20AC;&#x2122; the ace of clubs with the Alice in Wonderland dance unit.

Once we had the job, we each gave our personal best every single moment. We competed against ourselves to set new personal best records with each ensuing performance. If any one of us made a wrong move, it impacted all of us, and it certainly impacted our â&#x20AC;&#x2DC;guests.â&#x20AC;&#x2122; We all depended on each other.

Disneyland depended on us. The audience who had paid so dearly to attend depended on us.

If any one of us failed individually, we all failed. We had to work together at peak performance, in perfect unison, every single time. We had to be perfect. No excuses. Ever. Disneyland set a bar for job performance and work ethic against which I have measured every other career and customer service experience I have ever encountered throughout my life.

My heartfelt thanks will forever go to Walt Disney and all the Disneyland cast and crew members for that incredibly important lesson.

2. They build a culture of love. (Thatâ&#x20AC;&#x2122;s what draws the talent).

Tim Hindes, co-founder and CEO of Stay Metrics, a provider of driver retention tools, believes that successful companies are the ones that lead with love from the top down. He says, â&#x20AC;&#x153;When we started with two of us in 2008, we basically grew the company to $30 million in under three-and-a-half years. It wasnâ&#x20AC;&#x2122;t the two of us who did it. By the time we were done, we had thirty-five team members. We constantly had people coming into our offices saying, â&#x20AC;&#x2DC;This guy is talented.

He wants to be part of this.â&#x20AC;&#x2122; If you dare to create this type of environment, one so unorthodox, youâ&#x20AC;&#x2122;ll find talented people will come to you who donâ&#x20AC;&#x2122;t want to play the old game. So, not only is it the right thing to do, itâ&#x20AC;&#x2122;s a brilliant move. I do think a lot of the problems we have in business, if you root down to it, are an absence of love and culture at the top.â&#x20AC;?

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4. They use the magic words: â&#x20AC;?I donâ&#x20AC;&#x2122;t knowâ&#x20AC;? (and they use them often).

Garry Ridge, chairman and CEO of the WD-40 Company, shares the power of admitting that you donâ&#x20AC;&#x2122;t have all the answers. He says: â&#x20AC;&#x153;I love three words so much, â&#x20AC;&#x2DC;I. DONâ&#x20AC;&#x2122;T. KNOW.â&#x20AC;&#x2122; I think theyâ&#x20AC;&#x2122;re the most powerful words we can use as leaders, to say, â&#x20AC;&#x2DC;I donâ&#x20AC;&#x2122;t know. Tell me what you know.â&#x20AC;&#x2122; Suddenly these barriers come down. Fear goes away. Conversation happens. Dialogue. Learning. Eventually, we come toward a position we both then say we think we agree on.â&#x20AC;?

5. They strive to never hurt anyone.

This should be a given, but sadly itâ&#x20AC;&#x2122;s not. As a leader, your goal should be to enhance the lives of your employees and certainly to do no harm.

Garry Ridge says, â&#x20AC;&#x153;When we put on the badge of leadership every morning, we take on the responsibility of other people.

As leaders, we have no right, by our actions, to mess up other peopleâ&#x20AC;&#x2122;s lives. We leaders need to take that extremely seriously.

Too many leaders out there, through their overinflated self, their ego, who are driven by short-term goals instead of long-term thinking, make decisions that hurt people every day. They have no right to do it. The Dalai Lama says, â&#x20AC;&#x2DC;Our purpose in life is to make people happy. If we canâ&#x20AC;&#x2122;t make them happy, at least donâ&#x20AC;&#x2122;t hurt them.â&#x20AC;&#x2122; Our purpose as a leader is to help people engage and enable, NOT to hurt them. We want to apply to their positive, not to their negative.â&#x20AC;?

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Howard Behar, former president of Starbucks Coffee, says, â&#x20AC;&#x153;We hear leaders all the time say, â&#x20AC;&#x2DC;People are our greatest asset.â&#x20AC;&#x2122; Theyâ&#x20AC;&#x2122;re not assets. You donâ&#x20AC;&#x2122;t own them. They can choose or not choose to be part of your organization. Thereâ&#x20AC;&#x2122;s nothing keeping them there, except maybe fear of loss. The more we treat people with caring, with love, the more they want to perform, the more they want to be part of the organization. â&#x20AC;&#x153;Hereâ&#x20AC;&#x2122;s how it works in the real world: When you trust people and you give them more responsibility and accountability when theyâ&#x20AC;&#x2122;re ready for itâ&#x20AC;&#x201D;sometimes even when theyâ&#x20AC;&#x2122;re not ready for itâ&#x20AC;&#x201D;the more they want to perform, the more they donâ&#x20AC;&#x2122;t want to let you down. They donâ&#x20AC;&#x2122;t want to let their teammates down. They donâ&#x20AC;&#x2122;t want to let themselves down. It just works. Thereâ&#x20AC;&#x2122;s no magic here.â&#x20AC;?

7. They recognize that everyone who works for them is a somebody.

Paul Spiegelman, former CEO of BerylHealth, says, â&#x20AC;&#x153;Everybody is a â&#x20AC;&#x2DC;somebody.â&#x20AC;&#x2122; Weâ&#x20AC;&#x2122;re not taking â&#x20AC;&#x2DC;nobodiesâ&#x20AC;&#x2122; and making them feel like a â&#x20AC;&#x2DC;somebody.â&#x20AC;&#x2122; Weâ&#x20AC;&#x2122;re recognizing they are â&#x20AC;&#x2DC;somebody.â&#x20AC;&#x2122; I can ask people questions. I can learn enough about them and show I care about them to make them feel good about themselves. To me, that is probably the secret sauce, so to speak: Make people feel good about themselves. â&#x20AC;&#x153;Even if you have to admit you havenâ&#x20AC;&#x2122;t been acting like a heartfelt leader, now is the perfect time to turn things around.

Right now, many people all over the world are taking stock of their lives and vowing to become better, kinder, more loving human beings. No reason leaders canâ&#x20AC;&#x2122;t do the same. Let this crisis be a growth experienceâ&#x20AC;&#x201D;one that inspires you to start making a positive impact on your company, on your employees, and on the world.â&#x20AC;?

These seven humane traits that heartfelt leaders routinely do within their businessâ&#x20AC;&#x2122; culture have produced incredible results during a â&#x20AC;&#x153;normalâ&#x20AC;? socioeconomic climate. But itâ&#x20AC;&#x2122;s in times of crises when these traits truly stand out and set the tone for the organization. Itâ&#x20AC;&#x2122;s never too late to look at your â&#x20AC;&#x153;heartfelt quotientâ&#x20AC;? and try to improve where you can - both for your own sake and for those who follow you. *JW]\ \PM *]\PWZ# Deb Boelkes is the author of The WOW Factor Workplace: How to Create a Best Place to Work Culture and Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring. She is not just a role model heartfelt leader, sheâ&#x20AC;&#x2122;s the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional services teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. Deb has delighted and inspired over 1,000 audiences across North America.

About the Book: Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring (Business World Rising, 2020, ISBN: 978-1-734-07613-4) is available from major online booksellers. For more information, please visit www.businessworldrising.com.

News ^%XVLQHVV 'HYHORSPHQW` 8VTQVM 6MM\QVO[ KWV\QV]ML NZWU 9IOM

Here are some practices that will keep people focused and tuned-in.

a wide range of other types of documents: idea lists, project plans, lists of competitors, etc.

Ask people to share a funny or embarrassing story.

Compel attendees to use the chat feature.

When facilitating introductions (which you should always do when people donâ&#x20AC;&#x2122;t know each other well), help participants get to know each other by sharing a brief fun fact or a funny story. According to Slackâ&#x20AC;&#x2122;s Ultimate Guide to Remote Meetings, one study found that workers who shared a funny or embarrassing story about themselves with their team produced 26 per cent more ideas in brainstorming sessions than workers who didnâ&#x20AC;&#x2122;t.

You can increase participation and get feedback by asking your audience to enter something into the chat. Ask a question like, â&#x20AC;&#x153;What do you think is the most important aspect of our customer service?â&#x20AC;? and ask everyone to quickly go to their chat and enter a one or two-word answer. You then not only know they are â&#x20AC;&#x153;still there,â&#x20AC;? but you are engaging with them and getting some feedback. You are in dialogue with your audience.

Turn on video to squelch multitasking.

Do a spontaneous poll.

Encouraging or even requiring participants to turn on their video cameras immediately makes them more engaged because they can be seen and therefore their reactions are part of â&#x20AC;&#x153;the showâ&#x20AC;? versus something private. Also, theyâ&#x20AC;&#x2122;re less likely to multitask (which is an engagement killer) since others can see them.

Most online meeting platforms have the ability for the host to put a multiple-choice poll out to all attendees and then show a graph of responses. If an important issue comes up spontaneously that you want to poll, send a private text to a person who is â&#x20AC;&#x153;on pointâ&#x20AC;? to support presentation needs and ask them to quickly create the poll (it takes 1-2 minutes) and ask them to text you back when itâ&#x20AC;&#x2122;s ready.

Keep the discussion going while you wait and then when you get the message that the poll is ready, let the group know youâ&#x20AC;&#x2122;d like to poll them on the topicâ&#x20AC;&#x201D;that will be the cue for your support person to put the poll up on the screen. You will look like a magician since you â&#x20AC;&#x2DC;just happenedâ&#x20AC;&#x2122; to have a poll ready to go on the very topic that came up spontaneously on the call.

Itâ&#x20AC;&#x2122;s good if your participants think you are all-knowing; they are less likely to try to multitask without being noticed.

Give people roles so theyâ&#x20AC;&#x2122;re not just â&#x20AC;&#x153;webinar watchers.â&#x20AC;?

Seek to involve as many people as possible with presentation roles in a meeting. Sometimes we even do this â&#x20AC;&#x2DC;on the spot.â&#x20AC;&#x2122; For example, at a meeting to review selected customer feedback that had been received on a product, we put the feedback on a slide, picked three participants, and asked them to alternate between reading the 15 to 20 lines of feedback to the group. No rehearsal needed.

Work together on a deliverable.

Youâ&#x20AC;&#x2122;re probably familiar with a SWOT analysis. Instead of presenting a completed SWOT to your meeting participants, put a link to a blank SWOT slide in Google Slides and ask them all to simultaneously work on filling it in. In under two minutes, you will have a completed SWOT that represents the collaborative efforts of the group. This can also be done with

Hold breakout sessions.

In most meetings of more than eight people, usually just five to seven participants do most of the talking. This is one reason why during live workshops, I often break larger groups into breakout teams so they can come up with ideas, work on prioritization, action planningâ&#x20AC;&#x201D;whatever the work isâ&#x20AC;&#x201D;in

smaller groups and then come back to the larger group and report on the work they did. (Several of the major online meeting platforms including Zoom and Google Hangouts now offer breakouts.)

We give each team clear instructions in writing for the work they are to do and then usually give them 20 to 40 minutes to complete it. A compressed time frame forces the group to organize quickly, get to work, and to focus on progress, not process or perfection. Iâ&#x20AC;&#x2122;ve been amazed over the years that sometimes when clear instructions, a small team, and a tight time frame are combined like that, you get work done in a half hour that might have taken days, weeks, or months if done â&#x20AC;&#x2DC;the usual way.

Donâ&#x20AC;&#x2122;t be shocked if you find people love working together virtually. Itâ&#x20AC;&#x2122;s not unusual to find that you get more done than ever before. Great things can happen when everyone is present and focused, even when itâ&#x20AC;&#x2122;s from the comfort of their own homes. When the pandemic is over, you may not want to go back to the old way of working.

*JW]\ \PM *]\PWZ#

Howard Tiersky is a successful entrepreneur who has been named by IDG as one of the â&#x20AC;&#x153;10 Digital Transformation Influencers to Follow Todayâ&#x20AC;? and by Enterprise Management 360 as â&#x20AC;&#x153;One of the Top 10 Digital Transformation Influencers That Will Change Your World.â&#x20AC;? Howard is the founder of two companies that enable large brands to win in the digital world, FROM: The Digital Transformation Agency and Innovation Loft. He has worked with numerous clients to create highly engaging online workshops, seminars, conferences, and other types of collaborative experiences. His dozens of Fortune 1000 clients have included Verizon, NBC, Nutrisystem, Viacom, Avis, Universal Studios, JPMC, NFL, Facebook, Spotify, and Amazon. Prior to starting his own business 12 years ago, Howard spent over 15 years with Capgemini, one of the worldâ&#x20AC;&#x2122;s leading consulting firms, where he was one of the founders of their global digital practice. Howard speaks regularly at major industry conferences and has served on the faculty of the NYU Interactive Telecommunications Program. He is a frequent contributor to CIO magazine.

For more information, please visit impactfulonlinemeetings.com

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News ^%XVLQHVV 'HYHORSPHQW`

(-#!".- )( ." ),& 1# ?; -% ( /-.,3 .) 868; The N95 Mask Market is expected to grow at a Compound Annual Growth Rate of 13.86 per cent from 2020 to 2025, to reach $2.035 billion by 2025, increasing from $933.793 million in 2019 (all figures US).

N95 is widely used as a protective mask designed to achieve a close facial fit with an efficient filtration of airborne particles.

It is designated as N95 because it blocks at least 95 per cent of small test particles (0.3 microns).

Increasing air pollution all around the globe is expected to drive the growth of the market during the forecast period.

However, the availability of substitutes is anticipated to restrain the growth of the market in the coming years. For instance, Cummins and DuPont recently partnered to make an N95 mask alternative to support healthcare workers meeting the growing demand for respirator masks.

#-#(! #, *)&&/.#)( The unhealthy air quality is a warning of air pollution that has gripped the entire world and the polluted air is leading to a number of health problems.

According to the World Bank, air pollution kills nearly seven million people every year. The combined impact of outdoor and indoor pollution causes 7 million premature deaths largely as a result of increased mortality from stroke, heart disease, lung cancer, chronic obstructive pulmonary disease, and acute respiratory infections. Also, while all the countries are affected, rapidly growing cities in the South East Asia and the western pacific are the most affected with many showing pollution levels at least five times above the World Health Organization recommended levels.

( , -#(! * , *#. " &." , -* ( #(! #( 0 ,#)/- 0 &)*#(! )/(.,# It is considered as one of the prime drivers for the growth

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of the market during the forecast period. According to the Organisation for Economic Co-operation and Development data, the per capita healthcare spending in Indonesia has increased from $162 in 2008 to nearly $350 by the end of 2018. Both public and private players are investing heavily in the developing countries to cater to the growing demand for the N95 mask on account of growing health awareness.

(. /* . In the United States, The Department of Health and Human Services in March 2020 stated that the country has a stockpile of roughly 30 million N95 respirators; however, it may need up to 300 million due to the coronavirus pandemic. To meet this growing demand 3Mâ&#x20AC;&#x2122;s largest manufacturing facility in Aberdeen, South Dakota, more than 65 employees are working overtime to increase the production.

The research, development, and lab management company Battelle recently received special emergency authorization from the U.S. healthcare regulator (FDA) to put into use a system to decontaminate used N95 respirator masks using concentrated hydrogen peroxide.

),." Ă ' ,# #- ")& #(! -#!(#Ă&#x203A; (. -" , #( ." ' ,% .

By geography, the N95 mask market is segmented as North America, South America, Europe, the Middle East and Africa, and the Asia Pacific.

The N95 mask market in North America is estimated to hold a significant share in 2020 and is anticipated to grow rapidly on account of rising health awareness coupled with the growing prevalence of coronavirus which is expected to significantly impact the market in short term in countries like the United States and Canada in the region.

Simultaneously, the region is the home of the worldâ&#x20AC;&#x2122;s largest pharmaceutical companies and with the high hygiene standards for healthcare professionals among American populations; the market is anticipated to witness substantial growth in North America.

Similar trends are expected to be there in the European region. Italy is one of the worst affected countries due to COVID-19 and has imported more than 15 million N95 masks from China in just one month.

The Asia Pacific region is also expected to provide good

growth opportunities on account of rising air pollution in countries like India and China coupled with the increasing healthcare expenditure in the region.

)'* .#.#0 (-#!".Prominent key market players in the Indian N95 mask market include 3M Company, Honeywell, Prestige Ameritech, Kimberly-Clark, Vega Corporation Co, Alpha Pro Tech, and Makrite among others.

3M and Honeywell are the global leading N95 mask manufacturers and are holding a significant share in the market.

Due to intense competition, different firms are adopting different strategies to improve their margins.

Large enterprises look for strategic partnerships including mergers and acquisitions and joint ventures to boost their market share. Major players in the global N95 mask market have been covered along with their relative competitive position and strategies.

The N95 Mask Market Forecasts from 2020 to 2025 report which is available to buy at www.researchandmarkets.com - also mentions recent deals and investments of different market players over the last year.

The company profiles section details the business overview, financial performance (public companies) for the past few years, key products and services being offered along with the recent deals and investments of these important players in the global N95 mask market.

From our families to your families, we are wishing you good health.

All of our offices are open, working safely to support your needs, and committed to helping you through these challenging times.

Place your supplies orders online at www.rbdigital.ca.

FOR MORE INFORMATION PLEASE CALL US OR VISIT OUR WEBSITE FOR MORE DETAILS.

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)1 )(! ) - ." ),)( 0#,/- #0 )( /, -D Many emergency room workers remove their clothes as soon as they get home, some before they even enter. Does that mean you should worry about COVID-19 transmission from your own clothing, towels, and other textiles?

While researchers found that the virus can remain on some surfaces for up to 72 hours, the study didnâ&#x20AC;&#x2122;t include fabric. â&#x20AC;&#x153;So far, evidence suggests that itâ&#x20AC;&#x2122;s harder to catch the virus from a soft surface (such as fabric) than it is from frequently touched hard surfaces like elevator buttons or door handles,â&#x20AC;? wrote Lisa Maragakis, MD, senior director of infection prevention at the Johns Hopkins Health System.

One thing experts do know: at this point, transmission happens mostly through close contact, not from touching hard surfaces or clothing. The best thing you can do to protect yourself is to stay home. And if you do go out, practice social distancing.

The coronavirus that causes COVID-19 mainly spreads from person to person. When someone who is infected coughs or sneezes, they send droplets containing the virus into the air. A healthy person can then breathe in those droplets. You may also catch the virus if you touch a surface or object that has the virus on it and then touch your mouth, nose, or eyes.

The coronavirus can live for hours to days on surfaces like countertops and doorknobs. How long it survives depends on the material the surface is made from.

The guide shown here, outlines how long coronaviruses (which are the family of viruses that includes the one that causes COVID-19) can live on the surfaces you probably touch every day.

Keep in mind that researchers are still learning about the coronavirus. But youâ&#x20AC;&#x2122;re probably more likely to catch it from being around someone who has it than from touching a contaminated surface.

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WHAT YOU SHOULD KNOW Surfaces frequently touched with hands are most likely to be contaminated. These include doorknobs, handrails, elevator buttons, light switches, cabinet handles, faucet handles, tables, countertops and electronics.

It is not yet known how long the virus causing COVID-19 lives on surfaces, however, evidence suggests it can live on objects and surfaces from a few hours to days.

CHOOSE A PRODUCT THAT CLEANS AND DISINFECTS â&#x20AC;˘ When cleaning public spaces, choose products that clean and disinfect all at once (e.g. premixed store-bought disinfectant cleaning solutions and/or wipes when available). â&#x20AC;˘ Cleaning products remove germs, dirt, and impurities from surfaces by using soap (or detergent) and water. Cleaning does not necessarily kill germs, but by removing them, it lowers their numbers and the risk of spreading infection. â&#x20AC;˘ Disinfecting products kill germs on surfaces using chemicals. â&#x20AC;˘ Use only approved hard-surface disinfectants that have a Drug Identification Number (DIN). A DIN is an 8-digit number given by Health Canada that confirms the disinfectant product is approved and safe for use in Canada. Health Canada has published a list of hard-surface disinfectants that are likely to be effective for use against (COVID-19). This list is updated regularly at www.canada.ca.

CREATE A CLEANING PROCEDURE â&#x20AC;˘ Operators of office settings should develop or review protocols for cleaning public spaces. This will determine where IMPRINT CANADA _ 0D\ -XQH

improvements or additional cleaning may be needed. â&#x20AC;˘ Read and follow manufacturerâ&#x20AC;&#x2122;s instructions for safe use of cleaning and disinfection products (e.g. wear gloves, use in well-ventilated area, allow enough contact time for disinfectant to kill germs based on the product being used). â&#x20AC;˘ Wash hands with soap and water or use alcohol-based hand sanitizer after removing gloves. â&#x20AC;˘ Use damp cleaning methods such as damp clean cloths, and/or a wet mop. Do not dust or sweep which can distribute virus droplets into the air. â&#x20AC;˘ Contaminated disposable cleaning items (e.g. mop

heads, cloths) should be placed in a lined garbage bin before disposing of them with regular waste.

Reusable cleaning items can be washed using regular laundry soap and hot water (60-90°C). Clean and disinfect surfaces that people touch often. â&#x20AC;˘ In addition to routine cleaning, surfaces that are frequently touched with hands should be cleaned and disinfected more often, as well as when visibly dirty. â&#x20AC;˘ Shared spaces such as kitchens and bathrooms should also be cleaned more often. **This information is updated regularly by Health Canada and the CDC, please check online regularly for updates.**

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