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By Harrell Kerkhoff, Maintenance Sales News Editor

What would happen if you used employees from five generations to work in one setting? Would it lead to success or utter chaos? According to Scott Lesnick, global leadership keynote speaker and author at Successful Business Solutions, it can — and does — work if the following connecting standards are put into play between management and members of the different generations. The seven connectors are: Respect, Listening, Mentoring/Training, setting the Big Picture, Communication, Positive Feedback and sharing Ideas/Knowledge.

“In order to improve retention and productivity within a company that has employees from different generations, it’s also important to better understand each of those generations and create a personal connection among them,” Lesnick said, during a recent educational session.

He added it’s important company leaders:
■ Define each generation;
■ Learn about each generation’s wants and desires from work;
■ Understand generational characteristics; and,
■ Learn how to communicate and connect with members from each generation for continued success.

Lesnick stressed that just as no two people are exactly alike, not all people within a specific generation are the same. Information and characteristics about each generation are, in essence, just a generalization.

“You may hear information about your own generation and think, ‘Well, that’s not me,’ which is completely normal,” Lesnick said. “Many people also relate to being part of two generations.”

As a business owner, manager or supervisor, providing proper leadership is key to successfully motivating employees from different generations for the best results.

“It’s important, for example, to understand how different generations prefer to apply for a position at a company,” Lesnick said. “That may involve updating your company’s online presence and referral approaches. Keeping up with new work trends is vital as well, such as adding flexible work hours and possibly a four-day workweek.

“It’s good to have a deeper understanding of each generation’s work habits, which involves what is important and matters the most for people of different ages.”

Lesnick added there are consultants available to help company officials attract, and better understand, employees who represent different generations. The end result could be a well-balanced workforce. Producing online videos and using testimonials are other ways businesses can attract the best candidates from various age groups.

KNOW YOUR
GENERATIONS

It’s conceivable that people from five generations can be found working together within a company. Lesnick provided a detailed generalization of each of those groups, and discussed what they “bring to the table” for a business.

Silent Generation (Born 1922 to 1945) — Although this group now comprises less than 1 percent of today’s workforce, there are still several million workers representing the silent generation. Generally speaking, they are known for being disciplined, place a strong emphasis on teamwork and prefer face-to-face interaction. They are also known to follow rules, thrive on hard work, look at work as an obligation, lead with a “command and control” style, and best communicate through formal means.

“This generation has accomplished a lot,” Lesnick said. “An interesting thing about all generations — each one moves the country forward, and does so in its own way.”

Baby Boomers (Born 1946 to 1964) — Now making up 25 percent of the workforce, this generation is known for its sheer size, having been born in a nearly two-decade period after World War II — during an era of optimism, opportunity and progress. The majority of baby boomers grew up in a two-parent household, prefer face-to-face communication, email and text, and are generally good, but not great, with technology.

Many baby boomers can also be described as “workaholics,” achieve personal fulfillment from work, like meetings but can work remotely, have a leadership style described as “collegial-mutually respective,” can find difficulties balancing work and family, and see importance in the amount of money made and job title received.

Lesnick added a good number of baby boomers are now working part time because they want/need to, are often hired as contract workers after retirement, and are currently going through a “silver tsunami,” as 10,000 “boomers” are retiring each and every day.

“Although it’s often true that change gets harder the older you get, not all ‘boomers’ are opposed to change,” Lesnick said. “It just may take them a little longer to adjust. Members of this generation often play a key role in the workforce by serving as mentors.”

■ Generation X (Born 1965 to 1982) — Comprising 33 percent of today’s workforce, Gen Xers were born into a rapidly changing social and economic climate. Both parents likely worked, there were rising divorce rates and overall downsizing was taking place. Gen Xers also experienced the emergence of high-tech and communicate the best via text, email and face-to-face.

According to Lesnick, members of this generation tend to be more independent, like to follow fewer rules, seek fast feedback from others, like structure and direction, are not afraid to challenge leadership, are better at balancing family and work, and are smaller in overall size compared to baby boomers and millennials.

“Gen Xers are also not afraid to ask more questions and see the need to use fewer resources for a better environment,” Lesnick said.

Generation Y/Millennials (Born 1977 to 1995) — The largest generation currently in the workforce at 35 percent, millennials generally prefer to communicate via text and email, are fast leaners, very social, confident and realistic, like to think “outside of the box,” and are open to new ideas.

Millennials are also characterized as being good multitaskers, are entrepreneurial, creative and passionate, and may be less committed to specific jobs/careers compared to those of other generations.

“As an employer, it’s important to understand that millennials are now the largest generation in today’s workforce, and they like to be flexible and agile. As a company, if you can’t provide that type of environment, they will go somewhere else,” Lesnick said. “However, many members of this generation are willing to remain with a company if presented with good reasons to stay. That includes mentoring opportunities, career advancement and being with a company that is willing to make a bigger difference within a community. ‘Inclusion’ is also extremely important to this generation.

“As a business owner or manager, it’s important to develop relationships with millennials that are cordial, open to communication and show the capability of listening. In doing so, you will better retain this incredibly important demographic. (Millennials) have a lot of power right now, and many of them realize their strengths.

“Each generation likes to do things its own way. Millennials are no different. In order to retain them as employees, it’s up to company leaders to adapt. In response, hopefully millennials will mention to their friends that your company is a good place to work.”

Generation Z: (Born 1996 to 2010) — Although young, Gen Z now represents 5 percent of the workforce and is growing fast. Members were raised during The War on Terror, The Great Recession, COVID-19 with home schooling and isolation, and grew up using smartphones and social media. They are characterized as being really fast learners, driven and practical.

Lesnick added many members of Generation Z are entrepreneurial and want their own companies. They communicate best via smartphone and email, and their “network of people” represents their true power — even more so than their job qualifications.

“Members of Generation Z often appear to be a combination of the silent generation and millennials on steroids,” Lesnick said. “They do things incredibly quick, but are a little different than millennials in that they tend to want to stay at a job longer. Money is also important, but it’s not always their top objective.”

WHAT TO AVOID,
WHAT TO DO

Despite their differences, generations can, and do, work well together within many workplace settings. Certain management behaviors and habits, however, can plague businesses from realizing true potential, no matter which generations are involved. They include:

Over-micromanaging employees — “I am not going to ask for a show of hands of those here who like to be over-micromanaged, because I know no hands would go up,” Lesnick said; and,

Failure to actively listen — “The key to connecting with people across generations begins with proper communication and truly listening,” Lesnick said. “It doesn’t matter which generation people represent, if they are not being properly listened to, they are not being served and helped.”

He added that the lack of listening prompts the squashing of ideas, information and knowledge sharing. That is true for large organizations to mom-and-pop shops.

“If there are employees with the feeling, ‘My company doesn’t listen to me and doesn’t care,’ that is a problem,” Lesnick said.

Other bad management behaviors include the lack of mentors for assistance, and not taking employee training and growth potential seriously.

Conversely, one management behavior that company owners and managers may want to take advantage of is the use of humor.

“A little levity can go a long way to helping employees become happier and more productive,” Lesnick said.

He added a study conducted by the University of Warwick, in England, showed happier workers were 12 percent more productive, which translates to adding an extra day to a two-week pay period.

Overall, to successfully navigate within each generation, company leaders should properly understand the cultural differences among those generations, and help create a personal connection with all employees/staff.

“As a leader, if you can mingle, ask questions and then simply listen to what people have to say, you will learn so much about your organization and about your people. That will make you a stronger leader,” Lesnick said.

The bottom line to greater connectivity when working with different generations, he added, is to:
Maximize, locate and utilize each generation’s strengths;
Realize that each generation is different, and understand flexibility is important;
Appreciate each generation’s differences and continue conversations;
Mentor, which increases productivity, grows relationships and improves opportunities for advancement; and,
Inclusion, which creates better cooperation between all generations.

The key objective, Lesnick concluded, is for company leaders to play an important role in successfully blending generations and cultures together, for the overall benefit of their organizations.

Contact Scott Lesnick, Global Leadership Keynote Speaker, CSP, and certified speaking professional and author, by visiting www.scottlesnick.com.




From W.O.W! Brand Products™
The Green Stuff™ “Mini” Eliminates
Plastic Bottle Pollution Problem

W.O.W! Brand Products™ helps environmentally conscious customers eliminate the plastic bottle pollution problem with The Green Stuff™ “Mini,” a single SDS 30+ end-use application-product cleaning-degreasing-SARS/CoV-2 disinfectant system.

According to W.O.W! Brand Products™, The Green Stuff™ “Mini” is The ONLY™ refillable, reusable, returnable, recyclable, biodegradable, and sustainable program on the market. A free durable sprayer unit comes with every kit, which arrives loaded and ready-to-clean (Less than 1 minute training: See app, select 0 - 5 on dial, spray and wipe).

End-users can walk in, clean, and then walk out with one product, eliminating WALK-A-BACK™.

The Green Stuff™ “Mini” is also Prop 65 compliant, non-corrosive, guaranteed, made by third-party certified manufacturer, and is ISO 9001:2015.

Visit wowbrandproducts.com or call (USA/Canada) 1-877-792-8389.


From Intelligent Design Manufacturing LLC
The MyHousekeeper Micro Floor Scrubber:
Less Work With Better Results

The MyHousekeeper micro floor scrubber handles any space a traditional mop can, and does a better job of cleaning, according to Intelligent Design Manufacturing LLC.

The scrubber includes an ergonomic handle, locking recovery tank, battery charger port allowing charging without removing battery, 360-degree pivot and comes standard with urethane blades.

The cleaning width of the MyHousekeeper micro floor scrubber is 14 inches and its working capacity is 10,764-square-feet per hour. The brush speed is 180 rpm, brush diameter is 11 inches, and the brush pressure is 28.7 pounds maxs. The machine height is 48.8 inches, weight is 34 pounds with batteries, and its battery voltage is 36v.

Providing commercial cleaning power with ease, the MyHousekeeper micro floor scrubber leaves floors dry after use.

Visit www.IntelligentDesignMfg.com, send email to Leo@IntelligentDesignmfg.com,
or call 1-833-554-3628 for more information.


The United Group Welcomes Kim Foster And Mark Prosser

The United Group (TUG) has hired Kim Foster as vice president of member & supplier relations and Mark Prosser as vice president of sales — strategic accounts. Both have extensive experience, and will strengthen and propel TUG, further instilling the organization as a leader regarding member-owned sales and marketing for independent B2B distributors of jan/san, packaging, food service, and safety products and equipment.

Apart from planning the conference each year, Foster will be predominately responsible for keeping in touch with members on both the supplier and member stockholder sides, developing those relationships, and making them feel welcome.

Foster said, “The enthusiasm and team atmosphere that TUG promotes is what impresses me the most, and makes me want to be a part of the TUG team. It’s been a lot of fun creating some synergy with the TUG staff and developing relationships with our members and suppliers.”

Foster brings nearly 27 years of experience in the jan/san industry. She has worked with various organizations within the industry.

“Because I’m already familiar with buying groups and what their functions and goals are, it’s now a matter of learning a new language and determining the best strategy to apply my experience to make all of those same things happen for TUG,” she said. “I look forward to expanding my knowledge in the food service and packaging markets, and finding ways to serve our members best.”

As vice president of sales — strategic accounts, Prosser is responsible for helping TUG drive national business and strategic accounts, including GPOs. He will also work with preferred suppliers to develop various initiatives, among other efforts. He is specifically focused on healthcare GPOs, as healthcare is a channel that TUG is looking to grow to help current members succeed.

Before joining TUG, he worked for multiple organizations over his 35-year career in the jan/san industry. He has experience in all industry angles, including the distribution, supplier, and buying group sides.

“In the current climate of acquisitions and consolidations, TUG stands out as the best available buying/marketing group alternative to successfully navigate the next decade and beyond,” he said. “The strong member and supplier bases in jan/san, foodservice, packaging, safety and office products really set us apart as the ideal business partner for independent distributors.”

With a rich history and a start-up mentality, TUG looks to hire people with a fresh perspective, a collaborative mindset, and a sense of relentless drive. According to Ty Huffer, president of The United Group, Kim and Mark are very well respected and bring tremendous industry knowledge.

“Our goal at TUG is to bring more value to our member stockholders and suppliers. I feel that the attributes, including the knowledge Kim and Mark have accumulated and the relationships they have built over the years, are going to help us achieve those goals,” Huffer said. “We have a lot of new programs and new opportunities that we are going to be presenting, and they will be driving forces behind getting us to where we need to be in 2022.”

The United Group® (TUG) members recapture profits by earning rebate dollars on their purchases from United Group Preferred Suppliers.

“Members are diverse in size and longevity, yet united in their common desire to be more profitable and more effective in their respective endeavors,” said TUG.

For more information, visit unitedgroup.com.


From ACS Cleaning Products
The Great White Finish Mop

“Great White, the world’s first lint-free finish mop, is unique. It’s a lint-free, high-tech filament yarn mop that, for the first time ever, solves the problems associated with laying finish,” according to the company.

“Immediately, you notice that the coats of finish are more even with more square feet per loading. The release of finish evenly coats the floor’s surface with no drag — it simply glides.

“The yarn's ability to hold the finish with surface tension allows Great White to release the finish more evenly and more completely as it is pulled across the floor. This even release of finish gives you more square footage per trip to the bucket.

“Combine this with a much smoother, more glossy initial finish. You can get up to 20 percent more initial gloss. Rinses clean in water and then drips dry for its next use.”

For more information, visit acs-cp.com.


Add To And Expand Your Product Offerings Seamlessly With Floor Squeegee Products From Dorden Squeegee

Dorden Squeegee Div. has revamped and reinvested in its Detroit, MI, manufacturing and warehouse facility.

“We have fully recovered from COVID-related issues of 2021, and are moving forward, full speed ahead. Improved lead times and expanded manufacturing capabilities are in high gear,” said the company.

“Dorden offers a highly competitive pricing structure. We look forward to all inquiries big or small, as we provide the various industries we serve with our varied products.

“Traditional high quality non-rusting, aluminum floor squeegees, made only in the USA, are available under private label programs for a seamless addition of SKU’s for all.

“Dorden also has available Belgian 'Moss' imported squeegees, which are distributed from our Midwest Detroit, MI, manufacturing and warehouse facility. Dorden offers nominal sizes from 18-inches — 30-inches, in both standard and heavy-duty steel model w/universal sockets (U.S thread adapter option is available). We also offer nominal 18-inch — 30-inch ‘White Plastic/Black Blade.’ The parts have the standard U.S. thread.

“Color coded plastic squeegees can be special ordered, and we can bring those in for your convenience. Just a note of clarification, these products are high quality European Belgian 'Moss' products, and not an imitation.”

Dorden Squeegee’s manufacturing and warehouse facilities are centrally located in Detroit, MI, on the border with Canada. Dorden ships throughout North America.

To contact Dorden Squeegee directly, call 1-313-834-7910, or 313-407-7557 (cell for Bruce Gale).

Visit Dorden Squeegee at 7446 Central St., Detroit MI, 48210 or email DordenSqueegee@gmail.com.


Spartan Chemical Promotes Keys And Vance To Regional Manager

Spartan Chemical Company, Inc., a formulator and manufacturer of sustainable cleaning and sanitation solutions for the industrial and institutional market, has promoted Kimberly Keys and Andrew Vance to the role of regional manager.

Keys joins Spartan as the regional manager for the Denver South Region. Prior to coming to Spartan, she worked for Newell Brands in Denver, CO, for over 20 years, moving through various divisions. First, she worked as a sales representative in the Levolor Window Fashions segment for 12 years, and later moved to Irwin-Lenox Hand Tools, where she remained until her most recent position as account manager, working with Rubbermaid Commercial Products for the last seven years.

She attended Colorado State University, in Fort Collins, CO, where she earned a Bachelor of Arts degree in business management.

Andrew Vance, who has responsibility for the Denver North Region, brings over nine years of industry experience working at Ecolab in Colorado Springs, CO, as a district manager where he was responsible for a team of nine sales and service representatives covering the Colorado Springs district, including parts of Colorado, New Mexico, and Kansas. Prior to that, he worked for six years as a foreman for Jerry Johnson Construction in Colorado Springs, CO.

He attended the University of Northern Colorado, in Greeley, CO, where he earned a Bachelors of Science degree in recreation and leisure.

“Spartan sells both domestically and internationally through a select network of distribution. Spartan's products and services are used in building service contractor, education, food service and processing, health care, industrial, lodging/hospitality, and vehicle-care markets,” according to the company.


KSS Enterprises Expands Into Ohio With Silverback Supply Acquisition

Michigan-based custodial and packaging supply distributor, KSS Enterprises, has acquired Silverback Supply in Toledo, OH. The agreement brings KSS its 10th branch location, the first in the state of Ohio. They also have eight locations in Michigan and one in Indiana.

“We are excited to have the Silverback team join our organization and continue what Silverback’s founder, Dan Carr, started,” said Ed Stasiak, president of KSS Enterprises. “KSS focuses on helping customers maintain safe, healthy facilities by providing training and education on products and processes to lower the overall cost of business. The Silverback team is a great fit for KSS. Dan is very passionate about the industry and serving customers, and has instilled that in them.”

KSS Enterprises will continue to operate from Silverback’s current location in Toledo. The Silverback staff will become part of the KSS organization.

“This acquisition gives KSS a much-needed team and distribution center in Ohio and allows both companies to mesh our strengths,” said Stasiak.

“We are excited about becoming a part of the community in Toledo, Lucas County, and all of Ohio. It will allow us to continue to grow what we are doing in other regions of the Midwest, helping our customers by partnering with them to provide solutions to the ongoing challenges they face in maintaining their facilities."

KSS Enterprises is a single-source custodial supply, packaging supply, and equipment distributor that has been serving the Great Lakes Region since 1945. Its headquarters are in Kalamazoo, MI. Other locations are in Jackson, Grand Rapids, Midland, Petoskey, Sault Ste Marie, Traverse City, and Westland, MI; South Bend, IN; and Toledo, OH.

For more information, visit kssenterprises.com.

 

Norshel Industries Acquires Culicover And Shapiro Assets

Norshel Industries Inc., a mop and handle manufacturer and importer and master wholesaler of a full line of janitorial supplies located in Croydon, PA, established in 1970, has acquired the assets of Culicover and Shapiro. Culicover and Shapiro was established in 1929 as a broom and brush manufacturer, presently located in Huntington, NY.

“Norshel owners Aaron and Eric Leibowitz are excited to welcome Richard Shapiro, the third generation owner of Culicover and Shapiro into the Norshel fold. This is the second acquisition over the years for Norshel. The company acquired Quantum Distribution, a Maryland-based wholesaler, in 1998.

“Norshel Industries has long been known for its strong presence in complete hard floorcare maintenance. Adding Culicover and Shapiro only solidifies our commitment to being a leader in this category,” according to a press release.

All office and warehousing will be at the 2933 River Rd., Croydon, PA, location.



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In the
Mar/Apr 2022
print issue
of MSN


SPECIAL
CONTENT:


• Paper & Wipes
& Liners


• Restaurant Equipment
& Supplies

• Carpet Care
Equipment

• Odor Control
Chemicals
& Equipment

• Restroom Products

• Mats & Matting


For further
information,
rankinmag@
consolidated.net



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