B2B Illinois Magazine - June 2008

PRSRT STD
U.S. POSTAGE
PAID
PERMIT #565
KANKAKEE, IL
Sole
Proprietorship:
Common Mistakes in
a Sensitive Economy
I-80 on a Roll
Watseka Chamber
Annual Awards
An Entrepreneurial
Foot in the Door
VOLUME 5 ISSUE 4 JUNE 2008
THE BUSINESS-TO-BUSINESS FORUM
PRSRT STD
U.S. POSTAGE
PAID
PERMIT #565
KANKAKEE, IL
Publication Director
Ken Munjoy
Editor
Andrew Wheeler
Art Director
Kim Carpenter
Advertising Manager
Jeff Egbert
Copy Editor and Direct Connections Coordinator
Vickie St. Louis
Distribution Manager
Terry LaVoie
Distribution Coordinator
Becky Blackwell
Press Foreman
Dave Grams
Composing
Ross Bertrand and Marcus Jackson
Advertising Coordinator
Janet Jones
Information Systems
Mike Steele and Jennifer Hudson
Staff Photographer
Melissa Gaug
Advertising Consultants
Terry Atkins
Jo Ann Bachar
Sandy Behrends
Joanie Copenhaver
Amy Eichholz
Thomas Goodrich
Gina Harpin
Marcia Hellmuth
Myrdis Hines
Blake Naylor
Monte Parsons
Lisa Sunn
Cary Turner
Lyle Turro
uPCoMiNG B2B iLLiNoiS DEADLiNES
July 1, 2008 Publication:
Ad space reservation / article submission
deadline: 6/13/2008
Ad approval deadline: 6/23/2008
To advertise, contact your advertising
consultant at The Daily Journal: 815.939.6642
HoW To REACH uS
n To receive this publication or change an
address, log onto our website:
www.b2billinois.com
n Editorial, Andrew Wheeler: phone
815.791.3129; e-mail [email protected]
n Send announcements, press releases, etc. to:
fax 815.935.0192; e-mail [email protected]
n Direct Connections, Vickie St. Louis: fax
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Square, Kankakee, IL 60901
B2B Illinois is a free publication of the Small Newspaper
Group. Information published in B2B Illinois is the
responsibility of the author and may not refect the
opinions of the B2B Illinois staff. All editorial content
and advertising published is the property of the Small
Newspaper Group dba B2B Illinois.
Features regulars
4 From the Editor | andrew Wheeler
5 Around the County | ed Piatt
News and programs from the Illinois Department
of Commerce and Economic Opportunity.
6 From the Desk of Rep. Dugan | lisa Dugan
8 innovative Management Solutions |
Patrick seaton
Operational advice from an industry professional.
14 Ask SCoRE | Michael Holtzman
Life’s lessons learned from the Service Corps of
Retired Executives.
16 Spanish Language Training |
Dr. Héctor lópez
Tips for businesses wanting to access the explod-
ing Hispanic consumer market.
17 organize it! | Karen Mcgregor
Suggestions on how to get out from under the
clutter and into productivity.
18 How’s Business | Bill guertin
Branding advice from an industry professional.
27 Direct Connections, State of illinois
27 Direct Connections, Grundy Co.
27 Direct Connections, Will Co.
28 out & About, Grundy & Will Co.
32 Direct Connections, iroquois Co.
33 out & About, Kankakee Co.
34 Direct Connections, Kankakee Co.
35 out & About, Kankakee Co.
Cover story
Sole Proprietorship: an
entrepreneurial Foot in the Door
by Lisa Wogan | B2B takes a look inside what it takes to run
a small business in today’s economy.
On the cover: Debbie Jensen, payroll accountant, Marsha L.
Saathof, accountant, and Susan D. Legris, C.P.A. of Legris
and Associates. Photo by Melissa Gaug.
7 Closing the Deal: Common Mistakes in a Sensitive Economy
by Joseph Perry | According to commercial real estate expert Joe Perry, there is a dis-
turbing trend in his feld. In order to do the deal in today’s market, momentum is the key.
9 online Advertised Job Vacancies Fall Sharply in April
Inside the numbers with Te Conference Board.
14 Declare Your Financial independence Day
by Tom Vaccaro | Financial advisor Tom Vaccaro ofers advice on moving toward fnan-
cial independence.
15 Letters to the Editor
17 Rail offers Surprising Growth opportunity in Transportation
Sector For Manufacturers
FMA economist Dr. Chris Kuehl asserts that manufacturers will beneft via rail expansion
in Illinois and across the U.S.
19 Business Recruitment Fundamentals: How to onboard More
“A” Players
by Lee Froschheiser | Management consultant Lee Froscheiser ofers tips on how to
recruit top-level employees.
22 Leadership in the Face of Change
by John Baker | Leadership in changing times is the diference between long-term suc-
cess and going the way of the dinosaur.
23 Entrepreneurial Hiring
by Ron Price | Advice on how to get the most out of the hiring process.
24 Small Business and a Contracting Economy
by Mark Norris | Mark Norris looks at the economy, and discusses how a SBA 504 loan
might be just what the doctor ordered for your business.
24 Accounts Receivable options
by Reneé Perry | Reneé Perry looks at AR options for small business.
25 Become a Sales Superstar — 10 Critical Areas to Master
by Voss Graham | Critical sales skills from author/coach Voss Graham.
26 i-80 on a Roll
by Sharon Filkins-Jenrich | B2B Illinois attended the May Will County Economic
Network breakfast in Frankfort, and despite national the outlook, Will County continues
to experience substantial interest and unprecedented economic growth.
30 Businesses Need More than Team Players; They Need Team
Leaders
by Joseph Giunta | JJC training manager Joe Giunta explains the diference between
committees and teams, and how to get the most out of both.
31 Watseka Chamber Announces Annual Awards
The Daily Journal staff report
39 The CenterPoint for Entrepreneurs Sponsors Veterans’
Entrepreneurial Boot Camp
tHanKs to our
inDePenDent
ContriButors:
John Baker y READY Thinking, LLC y JohnBaker@
ReadyThinking.com y www.ReadyThinking.com
Lisa Dugan y State representative, 79
th
district y
815.939.1983
Lee Froschheiser y Management Action Programs
(MAP) Consulting y 1.888.834.3040 y www.
MapConsulting.com
Joe Giunta y Joliet Junior College y 815.280.1555 y
[email protected] y www.trainingupdate.org
Voss Graham y Inneractive Consulting Group, Inc.
y 901-757-4434 y [email protected]
Bill Guertin y The 800-Pound Gorilla y
815.932.5878 y [email protected]
Michael Holtzman y SCORE Chapter 0674 y
815.427.9818
Dr. Héctor López y BEST Solutions, Inc. y
630.910.4509 y [email protected]
Karen McGregor y Organize It! Professional
Organizing Services y 815.936.1108 y www.
organizeitillinois.com
Mark Norris y Illinois Business Financial Services,
Inc. y 815.846.2468 y www.ibfs.org
Joseph Perry y Perry Group, Ltd. y 815.936.7358
Reneé Perry y Small Business Consultant and
Coach y 815.722.0041
Edward Piatt y N.E. Senior Account Manager,
Illinois DCEO y 312.636.0739
Ron Price y 866.442.0556 ywww.Price-Associates.
com
Patrick Seaton y Innovative Management
Tools, LLC y 715.340.9606 y pdseaton@
innovativemanagementtools.com y www.
innovativemanagementtools.com
Tom Vaccaro y Edward Jones y 815.937.5674
10
COLOR
815-929-9095 office 815-929-9085 fax
Commercial · Residential · Agricultural · Property Management
275 East Court Street, Suite 202
Kankakee, Illinois 60901
Chris Curtis, Broker
Cell 815.693.4949
Joe Nugent, Broker
Cell 815.509.9005
Pamela Baron
Cell 815.955.2392
Sandy Wurster
Cell 815.274.2535
Paul Walsh
Cell 815.955.2457
Nate Henrichs
Cell 815.739.9859
Kankakee. 38,100 SF industrial warehouse for sale as an investment
or for user. Current gross annual income: $52,200 w/10,000 sf available
to lease or for use by a purchaser. 4 exterior docks, 20' - 22' ceiling
height, 1.63 acre site.
$395,000
Kankakee. 2,994 SF office/service facility for sale. 1575 SF
finished office w/ track lighting. Large, open 1395 SF area w/
12' ceiling and air conditioned. MLS 190847
$275,000
Kankakee. 7,075 SF facility. 5,000 SF clear span showroom w/
vaulted wood beam ceiling. 2,025 shop area w/ 10'x12' drive-in
door. 100% sprinklered. 750 SF mezzanine office area. MLS 190887
$265,000 $248,500
Momence. 84x26 multi use bldg. on commercial corridor, well
suited for office use. Currently divided into 2 separate spaces.
Frontage on main thoroughfare. Priced to sell! MLS 190701
$99,900
Grant Park. 5,500 sq ft facility. Multiple overhead doors for
ease of use. High ceilings. Ideal for operation of business or
storage. On slightly over 1 acre. MLS 191837
$255,000
Kankakee. 18,000 - 80,000 SF for lease. 22' to 24' ceiling
heights, up to 8 docks w/ levelers and 4 drive-in doors.
480/277 volt/400 amp/3 phase power. MLS 191837
$4.50 PSF gross
Bourbonnais. Low new construction rates. Suites available
1,500 SF and larger. High visibility with large 2-story atrium
lobby entrance. Suites available for sale also. MLS 191837
$8.00 PSF NNN
Bourbonnais. For sale or lease. 4,680 SF brick & block bldg.
Great location on busy Rt. 45 in the path of progress w/ add’l
land for expansion. Many uses. MLS 191837
$700,000
Kankakee. Custom built ranch w/ full lookout bsmt. Near
Kankakee St. Pk. 4 BR, 3 BA. Kit w/brfst nook/sun rm, granite.
Mstr Suite w/ Jacuzzi, double sinks, skylight, ceram. shower.
$379,900
Bourbonnais. Spacious 3BR, 2BA brick ranch w/ open floor
plan. Kitchen updated. Good size utility/mud room off garage
with new ceramic tile. Fireplace. Shed. MLS 191616
$187,900
Bourbonnais. Ranch w/open floor plan. Kit w/stone back-
splash, granite counters, maple cabs. Bsmt w/home thea. sys.,
poss 4th BR, rec/family rm. Fenced backyard. MLS 191975
$289,900
Bourbonnais. Brick home on corner lot. 5 car garage. Fin.
bsmt w/BA, bar. Split floorplan; master suite. MBA w/
whirlpool, sep. shower. Open kit & FR w/ FP. MLS 191748
$304,900
Bourbonnais, Prarie Chase Subd. New 2-story w/ 4 BR, 2.5
BA, 3 car gar & full bsmt. HW flooring. Kit w/ custom cabinets.
Master Suite w/Jacuzzi, shower & WIC. MLS 192304
$304,900
Bourbonnais, Prarie Chase Subd. New brick ranch w/ split floor
plan. 3 BR, 2 BA, 2 car gar, full bsmt. HW floors. Kit w/ custom
cabs, isl., pantry. Master Suite w/Jacuzzi, sep shower. MLS 192303
$304,900
Bourbonnais. Neutral colors & lots of space. Partial unfinished
bsmt. Completely remodeled incl: new flooring, fixtures, doors
& trim. New Maple cabinets, ceramic tile in kit. MLS 192597
$239,900
Kankakee. Well maintained 2 BR, 2 BA condo. Outside park-
ing & 1 car det. garage with storage & electric opener. Updated
kitchen. Condo fee Includes water/sewage. MLS 192579
$88,900
www.nugentcurtis.com
www.nugentcurtis.com
Real Estate makes Sense,
Let us help you turn it
into Dollars!
COMMERCIAL
Real Estate makes Sense,
Let us help you turn it
into Dollars!
RESIDENTIAL
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LOTS AND LAND:
Manteno: 80 +/- Acres, $12,000 per acre • Manteno: 224 +/- Acres, $22,000 per acre • Bourbonnais: 75 Acres w/ Preliminary Plat, $50,000 per acre • Bourbonnais: .80 Acre lot on Rt. 45, $300,000
LOTS AND LAND:
Limestone: .70 Acre lot in River Crossing, $145,000 • Limestone: .70 Acre lot in River Crossing, $145,000 • Limestone: .78 Acre lot in River Crossing, $145,000
PRICE REDUCED!
From The Editor | by andrew Wheeler
What is small business?
Is it a dollar amount, the
number of employees, or a
physical description? Some
may say it is a business do-
ing under $10,000,000 a
year in top line, while oth-
ers use $50,000,000 as a qualifying bench-
mark. Regardless of how it is classifed, it
is widely accepted that small business is the
driving force behind the world’s economy.
By far, it is the largest sub-classifcation by
sheer numbers and Gross Domestic Product
(GDP) throughput.
So why is it that so much of the national
economic picture is comprised of big busi-
ness? Why do we have the perception that
it’s the little guys that are stuck in the eco-
nomic vise, each turn squeezing out our
resolve to keep fghting, while corporate
America glides down to Earth in golden
parachutes?
We are the personalities. We are there
on the front lines. We are the ones juggling
home and work, volunteering and coach-
ing. We are the ones who are a bad decision
away from super-sizing somebody’s order.
Why do we do it?
Our dreams. We all have dreams, and
most have a plan to realize them. And that
is why B2B Illinois is here: to provide an-
other brick in the path to your dreams. So
when you realize your dreams, and your
small business is not so small anymore,
remember what it was like to live in today
while dreaming of tomorrow.
And by the way, I work for the Small
Newspaper Group. It’s a family name, an
adjective, and an attitude.
Best,
Andrew H. Wheeler
B2B Illinois Editor
A Rose by
Any other Name
05300820196388
Throughout the year, The Daily Journal publishes Special
Sections and Feature Pages of the newspaper. These annual
sections target lifestyles, address specific consumer needs
and/or feature event information of national and local
importance.
Special Sections and Feature Pages can be a cost-effective
way to reach thousands of readers with a particular interest.
Plus, these sections generally have a longer shelf-life than
the daily newspaper allowing your business' message to be
seen again and again!
SPECIAL SECTIONS
Month Section Publication Date
June Local Business Profiles Thursday, June 5
HBAK Parade of Homes Thursday, June 12*
NEW! A Day in the Life Monday, June 30
July County Fairs Monday, July 14
Bears Extra Thursday, July 24*
The Answer Book Thursday, July 31
NEW! Regional Restaurant
& Delivery Directory July 2008
August Fall Home & Yard Thursday, Sept. 4
FEATURE PAGES
July Childcare Directory Sunday, July 27
Hire-a-Pro Thursday, July 31
August Pick the Pros Tuesday, Sept. 2
Fall Home & Yard Directory Thursday, Sept. 4
*Publication dates are subject to change.
For more information about any
of these Special Sections, contact
your Advertising Consultant or
call 815.939.6642.
GET YOUR POINT ACROSS
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869 W. Jeffery St., Kankakee
815-933-7515 • 815-932-5811
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Bourbonnais, IL 60914
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Larry Mulder, Dave West, Mark Christensen & Jeff Smith.
Come Grow With Us!
The Right Loans, Deposit
Products and Cash Manage-
ment Services for All of Your
Company’s Needs
Tis month I would like to highlight
DCEO’s Bureau of Community Develop-
ment, which administers Te Community
Services Block Grant (CSBG) program. Tis
program was created by the federal Omni-
bus Budget Reconciliation Act of 1981.
Te CSBG program is designed to provide
a range of services that assist low-income
people in attaining skills, knowledge and
the motivation necessary to achieve self-
sufciency. Te program also may provide
low-income people immediate life neces-
sities such as food, shelter, medicine, etc.
Te Illinois Department of
Commerce and Economic
Opportunity (DCEO) ad-
ministers the CSBG pro-
gram in accordance with
federal law and the Illinois
Economic Opportunity
Act. In its administration,
the department places an
equal emphasis on self-
sufciency eforts and pro-
viding relief for the imme-
diate needs of low-income
people. Te state receives
approximately $30 million
annually in CSBG funding
to provide employment,
education, housing and
emergency services to the
eligible population.
How are CSBG
funds distributed?
Federal law mandates
that states distribute their
CSBG funds in the follow-
ing manner:
n Ninety percent (at min-
imum) to the state’s network of Com-
munity Action Agencies (CAAs) and the
Illinois Migrant Council to provide anti-
poverty services in Illinois’ 102 counties
and in the City of Chicago. Te funds
are allocated among the CAAs and the
Illinois Migrant Council according to a
poverty population-based formula. Te
CAAs also receive funding for operation
of a scholarship program, which enables
low-income students to attain additional
academic or vocational education result-
ing in high employment potential.
n Approximately 5 percent to eligible pub-
lic or private organizations for discretion-
ary antipoverty programs or services to
support the CAAs.
n Up to 5 percent for state administration,
monitoring and technical assistance ac-
tivities.
What are Community Action
Agencies?
Community Action Agencies are created
by their local governments as public or pri-
vate entities to serve two primary purposes:
to provide essential antipoverty programs,
and to advocate for the needs of the poor
in their communities. Te CAAs’ required
three-part board of directors is unique,
comprised of local elected ofcials, private-
sector representatives and representatives
of the low-income population. Examples
of programs administered locally by CAAs
include:
n Anti-Drug Abuse
n Economic Development
n Energy Assistance
n Foster Grandparents
n Head Start
n Homeless Assistance
n Housing
n Job Counseling and Training
n Literacy Training and Basic Education
n Outreach and Referral
n Senior Assistance
n Small Business Loan Financing
n Surplus Food Distribution
n Transportation
n Weatherization
n Women, Infants and Children (WIC)
What other organizations
receive funds?
Te Department allocates approximately
5 percent for discretionary funding, in ac-
cordance with the federal law, to provide
supportive services and special projects to
enhance and/or complement community
action agency programs. Although the dis-
tribution may vary from year to year, the
Department provides discretionary fund-
ing to entities that can support the CAA’s
program activities and provide key services
to support low income populations. Te fol-
lowing are examples of such entities:
n Illinois Association of Community Ac-
tion Agencies (IACAA)—for statewide
CAA coordination activities, training,
and technical assistance relating to anti-
poverty programs
n Illinois Ventures for Community Ac-
tion—for statewide job-creating eco-
nomic development in partnership with
the CAA network
n Illinois Community Action Develop-
ment Corporation—for regional and
state-wide low-income housing projects
n Illinois Coalition for Community Ser-
vices—for the promotion of economic
and housing development and advocacy
activities
n Instituto del Progresso—for providing
English literacy training and support
What services are provided
under CSBG?
Illinois’ Community Action Agencies
Around the County with the State of Illinois | by edward s. Piatt
opportunity returns:
Bureau of Community
Development
Continued on page 38
As you all know, our children are tomor-
row’s leaders and there is no better way to
help mold them than to participate in their
learning and development. Te Bradley-
Bourbonnais Regional Chamber of Com-
merce is providing local businesses such an
opportunity through the Adopt-A-Room
Program.
Te Adopt-A-Room Program provides
local businesses with a chance to partner
with area school to help develop the work-
force of tomorrow by allowing a business
owner or a representative to teach the class
about their business and the business world.
Te program requires “Proud Adopters” to
donate an hour of their time each month to
a classroom.
Tis year, as part of the program, I have
had the wonderful opportunity to adopt Ms.
Melissa Heldt’s fourth grade class at Bradley
West and Whitney Weddell’s fourth grade
class at Manteno Middle School. During
our frst meeting in November both class-
rooms were studying government. I had the
unique opportunity to teach the children
about the work I do as a legislator and how
it impacts the people of Illinois. We also
discussed the various levels and branches of
government as well as 'How a Bill Becomes
a Law'. Below is a list of other activities we
participated in this year:
Manteno Middle School:
December—Students participated in a
discussion on community service and how
it ties into the Holiday Season.
January—Linda Stevens from the Hu-
mane Society visited to talk to students
about how to take care of a pet and the im-
portance of animal safety. Linda also talked
about the mission of the Humane Society
and the services it provides.
February—A representative from JR
Short Milling visited to speak with the
students about the food processing indus-
try and how workers spend their days at the
corn milling producer to meet the demands
of food manufacturers around the world.
April—Entrepreneurs Tom Shamblin of
Shamblin Insurance and Toby Olszeweski
of Te Bourbonnais Herald made a class-
room visit to speak with the students about
what it’s like owning their own businesses
and the concept of supply and demand.
May—Te class took a trip to the Kanka-
kee River State Park and had a picnic and a
tour. Tere students learned the history of
the area, geology, and plants and wildlife.
We also walked along the Kankakee River,
Rock Creek Canyon and visited the historic
Smith Cemetery.
Bradley West:
December—Students volunteered at a
Winter Carnival at a local nursing home
and were in charge of monitoring several
games and activities.
January—A representative from the In-
fection Control Department at Riverside
Health Care gave a presentation and activ-
ity on infection control.
February—Steve Magruder from the
Kankakee County Building and Trades
Council made a classroom visit and spoke
about how electricity works.
April—Te class took a feld trip to the
Bradley fre and police stations and had a
pizza party. Students also toured the Brad-
ley Village Hall ofces and learned about
the work of Bradley’s Street and Alley De-
partment.
May—A representative from JR Short
Milling visited to speak with the students
about the food processing industry and how
workers spend their days at the corn mill-
ing producer to meet the demands of food
manufacturers around the world.
Te time I spent with our local school-
children was a wonderful experience and I
hope the students enjoyed it as much and
my staf and I did! To fnd out more about
the Adopt-A-Room Program, please con-
tact Jaclyn Dugan-Roof at the Bradley-
Bourbonnais Chamber of Commerce at
815.932.2222.
Lisa Dugan, state representa-
tive, 79
th
district.
B2B Illinois
Goes Green
in July
B2B Illinois
Goes Green
in July
Does your business sell a sustainable product or
perform eco-responsible services? Don’t miss your
opportunity to promote your product/service to business
decision makers from across a broad geography.
To reserve your advertising space,
contact your advertising consultant at
The Daily Journal:
815.939.6642
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Serving businesses in Kankakee,
Iroquois, Will, Grundy and
Southern Cook Counties
From the Desk of Representative Dugan | by lisa Dugan
The Adopt-A-Room
Program
Closing the Deal
Common Mistakes in a sensitive economy
Last month we wrote about the relative
stability of the market and why a steady
growth pattern is anticipated for 2008.
While our opinion has not changed, we
have noticed a peculiar pattern that has
created some concern about whether some
deals will close.
With prevailing warnings of more rough
waters for the real estate marketplace, those
companies and individuals that are in the
market obviously have done extensive
analysis and thorough consideration before
“pulling the trigger” and tendering an ofer
to lease or purchase commercial real estate.
Often this exercise is painstaking and in-
cludes formal processes that may include
corporate, committee and/or board of di-
rector approval.
Recently we have noticed that the reac-
tion time and papering methods is allowing
some deals to fail as the lack of momentum
allows the buyer or lessee to re-assess the
transaction and “put the bullet back in the
gun.” One particular development is a per-
fect, if not unfortunate, example of a good
deal gone bad because the owner/landlord
failed to keep sufcient deal momentum.
A Fortune 500 company, whose business
model is centered on a 27,000 square-foot
junior box retail store, had tendered a letter
of intent to a client who controlled a premier
property adjacent to a new lifestyle center in
a rapidly expanding south-western suburb.
Te negotiations were slightly arduous, but
certainly not hostile, and we were able to
negotiate a $20.75 per square foot triple-
net lease rate for the build-to-suit/leaseback
which, given the size of the facility, is con-
sidered a premium rate.
When the letter of intent—providing the
targeted lease rate—was fnally received, the
landlord/developer (against our strong ob-
jections) attempted to massage the deal by
making some changes to the letter of intent
that would have no material efect on the
fnancial performance of the transaction.
Also, the interviewing of the architect and
civil engineer was much more comprehen-
sive than necessary, delaying the municipal
entitlement process. Nonetheless, the letter
of intent was ultimately executed and coun-
sel for both parties went to work on drafting
and reviewing the lease document.
Ten the sky fell. Counsel for the lessee
suddenly informed us that, under the terms
of the letter of intent, the lessee was termi-
nating the transaction. What happened?
Tis project required corporate approval,
which was secured prior to execution of the
letter of intent. But after a few months of
languishing, the senior ofcers had time to
reconsider the deal—and the overall cli-
mate—and to “put the bullet back in the
gun.” Later it was acknowledged that, had
sufcient momentum been in place, it was
likely that this deal would have naturally
progressed into a lease and, ultimately, full
development.
Another perfect instance was related to
us recently when an occasional client who
had constructed a 500,000 square foot spec
industrial facility found out about a break in
the deal momentum between a neighboring
property owner (who happened to represent
a large institutional investment fund) and
a national credit tenant. Within hours this
tenacious developer was on an airplane and
in front of the corporate real estate direc-
tors for this prospect and literally returned
home with an executed deal for his entire
building. Te developer had previous expe-
rience with the tenant and made an expedi-
tious deal by duplicating the general lease
format from the prior deal. Tis all occurred
while the counsel for the alternative prop-
erty was hammering out likely-trivial mi-
nutiae. Score one for the agile.
During the frst quarter of 2008, we have
seen frst hand and heard of many more in-
stances where the transaction fell apart be-
cause of a lack of urgency, cumbersome (and
sometimes downright silly) legal wrangling
processes, irresponsible negotiations where
the deal no longer is mutually benefcial,
slow provisions of tenant improvement al-
lowances or other considerations, and many
other dynamics that can slow down deal
momentum.
We maintain our prediction of a prosper-
ous year and continued commercial expan-
sion, but there will be many projects that
don’t get built, leased or sold because the
principals did not recognize that the deci-
sion process by the prospect can be reversed.
Just because the trigger has been pulled
does not mean the bullet cannot be put back
into the gun.
Joseph Perry is president &
CEO of Perry Group, Ltd.
by Joseph Perry
COLOR
If you are in the group of readers that has
implemented lean principles in your organi-
zation, I say congratulations to you. I hope
that your lean journey has given you the re-
sults you had hoped for—and perhaps more
results than you had once thought possible.
If you’ve been on your journey for more
than three years, you have most likely dis-
covered how to keep the momentum going
throughout the organization. For those
of you who have not yet discovered how
to build and maintain the momentum,
let me ofer you some ideas and advice.
Appoint a Lean Champion
Once you’ve made the commitment to
lean, you should consider appointing a Lean
Champion within your organization. What
is a Lean Champion? Tis is a person who
eats, breathes and sleeps lean for your orga-
nization. Tis person looks for opportuni-
ties for improvement and works with em-
ployees to make changes. Tis person tracks
your lean results and communicates them to
the management team and the employees.
Tis person facilitates improvement ses-
sions and trains employees on what lean is
for your organization. Te Champion is a
driver for lean, but is NOT responsible for
its success. Te entire staf is responsible for
success. Te Champion guides the people
down the path to success.
At frst, your Champion might start out
in this role part-time. However, as the lean
momentum spreads throughout the organi-
zation, most management teams realize that
the Champion must be able to dedicate his
or her full attention to the lean initiatives.
If you need to appoint the role of Lean
Champion to a person who has another role
in your organization, make sure the expec-
tations are explicitly clear for this person.
Avoid adding the role and responsibilities
to a person’s current workload and turning
the Champion role into an “as time permits”
job. If you give the role to somebody whose
main passion and frst job is something else,
they will most likely favor the position they
had frst and turn the Champion role into
an optional role. Tis will give the employ-
ees the message loud and clear that lean is
an optional program.
One very important aspect of the Cham-
pion’s role is communicating successes and
failures. People want to be part of some-
thing exciting and productive. When the
Champion touts successes and gives credit
where credit is due, then others become
more willing to join in.
If you are serious about lean, serious-
ly consider appointing or hiring a Lean
Champion. Te money saved through the
improvement initiatives will easily pay for
the additional headcount. By appointing a
Champion to the staf, you give people the
message that lean is a long-term way of run-
ning the business, not an “as time permits”
program.
Eliminate Waste Throughout
the organization
Tere are 15 forms of waste to reduce
and/or eliminate. Tey are:
Authorizations
Conficting Department Goals
Inventory
Order Processing Time
Overprocessing
Overproduction
Purchasing Reorders
Scrap, Rework and Corrections
Searching
Transportation
Underutilized Employees
Waiting Time
Redundant Activity
Wasted Money
Poor Product Design
By regularly initiating waste reduction
and elimination eforts throughout the or-
ganization, you will build momentum for
years to come. So much of our internal
processes are waste. Terefore, taking small
improvement steps every few months keeps
people engaged in the process and builds
their waste elimination skills.
If you’d like more information on the
forms of wastes listed above, feel free to
contact me for a more detailed list.
Create a Process Analysis
Strategy
Very often we venture into continuous
improvement projects after we’ve hit a crisis
moment—a process has failed or a customer
has complained loudly enough to merit an
investigation into the problem with correc-
tive actions as the goal.
What I would propose to you is a much
more proactive strategy. Instead of subscrib-
ing to crisis management, subscribe to pro-
active continuous improvements. Identify
the top 15 to 20 processes in your organiza-
tion. Ten place them on a review schedule
throughout the year. When a process’s re-
view is due, gather the process players and
perform a process analysis to see where the
process is working well and where it needs
help. Confrming where processes are run-
ning well is a great way to give praise to the
employees.
If, for some reason, a process issue comes
up prior to its scheduled review, move the
process analysis up and deal with the prob-
lem. However, take more than a cursory
glance at a process by asking a few people,
“How are things going with process x?”
as your process analysis. Invest a couple of
hours and really pull the process apart, get
feedback from ALL the process players,
and then make improvements. People need
to understand that continuous improvement
is a responsibility of theirs, not an optional
activity, so make sure they get involved.
Te bottom line: create the proactive
schedule and drive improvement initiatives.
Don’t wait until the crisis dictates a review.
improve the Planning Process
Projects very often fail because of a lack of
planning at the onset of the project. When
there isn’t enough planning done up front,
it is usually done later on and at a much
greater cost because it involves undoing and
redoing work that has already been done.
Terefore, set a planning process and
policy in place for everyone in your orga-
nization to follow—no exceptions. Tis
Innovative Management Solutions | by Patrick seaton
going lean, Part 5:
Keeping the
Momentum Going
Proper Planning upfront Lowers Rework Costs
Top 5 Momentum Builders:
1: Appoint a Lean Champion
2: Eliminate Waste Throughout the
Organization
3: Create a Process Analysis Strategy
4: Improve the Planning Process
5: Celebrate Successes
Continued on page 38
In April 2008 there were 3,649,900 on-
line advertised job vacancies, a 16.4 percent
decline from the April 2007 level, accord-
ing to Te Conference Board Help-Wanted
OnLine Data Series™ (HWOL) released
this month. Tis is the second consecu-
tive month of over-the-year declines for
the nation as whole. Even for the six states
that posted gains, the pace of growth has
slowed. In April, there were 2.4 advertised
vacancies posted online for every 100 per-
sons in the labor force, down from a high of
2.9 in April 2007.
“Te weakness in online advertised va-
cancies evident over the last few months
deepened in April and hiring is likely to
continue to be lackluster into summer,” said
Gad Levanon, economist at Te Conference
Board. “April is a month when we normally
see employers increasing their recruitment,
but this year it actually declined. Te lack
of new job opportunities is contributing to
consumers’ feelings of uncertainty and is
afecting their buying intentions. With in-
creasing job worries and rising fuel prices,
the percentage of respondents intending to
take a vacation over the next six months fell
to a 30-year low in the April Conference
Board Consumer Confdence Survey.”

The National-Regional Picture
n 2,591,500 new online job ads posted in
April.
n All Nine Census Regions post over-the-
year declines in labor demand.

In April, 2,591,500 of the 3,649,900 un-
duplicated online advertised vacancies were
new ads that did not appear in March, while
the rest are reposted ads from the previous
month. In April, a month expected to show
a seasonal increase in labor demand, the
number of total online advertised vacan-
cies declined two percent while new ads
rose two percent from March. Te weak
labor demand is clear in the April year-
over-year numbers where total ads fell 16.4
percent and new ads dropped 10.6 percent.
Both declines are the largest over-the-year
declines since the HWOL series began in
May 2005.
Te monthly national decrease in adver-
tised vacancies between March and April
’08 refected deterioration in ads in all nine
Census regions. Additionally, the year-over-
year (April ’07—April ’08) growth rates in
each of the nine Census regions turned
negative in April.

State Highlights
n Alaska posts the highest ads rate in the
country for the eighth month in a row.
n Delaware leads the nation with the low-
est supply/demand rate.

Te number of advertised vacancies de-
clined from April 2007 to April 2008 in
44 states (compared to 14 states in March
2008), and all the states experienced a slow-
ing in the year-over-year growth rate. Te
March employment data released by the
BLS indicates that all 50 states also expe-
rienced a slowing in their year-over-year
growth rate of employment.
States where job seekers are continuing
to see a large number of advertised vacancies
include Alaska, Nevada and Massachusetts.
Alaska posted 4.45 online advertised vacan-
cies for every 100 persons in the state labor
force, the highest rate in the nation. Alaska
has held the number one position for eight
months in a row. Nevada (4.09) and Mas-
sachusetts (3.97) were close behind in the
number of advertised vacancies when ad-
justed for the size of the state labor force.
Half of the top 10 states with the highest
ads rate are along the Eastern seaboard,
and in addition to Massachusetts, include
Delaware (3.96), Maryland (3.67), Vermont
(3.53) and Connecticut (3.48).
Online advertised vacancies in Califor-
nia, the state with the largest labor force in
the nation, totaled 491,400 in April. Te
ad volume in California dropped by over
231,000 ads, 32 percent below the April
2007 level. Te volume of online advertised
vacancies in Texas (309,900) was down 12
percent and ads in New York (268,000)
were down 15 percent from year ago levels.
“Although one cannot infer that the oc-
cupation or geographic location of unem-
ployed persons matches the occupation or
geographic location of the vacancies, look-
ing at the number of unemployed in relation
to the number of advertised vacancies pro-
vides an indication of available job opportu-
nities for the unemployed,” said Levanon.
Using the latest unemployment data avail-
able from the U.S. Bureau of Labor Statis-
tics (BLS) (March data) and computing the
supply/demand ratio (unemployed/adver-
tised vacancies), the states with the most
favorable (e.g., lowest) supply/demand rates
included Delaware (0.93), Maryland (0.95)
and Arizona (1.02). Tis month, there were
only two states where the number of ad-
vertised vacancies exceeded the number of
unemployed (e.g., a supply/demand rate less
than 1.0). Tis is down from last month,
when four states had a supply/demand rate
less than 1.0, and well below the peak of 11
states with a supply/demand rate less than
1.0 in July 2007. For the nation as a whole,
the comparable supply/demand rate for
March was 2.15, indicating that for every
two unemployed people looking for work;
there was only one online advertised va-
cancy.
States where the number of unemployed
persons looking for work signifcantly ex-
ceeded the number of online advertised va-
cancies included Tennessee (3.06), Indiana
(3.54), Kentucky (3.71), Michigan (4.93),
and Mississippi (5.17).

occupational Focus
n Healthcare still leads occupations in
highest demand.

“Many jobs in high demand are also,
on average, among the highest paying oc-
cupations,” said Levanon. Healthcare
practitioners (238,500) and management
(195,800) are the two occupations with the
most number of ads posted online. Accord-
ing to the latest federal hourly wage data,
wages average about $30 for healthcare
practitioners and above $44 an hour for
management. Also in high demand are oc-
cupations in computer and mathematical
(180,400), business and fnancial operations
(173,000), and ofce and administrative
support (170,500).

Metro Area Highlights
n Among the top 52 metro areas, only Ho-
nolulu, Milwaukee and Rochester post
over the year gains.

In April, 49 of the 52 metro areas for
which data is reported separately posted
a smaller number of advertised vacancies
than last year. Te deterioration in the job
market in some of the nation’s largest metro
areas is further refected in comparing the
number of unemployed to the number of
advertised vacancies. Since July 2007, the
number of metro areas with a supply/de-
mand rate of less than one has fallen from
23 areas to ten areas.
Te top metro areas in March as measured
by most advertised vacancies per 100 per-
sons in the local labor force included Austin
(5.40), Milwaukee (5.34), San Jose (5.12),
San Francisco (4.88), and Denver (4.64).
online Advertised
Job Vacancies Fall
Sharply in April
from press release
online advertised vacancies dropped by 715,100
from april 2007 to april 2008.
Job demand is below year-ago levels
in 44 of 50 states.
Full Service Event Planning
PEGGY MAYER
1100 W. Calista, Kankakee, IL 60901
ph: 815-932-7092 • fax: 815-932-7094
[email protected]
Meetings & Events
cover story
Te Small Business Administration
(SBA) reports that an astounding 99.7 per-
cent of employers in the United States are
small business owners. Businesses with
fewer than 100 employees numbered 8.1
million in 2005; 70 percent of those actually
had fewer than fve employees. According
to the SBA, these frms employ half of all
private-sector workers, provide 60 percent
to 80 percent of the net new jobs annually,
pay 44.3 percent of total U.S. private pay-
roll, and produce more than 50 percent of
non-farm private gross domestic product.
And then there is the all-important job
satisfaction factor. Tough they often work
longer hours for less pay, it seems most
small business owners—61 percent—would
not forfeit their independence to make more
money working for someone else. Discov-
er Small Business Watch’s recent survey of
1,000 business owners with fve or fewer
employees found that 46 percent of entre-
preneurs said that they started their own
business to have more freedom or more fex-
ible work schedules, while only 19 percent
of respondents admitted starting their own
company to earn more. Additionally, about
seven in 10 business owners said they do not
want to grow their businesses much larger,
at the risk of negatively impacting customer
service.
The Sole Proprietor Sector
Illinois had an estimated total of
1,121,300 small businesses—those with
fewer than 500 employees—in 2006. Em-
ployer frms totaled 295,300, up 1.5 per-
cent from the previous year. Of this total,
an estimated 98.4 percent, or 290,600 were
small. Self-employment (incorporated and
unincorporated) totaled 597,500, a decrease
from 621,400 in 2005. Non-employer frms
totaled 835,200 in 2005, an increase of 4.2
percent since 2004.
According to the SBA, the vast majority
of small businesses start out as sole propri-
etorships. Simple, informal structures that
are inexpensive to form, these entities are
typically owned by one person, usually the
individual who has day-to-day responsibili-
ties for running the business. Sole propri-
etors own all of the assets of the business as
well as the profts generated by it. Tey also
assume complete responsibility for any of its
liabilities or debts.
In the eyes of the law and the public,
the sole proprietor is viewed as one and the
same with his or her business. Tis struc-
ture stands in stark contrast to a corpora-
tion, which is chartered by the state where it
is headquartered and is considered by law to
be a unique entity, separate and apart from
those who own it.
Sole proprietors can conduct business
by Lisa Wogan, B2B Illinois correspondent • Photography by Melissa Gaug and Kim Carpenter
Jim ridings self-publishes his books out of his
Herscher home offce.
Sole Proprietorship:
an entrepreneurial Foot in the Door
Entrepreneurship: Most recognize it as a keystone in our
country’s development. What many probably do not realize is that it
continues to be a signifcant strength. and, in the face of a weakening
economy—and its attendant corporate downsizing—entrepreneurial
outfts are sure to sustain us once again.
under their own name by simply doing
business, for example, as “Jane Jones.” A
sole proprietor can also do business under
a trade name (DBA). If operating under a
under a trade or “fctitious” name, the sole
proprietor usually is required to fle a “trade
name certifcate” in the city, county or state
where the business is located.
Statistics from the
U.S. Department of
Commerce and the
SBA’s Ofce of Ad-
vocacy reveal that
non-farm propri-
etors’ income, which
is a share of small
business income,
totaled $42.5 bil-
lion nationwide in
2006, an increase of
5.5 percent from the
previous year. Te
most recent census
data for Kankakee
County (2000) show
that self-employed
workers in their
own, not incorpo-
rated, businesses ac-
count for 5.1 percent
of employed persons; home workers, 2.5
percent.
Local Guidance for Aspiring
Entrepreneurs
Ken Crite, coordinator of the Illinois
Small Business Development Center
(SBDC) at Kankakee Community College,
sees a resurgence in entrepreneurship in the
River Valley area. It is a real alternative, he
says, for people who are unhappy with the
job market or merely want to chart their
own course.
Te local SBDC—developed through a
partnership between the U.S. SBA, the Il-
linois Department of Commerce and Eco-
nomic Opportunity, and KCC—provides
low-cost technical and management assis-
tance through one-on-one counseling and
group training for potential and current
small business own-
ers. Crite estimates
that his ofce serves
from 200 to 300 cli-
ents per year.
“We walk with
them from start to
fnish,” he explains,
“guiding individuals
who are in the earli-
est concept stages as
well as those with
established busi-
nesses looking to
expand or improve
operations.” Te lo-
cal SBDC, which
serves both Kanka-
kee and Iroquois
counties, ofers in-
dustry research re-
sources, including
mentoring services; free professional ser-
vices, including legal assistance; and busi-
ness plan and fnancing guidance. Te only
charges incurred, Crite notes, are for special
workshops conducted by outside presenters.
Seminars are regularly ofered on various
topics of interest to small business owners,
including developing a business plan, sales
tax compliance, marketing, recordkeeping
and fnancing. Free business counseling to
new or prospective business owners is pro-
vided by SCORE, a group of volunteers
who have had successful business careers
as company executives or business owners.
Te local SCORE chapter, one of nearly
400 nationwide, is a joint venture between
the Small Business Development Center
and the Kankakee River Valley Chamber of
Commerce.
Crite stresses that potential small busi-
ness owners should be aware of the pitfalls
of their endeavor and plan as thoroughly
as possible while, at the same time, avoid-
ing getting “hung up on technicalities.” He
adds that Kankakee County is very recep-
tive to small business. If individuals are
properly fnanced and prepared, he says,
there’s no reason they cannot achieve suc-
cess. Following are some local individuals
who have managed to do just that.
The Home-based
Sole Proprietor
Jim Ridings is a Herscher-based writer
who has self-published a dozen local his-
tory books over the past 15 years or so, most
recently two volumes of antique postcard
collections, “Greetings From Kankakee
County” (2005) and “Kankakee Makes
Good” (2007). Te U.S. Census Bureau
reports that in 2005, there were 5,974 “non-
employers,” like Ridings, in Kankakee
County, nearly half of which were working
in the construction, retail sales, real estate
and health care/social assistance industries.
Te Bureau adds that while non-employers,
businesses with no paid employees, account
for roughly three percent of all business ac-
tivity in terms of sales/receipts, they account
for nearly three-quarters of all businesses.
Ridings relishes the control that self-
publishing afords. “If I went through a
publishing company,” he explains, “they
might not publish my book at all or they
may change it signifcantly.” With greater
independence comes greater responsibility,
however, a fact Ridings readily admits. As
such, he must devote a good portion of his
time to ancillary tasks like promotion and
distribution, duties a publishing company
would otherwise assume.
In addition, while technological advances
have made self-publishing signifcantly eas-
ier than it was in the past, they have also
boosted the number of independent authors,
thereby increasing competition. “Tere are
a lot of local authors in the Kankakee area,”
Ridings notes. “It’s a challenge.”
Ridings relies strongly on relationships
with fellow small business owners. It is
typically the local concern, he explains,
that has the fexibility and willingness to
distribute his books, places like Busse &
Rieck, Groucho’s Deli, Joy’s Hallmark and
Paperback Reader. He says the red tape in-
volved with distribution at chain stores is
usually prohibitive to a sole proprietor. One
exception for Ridings has been the Kennedy
Drive Walgreens, which faithfully stocks
his works in the same fashion as locally
owned businesses.
According to SBA’s Ofce of Advo-
cacy, in 2002, home-based sole proprietors
earned lower average receipts ($62,523) and
net income ($22,569) than businesses oper-
ated in rented space ($178,194 and $38,243,
respectively). Home-based frms, however,
Sue Legris formed her own business
in order to focus on the personalized
accounting needs of small business clients.
a loyal following at the Kankakee Farmer’s
Market encouraged Diane and Bob labriola
to open rondinella’s italian imports.
Small Businesses Represent
99.7 Percent of Employers
Nationwide
Small businesses with fewer than 100
employees numbered 8.1 million in
2005. According to the Small Business
Administration (SBA), these frms:
n employ half of all private-sector
workers and 39 percent of workers
in high-tech jobs;
n provide 60 percent to 80 percent of
the net new jobs annually;
n pay 44.3 percent of total U.S.
private payroll; and
n produce more than 50 percent of
non-farm private gross domestic
product.
Continued on next page
gained a higher return on gross revenues
compared with their ofce counterparts (36
percent versus 21 percent).
The Specialty Retailer
According to U.S. Census Bureau, those
involved in retailing in Kankakee County
made up 14 percent of the work force in the
year 2000. Rondinella’s Italian Imports,
which opened on Kinzie in Bradley in De-
cember, flls a very specifc niche within that
sector. “Tis area is fabulous for a business
like ours,” owner Diane Labriola explains.
“We’re the only authentic Italian food spe-
cialty shop in all of Kankakee County.”
Labriola saw a need for a business like
hers while working a booth at the Kanka-
kee Farmer’s Market, which featured her
husband Bob’s family’s homemade Labriola
breads. Customers were dissatisfed in hav-
ing to travel north to procure traditional
Italian ingredients and goods. “I viewed this
as an opportunity to provide a real service to
the local community,” Labriola notes.
Tough Diane and Bob each brought
solid experience to the new venture—she,
with an associates degree in business man-
agement and marketing as well as experi-
ence operating a small construction busi-
ness, and he, as a pizza company proprietor
for many years—they sought additional
guidance from the SBDC and SCORE to
develop a business plan specifc to current
market conditions and within their target
industry.
Labriola admits that gaining fnancing
was not a simple matter of going to those
banks that had supported her in the past.
“Some were skeptical of my idea,” she says.
But, her persistence, supported by a realis-
tic, three-year budgetary projection, even-
tually paid of.
By design, a niche business’ top priority
must be customer responsiveness. Tough
she and Bob do have a couple of part-time
employees, Labriola says she is spending
more hours on the job than ever before.
“Ultimately, I’m the one who’s accountable
to meet the customers’ needs.
“It’s a lot of hard work.”
Being a sole proprietor also means think-
ing outside the box in terms of marketing.
Tough the shop does sell pantry stores,
including specialty canned food items, as
well as Italian wines, sausages and cheeses,
a deli ofers ready-to-serve items, like Ital-
ian lunchmeats, raviolis and pizzas, as well.
With those oferings, the business can pro-
vide catering services and party trays as well
as arrange corporate lunches. Te Labrio-
las have not done too much paid advertis-
ing to date. Diane explains that they have,
instead, used this launch time to “work out
any operational kinks.”
Does Labriola have advice for other as-
piring entrepreneurs? “People have to be
willing to jump into it,” she ofers. “Get as
prepared as possible, but be willing to learn
from trial and error as well.”
The Service Professional
Nestled among the fastest growing felds,
fnancial service occupations are projected
to experience growth of from 30 percent to
40 percent by 2016, according to the U.S.
Bureau of Labor Statistics. And, according
to Sue Legris of Bourbonnais accountancy
Legris & Associates, a key to success in this
and similar felds is a long-term outlook
that involves slowly building client trust
and providing superior customer service.
“Every year, my business has grown 10
percent,” Legris reports. “It’s just happen-
ing naturally.”
While that steady growth cannot be at-
tributed to things like large-scale advertis-
ing campaigns, Legris’ success is defnitely
the result of a clear business plan that in-
volves afordably and personally serving
small business clients in the areas of pay-
roll processing, income tax preparation and
general accounting services.
Legris was in her 30s with two children
in 1991, when she landed a job working for
a large, local public accounting frm. Armed
with a math degree, newly achieved CPA
status and copious experience in the fnan-
cial services feld, she had reached what
many view as the pinnacle of professional
success. Legris, however, eventually was
compelled to move on.
“Tere’s still a lot to learn once you have
the CPA,” Legris explains. She says life and
professional experiences can continue to
lead business professionals in new directions
if they are open to the challenge. In her case,
“I saw a need to take care of small business
clients in the way that a larger frm couldn’t,
providing individual focus for a reasonable
fee.” She founded her own frm in 2004.
Tough buying her book of business from
her previous employer allowed Legris to
“hit the ground running,” she faced typical
startup challenges. “Tere are many things
to buy and employees to pay,” she cautions.
“You might not get paid in the beginning.”
Legris started with four employees; she now
has seven, including a part-time CPA and
other paraprofessional staf.
Networking with local civic and profes-
sional groups was instrumental in Legris
building her business. “It takes years to
develop relationships,” she says. Her long-
term involvement with groups like the
Bradley-Bourbonnais Regional Chamber of
Commerce, Zonta and the Rosie Fund, as
well as her position teaching QuickBooks
and other classes at KCC, have helped
Legris build that all-important trust that is
essential for those providing fnancial and
similar services.
She says that sole proprietorship is a great
way to “test the waters” as a businessperson.
“Tere are fewer costs involved,” she ex-
plains. “Once your business evolves and you
start making money, you can always change
to a corporation.” After four years in busi-
ness, Legris recently did just that.
A corporation chartered by the state in
which it is headquartered, notes the SBA,
is considered by law to be a unique entity,
separate and apart from those who own it.
A corporation can be taxed, it can be sued
and it can enter into contractual agree-
ments. Te owners of a corporation are its
shareholders. Te shareholders elect a board
of directors to oversee the major policies
and decisions. Te corporation has a life of
its own and does not dissolve when owner-
ship changes.
A shift in business structure is just a legal
formality for Legris. All services will re-
cover story Continued from page 11
Sole Proprietorship
Pros & Cons
Advantages:
n It is the easiest and least expensive
form of ownership to organize.
n Owners retain complete control
within the parameters of the law.
n Owners receive all income
generated by the business to keep
or reinvest.
n Profts from the business fow
directly to the owner’s personal tax
return.*
n The business is easy to dissolve.
Disadvantages:
n Sole proprietors have unlimited
liability and are personally legally
responsible for all debts against the
business.
n Business owners may be at a
disadvantage in raising funds and
are often limited to using funds
from personal savings or consumer
loans.
n Sole proprietorships may have a
hard time attracting high-caliber
employees or those that are
motivated by the opportunity to
own a part of the business.
n Some employee benefts, such
as owner’s medical insurance
premiums, are not directly
deductible from business income.
Source: U.S. Small Business
Administration
*Any income that is earned from the
business is considered the owner’s
income. The sole proprietorship itself
is not separately taxed on its income.
Instead, the sole proprietor reports
business income and expenses on
his or her own tax return. This means
that the net income from the business
is taxed only once. In contrast, the
income from a corporation is taxed
twice—once when the corporation
is taxed and again when the income
is distributed to shareholders in the
form of dividends.
Small Business Breakdown by Numbers of Employees
source: iDC, “u.s. small Business 2005-2009 Forecast,” 2005
main the same. She also has no immediate
promotional plans, gaining new clientele
almost entirely through word of mouth. “I
don’t really need to advertise at this point,”
she explains. “I don’t want to lose that per-
sonal touch.”
The Franchisee
Aspiring entrepreneurs concerned with
assuming too much risk may consider an-
other option: franchising. A franchise is a
legal and commercial relationship between
the owner of a trademark, service mark,
trade name or advertising symbol and an
individual or group wishing to use that
identifcation in a business. Te franchise
governs the method of conducting business
between the two parties and provides some
business services; the franchisee brings the
entrepreneurial spirit and drive necessary to
make the franchise a success.
According to the International Franchise
Association, a new report from Pricewater-
houseCoopers reveals that direct
economic output of franchises
grew by more than 40 percent to
$800 billion in 2005 from $625
billion in 2001, while economic
output of all businesses grew by 26
percent to $20.1 trillion from $16
trillion. Employment generated by
franchises grew by more than 12
percent to 11 million in 2005 from
9.7 million in 2001, while jobs in
all businesses grew by only 3.5
percent, from 132 million to 136.7 million.
Sisters Vicky Mansberger and Laurel
Gowler are in the fnal stages of laying the
groundwork to open a Dinner by Design in
Bourbonnais. Tere are currently more than
30 locations of the popular and growing, do-
it-yourself food service operation in Illinois.
Serving dual-income families stretched for
time, the corporate website touts, “In just
two hours or less, you can make 12 entrées
or more.”
Te sisters’ backgrounds combined with
our current lifestyle trends seem perfectly
aligned for the venture. “I’m a registered di-
etician and have done some personal chef-
fng,” explains Mansberger. “My sister’s a
graphic artist.” Tough the corporation
covers the accounting and marketing end,
the pair was still able to utilize the SBDC
for legal and fnancing assistance. Mans-
berger, in fact, cites the ready access to local
resources and experts as an important factor
in her business’s startup. “It’s been
a real motivational force.”
For the most part, Dinner by De-
sign’s purchasing, operations and
marketing are standardized, which
Mansberger views as a positive.
“Tat way, customers are assured of
product safety, quality and consis-
tency.” However, because Dinner
by Design places heavy emphasis
on promotion and customer ser-
vice, the business’s ultimate success
relies largely on the enthusiasm and savvy of
its owner(s). Promotional initiatives include:
a corporate delivery program; fundraising
opportunities; rafes and special events;
GERD-friendly meals; gift certifcates; and
a customer reward program.
Te sisters have a target opening date of
June 1, though presentations to corpora-
tions and groups are starting now. Tey ex-
pect to hire 12 part-time employees as well
as a full-time manager.
sisters vicky Mansberger and laurel gowler are set to open a
Dinner by Design franchise in Bourbonnais.
resources/Contacts
Beecher Chamber of Commerce
Contact: Patty Meyer
Phone: 708.946.2261
E-mail: [email protected]
Web: www.villageofbeecher.org
Bolingbrook Area Chamber of Commerce
Contact: Mike Evans, Executive Director
Phone: 630.226.8420
E-mail: [email protected]
Web: www.bolingbrookchamber.org
Bradley Bourbonnais Regional Chamber of
Commerce
Phone: 815.932.2222 • Fax: 815.932.3294
E-mail: [email protected]
Web: www.bbchamber.com
Chicago Southland Chamber of Commerce
Contact: Tammy Matthews
Phone: 708.957.6950 ext.117
E-mail: [email protected]
Web: www.chicagosouthland.com
Crete Area Chamber of Commerce
Contact: Pat Herbert
Phone: 708.672.9216
E-mail: [email protected]
Web: www.cretechamber.com
Frankfort Chamber of Commerce
Contact: Lynne Doogan/Marla Krippel
Phone: 815.469.3356
E-mail: [email protected]
Web: www.frankfortchamber.com
Grant Park Chamber of Commerce
Phone: 815.466.0604
E-mail: [email protected]
Web: www.grantparkchamber.org
Grundy County Chamber of Commerce
Phone: 815.942.0113
E-mail: [email protected]
Web: www.grundychamber.com
Herscher Chamber of Commerce
Contact: Timothy Feller
Phone: 815.426.2131
E-mail: [email protected]
Web: www.herscher.net
illinois Department of Commerce and
Economic opportunity
Web: www.commerce.state.il.us/dceo
State of illinois Business Portal
Web: www.business.illinois.gov/FAQs.cfm
Homer Township Chamber of Commerce
Contact: Shirley Ciferri or Kathy Congreve
Phone: 708.301.8111
E-mail: [email protected]
Web: www.homerchamber.com
Joliet Region Chamber of Commerce
Contact: Russ Slinkard /Janet Contos
Phone: 815.727.5371
E-mail: [email protected]
Web: www.jolietchamber.com
Kankakee County Clerk’s offce
(To register sole proprietorship)
Phone: 815.937.2990 • Fax: 815.939.8831
E-mail: [email protected]
Web: www.kankakeecountyclerk.com
Kankakee Regional Chamber of Commerce
Phone: 815.933.7721 • Fax: 815.933.7675
Web: www.kankakee.org
Lemont Area Chamber of Commerce
Contact: Karen Halper or Dawn Dentzman
Phone: 630.257.5997
E-mail: [email protected]
Web: www.lemontchamber.com
Lockport Area Chamber of Commerce
Contact: Sharon Hannah
Phone: 815.838.3357
E-mail: [email protected]
Web: www.lockportchamber.com
Manhattan Chamber of Commerce
Contact: Sheila Simnick / Glenna Johnston
Phone: 815.478.3811 or 815.693.8998
E-mail: [email protected]
Web: www.manhattan-il.com
Manteno Area Chamber of Commerce
Contact: Lisa Price
Phone: 815.468.6226
E-mail: [email protected]
Web: www.mantenochamber.com
Mokena Chamber of Commerce
Contact: Joann McGowen
Phone: 708.479.2468
E-mail: [email protected]
Web: www.mokena.com
Momence Area Chamber of Commerce
Phone: 815.472.4620
E-mail: [email protected]
Web: www.momence.net/momencechamber.html
Monee Chamber of Commerce
Phone: 708.534.5332 or 708.212.413
E-mail: [email protected]
Web: www.moneechamber.org
New Lenox Chamber of Commerce
Contact: Debbera Hypke
Phone: 815.485.4241
E-mail: [email protected]
Web: www.newlenoxchamber.com
Peotone Chamber of Commerce
Contact: Kim Gromala
Phone: 708.258.9450
E-mail: [email protected]
Web: www.peotonechamber.com
Plainfeld Area Chamber of Commerce
Contact: Liz Collins/Mary Gutowski
Phone: 815.436.4431
E-mail: [email protected]
Web: www.plainfeldchamber.com
Romeoville Area Chamber of Commerce
Contact: Sharon Gooday
Phone: 815.886.2076
E-mail: [email protected]
Web: www.romeovillechamber.org
SCoRE Kankakee Chapter
Contact: Michael Holtzman
Phone: 815.427.9818
E-mail: [email protected]
Web: www.score-kankakee.com
Shorewood Area Chamber of Commerce
Contact: Linda Slabaugh, president
Phone: 815.725.2900
E-mail: [email protected]
Web: www.shorewoodchamber.com
Small Business Development Center; illinois
SBDC at Kankakee Community College
Contact: Ken Crite
Phone: 815.933.0376 • Fax: 815.933.0217
E-mail: [email protected]
Web: www.kcc.edu/biz/empsolutions/sbdc/index.asp
u.S. Small Business Administration
Web: www.sba.gov
Watseka Area Chamber of Commerce
Contact: Carrie Yana / Allison Hudson
Phone: 815.432.2416
E-mail: [email protected]
Web: www.watsekachamber.org
Will County Center for Economic Development
Contact: Missy Snyder/Nicole Puracchio/Megan
Muskovin
Phone: 815.774.6064 or 888.723.7773
E-mail: [email protected]
Web: www.willcountyced.com
Wilmington Chamber of Commerce
Contact: Pam Monson
Phone: 815.476.5991
E-mail: [email protected]
Web: www.wilmingtonchamberofcommerce.org

Workforce investment Board of Will County
Contact: Mary Gajcak, business liaison
Phone: 815.727.5679
E-mail: [email protected]
Web: www.willcountyworkforceboard.com
Declare Your Financial
independence Day
As we get close to the 4
th
of July, you may
be thinking of where you’ll be going to at-
tend a picnic, watch freworks or engage in
any of the other activities that accompany
the holiday. And while it’s always mean-
ingful to commemorate our nation’s many
freedoms, you may want to take this oppor-
tunity to think about another celebration
of liberty—your own “Financial Indepen-
dence Day.”
However, unlike the 4th of July, Finan-
cial Independence Day won’t just show up
on the calendar—you have to work to make
it happen. Here are a few suggestions for
doing just that:
Liberate yourself from debt. You don’t
have to be a free spender to rack up a lot of
debt—the cost of living is high, and some-
times you need to use loans and credit. But
the more money you owe, the harder it is
to achieve fnancial independence, so try
to reduce, consolidate or eliminate as many
debts as possible. You may have to drive that
old car one year longer or postpone that va-
cation until you can pay for it up front, but
these and similar moves may pay of down
the road.
Emancipate your investments. To achieve
your long-term fnancial goals, you need
your investments to provide you with the
combination of growth potential and in-
come that’s appropriate for your individual
needs. To accomplish this, though, these
investments need to be “free” from being
raided constantly to pay for the costs of ev-
eryday life. Tat’s why you should establish
an emergency fund containing six to 12
months’ worth of living expenses. By keep-
ing this fund in a liquid account, you won’t
have to tap into your investments the next
time you have a major car repair, need a new
appliance or face an unexpected medical
bill.
Unchain the potential of your retirement
accounts. Every time you get a raise, boost
your contributions to your retirement plan
at work—i.e., your 401(k), 403(b) or 457(b).
Your money has the potential to grow on a
tax-deferred basis, and you typically con-
tribute pre-tax dollars, so the more you put
in, the lower your annual adjusted gross in-
come will be. But if you’re not contributing
the maximum allowed, or at least as much as
you can aford, you’re putting “shackles” on
the ability of these plans to help you attain
the retirement lifestyle you’ve envisioned.
Free your family from threats to your
income. Without your income, would your
family be able to pay of the mortgage? Or
send your children to college? Or meet any
of the fnancial goals you’ve set? Financial
independence will always be elusive unless
you protect your family from the potential
loss of your income—and that’s why you
need adequate life insurance, especially in
the years when your children are young
and you’re still paying on your house. At
the same time, you may need disability in-
surance to replace your income if you can’t
work due to illness or injury. Your employer
may ofer a disability policy, but it might be
insufcient to meet your needs, so you may
need to add extra coverage.
By taking these and other steps, you can
go a long way toward turning Financial In-
dependence Day from a goal to a reality—so
take action soon.
Tom Vaccaro is a fnancial
advisor with Edward Jones in
Kankakee.
by tom vaccaro
What does “marketing” really mean for
a small business? For you, it might include
events, public relations, trade shows or ad-
vertising. But for other small businesses, it
might mean diferent things, like electronic
newsletters, packaging, postcards—and
even the hats, uniforms or nametags that
employees wear.
In fact, think of marketing not as a single
action but rather a combination of steps your
business takes to identify, attract and retain
proftable customers. As such, marketing is
of vital importance to your business, so you
want to make sure and do it right. And that
means preparing yourself properly before
you spend money on marketing.
If you play a sport, you know that prepa-
ration is vital for success. Ditto for mar-
keting your business. You must be able to
clearly identify what sets you apart from the
competition. Without this knowledge, you
can’t market yourself properly.
Verify the accuracy of marketing in-
formation before you proceed. To prepare
yourself for marketing, create a detailed
profle of your ideal prospect. As you
create your marketing message, aim
it at them and list the benefts
they will receive. Be certain
your marketing message high-
lights the special knowledge
and expertise you ofer.
Look for ways to make the
buying process easier for your
customers. What roadblocks can
you remove? Simplify everything;
eliminate potential interruptions in the
sales process and make decision-making as
painless as possible for your customers.
Put your marketing budget in proper
perspective. You might, for example, think
of marketing as your ace-in-the-hole rather
than merely a “cost.” Try to set a budget and
a pace that lets you market continuously.
Customer memories are short, and they are
bombarded with thousands of marketing
messages and images daily. Your efort must
be ongoing or people will quickly forget.
Match your marketing to your primary
market. If it’s a local market, then that’s
where your marketing focus should
be. Broadly-focused newspaper or
radio advertising, for example, might be the
wrong choice. Instead, consider marketing
neighborhood-by-neighborhood.
A good place to fnd marketing help is
MarketPower.com, a free Web site produced
by the American Marketing Association.
Te site ofers authoritative information on
all marketing topics from advertising, In-
ternet marketing and research, to strategy,
public relations and items specifc to small
business.
To learn more about marketing your small
business, contact SCORE “Counselors to
America’s Small Business.” SCORE is a
nonproft organization of more than 10,500
volunteer business counselors who provide
free, confdential business counseling and
training workshops to small business own-
ers. Call 1.800.634.0245 for the SCORE
chapter nearest you, or fnd a counselor on-
line at www.score.org.
Michael Holtzman is chairman
of the Kankakee Valley
Chapter of SCORE.
Prepare Yourself
Properly Before
Marketing
Ask SCORE | by Michael Holtzman
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THE PROBLEM
Workplace Wellness Programs Pay Off
187 S. Schuyler Ave., Suite 500, Kankakee, IL 60901
Phone 815.936.3580 Fax 815.936.3583 Toll-Free 877.936.3580 www.cibcinc.com
Increase workforce R.O.I. through Wellness Solutions.
Call CIBC—your solutions specialists.
THE SOLUTION
Letters to
the Editor
Job Creation initiatives
Difcult economic times in Illinois his-
tory have been overcome with hard work,
perseverance and government policies that
provide tax relief and promote job creation.
Our current economic situation calls for
similar action.
Te current economic outlook for Illinois
is not positive. In March 2008, Illinois’
unemployment rate (5.5 percent) exceeded
the U.S. unemployment rate (4.8 percent).
Manufacturing jobs lost within Illinois
surpassed 240,000 since 1998 – a signif-
cant 26 percent of all manufacturing jobs
in the state. An independent, non-partisan
February 2008 Moodys’ report on Illinois’
economic outlook indicates that Illinois
will fare worse than the nation as a whole
as the national economy weakens. Te cur-
rent negative economic situation warrants a
concerted State response.
A healthy, vibrant, and stable business
community plays a vital role in our nation’s
recovery from uncertain economic times.
In order to achieve it, government must be
proactive in creating an environment that
reinvigorates Illinois’ economy. At the State
level, the House Republicans are support-
ing the following tax relief and job creation
initiatives to help our business community:
Initiate the Jobs for Prosperity capital
plan. Te proposed $25 billion job creation
and infrastructure improvement plan would
be responsible and fscally prudent, with
funding from both federal and local sources.
Illinois has not passed a capital bill in nine
years, leaving our roads, schools, higher
education facilities, state facilities and mass
transit infrastructure in disrepair. Improv-
ing Illinois’ infrastructure will also improve
Illinois business and job climate.
Oppose Governor Blagojevich’s Pay-
roll Tax. Governor Blagojevich has re-
newed his call for a payroll tax of more that
$1 billion dollars on Illinois employers who
do not pay more that a defned percentage
of their payroll on health benefts. Imposing
additional taxes on struggling Illinois busi-
nesses – both small and large alike – is oner-
ous and counterproductive. Illinois elected
ofcials should focus on measures that pro-
mote economic development, job creation
and regionally competitive climate – not
additional tax increases. My sponsorship
of House Resolution 549 demonstrates my
steadfast opposition to the payroll tax.
Re-adopt a job training expense tax
credit. Te credit would allow employers to
defray the expense of training and re-train-
ing Illinois-based employees. Te previous
Illinois job training expense tax credit of
1.6 percent was eliminated by Governor
Blagojevich in 2004 and has not been re-
instated. My proposal will reduce training
costs, thereby allowing existing employers
to invest in new employees without incur-
ring signifcant training expenses.
Fully reinstate the entire research and
development (R & D) income tax credit.
Originally repealed by Governor Blagojev-
ich in 2003, the credit was only partially
reenacted in 2004. Surrounding states have
much more generous R & D initiatives. Il-
linois policies should focus not only on the
immediate economic slowdown, but also the
long-term challenge of creating tomorrow’s
jobs. My proposal will add full value to the
income tax credit.
Te Tax Foundation, a nonpartisan, edu-
cational organization founded in 1937 in
Washington, D.C., has ranked Illinois’ cur-
rent business tax climate is 25
th
in the na-
tion (1
st
being best, 50
th
being worst), with
neighboring states of Indiana and Missouri
ranked 12
th
and 15
th
, respectively. Illinois
should not sit idle as our economic vitality
erodes with higher taxes and fewer business
incentives. We will be aggressive in replac-
ing Illinois’ substandard business tax cli-
mate with one that is exceptional. My belief
is that the proposals detailed above will ac-
complish it. Empowering our business with
tax relief and job-creating laws will provide
the necessary tools to fnish the task of rein-
vigorating Illinois’ economy.
Please feel free to contact my ofce at
815.254.0000 if you have questions or need
any assistance.
Sincerely,
Tom Cross
House Republican Leader
State Representative, 84
th
District
Illinois House of Representatives
nSubmit your letters to the editor by e-mailing [email protected] or mail to B2B illinois,
attn: Andrew Wheeler, 8 Dearborn Square, Kankakee, iL 60901. Letters may be edited due to space restrictions.
COLOR
As a professional consultant in the feld
of second-language acquisition, I make
my living by ofering my services to mul-
tiple service sectors in the Chicagoland
area. Meeting with clients, going over their
needs and expectations and listening to my
potential clients are everyday activities. I
am often called upon to review proposals
for services and ofer my feedback. After
my initial contact, and within a few days,
I generate a written proposal outlining our
conversation and my services. Tis is usu-
ally followed by several weeks, sometimes
months, or even years, of phone conversa-
tions and correspondence. Hey, if this were
easy, everybody would be doing it!
As I prepare my “customized proposal,”
the question I always ask myself is, “how
much information do I share?” Te stan-
dard training description answers the basic
WH questions—who, what, where, when
and how. Although I give my clients all the
information they require, I am often con-
cerned that this information can be used to
set up training independent of me. My con-
cern is not to give up too much information
or specifcs that can be used to hire some-
one else and have them follow my proposal.
I have heard of some unscrupulous home-
owners getting professional architectural
landscaping designs and quotes, only to
turn around and hire an independent con-
tractor using the other person’s proposal. I
understand that this practice is unethical,
however, it does happen.
Just a Few Pointers
Recently, I was contacted by a former as-
sociate (read: ghost from the past) concern-
ing an ofer by a company to submit a pro-
posal for second-language training. I was
then invited to a cup of cofee to discuss this
in more detail. As I hung up the phone it
occurred to me that this apparently friendly
and innocuous request for assistance was
going to become more complicated than I
originally contemplated.
Te caller was requesting “just a few
pointers” on oral language screening,
course content, selection of texts, and a
rough course outline on how much material
should be covered during a class session,
and that my “material would be returned to
you at a later date.” As I reviewed my notes,
it became apparent that each item is at least
a graduate course unto itself, and that I had
already “sufered through” them in grad
school. I let out a deep sigh.
Divulging Trade Secrets
While I wanted to help out my former
associate, I felt torn by the heavy time con-
straints this would undoubtedly lead to.
Surely, more calls would follow and more
“free consultations.” Helping out is some-
thing that I do as a matter of course; my
students often contact me about my classes,
homework assignments, papers due, and
sometimes just to inform me that they are
running late to class. However, many times
I tell them that two hours before class I
am already in transit and cannot possibly
answer the ofce phone. I still fnd these
phone messages and, of course, e-mails.
I recognized the dilemma that my for-
mer associate was in, and I was struggling
with how to help. A few pointers coming
from me would equate to me giving away
my “trade secrets” of working on a worksite.
After all, I formed my company to do the
exact same things. How much information
do I give this person? How much time is
this going to consume?
The Ethical Considerations of
a Consultation vs. a Freebie
Tis situation also reminded me of a
phone call I received to do a slight trans-
lation sent via e-mail. Te caller indicated
that if I would just tell him what the let-
ter says, he “promises to send” me all the
translations from this business venture.
I informed the caller that all translations
must be paid up front and that I “promise”
to do them as soon as I receive payment. He
never called again.
As a small business owner, revenue
comes from repeat business and, of course,
new contracts only augment my established
monthly income. Sometimes clients contact
me to proof a sign that is going up in the
high volume trafc area by the elevator for
their Spanish-speaking employees or cli-
ents. If the work performed is less than 10
minutes of my time, I do it at no charge. I
know that my QuickBooks trainer/accoun-
tant is going to be upset with me for not
creating an invoice and entering the sale.
Even though generating invoices is not a
complicated matter, I feel that helping out
loyal clients with small favors is good for
business.
Second Language Tips
After more thought, I considered it a
non-threatening opportunity to show good
faith. In order to be successful in teaching
a second language in the workplace, much
more than “just a few tips” is required. I did
not opt to meet face to face, as this would be
time consuming. Instead, I decided to scrib-
ble some notes and send them of. Here are
the basics for teaching English as a Second
Language (ESL) class for the workplace.
ESL Tips for Workplace
Literacy
Give them classroom survival phrases.
a) How do you say _______ in English?
b) How do you spell __________ (in
English)?
c) I do not understand.
d) Please repeat.
e) I am learning English, please speak
slower/repeat.
Practice these phrases again and again.
Have them copy these phrases. Give them
time to copy what you write. Do not talk or
teach while they write. Stay quiet.
When using the text, give examples,
be brief and focus on small sets of words.
Control your vocabulary. Have them work
in pairs. Be vigilant for signs of stress: blank
looks, mumbling, laughter or excessive chat-
ter in frst language.
Identify the fastest learners as soon as
possible. Avoid using them as tutors or they
will drop out; “the class is too basic.”
Pick out eight to 10 words as daily vo-
cabulary. Tis includes function words (am,
are, is, etc.); content words (nouns and more
verbs) will eventually take over.
Teach afrmative, negative and inter-
rogative sentences. Avoid showing the
auxiliary verb “do" until later.
Role model everything. Control your
vocabulary.
Use high energy that is focused on hav-
ing them practice, review and experience
success. Tey are your clients.
Learn to stay passive when they are in
pairs. Do not confuse activity with teach-
ing. Students must do the work. Your job is
to make that happen.
Keep your writing organized. Try not to
write too much. As the hours go by, you can
refer back to what you have covered. Save
the last 10 to 15 minutes to review again.
Give NO homework. Study and practice is
enough (at least for now).
Mix-up, stir and enjoy. Add sugar to
taste.
Dr. Héctor D. López, BEST
Solutions, Inc.
Spanish Language Training | by Dr. Héctor lópez
Just a Few Pointers…
Not Training
nFor information on Fronteras, a monthly
Spanish-language newspaper serving
Kankakee, Will, iroquois and Grundy Counties,
contact Blake Naylor at 815.802.5080 or e-mail
[email protected].
Marketing folks and statisticians com-
pile all kinds of interesting facts to share
with the population at large. Here are some
of those statistics and facts related to or-
ganization. Something to think about, for
sure!
Cost of Disorganization
n Twenty-three percent of adults say they
pay bills late (and thus incur fees) be-
cause they LOSE them!
n Executives waste six weeks per year
searching for lost documents.
n An enterprise employing 1,000 knowl-
edge workers wastes $48,000 per week,
or nearly $2.5 million per year, due to an
inability to locate and retrieve informa-
tion.
n It costs $120 in labor to track down a
misplaced document, or $250 in labor to
recreate it.
n It costs about $25,000 to fll a four-
drawer fling cabinet and over $2,100 a
year to maintain it.
n 100,000 – the number of deaths each
year caused by information errors or
lack of information. (Tis is the ULTI-
MATE cost of disorganization.)
Clutter
Pareto’s Principle (Te “80/20” Rule):
80 percent of what we keep, we never use.
Tis applies no matter what the item – pa-
perwork, clothing, tools, recipes, etc. Tis
is something to ponder the next time you
consider cleaning out your fling cabinet or
closet! It IS okay to let stuf go!
E-mail is increasing print volumes by 40
percent. Paper use is growing six to eight
percent each year.
Te document for the Boeing 747 weighs
more than the plane itself!
Mental Clutter/Multi-Tasking
Managing two mental tasks at once re-
duces the brainpower available for either
task.
Workers’ productivity decreases by 20
percent to 40 percent every time they multi-
task or “task switch.”
Subjects in a test were asked to listen
to sentences while comparing two rotat-
ing objects. Even though these activities
engage diferent parts of the brain, the
resources available for processing visual in-
put dropped 29 percent if the subject was
trying to listen at the same time. Te brain
activation for listening dropped 53 percent
if the person was trying to process visual
input at the same time.
Productivity/Effciency
On average, interruptions occur every
eight minutes (six-seven per hour) and last
about fve minutes. In eight hours, that
equals 50 interruptions, or 250 minutes, or
just over four out of eight workday hours.
A planned phone call takes seven min-
utes, unplanned takes 12 minutes.
Aesthetics/Perception
Seventy-three percent of those surveyed
said their impression of colleagues was in-
fuenced by the way their desks were orga-
nized.
Seventy percent of those surveyed be-
lieved that workers with messy desks were
perceived as less career-driven than their
fastidious counterparts.
UPS and GM implemented clean desk
policies in 2002.
Decluttering
Seventy-four percent of one study’s par-
ticipants said they spring clean because
they are tired of clutter.
IKEA did a survey of customers in
which 31 percent reported they were more
satisfed after clearing out their closets
than they were after sex!
Please note: Te sources for these statis-
tics are too numerous to list, but are avail-
able upon request.
NEXT MONTH: “Ask the Organizer”
questions are answered (personal or profes-
sional). Submit questions to karen@orga-
nizeitillinois.com by June 15.
Karen McGregor is a
professional home and
business organizer and public
speaker for Organize It!
Organize It! | by Karen Mcgregor
The 80/20 Rule
and other interesting organizing
statistics
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Rail offers Surprising
Growth opportunity
in transportation sector for
Manufacturers
An economist for the fabricating and
metalworking industry has sifted through
the current fnancial rubble of surging oil
prices and transportation sector woes to
fnd a major growth opportunity for manu-
facturers – the rail business.
“Although in general the transportation
arena has been hit hard by the economic
downturn and many traditional areas are
in some distress, one surprise in this sector
is the rail industry with a solid expectation
for growth given the realities of fuel costs,”
says Dr. Chris Kuehl, economic analyst for
the Fabricators & Manufacturers Associa-
tion, International (FMA). Kuehl made his
comments in the current FMA economic
update newsletter Fabrinomics.
“Te surging demand for food commodi-
ties has been and will continue to be a boon
for the rail sector. So is the demand for
cleaner burning coal,” Kuehl says. “In re-
sponse, the major freight rail operations are
discussing expansion and the need to buy
more rail cars, specialized yard equipment
and even the rail itself.
“Tere also is renewed interest in provid-
ing urban transportation alternatives, and
that usually means some kind of light rail
system. Te rise of gas prices to current lev-
els begins to make mass transit more popu-
lar and many communities are rushing to
‘get on board,’” he adds.
For companies involved in metal fabri-
cating and related industries, these trends
“provide some dramatic new opportunities
for rail and other infrastructure needs, as
well as the machines and carriages provid-
ing the transportation,” Kuehl says. “By all
accounts, this will be a feld that grows ex-
ponentially in the years to come.”
Based in Rockford, Ill., the Fabricators &
Manufacturers Association, Intl. (FMA),
is a professional organization with more
than 2,300 members working together to
improve the metal forming and fabricating
industry.
from press release
Tink for a moment about your most
comfortable pair of blue jeans. Chances
are they’ve got a Levi’s® tab on the back
pocket.
Levi Strauss & Co. has a long heritage
of American quality, going back to when
Bavarian immigrant Levi Strauss himself
began to make tough, high-quality jeans
for the working men of the old West in
the late 1800s. Today, the brand has many
styles of apparel and merchandise, and is
headquartered in San Francisco, the very
place where people frst came to appreciate
Levi’s® quality.
Levi Strauss & Co. is well-known in the
apparel industry for being one of the truly
great places to work. Compensation is com-
petitive, and turnover is far below the in-
dustry average. Tey work hard, play hard,
and live the company standard wherever
they go. Tey are true company patriots.
For the record, my defnition of a com-
pany patriot is a team member who speaks
proudly of the work they do, supports and
defends their company, and avoids acts
that would cause harm to the organization.
Many companies try to create that kind of
culture, but wind up falling short.
What goes into creating a Levi’s kind of
culture?
I met Pat, one of Levi’s regional merchan-
dise coordinator managers, on a fight back
from San Francisco. She had just enjoyed
a two-day company training and planning
meeting that included a Giants’ baseball
game in the Levi’s® Landing section of the
ballpark, which LS&CO. sponsors.
I asked her about the company patriotism
she obviously has. How does it start? What
goes into creating a culture of success?
“It starts by understanding our histo-
ry,” she began. “People need to know that
they’re a part of a heritage of excellence, and
so each employee learns the history of the
brand and what’s behind it. It’s not just a
company, it’s an American icon of quality
and value. Everything we do needs to refect
that. It’s the knowledge that you’re part of
something much larger than yourself, but as
an individual, you still feel you can make a
diference.”
It’s great to have a his-
tory like that, I said. But, I
wondered what the secret is
to maintaining that kind of
patriotism even if you don’t
have a rich history.
“I believe much of it is in
human resources,” Pat said.
“Hiring the best talent and
investing in them—through
coaching, training and com-
petitive compensation—is
huge. A large part of our
culture is understanding our
dedication to each other, and
also understanding the work
ethic that’s involved. It’s also
being able to work collab-
oratively to achieve greater
results. You put your all into
the job, and the job pays you
back. Not everyone fts into
a culture like that.”
Pat does a good deal of
interviewing, and she has
several questions she likes
to ask candidates. “One of the questions is,
‘Why do you want to work for Levi Strauss
& Co. versus another company?’ It’s im-
portant to me that people come in with an
understanding of our heritage, culture and
how they ft.”
She said that the LS&CO. culture starts
at the top. “Our leaders stay connected with
employees in all areas of our business. Every
meeting I attend, you can count on at least
one member of our leadership team being
there and keeping us up-to-date and moti-
vated regarding our goals. Tey encourage
open and honest feedback from their audi-
ence, and we never let them down. I try to
emulate that as the leader for my team.”
When you hire someone on your team, I
asked, how quickly do you know if some-
one’s not going to work out?
“I know within the frst 90 days. Te
question to ask isn’t whether they’re a nice
person or not. Te #1 rule as a manager of
people is making the decision, ‘Are they ca-
pable or not capable?’ I will spend all the
time necessary to bring someone that’s ca-
pable up to speed; however, if they’re not
capable, we need to take action, quickly.
It’s not good for business, for the team, and
frankly, for the individual. Tese are the
most delicate and difcult situations for me.
However, if handled carefully, the individ-
ual realizes it for themselves.”
What else goes into a culture of success?
“A big part of our culture is our commit-
ment to giving back to our communities,”
Pat explained. “We have something known
as ‘501 Community Day.’ It’s actually in
honor of our original Levi’s® 501® jeans, so
we used that brand to create a special day,
May 1. All employees are encouraged to
devote this day to participating in a com-
munity service project; help our local food
pantry, serve at our local homeless shelter,
or any other non-proft organization. Each
employee gets to choose what they do them-
selves or as a group. Te company also gives
these organizations grants on behalf of our
service.
“It allows us to help others and to give
back, but I think it does something more.
It brings us closer together as a team, and
as a company. It also makes us more ap-
preciative of what we have, both in our jobs
and in our family lives. I love working for
a company that has those kinds of values,
and I don’t mind going the extra mile for a
company like that.”
As you look at your company culture, ask
yourself these things:
What are our hiring and training pro-
cesses?
Are there standards in place that allow
only those who ft to eventually become a
part of our company?
How’s Business? | by Bill guertin
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Continued on page 39
Business recruitment Fundamentals:
How to onboard More
“A” Players
“All Aboard!” — Don’t you just wish that
hiring new employees was that easy? Un-
fortunately, it’s such a challenge today that
in a recent national survey, over 30 percent
of CEOs said up to half of their employ-
ees are a poor ft for the job. What’s more,
putting the wrong person in the wrong po-
sition just to fll the vacancy can have dire
consequences to your organization in terms
of poor employee morale, low productivity
and lost opportunities. Te impact to your
company’s bottom line can be staggering.
Te good news is that companies can
drastically improve their workforce quality
by adopting a proactive mindset and con-
sistently using the right hiring procedures.
Of course every company is always looking
for good people, but the employees who are
considered “A” players are usually work-
ing elsewhere—and happily—so they’re
less likely to be seeking greener pastures.
So if your company’s recruiting strategy
isn’t well developed, you’re basically hiring
other companies’ “B” and “C” players. True,
an occasional “A” player will walk through
your door, but you’re more likely to fnd that
elusive diamond through the establishment
of solid, consistent recruitment processes.
A multi-layered, robust, recruiting pro-
cess must be rooted in proactive, versus
reactive, recruiting. In today’s world, many
companies have the risky tendency of wait-
ing until a job opening occurs to initiate an
emergency job search—reactive recruiting
at its worst! In a rush to fll the open posi-
tion and lacking constant, solid recruiting
procedures, the company is more likely to
take a less-qualifed candidate or, in some
cases, whoever shows up frst.
Plan Ahead with Good Job
Descriptions
Avoid such dire measures by establishing
a very structured and systemized selection
process well ahead of when your company
actually needs it. Tis begins with writing a
job description before the actual recruiting
process. A good job description includes:
the job’s purpose, a detailed breakdown of
responsibilities, to whom the new person
will report, ways to measure the person’s ef-
fectiveness, the job’s vital factors, how the
person will spend their time, their author-
ity within the company, and the required
competencies, background and experience.
Te job description also drives your inter-
viewing process and questions, as well as
the employee’s training plan. What’s more,
writing a job description before recruiting
forces you to think through the position and
the competencies of the person you need; it
becomes the blueprint for the success of the
job and the person you hire.
Determine the interview
Game Plan
Once you’ve attracted the top can-
didates, you need an interview game
plan. Considering what’s required
and wanted in the new hire, what
are you truly looking for in an
ideal employee, and how do these
attributes relate to what’s needed
for the position? Also, if given
the opportunity, what compe-
tencies would your internal or
external customers look for from your em-
ployee to serve their needs? Whatever these
competencies are, the candidate you choose
must have them.
Your interview game plan must also in-
clude a robust selection process. Tis en-
ables you to evaluate the potential hire in
diferent ways. For example, you may need
to conduct several interviews, and will want
to do background check(s) at the very least.
Focus on Professional
Development
After successfully hiring an employee,
the next step in the recruitment process is to
develop this person via ongoing coaching,
training and planning that will enable his
or her professional growth. Unfortunately,
most companies have no structured on-
boarding plan for new personnel. By solely
focusing on bringing someone “aboard the
bus,” they forget to follow through with
important ongoing training and develop-
ment. If this is happening at your company,
you’re signifcantly reducing your retention
odds. And if that new recruit is one of
those rare “A” players, the loss is even
greater.
Te frst 90 days of employment are
critical to the long-term success of
the new employee. Terefore you
should develop and implement
a 90-day training plan to secure
the employee’s place within the
organization and facilitate his or
her improvement. You can vary
this training based upon the new
employee’s level of experience
with your existing systems. But
it’s important to train this new hire
on business practices, how your
company functions and how these
ft into the organization, too.
Key to the success of this 90-
day training plan is using a men-
toring team consisting of a peer,
manager and support person. Te
mentoring team should meet at
least monthly to give feedback to
the new hire, ensure he or she has
someone they can go to with ques-
tions, and enable their success at
adhering to the 90-day training
plan.
Establish Expectations Now
Also during this time, it’s critical to set
clear, result-oriented goals. Why? Because
setting these requirements will communi-
cate company expectations and accountabil-
ity for results, ensure that the new employee
understands the company’s priorities, and,
most importantly, measure whether he or
she is the right person for the job. Once the
employee successfully completes the frst 90
days, you’ll need a six-months-to-one-year,
personal-development plan to facilitate his
or her advancement and growth. Focus on
consistent improvement and job-perfor-
mance strengthening.
incorporate the Current
Business Plan
Finally, do you have a well-developed,
current business plan? From day one, such
a plan helps new employees understand the
company’s direction and the role they play
in it. Based upon the business plan, your re-
cent hire should also grasp the company’s
vital factors—the unique set of critical ele-
ments that can either hold a company back
or propel it to success. Each employee should
be assigned personal vital factors that sup-
port the company vital factors—an exercise
that creates that crucial strategic alignment
within your organization.
Following these fundamental strategies is
a sure way to onboard those “A” players and,
more importantly, keep them aboard the
company bus. With the right team in place,
you’ll fnd it’s easier to retain those good
workers, maintain strong company morale
and meet your business’ goals.
Lee Froschheiser, president
and CEO of Management
Action Programs (MAP)
Consulting, works with many
premiere business leaders
and companies nationwide.
Lee is also co-author of the best-selling
book, “Vital Factors, The Secret to
Transforming Your Business—And Your
Life.” His consulting frm specializes in trans-
forming companies, and accelerates the
performance of people, teams and
organizations. Clients include WebEx
Communications, Cold Stone Creamery, Los
Angeles Clippers and KIA Motors.
by lee Froschheiser
n Focus on creating a
systematic, well thought
out, proactive recruiting
process.
n Formulate a good job
description to serve as a
blueprint for the job.
n Establish a solid business
plan that outlines how
many and what kind of
people you need to hire.
n Onboard new recruits
using a 90-day mentoring
plan with a 90-day training
period, measurable 90-day goals
and a mentoring team that meets
monthly to ensure the new hire’s
success.
n Have a development plan ready
(once they complete their 90-day
training plan) to help them grow
over the next year.
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Considering society’s bottomless access
to information, our non-stop exposure to
stimuli beamed from around the world, and
the unsettling aspects of a modern life lived
in a global village, Heraclitus’ observation
rings truer than ever. Every day we do our
best to manage as much uncertainty out of
our lives as possible, but in the end, we can
only control so much.
Te “constant of change” is what gener-
ates the unrelenting stress in our lives. It
gives us the sense that our well-being is
under constant threat. When you feel this
threat, the hypothalamus area of your brain
revs like a hot rod; hormones secrete, the
nervous system engages. Adrenaline hits the
bloodstream like a fuel injection. Excessive
cortisol is discharged into the body produc-
ing – if the infomercials are true – stubborn
extra pounds. We never hit the “of” button
and our “fight or fght” reactions become
unremitting, resulting in the inability to
cope with trivial matters and limiting our
efectiveness to deal with change, re-ignit-
ing the cycle.
But why is it some people act consistently
strong in times of inconsistency? Why do
some remain resilient despite negative odds?
Why do some emerge as leaders despite the
pressure?
Some people seem to be more “ready” to
both avail themselves of change and grasp
opportunity amidst chaos, while others
– equally afected by circumstances – are
left paralyzed and diminished.
Great leaders throughout history, and
spiritual and intellectual thinkers through-
out time, speak to a type of thinking that
transforms the soul into one of peace, cour-
age, purpose and bearing. Privilege and
adversity strike indiscriminately, but those
who face it using core beliefs and thought-
patterns motivate themselves to win and
succeed.
READY Tinking is a framework that
produces infuential action and enables an
individual – or an entire organization – to
get motivated and take action in the face of
both challenge and opportunity. With this
model, you are able to tackle tough prob-
lems, fourish in times of turmoil and to be
more capable of moving through change
rapidly. READY is an acronym that out-
lines a fve-step process to bring leadership
into times of uncertainty:
R – Reality
Reality requires you to defne the situa-
tion in uncompromisingly clear and concise
terms for yourself and the people around you
– the most essential step in READY Tink-
ing, and the hardest. Why? Very few people
like reality. Governing your life is about
choosing, but the old adage is true: People
want their cake and to eat it, too. Yet, the
common practice of expending emotions
and energy on things that aren’t real is the
direct opposite of being ready. Te philoso-
pher Santayana said it best, “One real world
is enough.” First step in defning reality:
Stop playing the “what if ” game. When you
hear yourself – or someone else – say things
like “What if…” or “If only…” or “I should
have, would have, or could have…” you’re
wasting time and emotion on things that
aren’t real. Stop!
E – Enlarging
Enlarging is about giving yourself, and
those you lead, an inspirational energy-in-
ducing vision much larger than the task at
hand, and much bolder than the situation
warrants. Human beings want to feel part
of something bigger than themselves. Tey
want their work to be important, valued,
and to make a diference. First step in en-
larging: Ask the question, “What’s in it for
me?” While this may sound self-centered,
it actually helps to frame your “self talk”
and to fully appreciate the larger purpose of
your efort.
A – Accountability
Accountability requires authentically
taking responsibility for your actions and
for the leadership you give to others. People
will want to join your team when they be-
lieve the journey you lead them on will be
worthwhile, the destination you take them
to will be important, and that your leader-
ship can get them there. Blow the account-
ability bond, and don’t look back; your team
will be long gone. First step in accountabil-
ity: admit, apologize and acknowledge. Ad-
mit you caused the problem, apologize for
it, and acknowledge your role in fnding a
solution.
D – Durability
Durability allows you to persist through
tough times, fnish the job and value the
beneft of sweat and toil. Durability is the
ability to stick with something through
good times and bad, victory and heart-
break, happy emotions and sad ones – this
is the most powerful attribute of a READY
Tinker. Durability is stronger than talent,
better than luck, more real than potential,
and more valuable than intellect. Durability
is the value that has delivered every good
thing in your life. First step in durabil-
ity: When faced with what appears to be
a daunting task or major setback, focus on
one small action that moves you forward.
Ten focus on the next small action. Small
steps allow you to surmount what initially
appears to be insurmountable.
Y – “Yes” Attitude
A “Yes” attitude means you take what
you do seriously, but you don’t take your-
self seriously. Having fun and enjoying your
work pays dividends, and people – friends,
co-workers and clients – want to be part of
the energy. How do you get people to join
you on the “Yes” attitude bandwagon? At-
tract them with optimism and confdence.
First step in “Yes” Attitude: Nourish your
brain with a positive diet. Instead of that
frebrand talk show, listen to motivational
music instead. Read an inspirational book
before going to sleep instead of watching
the morbid nightly news. Learn a foreign
language on the way into work; when some-
one asks about your commute simply say:
“Magnifco, grazi!”
Do you remember a time when you felt
READY? In all likelihood, there were
many unknowns when you went through
the change. But despite a nervous energy,
you were inclined to do something, to move
forward, to take the lead. You were conf-
dent and resolute. Chances are, you are a
leader in some aspect of your life – at work,
at home, at school, or wherever you hold
infuence – so wouldn’t it be worth it to be
READY more often? Being READY is
facing down obstacles and changing events
with infuential action.
John Baker, a speaker and
founder of READY Thinking,
LLC, has helped hundreds of
organizations achieve success
by adopting a practical
framework of thinking during
times of change and opportunity. He
has over 20 years experience, with compa-
nies including American Express and
Ameriprise Financial, as a senior execu-
tive specializing in sales, client loyalty and
customer service. John is author of the
forthcoming book, “READY Thinking – A
Framework for Action in Times of Change.”
Leadership in the
Face of Change
by John Baker
“the only constant in the universe is change.”
greek philosopher, Heraclitus – 2,500 years ago
A young entrepreneur was recently re-
viewing his own natural talent patterns as
revealed in a comprehensive psychometric
tool. He had exceptional behavioral and
motivational energy as well as having one of
the highest empathetic outlook scores ever
seen (9.8 out of 10).
What most people
wouldn’t give for
some of his energy!
However, as with
many up and com-
ing entrepreneurs,
he was great at get-
ting things started
and extremely frus-
trated with trying
to get things fn-
ished. Te young
entrepreneur real-
ized that in order to
fulfll his potential,
he needed to build a
much stronger sup-
port team to execute
more efectively on
his ideas.
Tis entrepre-
neur currently
owns three difer-
ent businesses and
has enough ideas
to start several more. What is important at
this juncture is building a support team that
is diferent from him – folks who don’t like
to initiate new projects but who will enjoy
implementing, nurturing, and optimizing
the ideas that have grown into businesses
already. Te question he had (like so many
others do) is: “But how do you do that?” In
what may seem too simple to be considered
anything other than obvious, the response
is: “Know the job, know the person, then
manage for success.”
Know the Job
What are the primary activities of this
job? Interaction with lots of people? Versa-
tility? Working in a competitive environ-
ment (whether competing against a goal
or winning against competitors)? Frequent
change? Maintaining an organized work-
place? What are the activities that make up
the majority of time spent in this job when
it is done right?
What are the primary intrinsic rewards
of this job? Of course, everyone wants a
paycheck, but what else does this job re-
ward? Helping other people? Learning new
things? Creating and maintaining order?
Or, is the greatest reward creating lots of
money or some other measurable result?
Every job rewards something, so what does
this job reward most?
What common sense or good “business
judgment” does this job enlist? Does it de-
pend on someone who focuses on practical
results, organizing things, seeing how things
ft together or compare with each other? Is
it asking for someone who thinks deeply
and spends most of his or her time manag-
ing concepts, ideas,
or strategies? Or, is
this job asking for
someone who is an
exceptional judge
of other people and
who can infuence,
lead, understand,
and develop others?
Know the
Person
Using the same
road map for un-
derstanding the
job, owners/man-
agers should be able
to develop a deeper
and more benef-
cial understanding
of the ideal person
for the job. What
activities does the
ideal candidate
enjoy most? Inter-
action with others
or space and time to work with a singular
focus? Completing routine tasks or lots of
irons in the fre? Troubleshooting or pre-
dictable project management? Organizing
fles and systems or always moving forward
in the midst of chaos? How does this relate
to what the job is asking for?
What motivates the candidate? Creat-
ing wealth? Helping others? Learning new
things? Working according to a set of prin-
ciples? Being in charge and controlling the
destiny of others?
What common sense, or business judg-
ment, does this person bring to the job? Is
he or she more efective as a thinker? Is he
or she quick at comparing several practi-
cal alternatives, understanding how things
work, and adjusting to create the desired
results? Or, does the candidate most efec-
tively understand the needs of others? How
does this relate to what the job is asking for?
Is someone being put in the position that is
a natural ft, or are we asking him or her to
come to work and check his natural talent
and motivational inclinations at the door
because that is what the job requires?
Manage for Success
Once an owner/manager has a crystal
clear picture of the activities, rewards, and
evaluative judgment of the job and under-
stands how the candidate fts or doesn’t ft
with that picture, it is possible to develop a
unique new approach to managing for suc-
cess. By leveraging those parts of the job
that will come naturally and learning how
to navigate the rough spots that don’t line
up, there is a better chance of supervising
the work and the person for greater perfor-
mance and fulfllment. Who wouldn’t want
a relationship with an employee where all
you have to say is, “go do your thing!” and
high performance is the result?
In order to achieve optimal efectiveness
in hiring and management, entrepreneurs
have to accept that not all jobs or all people
are the same. Jobs ask for specifc activities,
motivations, and judgment. And people
bring unique behavioral preferences, mo-
tivational biases, and evaluative judgment
patterns to their jobs. By having a clear pic-
ture of the job and what constitutes superior
results, then having a clear picture of where
a person fts with what the job is asking for,
business leaders can begin to “manage to
win” instead of doing what most supervisors
end up doing with their employees, “man-
aging not to lose.”
It is said that diagnosis is often, “90 per-
cent of the cure.” As the entrepreneur real-
ized, he often made hiring decisions feel-
ing like he was playing roulette. He put an
ad in the paper, started looking at resumes
and hoped the resumes gave him some clue
about whether a person was capable of do-
ing what he wanted. Some companies will
take the extra efort to call references, do
some background checks, and all of this to
set the stage for an interview where the re-
search indicates most interviewers decide in
the frst 30 seconds whether or not they like
the candidate. In better companies, hiring
managers may do a reasonable job of vetting
the resume and validating what the candi-
date can actually do. However, great hiring
is about developing a deep understanding of
what the candidate is most likely to succeed
wildly in doing.
Most entrepreneurs view hiring, super-
vising and managing as something other
than primary work – it is a means to an
end, almost a necessary evil, rather than a
critical part of fulflling their entrepreneur-
ial dreams. Tey rarely recognize that how
they understand the job and the candidate
may be one of the most important factors in
their future success.
Ron Price is the founder and
CEO of Price Associates, a
company dedicated to
helping business leaders and
entrepreneurs solve problems,
identify solutions and
implement change in strategy and perfor-
mance. Ron is also the author of “Finding
Hidden Treasures,” a series of essays with
action steps to aid readers in mining their
own inner talents. As the former president
of the AIM Companies, Ron directed the
strategic, marketing, compensation and
incentive planning, as well as feld training
and operations.
Enterpreneurial Hiring
by ron Price
Searching for Polished Professionals?
YOU NEED
The Recruitment Specialist
for all your hiring needs
Ask about our MULTI-MEDIA RECRUITMENT PACKAGE
Call Terry Atkins
at 815-802-3888
[email protected]
As the economy continues to contract,
small business owners are seeing a 20 per-
cent or more decrease in sales, while whole-
sale prices increase and margins shrink.
If you are going shopping, be sure to buy
as much as you can from local small busi-
nesses.
Te three-month moving average, CF-
NAI-MA3, increased to –0.86 in March
from –0.92 in February. Tis negative value
suggests that growth in national economic
activity was below its historical trend. In
addition, March marked the fourth consec-
utive month that the three month moving
average was very near or below the –0.70
threshold. A CFNAI-MA3 value below
–0.70 following a period of economic ex-
pansion indicates an increasing likelihood
that a recession has begun. With regard
to infation, March’s three-month moving
average indicates low infationary pressure
from economic activity over the coming
year.
Te Chicago Fed Midwest Manufactur-
ing Index (CFMMI) decreased 0.7 percent
in March, to a seasonally adjusted level of
107.6 (2002 = 100). Revised data show the
index decreased 0.8 percent in February,
to 108.4. Te Federal Reserve Board’s in-
dustrial production index for manufactur-
ing (IPMFG) was unchanged in March.
Regional output in March was 0.6 percent
higher than a year earlier, below the 1.4 per-
cent increase in national output.
According to the Michigan Retail Index,
a joint project of the Michigan Retailers’
Association (MRA) and the Federal Re-
serve Bank of Chicago, 28 percent of retail-
ers increased sales in March over the same
month last year, while 54 percent recorded
declines and 18 percent saw no change. Te
results create a seasonally adjusted per-
formance index of 35.6, down from 42.2
in February and the lowest for any month
since February 2003. For March 2007, the
index was at 49.0.
Looking ahead, 54 percent believe their
sales will increase for April through June,
while 25 percent forecast declines and 21
percent project no change. Te results create
a seasonally-adjusted outlook index of 59.6,
the highest since last October. For March
2007, the index was at 57.1.
Te SBA 504 loan, a 20-year commer-
cial mortgage, is based on the 10-year trea-
sury yield. A spread of approximately 2.33
percent is the current trend, mixed and in
correlation with the Russell 2000 small cap
index.
Over the last three months, the Russell
2000 has rallied and may indicate that in-
terest rate cuts were having a positive afect
on capital infows into small business.
Mark Norris, OPM Business
Financing, Inc.
I don’t need to remind you we are in a
hard economic time, with many small busi-
nesses feeling the pinch. Tis is a perfect
time to review your policies on how you are
handling your accounts receivables. I can
tell you from experience that prevention is
the best policy. Also understand-
ing your options is very important
if you run into a problem collecting
money.
For service-oriented businesses,
your invoices are important con-
tracts. If you have to take a cus-
tomer to court, or if a customer
takes you to court, make sure all
important information is on your
invoices. Your customers should
sign the work orders fully disclos-
ing possible warranty information,
fnance charges, what happens in
the event you take the customer
to collections, and any other per-
tinent information.
For bad checks, the Will Coun-
ty State’s Attorney’s Ofce has a
“Bad Check Restitution Program.”
You can see the website at www.
checkprogram.com/willcountyil/
eligibility.htm showing eligibility
for the program. Te amount of the
check can be no more than $2,500.
Te check must be received in Will County
and submitted to the program within 90
days from the date of the check. You must
have a photo I.D. recorded at the time of the
transaction.
If you deal with invoices that exceed
$2,500, you may want to consider a tele-
check machine. Many grocery stores use
these machines now. Our company invested
in one several years ago after having a few
bounced checks. It was very frustrating to
fnd out that the check you accepted two
weeks ago has bounced or the customer de-
cided to put a stop payment on the check. By
then, the customer has received their goods
and/or services and you are out of luck. A
telecheck machine is very easy to use, with
lower fees than a credit card machine. Tey
guarantee any check they approve. If the
check is not approved, you require the cus-
tomer to pay with cash or credit card.
You don’t want to wait until you run into
a problem before having a plan in place.
Consider what the worse case scenario is to
your business, and put processes in place to
prevent it.
Reneé Perry is a small business consultant
and coach in Joliet.
Small Business and a
Contracting Economy
Accounts Receivable
options
by Mark norris
by reneé Perry
NO TIME LIKE THE PRESENT
TO KEEP YOUR FUTURE
ON TRACK.
www.edwardjones.com Member SIPC
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Tom Vaccaro
815/937-5674
Bourbonnais
Bob Meyers, AAMS
815/939-1175
Bradley
David Robinson, AAMS
815/932-8484
Kankakee
Lots of times, changes in life also affect your investments. That’s why
there’s never been a better time to schedule your free portfolio review.
We’ll talk about the changes in your life, and help you decide whether
it makes sense to revise your investments because of them.
A portfolio review will help ensure your investments are keeping
pace with your goals. Call your local financial advisor today.
Becoming a sales superstar is ALL about
the choices you make as a salesperson. Tere
is good and bad news to this statement.
First the bad, what got you here today will
not necessarily make you a sales superstar
tomorrow. Now for the good news, you can
be a sales superstar if you
start making choices today
– like a sales superstar.
Sales superstars don’t
just suddenly show up or
arrive out of nowhere.
Tey design their paths
to superdom using hard
work and thinking about
their choices ALL THE
TIME! Tey develop a
winner’s edge on the men-
tal side and learn the skills
to insure winning. So, how
do they do this? By work-
ing on 10 critical areas
that create sales success in
today’s highly competitive
world. To become a sales
superstar, you must decide
to improve your skills in
these 10 critical areas:
Learning – Sales su-
perstars have one thing in
common – they are always
learning. Teir learning
can take several avenues.
One, they learn about
their customers, in depth,
so they can understand
the current and future
situations they will face.
Tey are also readers. Re-
member this – leaders are
readers! Tey read about
selling, business trends,
leadership issues, eco-
nomic trends and industry
trends. Tey are the frst
to sign up for extending
training and development
sessions. Tey know that
they need to sharpen their
skills everyday – if they want to keep win-
ning in the game of selling.
Business Acumen – In the modern
world of selling, salespeople MUST be able
to speak in terms that are important to cus-
tomers and especially the “C” level custom-
ers. Tese terms are the world of Business
Acumen – revenue growth, cost of goods
sold, gross margin, related costs, turnover
ratios, velocity and net income. If you are
just talking about features and benefts
– you are in the world of commodity selling
and price alone rules.
Preparedness – Like the Boy Scout mot-
to “be prepared,” top salespeople know that
customer research is done before meeting
with customers. You validate what you have
learned while in the presence of customers
– which shows the customer that you are
diferent and will not waste their valuable
time. Using web search engines to fnd in-
formation about your customers, their cus-
tomers, fnancial data and trends – allows
you to be more knowledgeable than your
competition.
Industry Knowledge – Tis should be
a no-brainer. However, you will still fnd
sales people with little industry under-
standing. To be a sales superstar, knowing
the industry is a requirement. It assists you
in understanding trends, cycles, what is old
or new, best practices, and who are their
customers. Industry knowledge allows for
knowing the little secrets of success and,
most importantly, the ability to anticipate
trends within the industry –allowing you to
guide the customer to better decisions about
their business.
Questioning Skills – Here is the big
one. Most sales people talk too much. Yes,
they talk too much and actually bore the
customer. Why? Be-
cause the customer will
have opinions about
things and they will be-
lieve their thoughts over
yours! Tis is a form of
bias; yet, the best sales
people have learned this
fact. Tey use questions
to uncover these biases,
use diferent questions
to guide or educate the
customer, and even dif-
ferent types of questions
to learn what specifc
beneft or advantage
certain solutions would
provide for that specifc
customer. Te key is us-
ing questions to become
customer centric rather
than boasting about
what you think you
know. Tis is a required
skill in modern selling,
this is the land of the
sales superstar and they
have learned the impor-
tance of this skill.
Listening – Closely
related to the question-
ing skills is the ability
to actively listen to the
customer. Focusing on
exactly what the cus-
tomer is saying opens
the door to understand-
ing what is going on in
the customer’s world.
Te sales superstars
have taken listening to
a higher level. Tey lis-
ten for things that are
not clearly defned by the customer, what
should have been said – but was not. Tey
hear general statements and respond with a
clarifying question for specifcs and a clear
understanding of the situation. Another in-
teresting efect comes from listening to the
customer – they like you more!
Tink Like an Owner – Tis means con-
necting all the dots. How does your team
fnish the sale with the customer? Does
the customer feel satisfed after the sale or
does doubt and frustration rule? Coordi-
nating other functional areas to satisfy the
customer is another critical issue that most
sales people overlook – yet it is the one that
infuences the next sale to that customer the
most. Take time to think about customer
satisfaction and what it takes to insure suc-
cess with each customer.
Creative Problem Solving – Te key
here is “creative.” Tis is not by-the-book
or policy type of problem solving. It is
about looking at the customer’s situation
and thinking about diferent ways to solve
the problem they have, then choosing the
one idea that will create the most efective
solution for both the customer and your
company. Hint: Your biggest opportunity
customers will test you concerning problem
solving before they buy – just to see if you
are looking after their best interests. Tis is
a guaranteed test.
Practice, Practice, Practice – Te sales
superstars do not practice a new or improved
technique on a critical customer. Tey work
on the skills using role-plays, application
exercises and even videos of customer stim-
ulation. Using video in the practice sessions
is the fastest method to gain immediate im-
provement in selling skills; yet, it is the least
used, due to egos and fear of failure. Focus
on becoming a superstar.
Self Confdence – Te fnal critical fac-
tor is both a means and an end to succeed-
ing in the other nine factors. Confdence is
the key to having the winner’s edge. Most
importantly, customers want to work with
confdent people to get the results and out-
comes they need. If you do the frst nine,
confdence will come. Or use self confdence
in demonstrating the discipline needed to
make the choices that lead to success and
sales superstar status.
Te world of sales is changing rapidly.
As a sales person, you need to decide if you
want to stay in sales for the long term or do
something else. Strong words, yet, truth-
ful words based upon the change that has
already started in several industries. Com-
modity selling will be ruled by the Internet
and price decisions rather than best value
solutions. Make a decision today to become
a sales superstar and master the ten critical
factors of success.
Voss Graham is the founder
and CEO of Inneractive
Consulting Group, Inc. As the
author of “Three Games of
Selling,” he works with
companies across the country
to develop and hire successful sales teams
with above average performance. Voss is a
seasoned sales veteran who has worked
with companies such as International Paper,
The Memphis Group (a Division of GE),
Alcan Packaging, the United Way and Sara
Lee Foods.
Become a Sales
Superstar —
10 Critical areas to Master
by voss graham
While economic wags may be crying
recession, the I-80 corridor area is on a
golden roll and is a vital asset in bringing
new wealth to the region, according to John
Greuling, president and CEO of the Will
County Center for Economic
Development (CED).
Addressing nearly 200
regional business leaders in
a recent economic break-
fast meeting at CD & ME
in Frankfort, he said, “We
may be in a recession, but
we are in a unique situation.
We will work through this re-
cession; we will be able to push
through it.” Citing Will County’s
unique opportunities, he said the county’s
position in the global marketplace makes
it an economic powerhouse. “With the
addition of I-355, the entire I-80 corridor
will continue to grow. Te county will add
more jobs than any other county in Illinois
between now and the year 2030,” he said.
Adding that the county more than doubled
its population between 1990 and 2006, he
said it will double again in the next 20 years
– to over one million people.
In addition to the population growth,
Greuling reported that in 2007, indus-
trial space in the region increased to
116,500,000 square feet. Also highlight-
ing the golden business growth along I-80,
he reported major development projects in
Mokena, Orland Park, Tinley Park, Joliet
and near-by University Park and Crete.
Among the largest projects named: a 900-
acre CenterPoint Intermodal site in Crete,
a 720,000-square foot Andrews Corpora-
tion site in Joliet, an Ikea facility totaling
660,000 square feet, and the Panduit cor-
porate headquarters planned in Tinley Park
with 250,000 square feet. He also indicated
an 800,000-square foot Central Grocers fa-
cility has been proposed for Joliet.
Te CED’s 2008 agenda calls for an ag-
gressive approach to encourage continued
business development with a strong focus
on attracting corporate headquarters to the
region. Noting that presently, there is not
a single 500 corporation with headquarters
in the southland, Greuling said the CED
is working to change that fact. “Based on
a recently completed target study, we are
putting together a strategy to attract these
larger corporate headquarters which will
bring executives and their families to the
area and create hundreds of jobs.”
Greuling’s presentation included a blue-
print for a number of priority transportation
projects designed to handle the ongoing and
projected growth of the I-80 region. In-
cluded in the blueprint were: the addition of
lanes on I-80 from Route 45 to the Prairie
Parkway; widening of Route 30 from Joliet
to Harlem Avenue; construction of a new
interchange at I-57 and Manhattan-Monee
Road; improvement of state and local roads
feeding the Veterans Memorial Tollway;
construction of the Illiana Expressway
from I-65 to I-57, and the
building of the South Sub-
urban Airport. However,
Greuling added that there
are 66 governmental units
involved in these transpor-
tation decisions and that
currently there is no com-
prehensive plan. Quoting an
April 2008 Chicago Tribune
article, he said “$5 billion a year
is needed to maintain existing infra-
structures. Our legislators need to pass a
capital budget.”
“We are in a good position, seeing con-
tinued commercial and industrial growth
along I-80 and I-355. Te CED’s mission
and 2008 agenda for business development
and assisting in the creation of new jobs and
bringing new wealth to the area and en-
couraging cooperation among government
entities will help push through this reces-
sion. Working together, we can do it,” said
Greuling.
i-80 on a Roll
by sharon Filkins-Jenrich
Horton insurance Company, orland Park, il
Walgreens, Frankfort, il
Class a offce Park off of interstate 80, tinley Park, il
B2B illinois DIrect coNNectIoNs
n Following a comprehensive state-
wide listening tour launched in March,
former Speaker of the U.S. House of
Representatives Dennis Hastert and
Southern Illinois University Presi-
dent Glenn Poshard, co-chairs of
Governor Rod Blagojevich’s Illinois
Works Coalition, announced a new
$31 billion comprehensive capital
infrastructure plan and their recom-
mendations for how to fund it. Based
on the listening sessions and face-to-
face meetings with this state’s political
leaders, co-chairs Hastert and Poshard
recommend the following:
• Invest $31 billion in transporta-
tion, education, energy, health care,
environmental and water, economic
development and other critical infra-
structure and quality of life needs for
the citizens of Illinois.
• Provide a capital improvement plan
clearly identifying timelines, priorities
and funding sources for projects within
each of these investment categories.
• Fund education construction proj-
ects and mass transportation invest-
ments with $7 billion partial lottery
concession.
• Create Capital and Educational Trust
Funds with “lockbox” accountability
guarantees for capital investments and
continuation of the current level of
lottery proceeds for P-12 education.
• Use motor fuel taxes to support
bonded road projects that allow nearly
$2 billion in additional projects.
• Expand gaming (Chicago Casino, one
additional riverboat license, increases
in positions at existing riverboats, and
availability of electronic gaming at
racetracks) to raise $550 million annu-
ally in new revenues for debt service for
environmental and water, energy, eco-
nomic development, health care, state
facilities, and other critical purposes.
According to a study by Southern Il-
linois University, a comprehensive
capital plan would have tremendous
economic benefts for the state. Te
study found that a capital plan would
create 535,000 new full-time jobs,
lead to $49 billion in economic activ-
ity and more than $2.9 billion in state
and local tax revenues.
n A section of Interstate 57 has been
renamed in honor of longtime south-
ern Illinois Congressman Kenneth
J. Gray. From now on, I-57 between
Mile Post 0, at the Illinois State Line
to Mile Post 106, at the Marion/Jef-
ferson County Line will be known as
“Ken Gray Expressway.” Gray was
an infuential member of Congress
who represented southern Illinois for
nearly a quarter of a century in Wash-
ington, D.C.
n Four more Biodiesel Fuel Quality
Seminars will be held around the state
in June. Te schedule is as follows: June
3 in Lisle, June 4 in Moline, June 11 in
Collinsville and June 12 in Blooming-
ton. Mr. Hoon Ge, a nationally-recog-
nized biodiesel fuel expert, will be the
featured speaker regarding the proper
handling, distribution and treatment
techniques to ensure biodiesel fuel
quality. Biodiesel manufacturers, dis-
tributors, retailers and feet managers
are highly encouraged to attend. Over
250 industry people attended the four
seminars held last fall. For more infor-
mation, contact Darwin Burkhart at
IEPA, 217.524.5008.
events
6/10/2008
Green Ribbon Energy Ef ciency
Workshop
Chicago Hilton, Michigan Ave.,
8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/12/2008
Green Ribbon Energy Ef ciency
Workshop
Doubletree Guest Suites, Downers
Grove. 8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/19/2008
Green Ribbon Energy Ef ciency
Workshop
Crowne Plaza Hotel, Mundelein
8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/19/2008
45
th
Annual Illinois Small Business
Week Conference
Lakeside Center at McCormick
Place, 8:30 a.m. 8 p.m.
SBA or SCORE or Illinois Entrepre-
neurship Network
6/20/2008
Green Ribbon Energy Ef ciency
Workshop
Holiday Inn, Tinley Park Conven-
tion Ctr., 8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/21/2008
10
th
Annual Child Care Business
Expo
Navy Pier, 8 a.m. - 4 p.m.
Women's Business Development
Center: 312.853.3477 or e-mail
[email protected]
6/25/2008
Green Ribbon Energy Ef ciency
Workshop
Pheasant Run, St. Charles,
8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/27/2008
Green Ribbon Energy Ef ciency
Workshop
Clifbreakers Riverside Resort,
Rockford, 8 a.m. - 3 p.m.
ComEd Care: 1.888.806.2273 or
www.ComEdCARE.com
6/25 - 6/27/2008
U.S.-Africa Agribusiness Forum
Hyatt Regency Chicago
W 8 a.m. - 8 p.m., T 8 a.m. - 6 p.m.,
F 8:30 a.m. - 2 p.m.
Te Corporate Council on Africa:
202.835.1115
Dennis Hastert (right) and glenn Poshard
(second from right)
events
6/5, 12, 19, 26/2008
Business Expansion Network
Meeting
R-Place Restaurant, Morris,
7:30 - 8:30 a.m.
Grundy County Chamber: 815.942.0113
6/6/2008
5
th
Annual Chamber Golf Outing
Nettle Creek Country Club, Morris
Grundy County Chamber: 815.942.0113
6/19/2008
Business After Hours
Rezin Orthopedics & Sports Medi-
cine, Morris, 5 - 7 p.m.
Grundy County Chamber: 815.942.0113
6/25 - 6/27/2008
Chamber Membership Campaign
Grundy County Chamber: 815.942.0113
GRUNDY COUNTY GRUNDY COUNTY
GRUNDY COUNTY
WILL coUNty
aWarDs
n Local pharmacy and medical
equipment provider, Remco Medical,
has been awarded accreditation sta-
tus by the Accreditation Commission
for Health Care, Inc. (ACHC) for an
additional three years. Based in Joliet,
Remco Medical clients include indi-
viduals in their homes, hospice and
nursing homes, hospitals, clinics and
home health agencies in the greater
Will and Grundy Counties.
n Te Illinois Association of Munici-
pal Management Assistants (IAM-
MA) recently announced Village of
Frankfort’s Assistant Village Admin-
istrator, Howard Sloan, was awarded
the “Outstanding New Commu-
nity Service/Program Award” by
the IAMMA. Sloan, who joined the
Village of Frankfort in 1994, was
nominated for his eforts in the devel-
opment of Frankfort’s Water Resource
Management Plan. As a long-time
resident and employee, Mr. Sloan has
been active in various social and civic
organizations throughout the years. In
his role as Assistant Village Adminis-
trator, Sloan has been instrumental in
developing a long range, formal Wa-
ter Resource Management Plan for
Frankfort. His eforts, in the area of
protecting and proper usage of envi-
Continued on page 28
ouT & ABouT
GRUNDY COUNTY GRUNDY COUNTY
GRUNDY COUNTY
in early May, the Grundy Economic Development Council (GEDC) hosted its annual
legislative breakfast at the Morris Country Club. More than 125 local business and com-
munity leaders gathered for the opportunity to ask questions and hear from their elected
offcials about a variety of current topics. nancy ammer, Ceo of the geDC, opened the
meeting and introduced several guests including edward gonzalez, feld representative for
senator Barack obama. opening remarks were also made by John Quinn of at&t, event
sponsor. Following breakfast, the panel discussion, moderated by Mike Finnegan, business
development director for the geDC, featured state senator Gary Dahl (on left) and Reed
Wilson, district director for u.s. Congressman Jerry Weller’s offce.
CeD Chairman of the Board Mike Hansen, CeD president/Ceo John Greuling, and Frank-
fort Mayor Jim Holland presented overviews of Frankfort and Will County during the Will
Economic Network Eye opener Breakfast in May.
B2B illinois DIrect coNNectIoNs
WILL coUNty ContinueD
ronmentally sensitive areas within the
Village, include a plan for the annual
inspection and maintenance of these
areas. Over the years, Mr. Sloan has
been asked to speak at various confer-
ences regarding these eforts within the
Village, and most recently, was invited
to speak at the Annual Conference of
the Illinois Association of Floodplain
and Storm Water Managers.

n Provena Saint Joseph Medical
Center has been named a winner of
both the 25
th
Annual Healthcare
Marketing Report Awards competi-
tion and the Aster Awards, a national
medical marketing competition. Te
Aster Awards is a national medical
marketing awards program allowing
healthcare organizations and advertis-
ing agencies to compete against simi-
larly sized competitors from across the
nation. Te Healthcare Advertising
Awards is the oldest, largest and most
widely respected healthcare advertis-
ing awards competition. Te awards
are sponsored by Healthcare Market-
ing Report, the leading publication
covering all aspects of healthcare mar-
keting, advertising and strategic busi-
ness development.
n Joliet residents Virginia Ferry and
Vincent L. Foster Sr. are the recipi-
ents of the 2008 J. D. Ross Extraor-
dinary Service Awards. Named after
President Emeritus Ross who spent
nearly 32 years at JJC, the award is
the highest honor bestowed by Joliet
Junior College to honor community
members who have given outstanding
service to Community College Dis-
trict 525. Virginia Ferry has been sell-
ing real estate for more than 40 years
through her family-owned business,
Twelve Oaks Realty Corp., and is a
cofounder of the Joliet Area Historical
Society. Ferry is most recognized for
her more than 36 years with the Morn-
ing Star Mission. She also was a mem-
ber of the steering committee forming
Lamb’s Fold Center for Women and
Children, a maternity home for unwed
mothers. Ferry was honored in 2007
by Realtor Magazine as a 2007 Good
Neighbor Award Winner; the city of
Joliet recognized Ferry the same year
for her “outstanding contributions to
the quality of life” in the city.
In addition to volunteering at the
Will-Grundy Independent Living
Center tutoring mentally challenged
adults, Vincent Foster also runs a
support group for people discouraged
by challenging issues, such as physical
disabilities. While a student at Joliet
Junior College, he helped found the
S.P.R.I.T.E. club, which assists stu-
dents and parents in resolving issues
and sponsors family activities to en-
rich education awareness. He was rec-
ognized by JJC as the Student Leader
of the Year for 2002-2003. Despite his
own physical struggles, Foster contin-
ues his work in the community, which
includes speaking to youth groups at
his church. Foster received the Youth
Incorporated Spiritual Churches of
Truth award winner for motivational
speaking. He has also been named the
Most Valuable Player for Extra Efort
for Training and Promoting at Arby’s
and he was recognized as the Most
Distinguished Employee at Toddler
Town Academy.
n Silver Cross Hospital honored
members of the Silver Cross Medi-
cal Staff with 20 or more years of
service April 17 at a Physician Ap-
preciation Celebration. Physicians
receiving milestone awards included:
John Dongas, M.D., cardiology, 20
years; Michael McDermott, D.P.M.,
podiatric surgery, 20 years; Jerry Ber-
tolini, M.D., orthopedic surgery, 25
years; Gregory Lewis, M.D., urology,
25 years; Corazon Balbarin, M.D.,
family practice, 30 years; Rajendra
Choksi, M.D., pediatrics, 30 years;
Anthony Proske, M.D., neurol-
ogy/sleep disorders, 30 years; Daniel
Gutierrez, M.D., internal medicine,
35 years; Salvador Rinella, M.D., ra-
diology, 35 years.
n Silver Cross Hospital’s Behav-
ioral Health Services Partial Hos-
pitalization Program has received
the Program of Excellence Award
given by the Illinois Chapter of the
Association for the Advancement of
Social Work with Groups, Inc. Tis
award is given to an Illinois program
or agency that is outstanding in its
support for and/or implementation
of group work for at least three years.
Te Partial Hospitalization Program
at Silver Cross Hospital is one of three
Dr. umesh sharma, silver Cross Chief of staff,
and Paul Pawlak, silver Cross President and
Ceo, thank Dr. salvador rinella for 35 years of
service to the hospital's Medical staff at a Phy-
sician appreciation Celebration held april 17.
virginia Ferry vincent l. Foster sr.
units that make up Behavioral Health
Services along with the Chemical De-
pendency Unit and the Inpatient Psy-
chiatric Unit.
n Silver Cross Hospital recently
received the Rideshare Excellence
award from the Partners for Clean
Air Coalition (PCAC). Silver Cross
was awarded for its proactive approach
to planning the replacement hospi-
tal and for ensuring transit access for
patients, staf and visitors. Te award
recognizes companies for their out-
standing voluntary eforts to improve
air quality in Chicagoland.
Business
n New Lenox of cials recently voted
to approve a site plan from representa-
tives of Fifth Tird Bank to build at
the Laraway Road retail center dubbed
the “Shoppes at Heather Glen.”
n Owner Debbie Dobbs announced
the opening of her new business, One
Lovely Ting. A full-service design and
decorating center, One Lovely Ting is
located in Channahon. Te store spe-
cializes in custom window treatments,
custom blinds by Hunter-Douglas and
custom furniture. Business hours are
10 a.m. to 5 p.m. Tuesday, Wednesday
and Friday; noon to 7 p.m. Tursday
and 10 a.m. to 3 p.m. Saturday; closed
on Sunday and Monday.
n “Olde Frankfort Village,” a new
development to be located at the corner
of Route 45 and Old Frankfort Way in
Frankfort, received an overwhelming
approval to move forward from the
Frankfort Village Board during the
board meeting held on April 28. Te
new development, with an estimated
60,000 square feet, will include 24
residential condos, professional of-
fces and commercial/retail (including
a restaurant and Town Center Bank).
Te project is being developed by
Folkers Commercial, LLC.
n Standard and Poor’s Ratings Ser-
vices has increased Will County’s
bond rating from ‘AA’ to ‘AA+.’ Te
county will receive a lower cost of bor-
rowing as it moves forward with po-
tential capital plans.
n Children’s Memorial Hospital
and Silver Cross Hospital today an-
nounced the wide range of services
that will be ofered at the Children’s
Memorial outpatient center in New
Lenox. Te specialty center is sched-
uled to open in summer of 2009 and
will be 10,000 square feet to accom-
modate the wide range of programs.
Pediatric cardiac care is just one of
the many new services that will be
available as a result of the enhanced
partnership with Children’s Memo-
rial Hospital.
n Te Joliet Junior College Board
of Trustees approved funding options
that will dramatically alter the look of
the college while enhancing and pro-
viding new services to students and
the community. Plans to make the
frst sweeping physical changes to the
college since 1974 will now become a
reality since the JJC Board of Trust-
ees unanimously approved the master
plan.
At a recent meeting, trustees approved
a $9 capital assessment fee per credit
hour that will fund $159 million of
JJC’s $220 million master plan if the
fee is implemented over four years.
Te board also approved the mea-
sure to seek voter approval of an $89
million building bond referendum at
the November general election. If the
referendum passes, the college will be
able to lower the capital assessment
fee in subsequent years lessening the
college’s tuition. Te remaining ap-
proximately $61 million will be raised
through not for proft, private and
other funding options.
n Silver Cross Hospital and the
Silver Cross Healthy Community
Commission has announced an un-
precedented $40 million charity care
commitment over 10 years to serve
the poor and uninsured in Will Coun-
ty. Tis commitment is the frst of
its kind by any hospital in the state.
It comes after consulting with the
commission, chaired by Will County
Board Member Margie Woods, com-
prised of Joliet and Will County civic
and community leaders. Te hospital
is committing to at least $4 million a
year for 10 years in charity care. Last
month, Silver Cross became the only
Illinois hospital to have been awarded
Tomson Top 100 status four straight
years. It has applied for approval to
the Illinois Health Facilities Planning
Board to build a new replacement hos-
pital 3.5 miles from its current campus
on Route 6 in New Lenox.
PeoPle
n Dr. Michael Morrow was named
the new superintendent of Homer
33C School District at the April 29
board meeting. He has more than 30
years of service in education and be-
gan with the school district in 1988.
Morrow will replace William Young,
who will retire on July 1 after eight
years as superintendent of 33C.
n Te Lincoln-Way High School
District 210 Foundation for Educa-
tional Excellence is pleased to an-
nounce that it has recently elected
new executive of cers: David Zang,
treasurer; June Gill, internal vice-
president; Patricia Walker, president;
Bryan Bruns, external vice-president;
and Amy Guzek, secretary.
n Mildred Culp, of Crete, whose
WorkWise column appears on Fri-
days in Te Daily Journal, will appear
in the May issue of Editor & Publish-
er’s “Syndicate World.”
n AMCORE Bank is pleased to an-
nounce Christine Batson has joined
the company as a commercial rela-
tionship manager and vice president.
Batson brings 15 years of lending and
banking experience to the company.
Previously she was a vice president in
commercial real estate for Old Plank
Trail Community Bank. Batson has
her Illinois Real Estate license. She
earned a bachelor’s degree in fnance
from Lewis University. Active in the
community, Batson is involved with
the Will County Center for Econom-
ic Development and United Way of
Will County.
n Silver Cross Hospital recog-
nized 31 physicians on the hospital’s
medical staf for outstanding patient
satisfaction from Jan. 1 to Dec. 30,
2007. Tis list is a result of using
the Press Ganey patient satisfaction
process. Te physicians are: Habib
Abbasi, Vlad Badescu, Catherine
Baker, Eric Bass, Michel K. Bor-
ders, Mark Christensen, Daniel Co,
David Collins, Mark V. Danielson,
William Farrell, Reza Gamagami,
Francisco J. Garcini, Gary Golden,
Orest Horodysky, Christopher Joyce,
Hysoo Ka-Widmann, Paul B. Kirch-
ner, Timothy Kisla, Brian Lahmann,
Douglas Lee, John D. Mikuzis, Kim-
berly Mitchell, Silvio Morales Jr., Jag-
dish Muzumdar, Arius Patolot, Jose
Penaherrera, Gamilah Pierre, Majid
Rassouli, Riten H. Sheth, Paul M.
Trksak, and Christopher Udovich.
events
Now through Sept. 2008
Manhattan Farmer’s Market
First & State Streets (Rt. 52),
9 a.m. - 1 p.m.
Manhattan Park District:
815.478.3324
6/5/2008
Dale Carnegie FREE Workshop:
“Taking Team Performance up a
Notch”
Olivet Nazarene University, Weber
Leadership Ctr., 8:30 - 10:30 a.m.
Dale Carnegie: 630.390.6050
6/9/2008
Regional Consensus Lunch /Panel
Discussion: Health Care Afford-
ability and Accessibility
Tinley Park Convention Center,
11:30 a.m. - 1 p.m.
Chicago Southland Chamber:
708.957.6950
6/9/2008
PSJMC Foundation 24
th
Annual
Charity Golf Classic
Green Garden Country Club, 7:30
a.m. breakfast; 9 a.m. shotgun
Provena Saint Joseph Medical Center
Foundation: 815.725.7133 ext. 3339
6/9/2008
Regional Consensus Luncheon
Tinley Park Convention Center,
11:30 a.m. - 1 p.m.
Chicago Southland Chamber:
708.957.6950
6/10/2008
Monthly Membership Luncheon
Prairie Bluf Golf Club, Crest Hill,
11:30 a.m. - 1 p.m.
Romeoville Chamber: 815.886.2076
6/11/2008
Open Membership Meeting
Crete Public Library (2
nd
Floor
Meeting Room), 6:30 p.m.
Crete Area Chamber: 708.672.9216
6/11/2008
Monthly Chamber Meeting
First Community Bank & Trust,
B2B illinois DIrect coNNectIoNs
WILL coUNty ContinueD
Continued on page 34
Businesses need More than team Players;
They Need
Team Leaders
Tere is an old saying that a camel is a
horse designed by a committee. If you
smiled and nodded your head in agreement,
you know the truth of that statement.
Most large organizations rely on com-
mittees to perform numerous functions.
Tere are committees that design new prod-
ucts, decide what a company’s brand should
be, and plan the company picnic. In many
cases, these committees do a poor job – but
why?
I suspect that organizations often ask
committees to do the wrong thing. A com-
mittee is not a decision-making group. It
can do an excellent job of fact-fnding and
it can even make recommendations, but it
does not make good decisions.
Good decisions usually come from one
person. Have you ever seen that proverbial
buck stop with a group? It can’t. One reason
is that responsibility is lost in a committee.
Te more people on it, the more difcult it
is for a decision to be made because no one
person is responsible for it.
What About Teams?
Sometimes organizations use committees
as teams. Teams are very popular today, but
they are diferent from committees. For one
thing, they use fewer people and are gen-
erally required to produce something like a
software program, bridge or a building.
I once knew of an architectural frm that
used teams to design large projects. It was
a medium-sized frm with a number of ar-
chitects and other professionals on staf.
On large projects, they would assemble a
team made up of a few architects charged
with designing diferent parts of the build-
ing. Tere might also be a number of ex-
perts on the team. Each one would bring
their expertise to the project. For example,
an environmental expert would share ideas
about the ecological efects, a sociologist
would discuss the social implications, and
an economist would review the impact on
business.
While all of these people would play a
role in the design of the new building, none
of them would have the same job. Tere was
no overlap of duties so everyone was ac-
countable for their part of the project. All
of it worked as long as there was an efective
project manager who made sure everyone
did their part and stayed focused.
Of course, that is the ideal. Many organi-
zations form teams that lack this individual
accountability. When that happens, those
teams usually end up doing mediocre work.
So, Who is in Charge?
Committees and teams play an important
role in the management of organizations,
but they are not as important as individual
leaders. If leaders fail to do their jobs, orga-
nizations will fail – regardless of the num-
ber of teams and committees it forms.
In my opinion, leadership is an art. A
good leader sees his or her division, depart-
ment or assembly line as a blank canvas.
While they do not paint on that canvas with
a brush, they do draw their vision on the
imaginations of each person who reports to
them. Tey inspire others by sharing their
vision of the future. Tey show their people
how they can design a better product. Tey
explore the possibilities they see and en-
courage their stafs to stay focused. Good
leaders have good instincts and they gener-
ally make good decisions. Tey also take re-
sponsibility. Unfortunately, many organiza-
tions have put so much emphasis on teams
and committees that their best leaders often
blend into the background. Te result is a
loss of vision and good decision-making.
Tat is why leadership training is be-
coming more important to the business
community. Top executives understand
the need for quality training in this area
because they know teams and committees
cannot work without good leaders. Tat is
why Joliet Junior College and other schools
ofer so many programs to train supervisors
and managers.
Good leaders know how to produce good
results through teams and committees. Tey
understand the role of these groups and par-
ticipate in them constructively. Tey know
how to produce something with a team and
how to use a committee to dig for facts and
make recommendations.
I hope that the next time a committee
wants to design a horse, they will hire a
good leader and put him or her in charge.
Who knows, they might get a thorough-
bred.
Joe Giunta is a contract
training manager for Joliet
Junior College’s Corporate
and Community Services
division.
by Joseph P. Giunta
Watseka Chamber
Announces Annual
Awards
During the time that foodwaters ravaged
Iroquois County and in the aftermath of
destruction, countless volunteers, local of-
cials and business people pulled together in
eforts that symbolize the meaning of com-
munity spirit.
At the Watseka Area Chamber of Com-
merce’s annual awards dinner, held at the
Iroquois County Fairgrounds Wednesday,
May 7, it was time to pay tribute to this re-
markable group.
Iroquois County’s Times-Republic ex-
panded its centerpiece Citizen of the Year
Award to Citizens of the Year and conferred
it upon all the residents and friends of the
county.
“Do you know who your neighbors are?”
asked Roberta Kempen, the newspaper’s ad-
vertising director, in presenting the award.
Neighbors, she said, were all of those that
came to the aid of the community during
the foods – including the fre department,
the Red Cross, the ministers and churches
and many others.
Neighbors were those flling sandbags,
donating food and clothing and ofering
their time, talents, homes and money with-
out asking for any thanks.
Instead of designating an individual
or couple as the citizen of the year, as the
Times has done since 1980, the newspaper
chose to honor all of Iroquois County’s resi-
dents and friends who combined their ef-
forts to help the community in its bleakest
moment in history.
Charles Struble was honored with the
newspaper’s lifetime achievement award.
Te chamber gave the Watseka Fire De-
partment its business leadership award.
Justin Kaiser of WGFA Radio received
the chamber’s staf achievement award for
acts far above and beyond the call of duty
during the historic fooding.
Commending the fre department for
its “selfess service all year round,” Darlene
McGehee, recipient of the chamber’s 2007
staf achievement award, said that the de-
partment places the safety and protection
of the community frst and foremost on a
daily basis.
Although Fire Chief Dave Mayotte’s
own home sufered extensive food dam-
age, he worked countless hours during the
foods, she said. She also recalled Mayotte
thanking the local businesses for providing
everything that the department and com-
munity needed at a business after hours
meeting that followed the food.
Of the 33 frefghters, 13 sufered dam-
ages during the fooding. Mayotte told Te
Daily Journal that the foodwaters woke
him at 1 a.m. on Jan. 9.
He immediately called his sons living in
Watseka to help save as many of his person-
al possessions as possible and began walk-
ing door-to-door, waking up neighbors.
By 3 a.m. he was paging the fremen and
sending men out to the frst calls on County
Farm Road.
Until 7 p.m. on Sunday, Jan. 13, fre-
fghters would serve 24 hours a day – with
Watseka frefghters taking the day shift
and neighboring departments volunteering
at night.
It’s been almost fve months, and Mayotte
still hasn’t been able to return to his home
on South Second Street. Te basement was
completely fooded,
and 14 inches of
water rose into the
frst-foor rooms..
He is now elevat-
ing and rebuilding
the home and hopes
to be able to return
soon.
Mayotte thanked
former Mayor Ted
Martin for his sup-
port and the contin-
ued support of the
City Council, the
frefghters, assistant
chief, local business-
es and the wives and
girlfriends of all the
frefghters.
“In a volunteer department, it takes ev-
eryone,” he said.
High-caliber character
Maggie Martin, owner of WGFA radio,
commended Kaiser for his high-caliber
character and his loyalty to friends, co-
workers and his job. Risking his own safety,
as foodwaters encircled the radio station
and came within six inches of spilling into
the interior, Kaiser provided information
every half hour to all the “poor souls in dire
straits” waiting for the latest news on the
food, she said.
Kaiser, director of operations at the ra-
dio station for the last fve years, was de-
termined to keep the community informed
during this crucial time.
With the exception of a short catnap,
he would remain on the air for 51 hours
straight during the frst food. When the
building lost its heat and electricity, Kaiser
relied on a generator and a few space heaters
to try and remain warm.
Growing emotional as he accepted the
award, Kaiser said that his job was to enter-
tain, inform and move his listeners, adding:
“But, in the end, you
moved me.”
Struble’s life
work
Along with his
work at the Red Cross
shelter housed at Trin-
ity Church during the
foods and his daily
deliveries of lunches
and dinners to food
victims on those cold
January days, Struble
was recognized for a
lifetime of service.
He joined the U. S.
Air Force in 1943 and
served in World War
II with several bomb squads. When he left
the service as a sergeant in 1946, he received
a bronze service star.
He joined the FBI for two years before
settling in Watseka in 1951 to raise his two
children. He served with the Illinois State
Police until his retirement in 1980.
However, retirement far from ended
Struble’s service to the community. He has
been actively involved in serving at Ameri-
can Legion parades, programs and funeral
services honoring fellow veterans. He also
volunteers at Trinity Church – whether it’s
helping to renovate or landscape the build-
ing, ofering transportation to those in need
or helping out in any other capacity.
Humbly accepting the award, Struble
said, “I didn’t know anything about this,
and I don’t deserve it.”
B2B Illinois and The Daily Journal are publi-
cations of the Small Newspaper Group. For
subscription information, please contact us
at 815.937.3300.
the Daily Journal staff report
an emotional Charles
struble receives the lifetime
achievement award from
roberta Kempen of the iro-
quois County times-repub-
lic on Wednesday, May 7.
the presentation was made
during the Watseka area
Chamber of Commerce
annual awards dinner.
(Photos by scott anderson)
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With the theme for the Watseka area Chamber’s
award dinner being “it’s 5 o’clock somewhere,”
MC Wayne lehman prepares to take the stage.
the annual event is held to show appreciation for
its members and local businesses, and to present
awards such as the Business of the year.
Gwen Hopkins
President
Lori Hopson
Benefit Consultant
Carrie McCann Bone
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B2B illinois DIrect coNNectIoNs
aWarDs
nRepresentative Timothy V. John-
son was recently named a recipient
of the U.S. Chamber of Commerce
“Spirit of Enterprise” award. Te
announcement recognizes Johnson’s
support of legislation that promotes
job growth and economic expansion.
He has received the award every year
he has been in Congress, since 2001,
underscoring his commitment to free
enterprise. Te “Spirit of Enterprise”
award is given to those members of
Congress whose voting averages are
70 percent or greater on issues the
Chamber designates. Te Chamber
designated 20 key votes in the House
during the frst session of the 110th
Congress. Te votes covered such is-
sues as transportation and infrastruc-
ture, energy policy, immigration re-
form, trade and health care.
Business
nCertifed teachers and other quali-
fed educational workers in the Kanka-
kee Community College district are
invited to enroll in any KCC course for
free. Te free course program is avail-
able to full-time certifed staf/faculty,
administrators or counselors employed
by a kindergarten, elementary or high
school within the KCC district li-
censed by the state of Illinois. Te
college limits the ofer to one class per
person, per year and the ofer is limited
to the frst 100 applicants. Participants
are responsible for the cost of books
and fees where applicable.
nDon L. Hurd, president of Kanka-
kee Valley Publishing recently an-
nounced that the company has acquired
the Herald Journal in Monticello,
Ind., from Home News Enterprises.
Kankakee Valley Publishing is part of
Community Media Group, a privately
held newspaper publishing group that
owns and operates daily and weekly
newspapers, shoppers, and other print
distribution products in six states.
Kankakee Valley Publishing is the par-
ent company of the Times-Republic.
IroQUoIs coUNty
5HJLRQDO
5HVWDXUDQW
'HOLYHU\
'LUHFWRU\
Publishing: July 2008
Participation Deadline: June 11, 2008
The Directory will be available:
◆ At The Daily Journal’s booth during
the Chicago Bears Training Camp
◆ At area hotels and motels
◆ Inside the July issue of
B2B Illinois Magazine
◆ At the Convention & Visitors Bureau
◆ Online and searchable for a full year
at Daily-Journal.com
◆ Also linked to Daily-Journal.com/
best_bites/
This summer, get your restaurant’s name,
location and menu in the hands of
thousands of potential customers!
For more information or to reserve your advertising space,
contact your Advertising Consultant at The Daily Journal:
815.939.6642 phone • 815.929.2128 fax
or visit www.b2billinois.com/menu
Almost
all Premium
positions are
sold!
Call today!
Total Print Quantity: 10,000 • Golf courses, caterers, bars, supermarkets and
convenience stores are also welcome to participate!
23
rd
annual Kankakee valley Park Foundation golf outing at the elks Country Club
ouT & ABouT
KANKAKee coUNty
James taylor, Jr., illinois Works co-chair Dr. glen Poschard, Fred tetter, Clayton Harris iii-
chief of staff for iDot secretary Milton sees, and DCeo account Manager ed Piatt at the
illinois Works public hearing hosted by the Kankakee County Black Chamber of Com-
merce, the Kankakee Community resource Center, and the illinois Dept. of Commerce.
a BBRCC Business After Hours was held at Megaplex i.T. Solutions inc. Pictured are
Bob Meyers of edward Jones, BBrCC executive Director Jaclyn Dugan-roof, and Web-
launch Designs owner Michael roof.
Cor Hershbach, Deputy Consul general from the netherlands (above, top) and Barry
Matchett from the environmental law and Policy Center (above, bottom) were the featured
speakers at Kankakee Community College’s Sustainability Week in late april. Hersh-
bach discussed how the netherlands became a leader, by necessity, in the reduction of
landfll waste and Matchett focused on the current environmental policies in illinois, along
with environmental legislation currently in springfeld.
the KvPD staff at the signup table. l to r: Brian Zirkle, lyndsay Harwell, renee Chavez,
Monica Bisaillon and Jennifer leiden.
Huot oil.
nSend B2B illinois your press releases, business briefs, event photos (with individual identifcations), and business-related events. E-mail to [email protected] or fax to 815.935.0192.
B2B illinois DIrect coNNectIoNs
aWarDs
n Te Society for Human Resource
Management in Alexandria, Va., has
awarded the Superior Merit Chapter
designation to the Kankakee Area
Human Resource Managers Asso-
ciation for its work in perpetuating
and supporting the mission of the or-
ganization.
n Heritage Woods of Manteno, an
assisted living community, has been
awarded a defciency-free certifca-
tion from the Illinois Department of
Health Care and Family Services.
n Te American Diabetes Associa-
tion has awarded an Education Rec-
ognition Certifcate to the Diabetes
Education and Nutrition Center at
Provena St. Mary’s Hospital. Tis
certifcation acknowledges the edu-
cation the hospital program provides
to its patients as an essential compo-
nent of efective diabetes treatment
services.
n Menards received an award for Best
Regional Retailer earlier this month
at the 2008 Energy Star Awards in
Washington, D.C. Menards was se-
lected for the award from more than
12,000 Energy Star partner organiza-
tions for their commitment to energy
ef ciency.
n Provena St. Mary’s Hospital an-
nounced that two of their marketing
eforts have achieved a bronze Aster
Award in a national medical mar-
keting competition. “Tese national
recognitions demonstrate the extraor-
dinary commitment to excellence
that our Marketing team put forth in
their work to inform and educate the
community on important healthcare
topics,” explains Jefrey Brickman,
FACHE, system senior vice president
and regional CEO of the Provena
South Suburban Region. “Congratu-
lations to our marketing team, includ-
ing Melissa Tanner, marketing man-
ager; Nan Wagner, designer; Felicia
Fowler, community outreach coordi-
nator; Liz Krone, marketing associ-
ate and Mary Ellen Namoff, Spirit of
Women coordinator.” Te two entries
that received the (bronze) Award were
the Patient Services Handbook and
the “It’s A Promise” advertising cam-
paign. Te Aster Awards is a national
medical marketing awards program
allowing healthcare organizations
and advertising agencies to compete
against similarly-sized competitors
from across the nation.
n Walt Kopacz, president and CEO
of Illiana Financial Credit Union,
announced Illiana Financial has
earned a four-star rating from Bau-
erFinancial Inc., the nation’s leading
independent credit union rating and
research frm. Te four-star rating is
based on the fnancial condition of the
institution and indicates that Illiana
Financial Credit Union is one of the
strongest credit unions in the country,
according to a company press release.
n Te Suburban Newspaper Associa-
tion recently announced the results of
their 2008 Local Community Web
Site Contest. Te Daily Journal Web
site (www.daily-journal.com) placed
second in the Best Site Architecture
and Overall Design category. Accord-
ing to the judges, the site displays easy-
to-navigate, intuitive toolbars, a clean
layout, a consistent feel, and is user
friendly. Te site also ofers a variety
of multi-media, including video, RSS
feeds and user-generated content.
Debra lovell
Provena St.
Mary’s Hospital
is proud to an-
nounce the
Nursing Role
Model of the
Year recipient,
Debra Lovell,
RN Cath Lab.
Debbie displays
excellent professionalism both with
the care of her patients and beyond.
She is an advocate for her profession,
always willing to assist with nursing
students to help them succeed. Her
versatility as a team player is evident
as she has volunteered on her days of
and in the evenings to share her ex-
pertise with telemetry and ICU nurses
and giving talks regarding cardiac
topics. Debbie speaks highly of Prove-
na St. Mary’s to her patients; she tells
them how much she loves her job –
and it shows. Many patients ask for
Debbie by name. Tey remember the
outstanding care that they received.
Business
n HCR ManorCare announced it
has been placed on Fortune maga-
zine’s 2008 list of “America’s Most
Admired Companies” for the second
year in a row. Te list and related sto-
ries appear in the March 17 issue of
Fortune, and are currently available
online at www.fortune.com. HCR
ManorCare, which owns several fa-
cilities, including one in Kankakee,
was ranked No. 1 in quality of prod-
ucts/services, innovation and people
management, among other criteria.
n Nucor Corp. produces more steel
in the United States than any other
company, according to data published
in the May issue of American Metal
Market. Te rankings track which
companies produce the most steel in
the country. Nucor topped the list
with 22 million tons, followed by U.S.
Steel with 16.8 million tons. Nucor,
which is based in North Carolina, has
a plant in Kankakee.
KANKAKee coUNty
Continued on page 36
Peotone, 8:30 a.m.
Peotone Chamber: 708.258.9450
6/12/2008
Dale Carnegie FREE Workshop:
“Taking Team Performance up a
Notch”
Joliet Chamber of Commerce,
8 - 10 a.m.
Dale Carnegie: 630.390.6050
6/12/2008
Annual Golf Outing
Broken Arrow Golf Club, 9 a.m.
Homer Chamber: 708.301.8111
6/12/2008
Business After Hours
Flossmoor Station Restaurant &
Brewery, 5 - 7 p.m.
Chicago Southland Chamber:
708.957.6950
6/16/2008
Chamber Dinner Meeting
Beecher Community Hall, 6:30 p.m.
cocktails, 7 p.m. dinner
Beecher Chamber: 708.946.6803
6/17/2008
C & G (Cultivate & Grow Your
Business) Tuesday
Old Plank Trail Bank, 7:45 - 9 a.m.
($5 - $8 continental breakfast)
Mokena Chamber: 708.479.2468
6/17/2008
Business AFTER 5
At’s-A-Nice Pizza, 5 - 7 p.m.
Romeoville Chamber: 815.886.2076
6/18/2008
Mokena Chamber Annual Golf
Outing
Sanctuary Golf Course, 9 a.m. - ?
Mokena Chamber: 708.479.2468
6/18/2008
Monee Chamber 30
th
Annual Golf
Outing
Deer Creek Golf Club, University
Park. 9 a.m. registration; 10 a.m.
shotgun
Lee Boswell: 708.534.2769 or
708.421.1786
6/19/2008
Annual Golf Classic
Lincolnshire Country Club & Lincoln
Oaks Golf Course, Crete. 7:30 a.m.
registration (regist. deadline 6/13); 9
a.m. shotgun
Chicago Southland Chamber:
708.957.6950 ext. 118
6/24/2008
Business After Hours
Prayer Center of Orland Park,
5 - 7 p.m.
Homer Chamber: 708.301.8111
6/25/2008
Society of Human Resource Manag-
ers meeting
JJC Business and Technology Center,
8 - 9 a.m.
Derek Wright: 815.744.0111
6/26/2008
Business After Hours
Guardian Angel, 5 - 7 p.m.
Joliet Region Chamber: 815.727.5371
6/26/2008
Business After Hours
Woodland’s Grill & Gathering Place,
5 - 7 p.m.
Bolingbrook Chamber: 630.226.8420
6/26/2008
Open Networking Meeting
Crete Township Hall, 8 a.m.
Crete Area Chamber: 708.672.9216
WILL coUNty ContinueD FroM Page 29
ouT & ABouT
KANKAKee coUNty
23
rd
annual Kankakee valley Park Foundation golf outing at the elks Country Club
national City Bank and rhapsody Cove. ackman, Marek, Meyer and Boyd, attorneys.
3rC Mechanical. B2B illinois hosted Kankakee High school students, pictured here with Ken Crite (right).
Can Do Metals of st. anne, il. Holiday inn express.
nSend B2B illinois your press releases, business briefs, event photos (with individual identifcations), and business-related events. E-mail to [email protected] or fax to 815.935.0192.
B2B illinois DIrect coNNectIoNs
n Centrue Financial Corporation
announced that the company’s board
of directors approved the payment of
an eight percent increase in the quar-
terly cash dividend on the company’s
common stock. Te dividend will be
increased to $0.14 from $0.13 and
marks the 92
nd
consecutive quarter of
dividends paid to stockholders. Te
dividend was paid to stockholders of
record on May 16 and was payable on
May 30.
n Certifed teachers and other quali-
fed educational workers in the Kanka-
kee Community College district are
invited to enroll in any KCC course for
free. Te free course program is avail-
able to full-time certifed staf/faculty,
administrators or counselors employed
by a kindergarten, elementary or high
school within the KCC district li-
censed by the state of Illinois. Te
college limits the ofer to one class per
person, per year and the ofer is limited
to the frst 100 applicants. Participants
are responsible for the cost of books
and fees where applicable.
n Kentucky Fried Chicken/Taco
Bell opened in the Riverstone com-
plex near Interstate 57 Exit 308 in
south Kankakee in early May. Hours
are 9 a.m. to 2 a.m. Sunday through
Tursday and 9 a.m. to 4 a.m. Friday
and Saturday.
PeoPle
J. Michael Panuska
J. Michael
Panuska, M.D.,
M.P.H., quali-
fed recently for
re-certif ication
as a Medical
Review Of cer
(MRO). He is
the medical di-
rector of Prove-
na St. Mary’s Occupational Health
Center and has been a certifed MRO
since 1997. Tis latest distinction is
valid through 2014. Dr. Panuska is
board certifed in occupational medi-
cine and emergency medicine and is a
certifed member of the American
Board of Independent Medical Ex-
aminers. Dr. Panuska joined Provena
St. Mary’s Occupational Health Cen-
ter in 1995. Te center partners with
employers and the workforce to ad-
dress job safety, injury prevention,
and medical care. Dr. Panuska and his
staf combine their clinical and medi-
cal experience to develop customized
programs that protect the health and
safety of employees while they are on
the job.
Jerry alessi
Jerry Alessi was
recently has been
named vice pres-
ident of com-
mercial lending
at MainSource
Bank in Kanka-
kee.
Jojo sayson
Physical thera-
pist Jojo Sayson,
president of Jojo
S a y s o n ’ s
Flexeon Reha-
bilitation of
Bou r bonna i s ,
was published in
the April issue of
the scientifc
journal, “Aviation Space and Envi-
ronmental Medicine,” a trade publica-
tion for the aerospace medical profes-
sion. Te article, “Pathophysiology of
Low Back Pain during Exposure to
Microgravity,” was co-authored by
Alan Hargens Ph.D., Dept. of Ortho-
pedics, University of California, San
Diego, and was funded by a grant from
NASA. Te study attempts to explain
why astronauts develop back pain in
space. Hargens, the former director of
the gravitational branch of NASA
Ames Research Center, is a scientist
for NASA at UCSD; Sayson is a vol-
unteer scientist for NASA at UCSD.
John Fitzgerald, Jr.
Volkmann Dia-
monds an-
nounced the ad-
dition of John
Fitzgerald, Jr. to
its team. Fitzger-
ald brings more
than 30 years of
experience and
has received the
industry’s highest degrees of certifca-
tion – Certifed Gemologist Appraiser
by the American Gem Society, as well
as a diploma from the Gemological
Association of Great Britain. He will
perform appraisals for Volkmann Dia-
monds by appointment.
n Richard Flessner, of Roberts, re-
tired from the Illinois Department of
Transportation on April 30, after 33
years of service with the department.
n Mildred Culp, of Crete, whose
WorkWise column appears on Fri-
days in Te Daily Journal, will appear
in the May issue of Editor & Publish-
er’s “Syndicate World.”
anita speckman
Aava Java owner
and professional
cofee roaster,
Anita Speck-
man, and roaster
Laura Corbett
attended the 20
th

Annual Confer-
ence & Exhibi-
tion of the Spe-
cialty Cofee Association of America
in Minneapolis, Minnesota in May.
Speckman and Corbett participated
in several training labs and classroom
courses including Intermediate Level
Craft Roasting, Organic Acids & Te
Chemistry of Cofee, and Appreciat-
ing & Marketing Artisan Cofees to
name a few. Aava Java, LLC is a lo-
cally-owned retail cofee shop located
i Bourbonnais. Shop hours are Mon.-
Sat., 6 a.m.–10 p.m. and Sun., 8
a.m.–10 p.m.
sandy girard
Rosenboom Re-
alty has an-
nounced the
agency’s top pro-
ducers for
March: Sandy
Girard, Mary
Murphy, Pam
Cor de s - Re d-
ding, Betty
Hof bauer, Leah Henrichs, Berry
McCracken, Rhonda Tatom, Diane
Witte, Jennifer Bilthuis, Lil Girard
and Fran Martin.
Berry McCracken
Roland Rosen-
boom Broker/
Owner of Rosen-
boom Realty re-
cently announced
the agency’s top
producers for
April. Berry
Mc Cr a c k e n ,
Broker, GRI;
Mary Murphy; Pam Cordes-Red-
ding, ABR; Rich Hansen, Broker,
ABR; Sandy Girard, Broker; Jenni-
fer Bilthuis; Francis Ciaccio; Lil Gi-
rard; Mary Lou Knecht, Broker,
Gen. Mgr.; and Maria Piacenti,
ABR. Tey are all members of either
the Kankakee County Association of
Realtors or the Iroquois Ford Associa-
tion of Realtors, as well as the Illinois
and National Associations, the North-
ern MLSNI and the Kankakee Iro-
quois Ford Multiple Listing Service.
Frank tripodi
Coldwell Bank-
er Residential
Brokerage and
Mary Jane Clee-
land, managing
broker is pleased
to announce that
Frank Tripodi
recently received
his broker’s li-
cense. Tripodi has been in real estate
sales for over 16 years and is a consis-
tent top producer. He can be reached
by visiting the Coldwell Banker Resi-
dential Brokerage of ce on N. Kinzie
in Bradley.
Bob eklund
Hoekstra Trans-
portation named
Bob Eklund as
March driver of
the month. “Bob
was selected not
only for his out-
standing service,
professional de-
meanor and safe-
ty record, but also for his performance
in achieving the highest MPG in the
feet,” according to a company press
release. Te designation is Eklund’s
second honor since he joined the com-
pany in January 2007.
Mac McCurry
H o e k s t r a
Transportation
announced the
addition of Mac
McCurry to
their staf as the
recruiter and
driver relations
manager. He will
be responsible
for the overall activities related to trac-
tor fulfllment and driver satisfaction.
McCurry previously worked in law
enforcement, where he was in charge
of recruiting, training and employee
recognition, according to Hoekstra.
n Jim Owens, chairman and CEO of
KANKAKee coUNty ContinueD FroM Page 34
B2B illinois DIrect coNNectIoNs
Caterpillar Inc., was a featured par-
ticipant in the 2008 National Summit
on American Competitiveness. Te
event was held May 22 at Chicago’s
Fairmont Hotel.
n Esther Huffman, of Bourbonnais,
and Cathy Hamende, of Bonfeld,
recently graduated from American
Bodywork Institute.
Marilyn roy
Speckman Re-
alty, GMAC
announced their
top producers for
the month of
April: Marilyn
Roy, ABR, GRI,
SRMM; Aman-
da Armer-Irps;
Lori Naese,
QSC, SRMM; Connie Cappel, GRI,
SRMM; Keith Lewis, GRI; Monna
Ulfers, BKR; Donna Giacchino,
BKR, GRI, QSC, SRMM; Linda
Krause, BKR, GRI, SRMM; Lisa
Sanford, ABR, BKR, CRS, GRI,
SRMM; and David Gross.
elisabeth Dunbar
S p e c k m a n
Realty, Inc.
G M A C
welcomes new
agent, Elisabeth
Dunbar, to the
Bo u r b o n n a i s
of ce.
Connie legris
Te National
Association of
Realtors hon-
ored Connie
Legris, executive
of cer of the
Kankakee Coun-
ty Association of
Realtors, with
the Realtor As-
sociation Certifed Executive (RCE)
designation, which recognized excep-
tional eforts made by Realtor associa-
tion executives. Prior to becoming a
candidate for the RCE designation,
applicants must document their asso-
ciation management and academic ex-
periences. Te must also demonstrate
knowledge of areas critical to Realtor
association management, including
association law, governance and issues
related to member services. Recertif-
cation is required every four years.
susan Fisher andre Wallace
Coldwell Banker Residential Bro-
kerage announced is top producers for
March and April. In March, with 10
units and over $1,200,000 in volume,
Susan Fisher was tops in both units
and volume. A member of two multi-
ple listing services, Fisher has been in
real estate for 19 years and is a consis-
tent multi-million dollar producer.
Andre Wallace was top listing agent
for the month with nine units. Other
top producers during the period in-
cluded Cindy Schimmel, Alisha
Clark, Frank Tripodi, Michelle
Roth, Anne LaMontagne, Jerry
Kern, Diane Brannock, Heather
Hinderman and Nettie Williams.
For the month of April, Susan Fisher
was top listing and sales agent. Other
top producers during April included:
Marlena Tarnish, Michelle Roth,
Sarah Powers, Jerry Kern, Frank
Tripodi, Cindy Schimmel, Randy
McCurry, Tonya Woods and Sandy
Lackey.
Debra Foulks
Bennett Homes
announced its
top producers for
the month of
April 2008 in
their residential
division. Debra
Foulks was the
top agent for the
month with over
$1.75 million in total transactions.
John Tamblyn was the top listing
agent for the month with over $1.7
million. Tina Franklin reached a to-
tal of $1.6 million in total transac-
tions; Michelle Arseneau, Andy
Czako and Susan Schreffl er each
followed close behind. All six agents
are members of the Kankakee County
Association of Realtors, the National
Association of Realtors and the Illi-
nois Association of Realtors.
events
6/5/2008
Dale Carnegie FREE Workshop:
“Taking Team Performance up a
Notch”
Olivet Nazarene University, Weber
Leadership Ctr, 8:30 - 10:30 a.m.
Dale Carnegie: 630.390.6050
6/6/2008
First Friday Focus Group on
BBRCC membership
BBRCC Of ce, 8 - 9 a.m.
Bradley-Bourbonnais Regional
Chamber: 815.932.2222
6/10/2008
BBRCC Envoy Meeting
New volunteers welcome.
BBRCC Of ce, 12 p.m.
Bradley-Bourbonnais Regional
Chamber: 815.932.2222
6/10/2008
BBRCC Governmental Affairs
Committee Meeting
Call if interested in serving on this
committee. BBRCC Of ce, 2 p.m.
Bradley-Bourbonnais Regional
Chamber: 815.932.2222
6/11/2008
BBRCC Member’s Orientation
New and existing members welcome.
BBRCC Of ce, 8 - 9 a.m. or 5:30 -
6:30 p.m.
Bradley-Bourbonnais Regional
Chamber: 815.932.2222
6/14 & 6/15/08
Homes on Parade
Home Builder’s Association of
Kankakee: 815.482.4131
6/14 & 6/15/08
Relay for Life
Bishop McNamara High School,
2 - 8 p.m.
American Cancer Society:
708.633.7770
6/19/2008
Chamber Fun Day “Hawaiian”
Golf Event
Bon Vivant Country Club.
Golf Scramble begins at noon.
KRCC: 815.933.7721
6/21 & 6/22/08
Homes on Parade
Home Builder’s Association of
Kankakee: 815.482.4131
6/24/2008
Business After Hours
Friendship Festival Beer Garden,
5 - 7 p.m.
BBRCC: 815.932.2222
KANKAKee coUNty ContinueD
COOK COUNTY COOK COUNTY
COOK COUNTY
n Te District 230 School Board ap-
proved the hiring of Michael Mur-
phy as Head Dean at Andrew High
School beginning July 1, 2008. Mur-
phy will take on this new role as cur-
rent Head Dean Tom Lahey retires
after 16 years in the position. Murphy
earned a Bachelor’s Degree in Social
Work from Illinois State University, a
Master’s Degree in Social Work from
Loyola University and is a licensed so-
cial worker.
events
6/5/2008
Strain/Sprain Presentation / Over-
view of OSHA Interpretation re:
Musculoskeletal Disorders
Holiday Inn & Convention Ctr.
(Tinley Park), 12 noon - 1:45 p.m.
866.369.9182
6/9/2008
2nd Annual Charity Golf Outing
Idlewild Country Club, Flossmoor
10:30 a.m. check-in; 5:30 dinner
Keller Williams Realty: 708.798.1111
6/12/2008
Smart Women Smart Money
Conference: Recession-Proof Your
Finances
Holiday Inn & Convention Ctr.
(Matteson), 8:45 a.m. - 1 p.m.
Barbara Chalko: 312.814.4338 or
[email protected]
6/11 - 6/13/2008
Empowering Women in Business
Seminar Series
Downers Grove, 9 a.m. - 5 p.m.
(registration req'd.)
Dale Carnegie: kristen_legner@dale-
carnegie.com or 630.390.6050
B2B illinois Direct Connections contains original content and information compiled from various news outlets including: Associated Press, e-mails, area chambers of commerce,
Web sites, The Daily Journal and numerous other publications.
innovative Management
Solutions
Continued from page 8
Around the County
Continued from page 5
serve approximately 1 million individu-
als annually with programs addressing the
needs of low-income citizens. Typically,
CSBG funds are being used for the follow-
ing types of programs:
n Education—A broad spectrum of edu-
cational assistance is provided through
the CSBG program. Specifc examples
include: workplace orientation, voca-
tional skills training, family planning
education, cultural opportunities for dis-
advantaged children, energy conserva-
tion education, post-secondary education
scholarships, GED assistance for high
school dropouts, adult and youth literacy
training, and nutrition education for sin-
gle parents and the elderly.
n Employment—Te Department of
Commerce and Economic Opportunity
places a high CSBG priority on job-cre-
ating economic development programs
which result in the employment and self-
sufciency of low-income persons. Each
CAA designs and operates an individu-
alized economic development program.
Ten percent of each CAA’s annual CSBG
funding is allocated for economic devel-
opment/job creation activities. Most
CAAs operate a loan program through
which below-market-rate loans are made
for business expansion and start-up
which results in the hiring of low-income
persons.
n Emergency Services—Most CAAs
maintain clothes closets and food pan-
tries, many of them in conjunction
with other community groups and lo-
cal churches. Some agencies provide re-
deemable vouchers or grants to clients
that enable them to meet immediate and
urgent family needs such as health ser-
vices, nutritious food, housing, employ-
ment-related assistance, daycare, medical
services and transportation.
n Health—CAAs provide many health-
related activities including transporta-
tion to medical services, medical and
dental screening, immunizations, drug
and alcohol prevention and treatment
assistance, medication/prescriptions and
other related services.
n Housing—Te primary housing activities
include aid to renters seeking a residence,
landlord/tenant rights education and ar-
bitration, information about purchasing/
fnancing a home, packaging housing and
housing rehabilitation loans, and provid-
ing for minor energy efciency or health-
and safety-related home repair.
n Income Management—Many CAAs
ofer programs to encourage better use of
available income. A majority of this as-
sistance is in the form of family budget
counseling. Information also is provided
includes top management. Teir projects
are usually (and rightly so) much farther
reaching (strategic) in nature. Tis means
that up front planning becomes critical for
minimizing waste. (See diagram on page 8
for cost analysis.)
Another reason for planning at the man-
agement level is to model the behaviors and
skills that you expect in your staf. If an
employee poorly plans a project and wastes
time and money, there are usually conse-
quences. Make sure everyone is held to the
same standards.
Celebrate Successes
It is very important to continually cel-
ebrate successes, show results, and build
a great “cause” within the organization. It
may sound simple, but so many organiza-
tions fall short in this area. Whether you
through workshops or brochures on such
topics as fnancial management, credit,
income taxes and social security.
n Linkages—CSBG funding regularly
supports extensive outreach, information
and referral services.
n Nutrition – CSBG funding is a primary
resource for leveraging and providing
nutritional assistance. Typical programs
include: federal surplus food distribution,
community gardening projects, food
banks, senior citizen and youth feeding
projects, Christmas food packages and as-
sistance in accessing food stamps, WIC,
summer feed programs for children, and
other nutrition-related programs.
n Self-Sufciency—Most CAAs provide
for comprehensive family case manage-
ment programs that promote, empower
and nurture family members toward self-
sufciency.
n Coordination of Services—CAAs part-
ner with local governments, community
based organizations and the private sec-
tor to provide critical human services.
Tis coordination is enhanced by the
CAA’s unique board structure.
Who is Eligible?
Client eligibility for the Illinois Commu-
nity Services Block Grant program is based
on a “poverty” income threshold that is es-
tablished and annually adjusted (for changes
in the Consumer Price Index) by the United
States Department of Health and Human
Services. In addition to the poverty income
eligibility, citizens whose income is within
125 percent of the poverty threshold are de-
termined to be “low-income” and are also
eligible for CSBG services. Illinois’ CSBG
regulations also make provision for CSBG
services to citizens above these income lev-
els who are victims of natural or man-made
disasters which cause swift and temporary
poverty. Information on CSBG eligibility
provisions can be obtained by calling your
local CAA:
Kankakee County:
Kankakee County Community Services,
Inc.
657 E. Court, Suite 207
Kankakee, Illinois 60901-4055
Telephone: 815.933.7883
Hours of Operation: 8:00 a.m. - 4:00 p.m.
Will County:
Will County Center for Community Con-
cerns
304 North Scott Street
Joliet, Illinois 60432-4035
Telephone: 815.722.0722
Hours of Operation: 8:00 a.m. - 4:00 p.m.
Iroquois County:
East Central Illinois Community Action
Agency
56 North Vermilion
Danville, Illinois 61834-1335
Telephone: 217.443.2705
Hours of Operation: 7:30 a.m. - 4:30 p.m.
Southern Cook County:
Community & Economic Development
Association of Cook Co., Inc.
208 South LaSalle Street, Suite 1900
Chicago, Illinois 60604-1001
Telephone: 312.795.8844
Hours of Operation: 8:30 a.m. - 5:00 p.m.
For further information on community de-
velopment programs please contact:
Bureau of Community Development
620 E. Adams, CIPS 3
Springfeld, IL 62701
Phone: 217.785.6174
TDD: 800.785.6055
I would also like to take this opportunity
for anyone interested in the Opportunity
Returns program or seeking business as-
sistance to contact me at 312.636.0739 or
email me direct at [email protected].
Until next month, see you around the
county…
Edward Piatt is NE senior
account manager for the
Illinois Department of
Commerce & Economic
Opportunity, covering
Kankakee, Grundy and
southern Cook counties.
Iroquois County:
Paul Faraci, east-central manager
217.278.5851
E-mail: [email protected]
Will County:
Beth May, NE senior account manager
815.721.3543
E-mail: [email protected]
feel the need to celebrate the small successes
or not, somebody in your organization will
have worked hard to complete a project.
Many times this work is above and beyond
their regular job duties. Terefore, by not
expressing your gratitude and celebrating
the success, you run the risk of making peo-
ple feel that their work has gone unnoticed,
unappreciated and was expected.
Nothing will diminish future eforts fast-
er than a feeling of being underappreciated.
So what to do, specifcally? Plan your
communication strategy. Don’t leave it to
happenstance, or it will look last-minute,
insincere and forced to your staf. Know
what means the most to the people and plan
your communication eforts accordingly.
Another thing to make sure you do is to
recognize people for their contributions re-
gardless of their position. I’ve seen organi-
zations where the supervisors and managers
were not allowed to be recognized for their
good ideas. “It’s their job to think of these
ideas,” was the rationale. When speaking to
the supervisors and managers in this envi-
ronment, they felt slighted. In some cases
they withheld good ideas from management
out of spite. Not a good scenario for any or-
ganization.
Last Thoughts
When building momentum for lean in
your organization, accept and plan for hav-
ing a diferent momentum in each area or
department. Allow for these diferences, for
they represent the varied dynamics of your
organization. If you try to control or stife a
faster-paced department, you are defeating
the purpose of employee-based improve-
ment initiatives. However, if you have areas
or departments that are slow to embracing
the lean principles, push them, guide them
and nurture them into action.
Long-term momentum comes when ev-
ery area is involved and contributing to the
proactive improvement of the organization.
Finally, be conscious of how improve-
ment projects compete for time with your
employees’ other tasks and responsibilities.
Any momentum you’ve built can be slowed
down or stopped completely if employees
are involved in too many projects at once—
taking them away from their “normal” job.
It is a balancing act in many cases. Finding
the balance and not overwhelming employ-
ees is very important.
Next month I will fnish this lean series
by touching on some ways to avoid imple-
mentation failures. Until next month!
Patrick Seaton, Innovative
Management Tools LLC.
the CenterPoint for entrepreneurs sponsors
Veterans’ Entrepreneurial
Boot Camp
More than 75 U.S. military service mem-
bers, as well as veterans’ family members
joined U.S. Small Business Administration
Regional Director Patrick Rea at Governors
State University for the Veterans’ Entrepre-
neurial Boot Camp in May.
Rea was the keynote speaker at the event
hosted by Te CenterPoint for Entrepre-
neurs at GSU. Of the nation’s 24 million
veterans, more than three million are cur-
rently small business owners. Te steadily
growing number of veteran business own-
ers, coupled with
Te CenterPoint’s
mission to provide
business services
to the region, led
to the inception of
the targeted event.
Rea, also a Brig-
adier General in
the Army Reserve,
discussed why vet-
erans make excel-
lent entrepreneurs.
“Men and women
who have served
in the military are
naturally risk-takers and also have an ex-
ceptional concept of service. Both charac-
teristics are integral to business success.”
In addition to larger group sessions, the
Boot Camp featured breakout sessions on
specifc topics including business fnanc-
ing, writing a business plan, and business
operations. Attendees also took part in one-
on-one counseling with Te CenterPoint’s
business analysts.
“Tese sessions have helped to set of a
light bulb in my head,” said Sherrie Wirth
of Bradley, Illinois. Wirth, who lost a son to
the war in Iraq, has a business proposal in
progress and received additional guidance
at the boot camp. She is planning to open a
business that assists returning war veterans
with transitional services, including coun-
seling and transportation.
Wirth, like many other attendees, is a
relative of a service
member. In plan-
ning the boot camp,
Te CenterPoint
realized the need
to not only provide
specifc information
to veterans, but also
to those whose lives
have been touched
by men and women
who have served in
the military.
Navy Veteran
Steve Gillespie of
Chicago Heights
served in Desert Storm. While his earlier
small business ventures didn’t work out as
planned, Gillespie is determined to become
a small business success story, noting that
he learns something new each step of the
way. “Starting a business is a leap of faith,”
he said. “It takes passion to be an entrepre-
neur, and I’ve got plenty of that.”
from press release
How’s Business
Continued from page 18
Do we have a generous standard of pay,
and insist on excellence?
Do we hire too quickly and fre too late?
Is our company history—and its future—
fully communicated and understood by ev-
eryone?
How is our leadership viewed by others?
Are they “connected” to the team in ways
that are sincere, genuine and authentic?
(For more on how to achieve authenticity,
see my book, “Reality Sells.”)
How do our team members “feel” about
their jobs? Are they made to feel part of the
team’s success with their individual contri-
butions?
Do we encourage volunteerism and com-
munity service?
Creating a positive culture in any orga-
nization is long, tedious work. But it’s not
impossible. Start small and take a step each
day toward building the culture you want
to create. Every step—however small—is a
positive in the long run.
If you’d like a nudge in the right direc-
tion, I’d like to send you my free report, “15
Ways to Be More Authentic in Your Busi-
ness.” Just send me an e-mail at bill@Te-
800PoundGorilla.com and put the words
15 WAYS in the subject line. I’ll send it
right out to you.
Bill Guertin is an in-demand
speaker, author, and chief
enthusiasm offcer (CEO) of
The 800-Pound Gorilla,
helping companies develop
leaders in sales performance,
service excellence and creative marketing
techniques. He is the co-author of “Reality
Sells: How To Bring Customers Back Again
and Again By Marketing Your Genuine
Story.” Bill travels to deliver many work-
shops, seminars, retreats and keynote
presentations each year.
Keynote speaker
Patrick rea ad-
dresses attendees
at the Center-
Point’s veterans’
entrepreneurial
Boot Camp.
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