Professional Coaching

“Conflicts look bad. I always prepare touchy agenda points with my 2 senior leaders before leadership team meetings. This way senior leadership presents a united front,” recently mentioned the CEO of a 200-people company. Most leadership teams have too few open, healthy conflicts. This makes them less effective, reduces decision quality, and ultimately slows down business growth.  How can you step outside of your comfort zone and mine more healthy conflicts? Healthy conflicts help propel your business forward Many CEOs stick to their comfort zone: you avoid some conflicts and embrace other, based on your natural conflict style – not based on what is best for your business. Artificial harmony created by conflict avoidance is treacherous, as this 

Introduction Running a small business is like navigating through different seasons – there are sunny days full of triumph, and then there are stormy days that test our resilience. One key factor that can make a world of difference in weathering any storm is having the right team members by your side. Just like bad weather always seems worse when viewed through a window, hiring the right individuals can help us see beyond the obstacles and propel our businesses toward success. 1. Weathering the Storm When it comes to building a successful team, it’s essential to understand that every business faces challenges. The key to success is to hire team members who not only have the necessary skills and qualifications but also possess the right mindset to weather any storm. Look for candidates who have demonstrated resilience and adaptability in their past experiences, as they are more likely to navigate through tough times with you and with grace and determination. 2. The Power of Teamwork Remember, when you hire a new team member, you’re not simply adding an employee – you’re gaining a partner who can help you face challenges head-on. When the storm clouds gather and the sky looks ominous, a strong and cohesive team can work together to find innovative solutions, brainstorm ideas, and provide the support needed to overcome obstacles. The right team will transform challenges into opportunities for growth and improvement. 3. Going Beyond the Surface The journey of hiring the right team members extends beyond reviewing resumes and conducting interviews. To choose individuals who can truly thrive in your organization, it’s important to look beyond the surface-level qualifications. Consider their values, work ethic, and their ability to fit into your company culture. Seek out candidates who demonstrate a genuine passion, drive, and willingness to go the extra mile – these are the qualities that will shine through, even when you have to face the fiercest storms. 4. Embracing Uniqueness Don’t be afraid to embrace the uniqueness of each team member. Just like different weather patterns bring a variety of experiences, having a diverse team can lead to fresh perspectives and innovative solutions. Encouraging collaboration where everyone’s ideas are valued will create a team that is equipped to tackle any challenge that comes their way. 5. Building Trust and Resilience Trust forms the foundation of an effective and cohesive team, allowing everyone to rely on each other when the going gets tough. Foster an environment where open communication, transparency, and mutual support are valued, and watch as your team weathers even the strongest storms with unwavering determination. Conclusion Just as bad weather always looks worse through the window, the challenges we face in our businesses can seem insurmountable when we don’t have the right team members to support us. Together you can change your perspective, navigate through any storm with confidence, and emerge stronger on the other side, ready to embrace the sunny days of success that lie ahead. Remember, FIREPOWER Teams is here to help you find, nurture, and grow the right team to fuel success and sustainable growth in your small business. Reach out to Maria Forbes and discover the power of people-powered change in your organization. Let your business thrive and watch as the storm clouds dissipate, leaving a bright future full of possibilities.

The first bit of concrete feedback I recall receiving in the workplace was from a fellow colleague, a much more experienced person than I. The feedback was not part of a review, he was not my supervisor, but someone I worked with daily. I don’t know what prompted him to share the feedback.  I am so grateful that he did. His exact words escape me, but the sum of the feedback focused on my lack of warmth and the perception of being an “ice maiden”. I was shocked.

INTRODUCTION To maximize performance, it is essential that sales leaders provide comprehensive ongoing training and coaching to their sales team to become a high-performance sales organization. In this article, we will explore the 8 types of sales training high-performance sales leaders deploy to ensure their teams have the knowledge and skills necessary to excel. These training types include Company, Industry/Competition, Products, Systems, Sales Processes, Sales Skills, Sales Management, and Artificial Intelligence (AI). 1. COMPANY TRAINING Comprehensive knowledge of the company’s vision, mission, values, and culture is essential for sales professionals. Company training familiarizes sales teams with the company’s unique history and story, the organization’s goals, unique value proposition, target markets, and overall business strategy. This training helps salespeople align their efforts with the company’s objectives, effectively communicate the value of their offerings, and build trust with customers. By understanding the company inside-out, sales professionals can better represent its brand and deliver a compelling sales pitch. 2. INDUSTRY/COMPETITION TRAINING Understanding the industry landscape and competitive landscape is vital for sales professionals. Industry/competition training equips sales teams with knowledge about market trends, customer preferences, and the competitive landscape. This training allows salespeople to position their products or services effectively, address customer pain points, and differentiate themselves from competitors. By staying up-to-date with industry trends, sales teams can adapt their strategies and remain ahead of the competition. 3. PRODUCT TRAINING Product knowledge is the foundation of successful sales. Product training ensures that sales teams have a deep understanding of the features, benefits, and applications of the products or services they are selling. This training equips sales professionals to effectively communicate product value to customers, address specific customer needs, and handle objections. By being well-versed in product knowledge and high-impact use cases, sales teams can build credibility, instill confidence in customers, and close deals more effectively. 4. SYSTEMS TRAINING In today’s digital age, sales teams rely on various systems and tools to manage customer relationships, track sales activities, host video meetings, conduct webinars, query databases, generate pricing requests, and efficiently navigate sales processes. Systems training provides sales professionals with the necessary skills to leverage these tools effectively. Whether it is a customer relationship management (CRM) system, ERP system, order entry system, sales automation software, sales analytics, or a mobile platform, understanding how to navigate and utilize these systems optimally enables sales teams to work efficiently, enhance collaboration, and make data-driven decisions. 5. SALES PROCESS TRAINING A structured and standardized sales process is essential for consistent sales performance. Sales process training guides sales teams through the steps involved in a typical sales cycle, from lead generation to deal closure and post-sales support. This training helps sales professionals understand the importance of each stage, develop effective sales strategies, and improve conversion rates. By following a defined sales process, sales teams can identify bottlenecks, optimize workflows, and deliver a seamless customer experience. 6. SALES SKILLS TRAINING Sales skills training focuses on enhancing core selling skills such as communication, negotiation, objection handling, relationship building, and closing techniques. These skills are fundamental to establishing rapport with customers, understanding their needs, and influencing their buying decisions. Sales skills training provides sales teams with practical techniques, role-playing exercises, and real-world scenarios to improve their ability to engage customers, overcome objections, negotiate, and close deals. Continuous development of sales skills is essential for long-term success and adapting to changing customer expectations. 7. SALES MANAGEMENT TRAINING A well-structured and comprehensive training program equips sales managers with essential skills and knowledge to lead their teams effectively, resulting in improved sales outcomes and business success. Organizations can create a culture of excellence that fosters collaboration and consistency by providing managers with strategic planning, motivation, and performance management tools. According to a study by the Harvard Business Review (2018), companies that invest in sales management training experience a substantial increase in revenue and profit margins. Therefore, investing in sales management training is a wise and proven approach to elevating sales performance. Sales Xceleration offers an outstanding sales management training program called the Certified Sales Leader (CSL). It covers the foundations of successful sales leadership, including Sales Strategy, Business Planning, Hiring, Onboarding, Managing a Team, Motivating & Getting the Best from your Sales Team, Creating an Environment of Sales Success, Coaching & Sales Culture, Improving Poor Performance, Sales Meetings, Ride-a-longs, Roleplays, Understanding Customers, Forecasting, CRM, Compensation, and Mentoring. In addition to a certification exam, the CSL program includes practical tools, documents, and templates to improve all aspects of sales leadership. 8. ARTIFICIAL INTELLIGENCE (AI) TRAINING As technology continues to advance, sales teams need to harness the power of AI to gain a competitive edge. AI training equips sales professionals with knowledge about AI-driven tools and applications that can enhance their sales effectiveness. This training helps sales teams understand how AI can automate routine tasks, provide insights, and enable predictive analytics to improve customer targeting, lead generation, and sales forecasting. AI can be especially beneficial when developing templates, refining sales scripts, and improving marketing automation flows. By leveraging AI effectively, sales teams can optimize their workflows, identify new opportunities, and drive revenue growth. CONCLUSION To maximize your sales team’s performance, sales leaders and business owners must deploy a comprehensive range of training programs. Company, Industry/Competition, Products, Systems, Sales Processes, Sales Skills, Sales Management, and AI training are crucial elements that ensure sales professionals are equipped with the necessary knowledge and skills to excel in their roles. By investing in these training types, business owners can empower their sales teams to stay ahead of the competition, effectively communicate value, and drive revenue growth in an ever-evolving sales landscape. If your business needs a comprehensive, customized sales training program to elevate your Sales Team’s performance, let’s

The single biggest problem in communication is the illusion that it has taken place. George Bernard Shaw, a famous Irish playwright is credited with this quote which so aptly captures the issue. Communication is the most common organizational challenge cited by clients, whether as part of a team or as individual leaders. Why is that? Let’s start by understanding what communication means. The Latin base of the word is communicare, which means to share. To share something, you must hold or know it, and recognize that sharing will benefit you and the other party.  It then needs to be presented in a way that others will want to partake or engage. If the other party is not interested or does not know why they should be, the message will fall on deaf ears. This gives us three distinct components necessary for the start of effective communication.

Entrepreneurial leaders do a lot of things well, but hiring the right people, aligning talent for top performance and optimizing collaboration is not where they want to spend their time.  It’s not why they went into business and they are unfamiliar with the impact of talent on their growth and succession goals. They don’t understand that the aggregate of human ability is an asset and a competitive advantage when human capital is part of the strategic planning work. That’s where FIREPOWER Teams comes in.  Talent strategies, or workforce planning is for owners and leaders of lower mid-market businesses to attract, optimize and retain their best people. We help them create reliable and scalable people engagement so the whole company will help achieve their growth and succession plan.

Whatever happened to the original 11 companies Jim Collins featured in his 2001 book Good to Great? As part of a review I recently Key Findings. The research team discovered many lessons along the way, but one “giant conclusion” stood above the others. Their research confirmed that “almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the framework of ideas they [the Collins team] uncovered.” Additional lessons learned from the companies that went from good to great: Celebrity Leaders. Famous leaders with larger-than-life personalities who ride in from the outside were negatively correlated with taking a company from good to great. Executive Compensation. There is no systematic pattern linking specific forms of executive compensation to the process of going from good to great. Strategy. The strategic planning process did not separate the good-to-great companies from the comparison companies. Both sets of companies had well-defined strategic plans, used similar planning processes, and spent comparable amounts of time on long-range strategic planning. What Not To Do. Good-to-great companies focused less on what to do, than on what not to do, and what to stop doing. Technology. Technology-driven change has virtually nothing to do with igniting a transition from good to great. Technology can only accelerate a transformation but cannot cause a transformation. M&A. M&A plays virtually no role in igniting a transition from good to great. Merging two mediocre companies never make one great company. Focus on the business. Good-to-great companies create alignment and motivation by focusing on running their business rather than getting distracted by large-scale change management initiatives. No Launch Event or Revolutionary Process. Good-to-great companies had no name, tagline, or launch event to signify the start of their transformation. Most were evolutionary, not revolutionary. Greatness is primarily a matter of conscious choice. Good-to-great companies were not, by and large, in great industries; some were in terrible industries. Greatness is not a function of circumstance (i.e., sitting on the nose cone of a rocketship). What I Found Interesting. Few people realize that as unfortunate as Collin’s only high-profile bankruptcy was of his original 11 Good To Great companies, a rise-from-the-ashes story emerged shortly before the Circuit City bankruptcy happened. The Circuit City management team accelerated the spinoff of another one of their start-ups, called CarMax (NYSE: KMX), which has since grown into a juggernaut that today employs 32,647 people and generates $31.9 billion in annual revenue. It’s interesting to note that even when the original Circuit City business model was failing to keep pace with their larger rival, BestBuy, their leadership team had the foresight and was able to fund and launch the next great idea – while continuing to build both businesses for a few years until they were able to safely step off the sinking Circuit City ship and onto the CarMax lifeboat they had launched. Summary – The book organizes a highly complex, multi-year research project into groups of insightful examples using a framework that supports and explains their findings. The case studies were well-researched and easy to follow, and I appreciated the handy summaries at the end of every chapter. I was impressed with the breadth and depth of the research put forth to write the book. Based on years of empirical research, data gathering, interviews, and real-world examples, it provides an understandable path for helping companies move from good to great.

Have you ever had a deal blow up at the eleventh hour because your client got cold feet or found fault with the deal terms for seemingly irrational reasons? If so, you have likely witnessed the disruptive effects of unaddressed unpleasant feelings and concerns. All change, even when it results in a huge payout, involves loss. Exiting business owners lose a key part of their identity, long-standing relationships, familiar routines, the sense of doing something well and being recognized for it, and more. They also face tough choices about what to do with the rest of their lives and concerns about how their newly liquid wealth will impact their family and other relationships. This is a lot to deal with. One way clients cope is by trying not to think about it. Instead, they focus on the business of getting the deal done. Meanwhile, advisors often have their own reasons for focusing on getting the deal to close. The unfortunate outcome can be that business owners’ unaddressed mixed feelings get acted out in the form of inexplicable and counter-productive behavior as closing approaches. Advisors who have not had psychological training often try to address last-minute objections with rational counter arguments. This can make things worse, especially if the client begins to feel pressured. Most experienced advisors have observed this pattern. The question is what to do about it. My suggestion is to encourage your clients to use a professional coach to help them anticipate the feelings, concerns, and choices they will face during the exit process and to begin addressing them even as they proceed with the other steps needed to produce a successful exit. Eventually, providing clients with this type of support may come to be seen as a “best practice.” Meanwhile, advisors who adopt the practice will likely gain a competitive advantage, see deals close more smoothly, have happier clients, and receive more referrals.

Trying to communicate to create connection, alignment, and action? Here’s a fantastic example from an attendee at one of our GENIUS Business Storytelling workshops who identified two important messages he wanted to communicate and used two versions of a story to do just that in a memorable way. Both versions began with the following: At the September 2020 US Open, Novak Djokovic was on his path to a 30-match winning streak and bid for an 18th Grand Slam title. As he walked to the Arthur Ashe Stadium side-line for a changeover, trailing Pablo Carreño Busta 6-5 in the first set, Djokovic – who was seeded and ranked No. 1 and an overwhelming favourite for the championship – angrily smacked a ball behind him. The ball flew right at the line judge, who dropped to her knees at the back of the court and reached for her neck. Djokovic pleaded his case saying that he didn’t hit the line umpire intentionally. He said, ‘Yes, I was angry. I hit the ball. I hit the line umpire. The facts are very clear. But it wasn’t my intent. I didn’t do it on purpose.’ So he said he shouldn’t be defaulted for it. The chair umpire thought otherwise, and Djokovic was swiftly disqualified. Ending Version 1– Djokovic Moments The US Tennis Association issued a statement saying that Djokovic was defaulted “in accordance with the Grand Slam rulebook, following his actions of intentionally hitting a ball dangerously or recklessly within the court or hitting a ball with negligent disregard of the consequences.” I’m sharing this with you because we have all experienced “the Djokovic moment” where we’ve unintentionally said something, unintentionally sent that email, or unintentionally reacted a certain way. We’re often busy and under pressure and we need to be mindful that our unintentional actions can sometime have disastrous consequences. Let’s all watch out for those regrettable “Djokovic moments”. Ending Version 2 – Djokovic Recovery To Djokovic’s credit, he later issued a statement saying, “As for the disqualification, I need to go back within and work on my disappointment and turn this all into a lesson for my growth and evolution as a player and human being,” he wrote. “I apologize to the @usopen tournament and everyone associated for my behaviour.” I’m sharing this with you because we have all acted irrationally and unintentionally, like Djokovic, when under pressure either at home or at work. However, like Djokovic, we can quickly recover by acknowledging our mistakes and applying our growth mindset to turn our mistakes into a lesson for our own growth and evolution. How much more memorable and impactful are these messages shared with storytelling skills rather than a ‘just do it’ approach? If you would like to learn the art, science, and skills of strategic business communication using storytelling I’m here for you and your teams!

Join our CEO Book Club on Tuesday February 7 at noon EST (on Zoom) to discuss the book “The Motive” by Patrick Lencioni. What is the essence of your job as a CEO? In his recent book “The Motive” best-selling author Patrick Lencioni analyzes reward-centered leadership as opposed to responsibility-centered leadership, and from there derives 5 key roles of a CEO. In addition to provoking readers to honestly assess themselves, Lencioni presents action steps for changing their approach. Join us at this interactive CEO Book Club to learn from the insights and experiences of other CEOs – because we all have different perspectives on the same book. The CEO Book Club is FREE and is open to all growth-minded CEOs who want to become better leaders. You DO need to read the book prior to the event (the book is an insightful yet quick read: about 3 hours). Please register here:

A Small Business Onboarding Process A recent HBR article stated that poor onboarding can leave your employees with lower confidence in their new roles, worsened levels of engagement, and an increased risk of jumping ship when they see a new, more exciting position elsewhere. On the other hand, companies that implement a formal onboarding program could see 50% greater employee retention among new recruits and 62% greater productivity within the same group.  Making new employees stick, keeping their interest and enthusiasm, and a long-term association with your company, is a critical value-building initiative for every size business. How well new employees are onboarded will determine their level of stickiness.  Hiring managers should take the following steps to ensure they set new hires up for success: 1) Hire an onboarding concierge to help design a customized plan.  2) Set clear goals and measures for success, 3) Provide developmental support throughout the onboarding journey. At FIREPOWER we are onboarding evangelists, committed to customizing the employee onboarding experience from day one, and throughout the long-term working relationship with your company.  Unemployment is currently at record low levels. This is good news for job seekers, but rough water for employers trying to hang on to top talent, making retention a high priority.  As the job market continues to shift, companies that have committed to onboarding are retaining key talent. Get clear about roles and expectations.  Long term success depends on your set up.  Onboarding should be more than a great first experience.  Make it last by communicating clear roles and expectations at every stage of your working relationship.  Regular progress checks keep you updated on employee successes and opportunities to grow.  You must deliver an onboarding program that embodies your company culture and prepares new members for the road ahead.  With the right preparation, you will reduce the time it takes for a new employee to become comfortable and productive in their new role. Don’t skip the 90 Day plan.   Many employers underestimate the length of time it takes for a new hire to become proficient in their role.  You can’t rush the onboarding process if you want new team members to be successful in a role.  The average onboarding program lasts 90 days, but according to Gallup’s “Creating an Exceptional Onboarding Journey for New Employees” report, it typically takes new employees 12 months to reach their full performance potential.  When employers plan carefully upfront, the process is productive for everyone involved. Leaders that invest in a complete employee onboarding experience realize key value building benefits like increased engagement levels, decreased time to proficiency, and reduced turnover.  The benefits to your business are worth the time required to create a company onboarding plan.  A customized onboarding plan template provides an easy way to generate a plan for all new hires.  Make a commitment to give your new employees a great experience and you will keep them longer. We will be your partner in creating a successful working relationship for your new team members.

Popular

What's Trending

Depending on who you are talking to, Private Equity is either the Great Satan or the savior of small and mid-market companies in the United States. The stories depend a lot on the personal experience of the speakers. Once a vehicle for high-risk investment plays in corporate takeovers (see Bryan Burrough’s Barbarians at the Gate,) Private Equity has morphed into tranches where specialists seek opportunities in everything from a Main Street entrepreneurship to multi-billion-dollar entities. What is Private Equity? The term itself is relatively generic. According to Pitchbook, there are currently 17,000 Private Equity Groups (or PEGs) operating in the US. The accepted business model for our purposes is a limited partnership that raises money to invest in closely held companies. The purpose is plain. Well-run private businesses typically produce a better return on investment than publicly traded entities. The current Price to Earnings (or PE – just to be a little more confusing) ratio of the S&P 500 is about 27.5. This is after a long bull market has raised stock prices considerably. The ratio is up 11.5% in the last year. That means the average stock currently returns 3.6% profit on its price. Of course, the profits are not usually distributed to the shareholders in their entirety. Compare that to the 18% to 25% return many PEGs promise their investors. It’s easy to see why they are a favorite of high net worth individuals, hedge funds and family offices. As the Private Equity industry has matured and diversified, they have even drawn investment from the usually more conservative government and union pension funds. Private Equity Types Among those 17,000 PEGs the types range from those who have billions in “dry powder” (investable capital,) to some who claim to know of investors who would probably put money into a good deal if asked. Of course, which type of PEG you are dealing with is important information for an owner considering an offer. private equity moneyThe “typical” PEG as most people know it has a fund for acquisitions. It may be their first, or it may be the latest of many funds they’ve raised. This fund invests in privately held businesses. Traditionally PEGs in the middle market space would only consider companies with a free cash flow of $1,000,000 or greater. That left a plethora of smaller businesses out of the game. For a dozen years I’ve been writing about the pending flood of exiting Boomers faced with a lack of willing and able buyers. I should have known better. Business abhors a vacuum. Searchfunders Faced with an overabundance of sellers and a dearth of capable buyers, Private Equity spawned a new model to take advantage of the market, the Searchfunders. These are typically younger individuals, many of whom graduated from one of the “EBA” (Entrepreneurship By Acquisition) programs now offered by almost two dozen business schools. These programs teach would-be entrepreneurs how to seek out capital, structure deals, and conduct due diligence. Some Searchfunders are “funded”, meaning they have investors putting up a stipend for their expenses. Others are “self-funded.” They find a deal, and then negotiate with investment funds to back them financially. Both PEGs and Searchfunders seek “platform” companies, those that have experienced management or sufficiently strong operational systems to absorb “add-on” or “tuck-in” acquisitions. The costs of a transaction have bumped many seasoned PEGs into $2,000,000 and up as a cash flow requirement. Searchfunders have happily moved into the $500,000 to $2,000,000 market. In the next article we’ll discuss how PEGs can promise returns that are far beyond the profitability of the businesses they buy.

Early last month, the Occupational Safety and Health Administration (OSHA) proposed the Heat Injury and Illness Prevention in Outdoor and Indoor Work Settings rule. The aim is to curb heat related injuries or death which OSHA identifies as “the leading cause of death among all hazardous weather conditions in the United States.” The proposal places new responsibilities on employers: establishing heat thresholds, developing Heat Injury and Illness Prevention Plans, regularly monitoring temperatures, and establishing safety measures when heat thresholds are met. This rule is yet to be finalized however, it is a sign of what’s to come. The standard applies to all employers except for the following: Work activities for which there is no reasonable expectation of exposure at or above the initial heat trigger. Short duration employee exposures at or above the initial heat trigger of 15 minutes or less in any 60-minute period. Organizations whose primary function is the performance of firefighting and other certain emergency services. Work activities performed in indoor work areas or vehicles where air conditioning consistently keeps the ambient temperature below 80°F. Telework (work from home). Sedentary work activities at indoor work areas that only involve some combination of the following: sitting, occasional standing and walking for brief periods of time, and occasional lifting of objects weighing less than 10 pounds. Heat Thresholds There are two heat thresholds which will trigger employer action: An “initial heat trigger” means a heat index of 80°F or a wet bulb globe temperature (defined below) equal to the National Institute for Occupational Safety and Health (NIOSH) Recommended Alert Limit; and A “high heat trigger” means a heat index of 90°F or a wet bulb globe temperature equal to the NIOSH Recommended Exposure Limit. The “heat index” is calculated by measuring the ambient temperature and humidity. Wet bulb globe temperature is a heat metric that considers ambient temperature, humidity, radiant heat from sunlight or artificial heat sources and air movement. Employers may choose either method of measuring the temperature.   Heat Injury and Illness Prevention Plan (HIIPP) Requirements If an employer does not fall under the exceptions, it must develop a HIIPP with the input of non-managerial employees and their representatives for occasions when the heat threshold is surpassed. This plan may vary on the worksite but must be written if the employer has more than 10 employees and use a language employees will understand. The HIIPP must contain: A comprehensive list of the type of work activities covered by the HIIPP Policies and procedures needed to remain compliant with the standard. Identification of which heat metric the employer will use heat index or wet bulb globe temperature. A plan for when the heat threshold is met. Along with creating the HIIPP, employers must designate one or more “heat safety coordinators” responsible for implementing and monitoring the HIIPP. The HIIPP must be reviewed at least annually or whenever a heat related injury or illness results in death, days off work, medical treatment exceeding first aid, or loss of consciousness. Employers must seek input from non-managerial employees and their representatives during any reviews or updates. The definition of “representative” is not defined; if this is broadly defined, this could be a major complexity employers must face. Identifying Heat Hazards Employers must monitor heat conditions at outdoor work areas by: Monitoring temperatures at a sufficient frequency; and Track heat index forecasts or Measure the heat index or wet bulb globe temperature at or as close as possible to the work areas. For indoor work areas, employers must: Identify work areas where there is an expectation that employees will be exposed to heat at or above the initial heat trigger; and Create a monitoring plan covering each identified work area and include this work area in the HIIPP. Employers must evaluate affected work areas and update their monitoring plan whenever there is a change in production processes or a substantial increase to the outdoor temperature. The heat metric employers choose will affect the thresholds. If no heat metric is specified, the heat metric will be the heat index value.  Employers are exempt from monitoring if they assume the temperature is at or above both the initial and high heat trigger, in which case they must follow the controls below. Control Measures When Heat Triggers are Met When the initial heat trigger is met, employers must: Provide cool accessible drinking water of sufficient quantity (1 quart per employee per hour). Provide break areas at outdoor worksites with natural shade, artificial shade, or air conditioning (if in an enclosed space). Provide break areas at indoor worksites with air conditioning or increased air movement, and if necessary de-humidification. For indoor work areas, provide air conditioning or have increased air movement, and if necessary de-humidification. In cases of radiant heat sources, other measures must be taken (e.g., shielding/barriers and isolating heat sources). Provide employees a minimum 15-minute paid rest break in break areas at least every two hours (a paid or unpaid meal break may count as a rest break). Allow and encourage employees to take paid rest breaks to prevent overheating. At ambient temperatures above 102° F, evaluate humidity to determine if fan use is harmful. Provide acclimatization plans for new employees or employees who have been away for more than 2 weeks. Maintain effective two-way communication between management and employees. Implement a system to observe signs and symptoms of heat related problems (e.g., a Buddy system). When the high heat trigger is met, employers are additionally required to: Provide employees with hazard notifications prior to the work shift or upon determining the high heat trigger is met which includes: the importance of drinking water, employees right to take rest breaks, how to seek help in a heat emergency, and the location of break areas and water. Place warning signs at indoor work areas with ambient temperatures exceeding 102° F. Other Requirements Training: all employees and supervisors expected to perform work above the heat thresholds must be trained before starting such work and annually.   What’s Next? The rule is yet to be published in the Federal Register. Once this happens, there will be a 120-day comment period when all members of the public may offer OSHA their opinion about the rule. Whether this rule comes to fruition may also depend on which party wins the White House. Furthermore, if finalized this rule would likely be challenged in the courts, which now have more discretion to overrule agency rules following the US Supreme court case of Loper Bright Enterprises v. Raimondo and Relentless Inc. v. Department of Commerce (overturning the Chevron deference decision). Employers should review their heat illness prevention policies to maintain compliance with regulations. If you have questions, call competent labor and employment counsel. Brody and Associates regularly advises management on complying with the latest local, state and federal employment laws.  If we can be of assistance in this area, please contact us at info@brodyandassociates.com or 203.454.0560  

Today we are highlighting the FIREPOWER Owner Sweet Spot Sessions! We’re about to embark on a game-changing conversation that will revolutionize the way you approach your business. It’s time to shift gears and start envisioning the future of your company in a new personal role. The Small Business Universe: Common Concerns of Owners Similar concerns echo throughout the small business universe. Maybe you feel like you’re lacking the right leadership, or worse, you don’t have any leadership at all. Perhaps your workforce has hit a plateau, or you’re dealing with the frustrating challenge of high turnover. And let’s not even get started on the never-ending cycle of decision-making, where it feels like you’re carrying the entire load on your own. What is the Work that Only You Can Do? We’re here to share a secret to successfully moving your business into the future. It all starts with a simple question: What is the work that only you can do? It’s time to tap into your natural talents and abilities that have fueled your business success from its inception and then refocus your efforts in a new way. Now, brace yourself for a little revelation that’ll bring a smile to your face. The answer to that question is much less than what you’re currently doing. Yes, you heard it right. You’re probably sporting way too many hats, it’s time to bid farewell to those unnecessary responsibilities and rediscover your true sweet spot. Enter the FIREPOWER Owner Sweet Spot sessions. These sessions are crafted to help you pinpoint those burdensome responsibilities that are holding you back from doing the work your company desperately needs from you. We’re here to lift that heavy weight off your shoulders and set you free to focus on what truly matters in achieving your future goals. Deciphering the best use of your time is the key to solving both short-term challenges and long-term business goals. It allows you to stay fully engaged in the work that only you should do, helps your teams to know your true superpowers, and ultimately unleashes your full potential to lead your company into the future. At FIREPOWER, we truly get the challenge, we live it every day. We understand the struggles you face as an owner.  Juggling numerous roles and tasks can be incredibly overwhelming and downright draining. But here’s some fantastic news – it doesn’t have to be that way. By identifying your unique strengths, you can reclaim your valuable time, restore your energy reserves, and reignite your enthusiasm for your business. So, are you ready to unlock your Owner Sweet Spot? Then it’s time to bid farewell to all the hats you’ve been wearing, delegate those unnecessary responsibilities, and rediscover the true value you bring to your company. Our owner-focused approach led by Maria Forbes, will expertly guide you through the process, empower your team, and take your business to unprecedented heights. Conclusion Remember, sustainable growth flourishes when you harness the potential of your team and become laser-focused on the work that only you can do. The number of hats you wear will shrink, while the quality of your life expands. It’s time to embrace the FIREPOWER within you and achieve the success you’ve always dreamed about. Together, we can make it happen! Fuel your people power, Maria Forbes with FIREPOWER Teams

In previous communications, we’ve discussed the significant changes brought about by the SECURE 2.0 Act. Effective implementation of many provisions within the act relies on guidance from the IRS and DOL. IRS Notice 2024-02 and IRS Notice 2024-55 offered clarification on several crucial aspects of SECURE 2.0. Guidance is helpful as plan sponsors make decisions regarding both required and optional provisions in the act. Here are some key provisions to consider: Automatic Enrollment Requirement  SECURE 2.0 mandates automatic enrollment features for 401(k) plans established after December 29, 2022, effective in 2025. The IRS guidance clarifies that a plan is deemed to be established when the employer adopts a 401(k) plan, regardless of the plan’s effective date. The notice also provides further clarity for plan mergers and spin-offs. Mergers: If a plan established after December 29, 2022, merges into a 401(k) plan that was established prior to that date, the ongoing plan will generally be subject to the automatic enrollment mandate unless the merger is: 1) a result of a business acquisition, and 2) the plans are merged by the last day of the plan year following the year of the transaction. Spinoff plans will be treated as a pre-December 29, 2022 plan as long as that portion of the plan had been established before that date. Higher Salary Deferral Catch-up Limits for Ages 60-63  For 2024, the salary deferral contribution limit is $23,000. If a 401(k) plan permits catch- up contributions, those age 50 and older can also make catch-up contributions up to $7,500. Those limits are expected to increase in 2025 based on cost-of-living adjustments to be announced later this year. Beginning in 2025, plans may also take advantage of a provision in SECURE 2.0 that would permit participants age 60-63 to make higher catch-up contributions. For those plan participants, employers may increase the catch-up limit to the greater of: * $10,000 (which will be indexed for cost-of-living adjustments in later years) or * 150% of the regular age 50 catch up deferral limit. De Minimis Financial Incentives  Employers can now provide “de minimis” financial incentives to encourage employee retirement plan contributions. These incentives must not exceed $250 and are available only to employees who have not previously elected to defer contributions. The incentive can be provided incrementally over time, contingent on the employee’s continued participation. Employees receiving these incentives are subject to regular tax, withholding, and reporting requirements. Terminal Illness Distributions  SECURE 2.0 introduced a new exception to the 10% penalty on early distributions for terminally ill employees. The IRS notice defines a terminally ill individual as someone who has been certified by a physician to have a condition or illness that can be reasonably expected to result in death in the next 84 months. This exception does not create a new type of distribution; rather, employees must still qualify for another permissible distribution from the plan. While this provision will be optional for employers, if a plan opts out, employees may categorize a distribution as a terminal illness distribution on their own tax return. If an employer does elect to recognize terminally ill distributions, the plan must obtain a specific certification from the physician rather than relying on an employee’s self-certification. Hardship Distributions with Self- Certification Most plans that permit hardship withdrawals allow such withdrawals only if the hardship satisfies one of the “safe harbor” reasons. Such reasons include the purchase of a principal residence, amounts needed to prevent eviction or foreclosure on a personal residence, qualifying medical expenses, tuition, funeral and burial expenses, certain expenses to repair the employee’s principal residence, and expenses and losses related to a federally – declared disaster. SECURE 2.0 provides that a plan can adopt employee self-certification rules. That means a plan sponsor may rely on an employee’s written self-certification that the distribution is for one of the plan’s safe harbor hardship reasons and is not more than the amount required to satisfy the financial need and they do not have alternate means that are reasonably available to satisfy the hardship need. The participant is expected to maintain records that support the hardship. Many plan sponsors are adopting self-certification.  Emergency Personal Expenses Distributions SECURE 2.0 permits a 401(k) or other defined contribution plan to offer emergency personal expense distributions. If the option is offered, eligible employees can withdraw up to $1,000, or their vested balance (if less) for “unforeseeable” or “immediate” personal emergency expenses once each calendar year. Self-certification is available. The distribution is not subject to the usual 10% tax on early distributions. Also, emergency expense distributions can be repaid to the account within a three-year window. Another emergency expense distribution can’t be made within the three-year window unless the previous distribution is fully repaid or contributions equaling the distributed amount are deposited.  Domestic Abuse Victim Distributions SECURE 2.0 permits a plan to offer domestic abuse victim distributions. This type of distribution may be made to a participant within a one-year period beginning on the date when a participant becomes a victim of domestic abuse by a spouse or partner. The maximum distribution is the lesser of $10,000 or 50% of the participant’s vested account. The $10,000 limit is subject to future cost of living adjustments. Self-certification is available. The distribution is not treated as an eligible rollover distribution for tax withholding purposes; however, the participant may repay the distribution any time during the next three-year period. The distribution is taxable, but there is an exception from the 10% early withdrawal penalty. (Note that plans which are subject to the spousal consent requirements for distributions may not be able to adopt this provision.) The IRS has also delayed the deadline for SECURE 2.0, SECURE, and CARES amendments until December 31, 2026. This gives them additional time to issue further clarifying guidance. As always, we are committed to keeping you informed as things develop.

Previous
Next

Explore the Knowledge Exchange

Search