StoneDimensions

By: Garis Distelhorst
As I begin the bitter-sweet process of clearing my office of personal items and mementos of my 43+ years as an association executive, including the last 11 at the MIA, it occurred to me that I should do a couple things. First, I must say thanks to those who have helped me succeed, and second I will share a short final report from someone who has spent 11 years serving a very noble industry that has gone from boom years, through a tragic public relations crisis, into a deep recession, and is now hopefully emerging into a better economy and a revived construction industry.

As an association CEO, I have been extremely fortunate to have had the support and encouragement of a great group of MIA presidents and boards of directors. These men and women have listened to me, counseled me, and supported me in some truly challenging times including the radon/radiation-in-granite-countertops crisis, and in some innovative projects and activities. They have provided the kind of feedback that I needed to succeed in my role. This feedback included encouragement to develop education programs for the industry and for the design community; to grow that education into a CEU program MIA members can use locally; to improve and enhance the MIA website to serve all of the industry’s constituencies; to investigate, design, and introduce an industry accreditation program for leading member companies; to produce a series of video training programs as well as videos to educate and inform consumers; to grow the MIA bookstore that supports member efforts to learn and to educate consumers; to initiate an industry safety program and campaign that has included extensive work in the areas of silicosis prevention and safe slab handling and the development of safety training programs for member firms; to expand the MIA awards program to include recognition of the industry’s finest craftsmen; to grow membership through outreach and networking; and a whole lot more. The support and encouragement of the MIA’s elected leadership has been a key to the MIA’s growing reputation, and the boards’ willingness to let the MIA staff try new things (and even fail now and then) is key to innovative thinking and in not being afraid of taking some calculated risks.

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After 50 years in the stone industry, I would like to comment on at least some of the changes I have seen and offer a possible glimpse into the future. Fifty years ago, the stone industry in North America, and the world, was very different than it is today. Almost every quarry had a blacksmith on the premises sharpening steel bits constantly. The monument and stone fabrication plants used steel-shot swing saws and loose grit abrasive polishers. Primitive joint saws with diamond blades were used in Europe whilst North America basically relied on silicon carbide and wire. Big, heavy silicon carbide wheels were mounted on enormous contour grinders to shape the stone.

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Because of record unemployment, and the downsizing of many larger employers, many individuals have chosen to start their own businesses out of necessity. If you are serious about following the “American Dream” and working for yourself, there are a number of things that must be seriously considered. The freedom, flexibility, and control associated with being your own boss can easily be overshadowed by legal and tax problems which may arise if you fail to properly plan.

Q: SHOULD I CREATE A BUSINESS ENTITY?

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By now you have undoubtedly read numerous articles and have seen several newscasts regarding the recent Supreme Court decision and its impact on the future of health care in the United States. Since the decision was issued shortly after my article was completed for last month’s newsletter, I have taken some time to reflect upon the decision and its future application before writing this article. I am certain that everyone is aware, however, I want to reiterate that the mandates issued by the decision will not go into effect until 2014. Because a Presidential election is forthcoming, there is a possibility, if the Republicans take control of the White House and Congress, that the Act could be repealed or significantly watered down by the plug-in date in 2014. Nonetheless, I believe that a working knowledge and summary of the Act and what exactly the Supreme Court decision upheld is warranted.

Q: WHAT EXACTLY DID THE SUPREME COURT DECISION DO?

A: It upheld the heart of the Act which will require most Americans to purchase health care insurance by 2014 or pay the federal government a tax penalty. The constitutionality of such a mandate was upheld and the mandate was characterized as a “tax” which may be lawfully imposed by Congress.

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In January 2012, the Cutting Edge delivered news (see below) that the National Motor Freight Traffic Association (NMFTA) was considering reclassification on LTL shipments of stone blocks, pieces or slabs. All recommendations were approved, these decisions include the following new notes: these classification changes “apply to stone blocks, pieces or slabs secured on lift truck skids, pallets or platforms or shipping carriers or racks in a diagonal or vertical orientation. Stone blocks, pieces or slabs tendered for shipment on lift truck skids, pallets or platforms or on shipping carriers or racks must be securely fastened to and must not overhang the edges of the lift truck skid, pallet or platform deck or shipping carrier or rack. Exposed surfaces and edges must be completely wrapped with plastic film or corrugated fiberboard or protected by wood or similar material.”

The result of this decision may significantly raise the rates on LTL shipments of natural stone. MIA’s original article contained an error in the description of how and why the rate increase would be realized (see below). The NMFTA actually has nothing to do with setting of rates, that is done by the individual carriers. All the NMFTA does is declare classifications for commodities to be shipped. MIA apologizes for the misinformation.

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BY: JEFF HADEN
ORIGINALLY PUBLISHED ON: WWW.INC.COM

I'm fortunate enough to know a number of remarkably successful people. Regardless of industry or profession, they all share the same perspectives and beliefs.

And they act on those beliefs:

1. Time doesn't fill me. I fill time.

Deadlines and time frames establish parameters, but typically not in a good way. The average person who is given two weeks to complete a task will instinctively adjust his effort so it actually takes two weeks.

Forget deadlines, at least as a way to manage your activity. Tasks should only take as long as they need to take. Do everything as quickly and effectively as you can. Then use your "free" time to get other things done just as quickly and effectively.

Average people allow time to impose its will on them; remarkable people impose their will on their time.

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In early 2012, the Marble Institute of America (MIA) repeated a survey originally conducted in 2008 gauging consumer sentiment on various countertop materials. The 2012 survey of 1,588 homeowners, conducted by Harris Interactive on behalf of the MIA, found that 76 percent of homeowners agree with the statement “Nothing beats the beauty and value of granite countertops” and 75 percent of homeowners who intend to remodel their kitchens in the next two years indicated they want granite countertops.

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Originally published on www.inc.com.

Self-evaluation doesn't seem to be a human strong suit, as study after study has proven, but are bosses particularly bad at assessing how they're doing at supporting their employees?

That's what a new study by employee-recognition company Achievers suggests. The research is drawn from a poll of 1,826 employees, 232 CEOs, and 645 HR professionals. The poll asked each group the same questions about how employees view their organizations, and compared their answers. Turns out, things can look tremendously different depending on whether you're sitting in the proverbial corner office or out in cubesville.

Take feedback for example. Employees benefit from close coaching and immediate feedback on the strengths and weaknesses of their work, and 61 percent of the employees surveyed by Achievers reported preferring immediate feedback over other types such as an annual review (a nearly non-existent 1% of employees told Achievers they prefer to get feedback annually). Are they getting this immediate feedback?

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By: Jeff Haden for inc.com

Great employees are reliable, dependable, proactive, diligent, great leaders and great followers... they possess a wide range of easily-defined, but hard to find, qualities.

A few hit the next level. Some employees are remarkable, possessing qualities that may not appear on performance appraisals but nonetheless make a major impact on performance.

Here are eight qualities of remarkable employees:

1. They ignore job descriptions. The smaller the company, the more important it is that employees can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done.

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You're doing all the obvious things: the right education, solid experience, a good mentor. But those in the C-Suite often confide that it's the subtle "polish" that takes the superstar to the next level of success. Small differences can make a big impact. What affects others' perception of your ability to lead a project, a division, an organization, or a movement? Consider the following habits, attitudes, skills, and characteristics of a leader to see how you measure up and then determine how you can step up:

Act with integrity
Tell the truth. Practice the principles you preach. Be genuine and sincere. It takes just one inappropriate action or comment to uncover the counterfeit. And once credibility vanishes, regaining it becomes a monumental task. People want to see the real you -- the integrity behind your face, the actions behind your promises. In today's economic landscape, trust trumps both price and track record.

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