Issue link: https://www.e-digitaleditions.com/i/314415
30 FEDA News & Views with a rep from Libbey at the close of a training session and scanning emails—all within a 10-minute window while simultaneously participating in a meeting over the phone. Juggling hats is part of the job, he says, although the CEO is working on dispersing the load to focus on the big picture— more growth. "We just hired a new COO within the last year to help with operations," he says. "His background is in electronics but he really has the knowledge and fresh eyes needed to take our company to the next level." Deviance requires deviants. - DeGraff on "The Seven Deadly Sins of Business Growth" It's not what you think. Then again, maybe it is. In DeGraff's eyes, deviants are mavericks that possess a high degree of ownership, a quality he says is a key attribute of a natural innovator. Lichter counts Eli Goldring and Ariel Potash (Sholem's nephew) among that group. Both were named DSR's of the month by Foodservice Equipment & Supplies Specialist magazine within a year's span. Both characterize themselves as solutions providers, something that is engrained in the culture at Culinary Depot and harkens back to the ingenuity Sholem relied on during his kosher catering days. "It's not just about making the sale," says Lichter. "Being a solutions provider means that customers trust us to guide them in the right direction. They ask for our opinion on the merits of opening up another location, and they're always asking for our help on projects. We just did a huge supermarket and the customer asked us to coordinate the project. Our project managers do an amazing job working with all of the trades. That's what we're known for and it's given us a great advantage in the market." If past performance can't predict the future, and you can't rely on the methods that worked yesterday to work again for you tomorrow, then what can you do? - DeGraff philosophizing on Facebook Well over 50 percent of Culinary Depot's 80 employees are under 40, which in Potash's mind makes for a good sustainability plan. Education and training are the other variables. In addition to the routine—sales meetings, training videos and buying group meetings—once a week his team participates in "lunch and learn" sessions, where manufacturers or reps are invited in for product training. As long as the emphasis is on features and benefits—and not bashing competitors—Potash is flexible. There's also a four-week training program in place for new employees that includes a visit to the company's distribution center, trips to various customers, AutoQuotes training and intense product education. Without product education, reasons Potash, you can't take what customers want and turn it into what they need. "We spend a lot of money on education, sending employees to the Hobart school, other industry-related programs, and SEFA training," he says. "Education and profit margins go hand in hand. When you have the right relationships and an educated team, people don't mind paying more because they know they'll always get the right product and the best possible service when they need it." Culinary Depot continued Food for Thought For more words of wisdom from Jeff DeGraff, check out the following books at Amazon: Innovation You: Four Steps to Becoming New and Improved Creativity at Work: Developing the Right Practices to Make Innovation Happen Leading Innovation: How to Jump Start Your Organization's Growth Engine The Enlivened Self: The Art of Growing