Is Work-Life Balance a Myth? Here's Your Sanity Check. 🕒 8 minute read By Desiree Grace (with a blurb from Jenny Shannon) Returning from a recent Women in Industry conference, I found myself reflecting. Reflecting on my mother, grandmother, aunts, sister, female friends, daughter, mentors, mentees, and the dynamic conversations at the event. Those reflections brought me back to two recent conversations with younger working mothers and one of the conference’s recurring themes: the elusive idea of “work‑life balance.” Twice in the last six months, I’ve had nearly identical conversations with smart, talented working mothers who were filled with self‑doubt. Several women at the conference openly shared similar struggles. They asked whether it was possible to be impactful at work while still being a “great” mom. They wondered if they could do both. My answer? Yes. Yes... but . You will have to make tough decisions. You will have to get comfortable saying no. And you will h...

Do People Still Make or Break Your Distribution Business? Read Time 7 mins By Frank Hurtte Let's talk about people. Why? Because without people, distributors aren’t distributors. They’re empty buildings with aging inventory systems, a few forklifts, and a collection of office chairs that have seen better days. When I talk with individuals looking to acquire distribution businesses, private equity, industry veterans, or even outsiders, the conversation always circles back to three things: profitability, customer relationships, and the stability of the team. Remove the last two, and the valuation drops to nearly nothing. In truth, without people, you don’t have customer relationships at all. That’s why talking about people isn’t just important; it’s essential. Distribution has always been a people‑intensive business model. Yes, we have warehouses, inventory, credit departments, ERP systems, and fleets of vehicles. But people are the engine. For every dollar of gross margin generated...

source: Linkedin In our  last post , we discussed people; hiring the right people, building a solid distributor-centric onboarding process and the advantages of retaining experienced workers. Today, let’s turn the tables a bit and look at coaching and managing the very life blood of distributors – the people. Front-line managers make a difference According to work done by the Gallup organization first detailed in First, Break all the Rules , employees join companies but quit because of bad managers. Realizing the management structure of many distributors appears flat on paper with everyone reporting to just a few people, many of these front-line managers may not even have a m anagerial title. We might call them something like warehouse lead, inside sales supervisor, senior buyer, or perhaps they carry no real title but direct the work of others. To a lot of your workers, they are the “go to” person and reflect the day-to-day voice of the company. Oftentimes, they have n...