PHILADELPHIA - Yesterday, I was flying to Philadelphia and reading the latest issue of "Success" magazine on the plane (Dec '08).
Several different, unrelated articles caught my eye, primarily because of a common thread running through each one. The magazine issue itself did not have a theme, per se, but I spotted one. It lunged at me. Jumped off the page.
See if you can nail it in these five stories. The same critically important "leader skill" is embedded in each one.
And you need to have it.
First...
Steven Spielberg's creative genius got an early start. When he was just a kid, he created little stories as he filmed family trips, pets and friends.
To encourage him, his parents brought home a projector, rented movies and showed them to neighborhood kids on summer evenings. Enterprising young Steven charged each kid 25 cents admission, and he donated all the money to charity.
This launched his movie career.
At 13, he created a 40-minute film, "Escape To Nowhere". At 16, a 140-minute sci-fi adventure, "Firelight". And when he was a Boy Scout, he borrowed his dad's 8mm camera and made a 9-minute film called "The Last Gunfight", to earn his photography merit badge.
Second...
TV cook Rachel Ray was shocked the day The Food Network handed her a $360,000 contract -- barely 24 hours after she did a brief food segment on the "Today" show.
And she's done very well since, parlaying that into broadcast stardom and guest shots on TV shows all over the dial.
All the while proclaiming she's a good cook, but not a chef, and has no formal culinary training.
She never BS'd the network, nor her audience. Her "everyman" quality, frankly, is just what the TV execs were looking for, and she hit a grand slam with viewers.
Where'd she get that honest streak? From her mother and mentor, who taught her "Decide who you are and don't try to pretend that you're something other than that."
Third...
Advertising mogul and host of TV's hit show "The Big Idea", Donny Deutsch tells of a talent producer for his show who had a dream of starting an image consulting business, but was befuddled on where to start.
Rather than kick her butt out the door for announcing she'd rather be doing something else, he helped her instead. Advised her to take the next 10 weeks to shop for 10 different friends...for free... all so she could build a portfolio of satisfied clients. Then beginning with #11, start charging. A lot.
Twelve months later, she left to start her own company. Deutsch's farewell gift? A segment on his show that rocket-launched her business.
Next...
Mitch Albom, sportswriter for the Detroit Free Press and weekly contributor to ESPN-TV's "The Sports Reporters", has written three books.
Each became a worldwide best-seller. Each got made into a TV movie.
And each one is about his mentors.
He wrote "Tuesdays With Morrie" about Brandeis University sociology professor Morrie Schwartz.
"The Five People You Meet In Heaven" included the protagonist, his Uncle Eddie.
And "For One More Day", his own mom served as the inspiration for the mother character. His two most profound mentors, he says, were his mom and dad.
And finally...
NFL football star Warrick Dunn is considered one of the most charitable athletes in professional sports. He buys homes for single mothers working multiple jobs -- and to date, he has put a roof over the heads of 78 single parents and 205 children.
Wow. That'll activate the tear ducts.
He says none of his sports accomplishments can match the feeling of giving the keys to a home to a woman who has worked her whole life and never been able to afford one.
His inspiration?
His own mom, a Baton Rouge police corporal, who was shot and killed in an ambush while working a second job as a security guard -- leaving Warrick, the oldest at 18, to become man of the house to five younger brothers and sisters. His mother's humble soul and proud spirit guided him in her absence.
She never owned a home. Could never afford the down payment.
He's now fixing that for women just like her.
There. That's all five.
Did you spot it?
Did you see the common thread running through the lives of those five leaders?
It's mentorship.
It's a leader helping someone less skilled, less able, more junior, more unsure. To find her way. To fulfill his dream. To deal with the difficulties of life. Guiding. Teaching. Encouraging. Caring. Setting the table for success. And providing a sympathetic shoulder when plans go south.
Spielberg, Ray, Albom and Dunn each had mentors. And enjoyed the benefit of aid and counsel from a master.
And Deutsch is a mentor. He dramatically improved the life of a colleague. In fact, his TV show has mentorship as its underpinning -- sharing stories of success that encourage others to break the shackles of their own lethargy.
It doesn't get any more personal than mentorship.
It's one-on-one, baby.
I contend that, in all my years on this planet, my greatest personal growth and development, in business and life, has come -- not from books or CDs. Not from seminars or workshops. Not from listening to speeches, sitting in training classes, or attending webinars.
Oh, make no mistake, I'm a high-volume student and user of all those. Have been for 30+ years. And every one has provided me an unending wealth of knowledge, inspiration, and actionable data.
But my greatest leaps in learning...
That's where the gold is.
How about you? Take a look at your own life. I'm sure you can point to one or two people who have blessed you with their love, encouragement, and caring guidance.
But let's shift gears to something even more important.
LESSONS & ACTIONS FOR YOU:
What are you doing to actively mentor others?
To inspire their self confidence. To help them identify and live their dreams. To launch them into action. To be their rock of Gibraltar when they stumble and fall.
There are few gifts so precious you can give another. And as a leader, frankly, it's not just a nice thing to do.
It's your obligation.
It comes with the territory of leadership. In my world, if you're not mentoring, you're not leading.
Here are seven suggestions for effective mentoring:
(1) Listen more than you speak. Listen for where the pain is. Listen for where the dreams are. It'll help you make it all about them, not about you. Listening builds trust, and you can't be a successful coach without it.
(2) Emphathize. When your mentee has a setback, it's helpful to share a story of when you faced a similar experience. And how you rebounded. When we hear that our heroes have failed too, it serves as inspiration to get back on the horse and ride again.
(3) Help them find their passions. Not just what they're good at, but what electrifies them with excitement. Lots of people have a talent, but don't enjoy it. You can help them two ways. Find what REALLY turns them on. Or realize the passion they already have for what they do, but just didn't see it. Hold up the mirror.
(4) Show tough love when it's called for. Good coaching requires delivering bad news, too. Holding firm boundaries. Pushing them into uncomfortable terrain. Saying what needs to be said to move them past their roadblocks. Taking the risk they won't come back.
(5) Lead by example. If you recommend one thing, but do another yourself, you're done. Credibility shot. Game over. Walk your own talk. That's the definition of integrity.
(6) Formalize it. Schedule regular time to be with your mentee(s). Don't let it happen by chance -- it won't. We're all too busy. Schedule consistent, regular time each day or week or month. Block it on your calendar. Treat it as one of the most important meetings you'll have. I recommend all leaders have coaching meetings -- not less than monthly -- with each direct report one-on-one. Unplug the phone, take no emails, allow no interruptions.
(7) Make them write it down. Their passions, their values, their goals, their actions, their deadlines. All of it. Don't accept the flimsy "It's okay, I'll remember it" excuse. That's BS. Winners write down their plans and commitments -- it shows laser-focused intent. I've told clients for years "If you don't write it down, you're just screwing with yourself. Get serious, commit it to paper, or let's move on and talk about something that IS important to you."
Like all tasks worth doing, mentorship -- done right -- involves a disciplined, structured process. It ain't happenstance.
Put that structure in place for those YOU mentor. Your employees. Fellow team members. Friends. Children.
Yes, leadership from a distance has value. But limited.
Have the guts to get up close and personal.
__________________________________________________________
Rick Houcek is a regular contributor to LogisticsRecruiter.com. Rick facilitates off-site strategic planning retreats, helping CEOs and Leadership Teams create high-impact plans that overcome the crippling effects of lousy execution and get successfully implemented. His Power Planning strategic process drives action through his Escape-Proof Accountability system. It's ideal for small and mid-size businesses. To bring this potent weapon to your team, contact Rick by phone, fax or email. Visit his web site at Soar with Eagles.com. Ask about his 100% No-Risk Guarantee.
ATLANTA - Unless you're living under a rock, you've seen, heard, and felt the torrential media bombardment about the so-called Wall Street bailout.
It has dominated the news for several weeks. Maybe you've felt the sting of the financial crisis in your pocketbook. I hope not.
Anyway, there's a burr under my saddle about this whole bailout thing. And it's instructive for leaders. (No, it isn't the final decision. As I've said repeatedly, I don't use this blog for personal politics. It's about leadership. Period.)
Here's what's enraging me:
A high-integrity leader must make difficult and controversial choices every day. And in the end -- especially in times of crisis -- Job 1 is to make unselfish decisions that serve the greater good. Even if they anger small pockets of people. Even if they piss off influential supporters. Even if they get a carton of eggs thrown at their picture window at 2 am.
And the one thing the high-integrity leader never does is act in his own personal best interest at the expense of the greater good. That's hugely taboo in integrity circles. Oh, to be sure, leaders violate that every day. But I said "high integrity" leaders.
They ... don't.
Yet once again, some of our law-making politicians -- who should be the highest integrity leaders in the land, don't you agree? -- have shown their true colors by doing what's best for themselves, even if it's not best for the country and the citizenry. They proved it with their bailout votes. No, not their actual yay or nay vote ... but their reason for the vote.
Let me explain.
Last week, after the first House vote that killed the bailout package (before the Senate vote that approved it and the second House vote that approved it), USA Today reported that one of the reasons for the "no" votes was... ...political fear.
Four USA Today staff writers collaborated on this front-page story (dated Sept. 30). These reporters did some digging, computed some numbers, made a disturbing discovery, and arrived at a profound conclusion.
Here it is.
Specifically, despite the urgings of their own party leaders -- both Democrats and Republicans who were called to the White House to create a bipartisan bill that would serve the needs of BOTH party interests AND the American people... ...even then... ..."political fear" drove 75% of House members who are in close races in the Nov. 4 elections to vote no.
The important wording there is ... in close races. (The next 3 paragraphs are quoted directly from USA Today.)
"Republicans facing tough re-election challenges deserted their leaders in droves. 32 of 37 Republicans listed as endangered by the non-partisan Cook Political Report voted no, compared with 18 of 29 Democrats in the same category.
On the flip side, 22 of 29 Republicans who are leaving the House this year voted for the bill. 2 of 6 retiring Democrats voted against the bill. (...meaning 4 of 6 retirees voted for.) 'There aren't many vulnerable members who voted yes,' said David Wasserman, House editor for the Cook report. A yes vote, he said, would give 'every opponent a new blistering ad to run against you.' "
Now it's clear.
Wasserman and the 4 USA Today writers came to the same conclusion. That since a high percentage of those in tough races voted no ... and a high percentage of those retiring voted yes ... then it sure LOOKS like many of those in tough races voted in their own self interest, to preserve their re-election bid, and not have to deal with voter backlash.
That's a lousy reason, and it boils my blood. Doesn't it yours?
Further, maybe (just maybe) more of them would have voted differently had their re-elections not been so rocky. Yes, I'm sure one could argue the opposite, but on appearance anyway, that's the conclusion they're drawing. Frankly, it looks the same to me. So how they voted is not in question. But why they voted the way they did, is.
And it's of grave concern. Looks like a case of a vote for "me" rather than a vote for "we".
Translation: they served their own personal self interest, not the greater good, which they were elected to do.
Therein lies my anger. And mistrust.
We elect our leaders with the faith that they will study the issues deeply, then make intelligent decisions on our behalf, not theirs. Why is that so much to ask? Oh sure, I get that there will always be disagreement over which is the "greater good" choice.
Politicians and voters argue that daily. On every issue. But what voters can universally agree on is ... the choice that is clearly NOT greater good is the one that serves only the politician's election status. I also get that this in nothing new.
Since time began, in governments the world over, there has been public outcry against self-serving politicians. And now, in this bailout vote, those House members facing close re-elections seem to have brought the white-hot light of scrutiny on themselves again.
Two key questions:
Lessons & Actions For You:
In "Good To Great", the best-seller by Jim Collins, one of the characteristic traits of a Level 5 Leader -- the pinnacle position you should be shooting for -- is the willingness to make self-less, rather than selfish, decisions.
For leaders well known to have little or no integrity, we expect them to take the self-serving way out. No surprise. Thankfully, only a small percentage of leaders fall in here. At the other end, the high integrity leaders always decide in favor of the greater good, even when it's not best for them as an individual. No surprise here either. Sadly, this group too is only a small percent of the whole.
But what's maddening -- and deceptively unpredictable -- is that dangerously large group in the middle. The ones who proudly proclaim to be of high integrity, but then occasionally or frequently make selfish decisions -- violating the very ethics they purport to live by. We never know when. We just know we can't trust them. They are consistent only in their inconsistency.
Bottom line to all this is simple. Or should be. Always take the high road.
Here's a simple litmus test. Look at yourself in the mirror and ask: "If I make choice A, who will benefit and who will be hurt? If I make choice B, who will benefit and who will be hurt? If I make choice C, who will benefit and who will be hurt?"
Make three columns on a sheet of paper, one each for choices A, B, C (more if there are additional options). Now divide each of the columns into two, one for Benefit, one for Hurt. Then, start writing.
Want a couple examples of folks who do it right?
Peter Ueberroth, who ran for California governor in the mid-term election a few years ago, bowed out of the race with four weeks to go, behind by a wide margin, rather than engage in the only election tactic that could give him hope of closing a large gap in a short time. Mud-slinging at opponents. As easy as that negative choice is for others, Ueberroth was only interested in running a clean, positive campaign. In dropping out, he decided in favor of the greater good rather than personal interest. A noble choice.
Another... Last week, a client and former Marine told me that in the chow line, Marines with higher rank always eat last. Soldiers who fight the battles eat first. If they run out of food, too bad for the officers. It's part of their code. That's a "greater good" decision, and one I admire.
The question for you is: Which side of the ledger do your decisions fall on? Greater good? Or self interest? If you got fidgety reading all this, squirming in your seat, maybe it's time for an ethics check.
If, on the other hand, you can honestly say you always make greater good decisions ... and a majority of your constituency would agree (heck, there are always a few who won't) ...
Congratulations!
You're in a small fraternity of the highest integrity Level 5 Leaders. We need a whole lot more like you.
__________________________________________________________
Rick Houcek is a regular contributor to LogisticsRecruiter.com. Rick facilitates off-site strategic planning retreats, helping CEOs and Leadership Teams create high-impact plans that overcome the crippling effects of lousy execution and get successfully implemented. His Power Planning strategic process drives action through his Escape-Proof Accountability system. It's ideal for small and mid-size businesses. To bring this potent weapon to your team, contact Rick by phone, fax or email. Visit his web site at Soar with Eagles.com. Ask about his 100% No-Risk Guarantee.
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=a3efe88e-4c31-4654-9230-00891690d091)
ATLANTA - On Saturday, I was listening to "Costas On The Radio" the weekly program of one of my all-time favorite sportscasters, Bob Costas, who has now ventured into non-sports broadcasting.
He was interviewing Darrell Hammond, long-time cast member of Saturday Night Live. Costas asked Hammond a thought-provoking question that -- as I thought about it -- had implications for leaders everywhere.
Costas was discussing Jimmy Fallon, a fellow SNL cast mate of Hammond, having just been named by NBC to replace Conan O'Brien on The Late Show in 2009 when Conan takes over for Leno on the Tonight Show.
"You've worked with Jimmy Fallon for years," Costas said, "Why do you think he's the right choice to host that show?" Hammond didn't miss a beat. "Because he's a total performer," he said. "I'm not. I'm good at a couple things. I can do good sketch comedy with an ensemble team. And I can do impressions. That's it. But Jimmy Fallon -- he can do it all."
Hammond went on to say Fallon can do sketch, he can do impressions, he can do dialects -- young, middle age, and old -- and he can write comedy too. He simply does it all. He's multi-dimensional. For a comedian, that list is the full monty. When you realize the breadth of Fallon's comedic talents, it's no wonder he got the nod over others.
Simply put, he's a safe bet to nail the laughs and reel in the ratings. It reminded me of a corollary in baseball -- the 5-tool player -- a rare bird indeed. He's the guy who can run, throw, field, hit for average, and hit for power. In the major leagues, he's on the Most Wanted list. Highest paid too. There aren't many.
Most players are lucky to have two or three in their bag of tricks. But to excel at all five is to be the sought-after needle in the haystack. Now ... shift to leaders. And to you.
How many leadership tools are on your peg board? What Jimmy Fallon is to comedy ... and what a 5-tool player is to baseball ... YOU must be to leadership. Multi-dimensional. Multi-skilled. Multi-talented.
Lessons & Actions For You:
Let's say you're highly effective at presentations. Pretty good at working a room. And not bad at leading meetings. But those are pretty much all the arrows in your quiver. You're in trouble.
Or let's say you're the new business closer and exceptionally good at it. You're a planner and organizer to beat the band. And you've got a genius for logistics
See where I'm going with this? Let me be more specific: A handful of leadership tools on your peg board ain't gonna cut it. Want proof? Some of the greatest leaders of all time have spoken out on the subject. John Wooden, famed UCLA men's basketball coach, who still today owns more national championships than any other coach living or dead, diagrams 17 critical leader traits in his success pyramid from his book "Wooden on Leadership".
As you read the book, you then realize he's burrowing down even deeper into mini points that, if you're counting, could tally over 60 or 70. Colin Powell, former secretary of state and chairman of the Joint Chiefs of Staff -- in his book "The Leadership Secrets of Colin Powell" -- has 16 chapters, each one digging into an important leadership quality. And inside each chapter, you can flush out more sub-points, for a total of, I'm thinking, maybe 50 to 75 traits.
Jack Welch, legendary CEO of GE, has spoken of more than 30 must-have attributes of effective leaders. In "Robert E. Lee on Leadership", written by H. W. Crocker, there are 11 chapters. Each one ends with a bullet-point list of "Lee's Lessons" that summarizes the content. I counted. Total of 52 behaviors, traits and lessons for leaders.
I could go on, but you get the picture. There's an endless list of books, CDs, courses, workshops and seminars on leadership -- and every author has his or her list of traits. Go ahead. Read, listen to, or attend any one of them. I challenge you to argue with their logic. They ALL make sense. Watch any sporting event. Then watch the post-game interview with the head coach.
In a 15-second sound bite, the astute viewer/listener can grab two or three tidbits of leadership wisdom -- each one a profound lesson on its own.
Bottom line: Leadership is multi-dimensional. And by "multi", I don't mean three or four. Or eight or nine. Or 22 or 23. I mean dozens and dozens. Like courage. Initiative. Integrity. Loyalty. Enthusiasm. Vision. Honor. Serving others first. Trustworthiness. Hopefulness. Goal-oriented. Inspirer of others. Delegator. Risk-taker. And on and on and on.
I've only scratched the surface.
If all this scares you -- and it should -- you may want to re-think your leadership role. Make sure you're up to the task, up to the challenge, up to the responsibility. Your followers -- whether they number only one or two -- or as many as 10,000 or a million -- all deserve you to be effective at all the many facets of logistics
No, not a few. Not just the ones you like. Not just the ones that don't upset you. All of them. And the ones you're not good at? Work on them until you are. It's not an option to ignore them. The more you study leadership, the longer will grow your list of critically important traits you must embrace.
Leadership is not for everyone. It's not for the squeamish. Not for those with wobbly knees. Nor the feint of heart. And certainly not for those who intend to just eek by with a couple of key skills, and zero interest in developing the rest. If the pressure of having to be proficient at such a long list of attributes troubles you, get out now, before you embarrass yourself and topple the enterprise.
If, on the other hand, you're energized by it all, you seek to learn more every day, and you're on a non-stop quest to improve yourself and acquire the logistics and supplychain
Which are you? Let this be your wake-up call to decide. You can't be an effective leader by going at it half-hearted. Wherever you are on the "leadership continuum", you will always have more to learn.
Will you? Will you start today?
__________________________________________________________
Rick Houcek, President Soar With Eagles, Inc. To subscribe to his newsletter, please visit Soar with Eagles.com and fill in your name and email address in the upper left of the home page.
Its that time again...Thursday is Valentines Day! Millions of us will rush out to buy flowers, candy and other goodies for their sweethearts. For many of us, that’s a “day of” activity at the local florist, but increasingly, we’re dealing with the flowers by purchasing them on-line. Companies like 1-800 Flowers, FTD, and even Wal*Mart have been planning for months for your order. 
In the flower business, 80 percent of the revenue is earned on just two holidays. Valentines Day, and then the biggie…Mothers Day. In the United States, over 110 million roses will be sold on Valentines Day. Good business.
Valentines Day is a $14 billion dollar floral market in the US alone.
About 65% of American roses are grown in California, but more and more are being imported from places like Colombia and Ecuador, where the growing climate remains ideal year round. Fincas (farms) in South America bring flowers to Quito or Bogota where cargo airlines like Florida West, Tampa Airlines and Cielos de Peru fly in full jumbo jets of flowers. Daily, 747’s, DC-10’s and B767’s arrive every morning in Miami.
The Race is On: From Farm to your table in three days!
Direct importers bring the flowers by the airline pallet load directly from the airport ramp into cold storage, where the flowers are chilled and await USDA and US Customs inspection. Both activities take place within hours of arrival. By 7PM, orders are being processed for delivery nationwide.
Your order from Wal*mart.com or FTD routes from their commerce servers to the direct importer, who creates the bouquet, packages it, and tenders it to a parcel carrier like DHL and FedEx.
While many orders are flown by express carriers to their hubs in Memphis, Louisville or Wilmington, Ohio, a larger amount are actually trucked using refrigerated trucks to the express carrier hub. This extends the cold chain for the flowers, thereby keeping them fresh longer and extending their shelf life. Once in the parcel carrier hub, the boxed bouquets fly nationwide just like any express package. By 10:30 the next day, your sweetheart has her flowers. Total time from the growing farm to your dining room table is only an amazing three days!
Knowing those flowers are often accompanied by chocolates, lingerie, jewelry and other goodies, sites like FTD and Wal*Mart allow you to purchase it all on-line for delivery at the same time. Those items source from different vendors on a drop ship basis, but the parcel carriers pull it all together for a timely delivery.
FedEx, DHL and UPS will be hand delivering flowers every day this week but especially on Thursday. When you see your package courier , waive and say hello because they’ll be working extra hard this week.
Jerry M. Hempstead is a 32 year air express industry veteran and consultant. He is President of Hempstead Consulting based in Orlando, FL. Jerry is a contributing author to freightdawg.com and may be contacted by email at gmhempstead@aol.com
In January 2007, all three major parcel carriers announced revisions in how they treated over sized shipments. New FedEx, DHL, and UPS "dimensional weight" rules are noted in the links below.
Whether you are negatively impacted by these amendments is contingent on the package size of your shipments. If a shipper’s items are less than 3 cubic feet in size then these announcements are actually good and could result in lower shipment costs. However, studies have shown that if your shipments currently move under previous Oversize Rule(s) the migration to dimensional weight could result in your company paying between 15 and 17% more than you pay today for these shipments.
"What can I do about it?"
First, Understand your Book of Business
With respect to managing your parcel costs, a shipper first must understand what they have and how the rule may affect them. The first step in this process is to create a profile of your parcel shipments that details the types of parcel shipments that occur, where they are shipped and the volume of packages tendered to each carrier. If this profile discloses a significant number of oversize shipments, or there are other warning signs that indicate that your company may be adversely affected, then you likely have some thinking to do.
"Then consider your options"
You have several options, some of which can be used in combination. These first address internal inefficiencies, then leverage the politics of your carrier relationships, the competitive marketplace and your specific situation. Each case may be different.
Consider Changing Packaging - Based on what the profile discloses, it may be worthwhile to look at the packaging sizes used. There are some nuances between various box sizes where one size may dim one-way and another not at all. The information may be in your shipper invoice file or on your weekly flat file billing from your carrier. A review of the bills can provide some beneficial insight.
Ask for higher discount to offset Dim rule changes - You can always try the traditional method of demanding a higher discount off of the base tariff rate to mitigate some of the impact of the rule change. One toy company noted that after they sat down with their current parcel carrier and went over their analysis of the impact of this change, (which showed an increase of 14%), the carrier volunteered to increase their discount to partially offset the impact of this increase.
“Breach of Contract” - Call in the incumbent and tell them it is your expectation that the oversize rule that was in effect at the time the contract was signed must be the rule moving forward for the duration of the contract. If they refuse, then advise them that you consider that carrier in breach of the contract and are therefore canceling the contract on 30 or 60 days notice per the contract. No parcel carrier wants to lose market share or lose customers over this new rule.
Put the business out to bid - Call in the competition and put the book of business in play and TELL the bidders they can only have the business if they grandfather the old OS rule and or waive Oversize entirely for the duration of the contract award. The key here is convincing the incumbent parcel carrier that his business is at risk. Right now, there is a battle going on amongst the Big Three (UPS, Fed Ex and DHL) and they have been very aggressive in protecting their turf and trying to get new customers.
Suggest a Phased approach - If you want to adopt a less adversarial stance, you can request that the incumbent carrier phase in this new rule by applying a more liberal dimensional factor such as 300 or 600 for the next year and then gradually reduce the divisor until the 194 is reached some time in the future. The increase in the dimensional factor can reduce the weight against which the package is compared (a.k.a. the package is billed at the greater of the weight of the package or the weight calculated under the dimensional freight rule).
Consider adding regional parcel carriers - If the Big Three are not willing to budge, then consider using use regional parcel carriers that don't apply an oversize or dimensional rule (such as Eastern Connection or California Overnight or WPX) wherever possible. Our experience has proven that the Big Three are very adept at noticing (what we refer to as) diverted freight. This is freight that once was moving in their system and is no longer there.
While some of these steps may seem pretty basic, we have surveyed some shippers and have been somewhat surprised at how few of them are being proactive in negotiating with their carrier (right now) to address these issues. Additionally, we have been a bit surprised to learn that very few of these shippers have a complete profile that details their parcel transactions.
If you would like additional information, or have any questions, don’t hesitate to contact me at gmhempstead@aol.com.
