Bellwether Magazine - Leadership Now - Second Quarter 2015

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BELLWETHER Volume 6 | Issue 2 | Second Quarter 2015

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3bell•weth•er -noun: one who takes initiative or leadership
credible
communicator
confident
conductor
charitable
sections
Letter from the Editor 5
Leadership 6
Corporate Finance 14
Industry News 18
Cover Story 24
Technology 34
Human Resources 39
24
“Before you are a leader, success is
all about growing yourself. When you
become a leader, success is all about
growing others.”
Jack Welch
14
Perspectives on
Leadership
in Today’s
Work Place
CORCOR6
38

Bellwether Magazine | Second Quarter 20154
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LETTERFROMTHEEDITOR
BELLWETHER
A Blytheco Magazine
Volume 6
Second Quarter, 2015
www.blytheco.com
www.bellwethermagazine.com
STAFF EDITOR
Apryl Hanson
CREATIVE DIRECTOR
Greg Went
CONTRIBUTING WRITERS
Avalara
Shaun Boros
Hilary Buckley
Joni Girardi
Warren Glick
Russell Harley
Bachir Kassir
Denise Renee Phinn
Collette Pleva
Steve Showalter
Kelvin Takhar
Bill Wiersma
Paul Ziliak
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Leadership
Fact or
Fiction?
The short answer - it is a fiction. Even though there are
a number of articles that differ from this point of view -
including ones at Forbes and the World Economic Forum. If
you want to know the details as to why this crisis should be
considered fictional in this author’s opinion, then please keep
reading.
by Russell Harley
One reason for these differing points of views is people
are looking at different types and definitions of what
leadership is. Someone could be a recognized leader
in a particular field or business then changes fields, like
Ron Johnson moving from Apple to JC Penney, which
did not go so well for Penney’s.
‘JC Penney did away with this strategy [having
coupons] after Ron Johnson assumed the helm of
the company, modeling the company’s stores after
those of Apple.’ (Source: http://www.forbes.com/sites/
panosmourdoukoutas/2013/09/27/a-strategic-mistake-that-haunts-j-c-
penney/)
When people at the senior levels look to find leaders,
they typically search for people who are similar to them,
regardless of whether they would be considered leaders
or not. This is termed as being a ‘team player’ or ‘having
a good culture fit.’ A great approach, if you want things
to stay the same. After all, JC Penney and Apple both
sell consumer goods, so the same models for one could
be applied to the other successfully… Right?
Not necessarily. Leadership, by its very definition, is an
act or instance of leading, giving guidance or direction.
To push the company forward you need to implement
change, not keep things the same. As noted in an article

LEADERSHIP
at Inc.com, using ‘best practices’ is not an indication of
leadership. Being comfortable with the people around
you and following the pack is not leadership either.
So what makes a good leader? The Holden Leadership
Center at the University of Oregon notes a very thorough
list of leadership skills that encapsulate needed traits
of good leaders. Two that stand out: Open to Change
and Initiative. Neither sound like traits of people who
follow others. While these traits were certainly true of
Mr. Johnson at Penney’s, he failed at several others; like
being Evaluative and Interested in Feedback. You need
more than just a few of the items listed in order to be a
real leader: Matter of fact, a leader should have almost
all.
There are also dangers in trying to be a leader or take
a leadership role in a company as well. Many times
people can get into trouble attempting this with peers
and superiors. The trouble can either be failure (due to
lack of support or consumer outrage, as in Mr. Johnson’s
case) or the individual is felt to be the ‘odd’ person out
and does not ‘fit in.’ This obviously reduces the number
of people that could be considered for leadership
roles. This desire to have everyone ‘fit in’ reinforces the
perception there is a lack of leaders in companies.
While this is all very interesting, what does it have to do
with Project Management (the topic typically covered in
these articles)? Let’s compare the leadership traits from
above with what the Project Management Institute says
are the key traits that all Project Managers should have*:
• Show their worth
• Understand business strategy
• Overcome hurdles
• Improve team performance
These can easily be mapped to the aforementioned
leadership traits. Plus, although many Project Managers
do not realize this, they are really leaders within their
organization. Are Project Managers not expected to lead
project teams to successful completions of projects?
Communicate well with very diverse groups of people
at all levels within an organization? Etc., Etc. Almost
everything on Holden’s list can be applied to Project
Managers.
While there are no solid numbers of Project Managers, a
rough estimate puts about 9-11 million in the U.S. That’s
a lot of leadership potential. Assume that only 30 percent
are working at what would be considered ‘leadership’
levels, i.e. major projects with multiple millions of dollars
of budget, etc. That still leaves around 3 million people
who should have most of the traits listed by Holden.
So what is wrong? With this many people possessing
these skills there should be no perception of a leadership
shortage at all. It looks like there are plenty of people to
fill whatever leadership roles are needed.
The issue is company boards and C-level executives do
not look at the Project Management field as a leadership
field. MBAs and other leadership trainings are given far
more weight over Project Management. This is really
strange given the impact that Project Managers have
on companies around the world. Typically the highest
position in a company for Project Managers is a Director
role of some kind; not a very high level of leadership at
that level.
It all boils down to the perception of Project Managers
versus typical C-level candidates. There are Projects
Managers that work directly with executives every day
leading initiatives that will increase profitability, improve/
transform their businesses. If you trust Project Managers
to do these major efforts successfully, why can you not
trust them to actually do a C-level job?
‘Well a Project Manager does not know the things
I know,’ could be one response. In actuality, Project
Managers most likely know more than what a C-level
thinks they know. In many cases, a Project Manager can
be overridden by executives to the detriment of the
company. So who knew more than whom in these cases?
In conclusion, the perceived leadership shortage is not
due to an actual lack of leaders, it is due to looking in the
wrong places for leaders. Until this perception changes
about where to find leaders, there will continue to be
a cry of ‘Where have all the leaders gone?’ However, if
you are willing to expand the horizon of where to find
leaders, you will find them where they have always been:
Right beside you, leading the critical work your company
needs to have done.
*Source: http://www.pmi.org/learning/professional-
development/career-central/four-must-have-traits-for-project-
managers.aspx
Russell Harley is a veteran project manager and PMO director, passionate about helping organizations embrace world-class
project management practices and “climb out of the quicksand” in terms of gaining control over complex, ever-changing
project portfolios. You can reach Russell directly at russellharley@thepmoview.com or through LinkedIn at http://www.linkedin/
in/russellharley.
About the Author

Agribusinessman Chris Rufer is
dominating an industry and, in
the process, is turning management
norms on their head. Rufer, founder
of Woodland, CA-based Morning
Star, is the world’s largest tomato processor
with annual revenues of $700 million. Their
customers include major companies like Kraft
and Frito-Lay.
The Leadership
Style of Morning
Star’s Chris Rufer:
It has been estimated that
Morning Star, a private company
owned by the Rufer family,
controls approximately 40% of the
world-wide market for two essential
intermediate products: tomato paste
and diced tomatoes.
When it comes to tomato processing,
Morning Star is the 800 pound gorilla in
the room. Not bad for someone like Rufer
who was raised in a blue-collar family in
Merced, California and later earned an
MBA at UCLA. Rufer founded Morning
Star in 1970 and it has been through
his contrarian approach that the
company has flourished.
Whathasenabledthiseye-poppingsuccess?
Morning Star is operated by ‘self-managed
professionals’. It’s Rufer’s brain-child. He
considers this ‘platform’ ---which, in effect,
is Morning Star’s central operating system-
--to be their competitive advantage. That
belief is hard to argue with as Morning Star’s
employees are off-the-charts when it comes
to engagement metrics and delivering
bottom-line results. As a result, Morning
Star is able to pay 15 % above market in
salary and provide a benefit package that is
unsurpassed in the industry.
At Morning Star, employees make all the
decisions. There are no bosses, no titles,
and no promotions. If an employee needs
Is ‘Self-Management’
the Next Level of
Leadership and
Business Success by Bill Wiersma

LEADERSHIP
something, they buy it; they don’t need to ask anyone.
For management junkies studying this curiously unique,
world-class phenomenon, it’s nirvana. The Harvard
Business Review, Forbes and other national publications
have all written about Morning Star’s approach to ‘self-
management’. Thecompany’sapproachistrulyfascinating
having seen it first-hand when they were a client of our
firm. A quick search on Google will enable you to learn
more about Morning Star or ‘self management’ should
you desire.
This issue of Bellwether has leadership as its theme.
Breaking new ground, establishing a new status-quo,
shaking up an entire industry are just a few outcomes
consistent someone exhibiting ‘next level’ leadership
qualities. That’s precisely what Chris has done at
Morning Star. That’s real leadership! And it’s a marvelous
opportunity to learn from one extraordinary professional.
From a leadership point of view, what is it that enables
someone to accomplish the types of things that Chris
Rufer has? What can we learn from Chris—and others
like him? What characteristics are especially important? If
you’ve read many of my previous Bellwether articles you
know the importance I put on leading oneself first before
leading others. That’s what trusted professionals do.
That’s what Chris does.
After years of working with tens of thousands of
professionals, I believe that the defining characteristic of
the trusted professional is being comfortable in your own
skin. What does it mean to be comfortable in your own
skin? Simply said, it means that the person isn’t conflicted
about the most basic tenants of their nature—their identity,
if you will. They’re not trying to be someone or something
they aren’t. Typically they hold a core set of beliefs along
with specific values supporting those beliefs. They’re not
phony; they’re real. Invariably they are confident, typically
in an unassuming way. If there was ever anyone who was
comfortable in their own skin, it is Chris Rufer.
Self-assured, unpretentious, natural, inspiring, transparent,
authentic, and humble are just a few of the adjectives
people use to describe those who are comfortable in their
own skin. These are people who don’t obsess about what
others think of them, don’t talk trash about others, aren’t
trying to win popularity contests, aren’t trying to be better
than anyone else, don’t measure their success against
others’ success, aren’t swayed by whimsical social fads,
and aren’t torn by the fickle winds of public opinion.
In a recent blog post, a frustrated Alan Weiss, CEO of the
Summit Consulting Group, asked why so few people are
comfortable in their own skin these days. Does it stem
from the desire to fit in (i.e. conformity)? Or perhaps it
originates from a desire to be liked. These are two big
drivers in my view. Weiss continued, “The people I’ve
seen become most successful are those who aren’t afraid
to stand out in a crowd.”
Weiss isn’t suggesting one adopt a ‘fashionista’ mind-set
in the hope of developing a cadre of sycophant followers.
Rather, he’s suggesting people stand up for (and make
actionable) their best ideas and heart-felt beliefs---even if
it cuts against the grain of conventional wisdom, even if it
isn’t popular. That’s a professional’s way of standing out--
driven from higher-order thinking.
That’s precisely what Chris has done. Early-on Chris was
constantly “laughed out of rooms” when he first sought
financing for his fledgling company. Later he was scoffed
at for the seemingly high-stakes gamble he took on the
grand experiment he called ‘self-management’. Neither
experience fazed Rufer in the least. He doggedly pursued
what he believed in. In the end, Rufer revolutionized his
industry and turned traditional management thinking on
its head. That’s ‘Leadership 2.0’. That’s the right way for a
professional to stand out.
It shouldn’t come as a surprise that it has never been
Rufer’s aspiration to ‘stand out’. It’s never been about
him. Shy is a word Chris uses in describing himself. He
appears to be quite fit. He’s a neat (but not a snappy)
dresser. He’s a regular guy---until it comes to his ideas.
When expounding his point of view, Chris unknowingly
sucks all the air out of the room. And when you combine
that passion with his matchless personality, he’s one of the
most unique people you’ll ever meet. Whether he likes it
or not, Chris—the professional-- stands out.
From where I sit, Alan Weiss is right; today, fewer and
fewer people seem willing to take a stand on the things
that they claim matter to them. Said another way, the next
level of leadership is alluding them.
Ask yourself: as a professional what do I stand for? My
ideals with purpose, what are they? What are the value-
driven things (ones bigger than myself) that mean
something to me? Professional: to what degree do I feel
that word describes me? What about my colleagues, to
what degree would they say that ‘professional’ describes
me?
Getting answers to these questions gets you a whole lot
closer to your expression of next level leadership.
Bill Wiersma is the principal of Wiersma and Associates, LLC, a consulting firm that helps leaders create cultures centered on professional ideals. His expertise has been
featured in numerous media outlets -- including the New York Times. Bill, the author of two critically acclaimed books, is a trusted advisor to executive leadership on
senior team development and organizational culture. His latest book is “The Power of Professionalism”
About the Author

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by Shaun Boros
In an effort to help you reach your desired outcome without
sacrificing your warehouse in the process, we have identified a
few characteristics that set great leaders apart from the rest.
1. Great Leaders Choose Their Destinations Wisely. - Do you
know the direction your company is headed this year or in the
years to come? Do you understand the purpose behind the
goals that come across your desk from senior management?
Attuning yourself to the heartbeat of your company can help
you better determine the direction your warehouse needs to
take in order to succeed.
2. Great Leaders Take the Time To See the Whole Picture
– Not Just Snapshots. - No matter how much we wish we
could, warehouse leaders will never be able to be in every
part of the warehouse in a single moment. In fact, many of us
aren’t even able to visit every area of the warehouse in one
shift! With that said, great leaders need to know exactly what
is going on in every area of the warehouse at every moment
in order to lead it well. Snapshots and summaries won’t do;
in a sense, we need a panoramic image of the warehouse.
Partial leadership – that is, leading without complete
knowledge of what is going on in every area of the warehouse
– can inhibit your progress toward reaching your goals and
cause problems down the line. Assign stand-in leaders
in each station to manage the areas you cannot be in and
relay important information back to you. Also consider
implementing mobile technology solutions that can track
warehouse activities in real-time so you can stay up-to-date
on every area in the warehouse without having to be present.
3. Great Leaders Understand There Will Always Be
Roadblocks and Plan For Them Accordingly. - Problems
are inevitable in the warehouse. In order to take your
leadership skills to the next level, you need the ability to
foresee problems and develop responsive, actionable
plans. Rather than leading their warehouse teams blind,
great leaders look ahead at the issues that may arise and
adjust their courses accordingly. They know that they cannot
prevent problems from occurring, but with a little foresight
and informed planning, they can ensure that the warehouse
operation goes on without a hitch.
4. Great leaders use technology to their benefit. - Technology
can provide warehouse managers with many advantages,
including increased efficiency, improved productivity, cost
savings, improved accuracy, more informed decision-making
capabilities, and a real-time view of the warehouse. Through
the implementation of barcoding and mobile technology,
warehouse leaders can arm their staff with the tools they
need to get the job done and get it done well. Rather than
be cautious about new technology and solutions, great
leaders do the research necessary to find out if and how these
solutions can boost them to success.
5. Great Leaders Train Great Leaders. - The final (and most
important) characteristic of a leader is his or her ability to
train up great leaders. You may be responsible for the entire
warehouse, but who do you have in place to take charge on
the receiving dock? Who you choose to represent yourself
when you cannot physically be present matters more than
you think. By selecting the right person to take charge and
investing in their development as a warehouse leader, you
are essentially building the future of your company. You won’t
always be there, so developing great leaders while you still
can should be your top priority.
Scanco: In the Business of Developing Great Warehouse
Management Leaders
Scanco did not become a leader in warehouse management
technology without a lot of work and effort. We put in the time
and energy necessary to not only understand how the warehouse
works, but to also help leaders like you improve it. Our Sage 100
warehouse management products are designed to provide you
with a holistic view of the warehouse so you can identify issues as
they arise and train your team on how to respond. Our Sage 100
mobile app, Scanco Warehouse, even allows you to see what is
happening in the warehouse in real-time so you can better plan
how to manage your warehouse operation.
Great leadership involves more than simply showing up; it
requires you to be present, proactive, and in the know on all
aspects of the warehouse. Learn more about how we can help
equip leaders like you to move from good to great by visiting
www.blytheco.com/scanco
We are in the business of training great leaders – are you?
When it comes to your job day in and day out, do your
employees respect you? As you work to move products and
goods through the warehouse into the hands of your customers,
are you thinking about how you can better improve the warehouse
environment for your employees? Do you take the time to listen
to their concerns, or are you solely focused on the end goal of
increasing efficiency and profit?
LEADERSHIP
Characteristics of a Great
Warehouse Leader

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WHY BUSINESSES NEED EFFICIENT PROCESSES FOR
AP DEPARTMENTS
Maximize The Outputs Of Your Staff
Every invoice processed through your AP department
presents a cost - in the form of the human resources expense
your company bears for AP employees - and material costs
associated with invoice preparation, particularly when your
system still relies on hard copy-based billing processes.
Regardless of whether your company processes hundreds
or thousands of invoices each month, the function presents
a substantial cost that you can easily manipulate by instilling
processes and making investments that optimize employee
contribution and productivity.
As experts at RPI Consultants explain, the average AP team
member paid a salary of about $45,000 can contribute to “all
in” invoice processing costs as high as $60 per invoice - mainly
due to inefficiency. RPI Consultants explain that figure is largely
because 75 percent of the costs associated with the average
AP department are attributed to basic data entry.
Nearly 35 percent of businesses surveyed by The Institute of
Financial Operations echoed that sentiment; they employ
between five to 10 full-time employees in their AP departments
whose primary job function is to match and enter invoices
into an AP system. Your business can optimize the potential
return on investment from every person in the AP department
by leveraging cost-efficient technologies like automated
accounting systems and image capture tools that eliminate
manual processes, redundancy and human error. The result
has AP staff focusing on more valuable tasks and the business
functions and needs that impact the bottom line.
Improve Customer Service.
Your vendor relationships are just as important as those you
cultivate with your customers, for different reasons. As Deb
Golden, AP lead at the pharmaceutical provider Astrella
reported, highly efficient and centralized AP departments
deliver cost efficiencies in tandem with increased performance.
The company reports low invoice costs (ranging from about
$2 to $5 per invoice), improved accountability and enhanced
convenience thanks to one centralized location tasked with
handling all AP needs.
Eliminate Human Delays
Despite the size of your AP department, the efficacy of your
workflows and the degree to which they are impacted by
“human delays” greatly influence departmental performance
and cost. With automated workflows, for example, your
business can reduce the “bottleneck” that occurs when
items must receive approvals or escalation from business
leadership before processing continues. When the
appropriate business leader is electronically notified of the
need for his/her involvement in an AP matter as part of the
automated workflow, he/she can provide necessary guidance
and/or approval electronically, and reduce the delays that
often arise from travel and similar schedule challenges when
leadership approval is required. At the same time, optimized
and automated workflows can electronically alert the AP team
about items that need to be escalated, eliminating the need
for cumbersome manual tracking.
Introducing ACOM’s SMARTER Paperless Enterprise
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Manage the capture, workflow, and storage of your invoices
and documents with instant retrieval of all your business
information from your Sage Screen, the desktop or web with
the real-time visibility required in today’s business environment.
ACOM delivers unparalleled ease of operation and Sage ERP
usability! For more information, download the data sheet at
http://www.acom.com/pdf/datasheets/DS_V_BLYTHECO_
EZCM_SMARTER-PE_BROCHURE.pdf or call 800-425-9843.
CORPORATEFINANCE
By Warren Glick
While the investment associated with having an accounts payable (AP) department
may be considered a standard cost of doing business, it’s one that you can control
and ideally minimize with efficient AP processes. Here are a few ways an efficient AP
department can make a direct impact on your business’s bottom line.
A forum participant and noted BPM and ERP industry contributor, Warren Glick is currently Director, Corporate Marketing for Sage Gold
Development Partner ACOM Solutions, Inc. Long Beach CA and Atlanta, GA.
About the Author

by Avalara
In a recent Forbes article, Deloitte’s top leadership
touted the fact that many companies fail to make tax
management a priority, especially when it comes to cost-
saving decisions. True, it isn’t a money maker for your
business, but how you deal with sales tax can directly
impact spending and revenue.
Are your tax practices keeping pace with your company’s
growth? Start by asking:
1. How Much is Compliance Really Costing My
Company? Time is money. Being first to market
with new ideas or products, prompt, resolution-
driven customer service, and getting products into
customers’ hands quickly are paramount to getting
those sales numbers up. But how you allocate time on
the back-end is equally important. Onerous tasks, like
managing sales tax, that take staff away from revenue-
generating activities erode profits. According to
Aberdeen Research, the main issues companies face
around sales tax are the extensive labor and costs
involved in managing it.
For small to mid-size companies, the biggest burden
comes from dealing with taxability changes
and rate updates and preparing and filing
returns. For larger organizations, it’s
preparing for and overseeing the audit
process. The Aberdeen report also
showed that, for small to mid-size
companies, the dedicated spend
on employees’ time to manage
sales tax runs between $63,000
and $67,000 annually. For
larger organizations, this
ballooned to nearly $400,000
a year.
Simply put,
managing sales
tax manually
just doesn’t
pencil out as a
good use of time or money. You are better off
outsourcing it and reallocating internal resources to
profitable activities.
2. Are We Up to Date on Nexus?
As your company grows, it’s likely that your tax liability
The financial health of a company is a chief factor in its ability
to grow. As the CFO of your organization, it’s your job to drive
the company towards profitability while keeping a keen eye on the
bottom line. How you allocate time and money in the business is
a critical part of this strategy. This includes managing compliance
issues, such as sales tax.
Is a Lack of Fiscal Fitness AroundTax Compliance Stunting YourCompany’s Growth?

will grow too. Expanding where and how you sell can
create “nexus”— an obligatory connection between
you (the seller) and the state or municipality in which
you now have a presence to collect and remit sales
tax. And for each new location where nexus is created,
there’s a different sets of rules and regulations.
More obvious nexus triggers include expanding
into new locations, selling online or adding new
products or services. But there are a host of other
activities that create tax obligations that companies
often overlook. These include outsourcing fulfillment,
using drop shippers, employing a remote salesforce,
international selling or participating in trade shows.
These activities can be significant enough physical
presence under state nexus rules to create a tax
obligation.
If you aren’t clear on all your sales tax obligations,
consider having a nexus study done.
3. Am I Doing Enough to Protect Against an Audit?
As your business gets more complex, so does
compliance. The more relationships you have with
distributors, manufacturers, and others along the
supply chain, the greater the exposure to tax risk.
Compound that with that fact that tax rules are
constantly changing. In 2014, there were close to
14,000 rate and jurisdiction changes and 9 million
product taxability changes in the U.S.
Keeping that all straight and up to date is a daunting
task. And, according to Wakefield Research,
companies aren’t doing a very good job at
it. A recent survey of financial professionals
found that businesses aren’t adapting
fast enough to changing tax regulations
and lack the processes and expertise
necessary to be compliant.
Getting it wrong can be costly. The
average cost of an audit has
risen steadily over the
years; Wakefield
n o w
estimates it at $114,000. There’s no
hard and fast rule to indicate if your company will
be audited, but statistics show that fast-growing
companies are at greater risk simply by the fact that
they are bringing in more revenue.
If you aren’t certain the processes you have in place
now are sufficient to managing sales tax properly,
explore alternatives such as sales tax automation,
which ensures the right tax rate or exemption is
applied to all your transactions and reported correctly
to the proper taxing jurisdiction. Should you get
audited, you will have detailed, accurate data and
documentation readily available to prove compliance.
4. Is Our Sales Tax Management Sufficient?
A recent ComputerWorld survey showed that, next to
containing costs, the biggest priority for executives
over the next year is to optimize and automate business
processes. Industry experts unilaterally agree that tax
compliance should be a key function that companies
automate in their ERP or ecommerce systems. Deloitte’s
leadership touted this explicitly in a recent webcast.
When polled, a quarter of the participants acknowledged
that centralized and automated sales tax management
would reduce the likelihood of over or underpaying tax.
If your company is growing, the tax solution you’re
currently using may not be robust enough to scale
with your business. Cloud solutions offered by third-
party providers like Avalara that integrate into ERP or
ecommerce systems are gaining popularity both for
ease of use and cost efficiency. This “set it and forget
it” simplicity frees up capital previously eaten up by
expensive equipment, maintenance fees or licenses
as well as staff time since no dedicated resources are
needed to refresh rate data or manage on-premise
software.
If you aren’t certain your ERP or ecommerce system is
fully automating sales tax, talk to your provider about
getting a pre-certified connection to a third-party tax
automation solution. It’s highly likely that your provider
has partnerships with best-in-class vendors and can
recommend the best option for you in terms of cost and
compatibility.
How money flows in and out of a business is central to
its success. Don’t let process inefficiencies be a stop gap
in your growth.
Take the first step in maximizing your ERP system
by using this handy to-do list “Planning for Growth:
Could it be time to upgrade your ERP system?”
Available at: http://bit.ly/1wWQ2mS
CORPORATEFINANCE

The Global Market is Ready for
You. Are You Ready for the
Global Market?
You have a world class product that you supply locally
and domestically and the rest of the world is waiting
for it. With the right tools and support, your Supply Chain
has the power to connect you to customers around the
world. To get your goods to the global market, consider
the following:
1. What Supply Chain challenges must you address to secure your place in an
ever expanding global market?
2. What technology do you need to solve these
challenges?
3. What solutions do
you need in place
to manage your
global operations
and drive both
your Supply Chain
and Omni Channel
performance?
by Kelvin Takhar
Manage Global Supply Chain Operations with
Warehouse Automation and Shipping Execution

These are big questions, yet there are
straightforward answers available. It is just a
matter of taking clear and methodic steps to
evaluate and address all your challenges and
gaps in order to successfully take your products
to the world. Here are 3 key steps to get you
moving forward:
1. Identify Supply Chain Challenges and
Automation Gaps in your Order Management
and Order Fulfillment cycle.
2. Implement turnkey end-to-end ERP Integrated
Solutions that do not require customization to
eliminate/phase out disparate systems within
your Supply Chain.
3. Unify your Warehouse Operations and
Shipping Execution to ensure both are fully
aligned to support your Omni Channel with
fully automated, ERP Integrated picking
and packing and shipping B2B, B2C and
to your 3PL (third party logistics firm).
Identifying and Closing Automation Gaps
There are a myriad of benefits to systematically
evaluating your Supply Chain and the technology
necessary to support it. By identifying and closing
automation gaps in your Order Management and
Order Fulfillment cycle you are able to:
a. reduce costs and risks in rekeying order entry
data
b. increase staff efficiency and productivity
c. improve financial visibility for reporting
d. support trading partner compliance (EDI)
e. improve your vendor scorecard
f. enhance trading partner relationships
End-to-end ERP Integrated Solutions
The ability to consistently and cost effectively deliver
is at the heart of meeting the global demand for your
products. Turnkey technology is the most efficient
and cost effective way to ensure the productivity of
your Supply Chain is not adversely affected now and
well into the future by upgrades that cost both time
and money. Without cumbersome customization,
upgrading the technology supporting your Supply
Chain will not compromise or break essential links
to other components integral to the automation you
already have in place. Eliminating disparate systems
within your Supply Chain by implementing end-to-
end ERP Integrated Solutions that do not require
customization also gives you the flexibility of adding
modular functionality as your company grows to
meet increasing global demand.
Unified Warehouse Operations and Shipping
Execution
With ERP Order Integration and ERP Shipping
Integration in one Solution you have the advantage
of managing your Global Supply Chain Operations
with one click. By leveraging one platform to
manage multiple locations across your enterprise
you will drive omni-channel performance. The
correct alignment of both warehouse automation
and shipping provides the benefit of improved staff
productivity, freight analytics for reporting, multi-
modal shipping execution implemented in multiple
countries and global carrier compliance.
Unlock the Power of Your Global Supply Chain
Understanding how to unlock the power of your
Supply Chain is critical to successfully supporting
your global reach. Go global with confidence; take
the right steps to drive Supply Chain performance
today.
To unlock the power of your Supply Chain and for
more insights to drive Supply Chain Performance
now, go to: www.blytheco.com.com/edisoft
INDUSTRYNEWS

Is your company considering doing business with the
largest retailers on Earth? Becoming a supplier for Amazon
and other big-box retailers such as Overstock.com and
Walmart can hold enormous benefits for manufacturers in
terms of increased sales and a larger exposure base. But
this move can also spell disaster for unprepared companies.
Typically, the biggest problem that new big-box suppliers
face is chargeback fees. The likelihood of not meeting
compliance requirements is so high that many retailers
advise their new suppliers to set aside a large amount of
money, such as $50,000, just to cover chargeback fees.
Not only can your mistakes lose you money, they can also
damage your reputation. Every time you incur a fee, your
retail trading partner marks that on a scorecard. Too many
problems can endanger your shelf placement positions,
impact your promotional access, and even lose you a
contract.
The good news is that with some extra preparation, you can
avoid making these costly mistakes. When you add big-box
retailers to your list of trading partners the correct way, your
company can experience growth that you’ve only dreamed
of.
Reaching Your Business Goals
When small businesses start, true leaders have dreams of
becoming household names like Mark Zuckerberg or Jeff
Bezos, and they definitely want everyone to know and love
their product.
The trouble with these dreams, however, is that sometimes
you have to turn them into reality by taking an enormous
leap. If your company leaps into a retail relationship with a
big-box like Amazon without a clear EDI plan, it’s likely that
instead of raking in profits, you’ll pay crippling chargeback
fees.
Massive retailers have the power to process orders quickly
and efficiently for a large number of customers. But in
order to meet their deadlines, they enforce extremely
strict electronic data interchange (EDI) requirements on
their trading partners. If you don’t meet their compliance
regulations, you can be charged per offense. In the huge
order sizes that big-box retailers command, even a small
per-box fee can balloon until it’s out of control. With larger
volumes, smaller margins, and standard NET 90 payment
terms, how much in chargeback costs can your company
realistically absorb? Clearly, the easiest path to success
lies in avoiding those chargeback fees to begin with.
Lead by Empowering Your People
True business leaders know that their teams are an intrinsic
part of their ongoing success. If you don’t want to allocate
tens of thousands of dollars toward error corrections, you
need to empower the people on your team to help you
focus on the details. The best way to do that is to provide
them with an effective EDI system.
What Every Company Ought to
Know About Trading with
Big-Box Retailers by Hilary Buckley

INDUSTRYNEWS
Effective EDI includes:
• Up-to-Date Mapping: Each retailer requires a specific
form, or “map” with a very specific format. Though
many of your trading partners will require the same
information from you, their systems are set up to read
that information in a different order — which means
that, depending on who you’re trading with, you might
have to provide slightly different information in a slightly
different order for every single retailer you work with.
Every time you miss a field or do things out of order, you
face yet another chargeback fee.
• ERP Integration: EDI software works best when it’s
integrated with your ERP system. This allows your order
and customer information to seamlessly flow into your
EDI maps and also into your ERP-connected shipping
partner forms. This will reduce and sometimes even
eliminate expensive and error-prone duplicate data
entry.
• Validation Checking: Have you gathered that big-box
EDI is all about dotting your “i”s and crossing your “t”s?
With built-in validation software, your EDI system will
check those details for you and point out errors so that
you can fix them immediately. You’ll never have to worry
about the costs that arise from forgetting to fill in a single
form field again. If your systems are up to date with
the latest retailer requirements, you’ll know that you’re
providing your trading partners with the information
they demand.
• Simple Automation: Because EDI coordination requires
a lot of detail-oriented work, it can be easy to get caught
up in what you’re working on and lose track of your
deadlines. With automated features, your software will
complete orders for you. This means you can lower your
labor costs and still get work done on time.
• A Helping Hand: Retailers change their EDI compliance
requirements frequently. You have to constantly stay
on top of updates — or suffer the consequences.
Though some businesses prefer to build their own
EDI documents, it doesn’t hurt to consult with an EDI
expert when you need one. This is something that’s
often overlooked by companies who choose to leap into
supplier relationships with big-box retailers, but smart
leaders know it’s a bad idea to do everything alone.
• Easy to Learn Software: If you’ve already started
working with big-box retailers like Amazon, you’ve
probably already experienced some steep chargeback
fines. This means that you already have less money, less
time, and more stress – and that your employees will
have to learn a new EDI system while meeting higher
production volumes. Reduce the stress and get up to
speed fast when you choose a system that not only
provides effective workflows, but that already looks like
the ERP system your company is currently using.
Conquer Your Fears with MAPADOC
With MAPADOC, you can start or continue your big-box
retailer relationship the right way. Not only is MAPADOC
a market-leading, multi-national EDI solution with over 20
years in the Sage marketplace and 700+ implementations,
it’s embedded right into your Sage ERP system so that
your team can easily flow information from your ERP to
your EDI – all while using the helpful workflows to learn at
record speeds.
MAPADOC leads in EDI documentation, providing the
largest number of documents in a single system. Plus, we
listen and respond to your needs, consistently adding
the new documents that you need. With MAPADOC’s
built-in validation features and powerful automation,
your company can increase production volume while
maintaining the focus and dedication you’re known for.
Lastly, MAPADOC’s service is known as “the best in the
business,” providing your company with a dedicated EDI
expert consultant who knows your team and your specific
needs, and is there to help you when you need it. With our
99.6% client retention rate, you can trust that we’ll exceed
your expectations too.
Take that leap to bring your company to the next level
and become the leader you know you are — with the sales
you’ve always dreamed of.
Lead your supply company to retail success. Visit www.
blytheco.com/mapadoc or call 800-425-9843 to learn more.
Hilary Buckley works with MAPADOC, the only EDI solution that looks and feels like your Sage 100 ERP, Sage 500 ERP, or Sage ERP X3 system. With over
20 years in the Sage marketplace and 700+ implementations, MAPADOC’s expert team can assist you in increasing your success with big-box suppliers.
Learn more at www.blytheco.com/mapadoc.
About the Author

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by Denise Renee Phinn
Even though foundational principles of leadership are unlikely
to change, current successful best practices continue to
evolve. While trying to pin down what is working right now to help
individuals, teams and organizations accomplish awe-inspiring,
extra ordinary feats can be fluid, it is not elusive. Simply get a few
time tested executives and managers together and you’ll notice
common themes.
Perspectives
on
Leadership in
Today’s Work
Place
A Roundtable Discussion with Blytheco Leaders
Lori Seal
Blytheco COO
Phil Sim
Blytheco VP Professional Services
Jef Blomstrom
Blytheco Director of Business Accounts
Tina Renner
Blytheco Sage 100 Practice Leader

We asked them a few pointed questions and here’s what they had to say.
COVERSTORY
And that’s exactly what we did. We virtually gathered a segment of Blytheco’s
management team to share their thoughts on leadership in today’s workplace.
Lori Seal is our very hands-on Chief Operating Officer. Phil Sim is the engaging
team lead for our consulting and custom development practice as the Vice
President of Professional Services. Jeff Blomstrom is our charismatic Director of
Business Accounts, heading up our inside sales team. Rounding out the panel is
the knowledgeable and approachable Tina Renner, Sage 100 Practice Manager.
In your opinion, what is the #1 quality that
whole organizations and team leaders need to
have in today’s workplace?
Lori Seal – “I would say the number one quality that
a leader and even team members should have is a
strong sense of excellence. I think if you’re going to do
anything with a group of people, having a real focus on
doing something that’s outstanding and noteworthy is
key. Otherwise, you’re just hanging out with a group of
friends, having a good time together, which is a whole
other thing! If you’re in leadership, you really need to
lead by example and set the bar. Even raise the bar!”
Phil Sim – “If I had to boil it down to one quality, I
think it is agility. The challenge we have today is that
the world is quickly changing around us. When we
evaluate our strengths, weaknesses, opportunities
and our threats, the reality is that what we might see
today can be completely different tomorrow, definitely
different in 3 months and very different in a year. We
just have to be continually on our toes, continually be
agile and make adjustments in our organization to
account for all of those changes that are happening
every single day.”
Jeff Blomstrom – “There are so many qualities that
organizations and leaders have to have in today’s
workplace, there’s no question. But I would say
making sure you have the right people on your team
and investing heavily in them is probably the #1 most
important thing an organization needs to promote.”
Tina Renner – “I think the most important quality is
commitment. I think it’s important to earn the respect
of your team through hard work and by setting an
example and the only way to do that is to demonstrate
your commitment to the organization. At Blytheco,
everyone knows how committed our executives
and team leaders are by their hard work and level of
involvement they have in many projects and initiatives.
If a leader has commitment, then other qualities like
honesty, ability to motivate, or having initiative will
automatically exist.”
What do you do to build bridges of trust with those
who are your direct reports?
Lori –“The #1 thing I do is lead by example. It’s really
difficult to ask your team to do things that you aren’t
willing to do or demonstrate. You’ve got to be willing
to exhibit the behaviors that you’re asking for. Another
important aspect is practicing vulnerability. I think part
of establishing trust is taking risks with your team,
showing who you really are. Be real. Admit your own
weaknesses, struggles or failures.”
Jeff–“Ifindtrusttobeanenabler. Ithelpsorganizations
reach the next level. And if you don’t have trust within
and across teams, individuals are going to be counter-
productive. They’re not going to take ownership.
They’re going to work in fear. They’ll place blame.
I think the best way to build trust is not only to be a
crystal clear communicator but also being honest,
being approachable, and being consistent. Personally,
I over communicate with my team every way possible.
I do hold everyone accountable, but I don’t place
blame. I try to find the good in every individual and
help create a successful path for them so that they’re
Continued on next page

doing what they’re good at and what makes them
happy. At the end of the day, you can’t fake heart.”
Tina – “What helps me to build those bridges is that
I’ve walked the walk and talked the talk that my direct
reports have. I’ve been a consultant myself, having
both worked for a CPA firm for 18 years and I owned my
own consulting business. So that trust level comes from
me having done exactly what they do and being able to
give well informed advice.
The other thing that is important in building trust is
honesty. The reality is people don’t always want to hear
the truth in a situation. But I do try to be fair and honest
and I think it goes a long way when it comes to me
building trust with my team.”
Phil –“I think it starts with having good relationships
with all of my team members, whether they are direct
reports or not. We are in a people business and in
order for us to operate effectively, it all starts with
having good relationships. To me, that’s the very first
and most important thing. If I can establish with my
team members that I’m here to support them and
that I’m looking out for not only their success but the
organization’s success, I feel like that puts us on the
same side of the table and that in itself establishes
trust.”
How do you help build bridges of trust amongst the
team you are leading to encourage them to work
together efficiently?
Tina – “We have such a highly educated and
experienced team and I think we truly respect each
other. But because we are a national firm with multiple
offices and quite a number of remote team members,
we can have the challenge of figuring out how do you
trust someone you’ve never met before? We’re only
talking by phone, video or email. But I think you gain
trust by working with someone and by giving them
advice and helping them when they’re overloaded and
you reaching out when you need some assistance.
And I think that our team members are all just that,
team members. They share experiences, they off load
assignments and generally help each other. It’s just the
level of employee that we have. You have to have that
mindset to be successful on our team. We’ve worked
really hard on this at Blytheco and I think over time,
we’ve stressed the importance of being team players.
There is no “I” in the Sage 100 team or in any other
team across the company. I think that’s just what we
do.”
Phil – “As long as we are on the same team, we’re
fighting for the same cause and vision. To me, that
goes a long way in building trust. Once unified
common goals have been established, as long as my
team has alignment around them, that in itself builds
the framework that is required in order for us to operate
effectively as a unit and trust each other.”
Jeff – “One of the things I do within my team are “After
Action Reports” when we have a failure and they can
be difficult. One of the hardest things for teams to
do is trust that you’re not going to place blame when
something goes wrong and that we will actually work
together to solve the problem. When you work with
teams that way, they have trust and faith in you because
‘A,’ you are helping them solve a problem and ‘B,’ they
are also being part of the solution. They’re not just
handing you the monkey without the banana! I mean
if you’re going to hand me a problem, hand me the
solution!”
Lori – “For me, it’s really about challenging people
to have the difficult conversations with each other.
When one person is not happy with another’s behavior,
it’s really easy to go and talk to other people about
that frustration. To me, a high performance team
is comprised of individuals who can take their issues
directly to the source and be truthful and honest in a
way that’s respectful.”
Perspectives on Leadership in Today’s Work Place
Continued from previous page

What signs do you look for in your team members
to identify leadership potential in them?
Phil –“There’s a lot of attributes that I look for. If
someone is going to be an effective leader, they
have to be a strong communicator. They have to be
trustworthy. They need to be someone who does what
they say they are going to do, somebody who believes
in team success before his or her own personal success,
somebody who is detail oriented, and somebody who
has no ego and shares the same vision and philosophy
as the organization. But probably the biggest aspect I
look for is someone who is very passionate about what
they believe and what they stand for. And if they can
use that passion in a leadership role, then they are
going to go a very long way.”
Jeff –“I like it when people provide me with solutions
to problems and when my team members look to the
future strategically. When I observe them positively
interacting and solving problems not just within
our immediate organization but across and in other
workgroups, they get on my radar. I look out for
when they rapidly adopt and apply new strategies. If
I ask them to engage in boardroom conversations and
participate in strategy sessions with fellow executives
and they shine… I’m looking to see them doing that
consistently and unemotionally. Those are leadership
qualities that I look for.”
Lori –“That individual has to be demonstrating the
behaviors, skills, dedication and values that you would
want to have because leadership is first and foremost
about being someone that people can emulate,
leading by example. Beyond that, leadership is about
ownership. It’s about taking responsibility for an
outcome, no matter what. And it’s about being able to
do that through people.”
What is your personal process for handling feedback
about yourself or something you’ve done which is
hard to hear?
Tina – “I listen. I’m self-critical anyway. I take things to
heart. I try not to make the same mistakes twice. I’m
always worried that I’m not coming off the way that I
want to, that I’m too aggressive or that someone took
my words the wrong way. I don’t want to offend anyone.
Obviously, it is very important that when you coach or
manage someone, your words are being effectively
heard. You want them to be coachable. So when the
same thing is happening to me, I want to listen, make
sure that I’ve heard what has happened, but I also
reach out quite a bit. I’ve got a great manager, Phil
Sim, and he has been so great with giving me examples
of things I can improve.
Phil – “I don’t’ know if there is a particular process for
me. I’m always looking for continual improvement.
When I was a kid, I used to play sports so being around
coaches was the norm. And the job of a coach is to
share feedback, good or bad so that the players
improve. I’ve always looked at feedback in that light
so I don’t know if the idea of “hard to hear” feedback
exists for me.
If someone is sharing feedback that is potentially hard
to hear, in my mind I think they’re coming from the
background of trying to improve things. And I’m going
benefit from that improvement so why should I have an
ego? Why should I take a look at that feedback and
say that’s not right or ignore it. At the end of the day,
they’re trying to help me so I’m not going to stop that.”
Jeff – “After action reports are difficult because I don’t
like to fail. I try to not take it personally and keep in
mind that I’m looking to grow. Sometimes when
we’re trying to adopt a new process or methodology,
the team is sometimes resistant to change and slow
adapters. That’s a natural reaction when it comes to
change. What I try to do when there’s vocal resistance
that can be construed as “I’m not going to do this.” I try
to look at it differently. I look at is as if they are trying to
solve the problem. They are resisting because in their
mind, they are actually trying to solve the problem.”
Lori – “It’s good to hear feedback from other people.
The first thing is to make sure you’re calibrated around
the fact that feedback is for your growth. You’ve got
to first check your attitude. It’s really important that
the person receiving feedback understands that it’s
beneficial. I think the second thing is to recognize that
we all have things to improve; it’s not a personal attack.
I think it’s important to check your ego at the door.
We’re all learning and growing. Really take the attitude
of a learner and not be emotionally sensitive I think is
really key. I think it’s also important to check back in
with that person who gave you feedback periodically
and see if they’re noticing any improvement.”
COVERSTORY
Continued on next page

What habits do you personally maintain or what
tools or resources are you currently plugged
into to strengthen your effectiveness as a
leader?
Tina – “I think networking is the #1 thing any good
manager and any good professional needs to do.
I also subscribe to Manager-Tools.com, which is an
online resource which has podcasts and training.
I also read a lot. Right now, I’m reading a book
about ‘start with the why.’ I also have quite a
bit of friends who are managers and we share
information.”
Lori –“I belong to a coaching organization called
Vistage. We meet one day a month with our peers,
fellow leaders and we talk about our leadership
challenges, leadership principles and we’re able to
challenge one another and inspire one another to
be at the highest level that we possibly can be.”
Jeff – “I like to be motivated. I’m a junkie for good
business processes and motivation programs. I
read a lot and one of my favorite books is Good
to Great by Jim Collins. There are many important
easy takeaways anyone can apply to become great.
Another thing that I learned early on in my career
was from a book by Michael Gerber. In it, he talks
about being processed driven. Once you test an
idea and it works and you work out all the bugs and
you know it is effective and sustainable long term,
you create processes around it. And the processes
are there so that individuals feel empowered.
They don’t need to check with you on how to do
something; they are empowered to replicate the
process.
No one likes to be sold something so I recently read
a book called the art of the soft selling process.
Also the executive team is constantly sharing great
articles and I, in turn, share them with my team.
Phil – “I’m always working to be a
better person and leader. I’m
always trying to reflect on
when I’m doing well and
when I’m doing
poorly… that
reflection
is very
important
because you
always have to
consider what transpired, what
can be improved and I think that in itself
helps to strengthen any individual to be
more effective as a leader.
In terms of tools and resources I use, I am a
frequent listener of podcasts. I love to listen
to them while I run. I also belong to leadership
and growth organizations where topics around
leadership and management are routinely
discussed and I’ve found those to be very helpful.
Probably the most important thing I do to keep
growing my effectiveness as a leader is to be
surrounded by effective leaders. I’m always
trying to observe others. I love the fact
that I’m surrounded by a very strong
executive team because I’m always
looking at what Stephen, Lori,
Jeff, Jay… all the executive team
members are doing and really
learn from them. Because we
have such a strong leadership
team, it’s been a lot of fun
witnessing how they operate
and I try to take nuggets to put into
my repertoire of being an effective leader.”
COVERSTORY
To see more questions and answers, watch for future updates on our blog at:
blog.blytheco.com

We Make
EDI Painless
We Make
EDI Painless
888.205.1531 | www.highjump.com/truecommerce
Watch This Video to Learn More!
“Management is efficiency in climbing the ladder of success; leadership
determines whether the ladder is leaning against the right wall.”
Stephen R. Covey

Bellwether Magazine | Second Quarter 201530 Bellwether Magazine | Second Quarter 201430
Leadership Quotes
“There is nothing like a concrete life plan to weigh you down. Because if you always have one eye on some future
goal, you stop paying attention to the job at hand, miss opportunities that might arise, and stay fixedly on one path,
even when a better, newer course might have opened up. “
- Indra Nooyi, CEO of PepsiCo
“I always did something I was a little not ready to do. I think that’s how you grow. When there’s that moment of ‘Wow,
I’m not really sure I can do this,’ and you push through those moments, that’s when you have a breakthrough.”
- Marissa Mayer, CEO of Yahoo!
“Leadership is about making others better as a result of your presence and making sure that impact lasts in your
absence.”
- Sheryl Sandberg, COO of Facebook
“Passion is energy. Feel the power that comes from focusing on what excites you.”
- Oprah Winfrey
“When one door of happiness closes, another opens; but often we look so long at the closed door that we do not
see the one which has been opened for us.”
- Helen Keller
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how
you made them feel.”
- Maya Angelou
“Don’t be intimidated by what you don’t know. That can be your greatest strength and ensure that you do things
differently from everyone else.”
- Sara Blakely, Founder of Spanx
“It is our choices, that show what we truly are, far more than our abilities.”
- J.K Rowling, Author of the Harry Potter series.
“Not all of us can do great things. But we can do small things with great love.”
- Mother Teresa
“I learned to always take on things I’d never done before. Growth and comfort do not coexist.”
- Virginia Rometty (CEO of IBM)
“To handle yourself, use your head; to handle others, use your heart.”
- Eleanor Roosevelt
“Leadership is the art of getting someone else to do something you want done because he wants to do it.”
- Dwight D. Eisenhower

31bell•weth•er -noun: one who takes initiative or leadership 31bell•weth•er -noun: one who takes initiative or leadership
“Management is doing things right; leadership is doing the right things.”
- Peter F. Drucker
“Leaders must be close enough to relate to others, but far enough ahead to motivate them.”
- John C. Maxwell
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-
restraint to keep from meddling with them while they do it.”
- Theodore Roosevelt
“The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost
confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.”
- General Colin Powell
“There is a difference between being a leader and being a boss. Both are based on authority. A boss demands
blind obedience; a leader earns his authority through understanding and trust.”
- Klaus Balkenhol, Olympic Equestrian Gold Medalist
“In a battle between two ideas, the best one doesn’t necessarily win. No, the idea that wins is the one with the
most fearless heretic behind it.”
- Seth Godin
“Surround yourself with great people; delegate authority; get out of the way”
- Ronald Reagan
“The challenge of leadership is to be strong but not rude; be kind, but not weak; be bold, but not a bully; be
humble, but not timid; be proud, but not arrogant; have humor, but without folly.”
- Jim Rohn
“When eagles are silent, parrots begin to chatter.”
- Winston Churchill
“Courage is not the absence of fear. It is going forward with the face of fear.”
- Abraham Lincoln
“I admire the courage and self-reliance it takes to start your own business and make it succeed.”
- Martha Stewart
“Being powerful is like being a lady. If you have to tell people you are, you aren’t.”
- Margaret Thatcher
“I don’t go by the rule book, I lead from the heart, not the head”
- Princess Diana

Bellwether Magazine | Second Quarter 201532 Bellwether Magazine | Second Quarter 201432
Leadership Quotes
“You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, nonapologetically, to
say “no” to other things. And the way you do that is by having a bigger “yes” burning inside. The enemy of the “best”
is often the “good.”
- Stephen R. Covey
“Discipline is the bridge between goals and accomplishment.”
- Jim Rohn
“If you can’t fly, then run. If you can’t run, then walk. If you can’t walk, then crawl. But whatever you do, you have to
keep moving forward.”
- Martin Luther King Jr.
“Success in life is founded upon attention to the small things rather than to the large things; to the every day things
nearest to us rather than to the things that are remote and uncommon.”
- Booker T. Washington
“Everyone can rise above their circumstances and achieve success if they are dedicated to and passionate about
what they do.”
- Nelson Mandela
“The future is not a gift. It is an achievement.”
- Robert F. Kennedy
“There are many qualities that make a great leader. But having strong beliefs, being able to stick with them through
popular and unpopular times, is the most important characteristic of a great leader.”
- Rudy Giuliani, Former Mayor of New York City
“We must not lose our faculty to dare, particularly in dark days.”
- Winston Churchill
“Your most unhappy customers are your greatest source of learning.”
- Bill Gates
“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”
- Warren Buffett
“If you’re competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused
allows you to be more pioneering.”
- Jeff Bezos
“Everything around you that you call life was made up by people that were no smarter than you, and you can change
it, you can influence it, you can build your own things that other people can use.”
- Steve Jobs

33bell•weth•er -noun: one who takes initiative or leadership 33bell•weth•er -noun: one who takes initiative or leadership
“Management is nothing more than motivating other people.“
- Lee Iacocca
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
- John Quincy Adams
“Good leadership consists of showing average people how to do the work of superior people.”
- John D. Rockefeller
“One of the true tests of leadership is the ability to recognize a problem before it becomes an emergency.”
- Arnold H. Glasow
“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want
to go, but ought to be.”
- Rosalynn Carter
“The leaders who offer blood, toil, tears and sweat always get more out of their followers than those who offer
safety and a good time. When it comes to the pinch, human beings are heroic.”
- George Orwell
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about
growing others.”
- Jack Welch
“No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.”
- Andrew Carnegie
“No executive has ever suffered because his subordinates were strong and effective.”
- Peter Druker
“Do not let what you cannot do interfere with what you can do.”
- John Wooden
“Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in
themselves, it’s amazing what they can accomplish.”
- Sam Walton
“Don’t be afraid to give your best to what seemingly are small jobs. Every time you conquer one it makes you
that much stronger. If you do the little jobs well, the big ones will tend to take care of themselves.”
- Dale Carnegie
“A good head and a good heart are always a formidable combination.”
- Nelson Mandela
“First rule of leadership: everything is your fault.”
- Unknown

Widen Your View to
Solve More Problems
If Sage 100 ERP was being reinvented today, what would
the “must have” features be? What system features or
characteristics should an ERP system publisher absolutely
include to make it a forward-looking application? Cloud?
Paperless? Workflows? Those things probably come to
mind.
by Paul Ziliak
To get an idea about what changes people are looking for in Sage 100,
we can look at Sage 100 ERP idea site (https://www5.v1ideas.com/
TheSageGroupplc/Sage100ERP)–a repository of almost 1,800 product
improvement suggestions garnering over 28,000 votes. I did, and it turns
out that there is an incredibly diverse range of somewhat related requests
being made. Here are some of them:
• Enter customer PO numbers, then directly access the sales order.
• Access contacts without first selecting the customer.
• Access ship-tos without first selecting the customer.
• Access Item Vendor Maintenance more quickly.
• Conduct an ad hoc search of UDF fields.
• Search by email address in customer masterfile.
• Speed up inquiries.
• Search within a search (multiple criteria at once).
• Access Google’s search engine.
• Search by serial number.
• Search vendors and customers with expanded
criteria.

• Search invoice history by job number.
• Simultaneously search across all master records.
• When only alias item number is known, conduct
an item code search.
• Search by check number in accounts payable
(AP).
• Search by inventory item with enhanced
description field.
• Search inventory item extended description
fields.
• Find vendor alias item number.
• Search by vendor remit data.
• Use quick look ups (default to F2) for inventory,
customers, etc.
• Look up customer check number.
• Quickly look up an item on a particular sale
when you know the order number and item
number.
• Find a part number based solely on the alias.
• Look up customer information by number or
name.
• In accounts receivable (A/R), look up Invoices
paid based on the customer check number.
• Search customer memos.
• Search customer by zip code.
• Search customer by phone number.
• Search inventory by other fields.
• Search for inventory by country (as user defined
field).
• Search for comments in sales order.
• Identify duplicates (customer, vendor, or
employee name).
If you look at the single feature requests on this list,
it might not ever get on Sage’s radar as a product
enhancement idea. While many of these requests
are directly related, others just don’t seem to fit in.
Also, individually, they are not popular enough to
warrant the development time.
However, by broadening your view, an overall
solution becomes less cloudy. They can generally
be categorized into several groups–the search
category, including look ups or search X (field) by
Y (information), the process improvement category
(speeding up operations and eliminating steps),
and the intelligence and data cleanup category.
In fact, the informal research I’ve done on the idea
site shows about 360 requests for various search,
process, and intelligence related needs. Those
ideas represent about 43% of the total votes on the
entire idea site. So here’s the big question: What
if the Sage 100 ERP system had a universal search
function?
Okay, great question – what about universal search
– what do I mean by that? What I’m referring to is
the ability to retrieve information – knowledge that
resides in your Sage 100 ERP system – the same
way you might use Google, Yahoo, Duck Duck Go,
or whatever, when searching the internet.
Sounds cool, but would we be solving everything
on our list? If we check the Sage 100 ERP idea
site we only find a single solitary suggestion to
add Google-like search. And that suggestion has
attracted a grand total of… 5 votes.
But taking the bigger picture into consideration
again – and asking questions like “what if we were
going to build this thing from scratch?”, rather than
thinking of it as an add-on into the existing system –
can lead to the invention of a whole new approach.
So you start with a vision of the ideal transformative
search and productivity experience and you build
it up from there. One that not only solves the
individual requests, but transforms the core product
into a flexible platform for optimizing workflows,
creating much more value for everybody. Now THAT’s
worth developing!
Much like using a good search engine, you want the user
to start the process by entering as much information as
they know, and then let Sage 100 ERP tell them where it
is and what they can do from there. No menu navigation
to the company or module should be required – a true
transformative and no-training-necessary method for
using Sage 100 ERP would result!
Continued on page 36
TECHNOLOGY

Continued from page 35
xkzero loves to solve problems at a core level, designing
expansive solutions that are easy to use for everyone.
xkzero has developed a transformative universal search
tool for Sage 100 ERP called GetX.
GetX solves so many of the Idea Site requests above
because it was engineered to transform the Sage 100
experience like Google transformed the way we found
web sites.
GetX searches at lighting speed across all companies,
modules and tasks to locate exactly what you’re looking
for. GetX returns the data in a familiar list style, is
easily filtered by company and module, and provides
hyperlinks to whatever tasks might be associated with
the data it found. Simply click on the hyper-link and
GetX takes you exactly where you need to be.
Here’s an example: Let’s say that there is a repair order
needed for our vendor ‘Anders’. Further, we know that
they have some particular rules regarding repair orders,
and we knew that our last repair was in 2010 – and that
we made a note about it. Using GetX I can just type
‘anders and repair and 2010*’ and I quickly have results
without having to navigate menus, look up buttons,
tabs and so on.
By addressing a group of problems holistically, with
strong consideration for user experience, GetX
saves every user time, provides instant intelligence,
improves customer service, requires no training
or services – and increases the confidence of every
single user of Sage 100 ERP.
Don’t miss our webinar series – GetX versus the Sage
100 ERP Idea Site, in April, May and June 2015. Check
our blog site www.ERPappsBlog.com for registration
details.
To learn more, go to:
www.blytheco.com/xkzero/ERP-search.asp

Ioften attend trade shows and meet many businesses in the B2B space. Engaging
in conversations with these leaders and decision makers usually reveals their
apprehension around online order processing. They tend to feel as though
ordering online is mainly for B2C companies, and that their business cannot be run
online, mainly because of the complexity and workflows requirement. These are
just a few of the common sentiments they share with me as their reason why they
can’t do business online:
by Bachir Kassir
Improving Clients
Experience for B2B Companies
by Joni Girardi• My business is too complicated to automate and run
online.
• I offer different pricing to different customers.
• I offer even different pricing per product per
individual.
• Some products are only available to particular
customers, or may be restricted to certain territories.
• Our products frequently change.
• Only sales reps can places orders for customers.
• I only need an online catalog; I don’t need an
ecommerce site.
• It will be very expensive to do what we want.
• I do not have somebody to manage it.
• We do not sell to customers only businesses.
• I do not have anyone to upload images.
and list goes on and on!
By using the right tools, B2B companies can transform
their processes to automated ones, simplify selling and
completely run their business online. When I share
that, these leaders usually express their fear of paying
astronomical prices in order to accomplish their goals.
Fortunately for them, at WebJaguar, we have a strong
history of working with hundreds of B2B customers to
cost effectively solve exactly the same issues.
Leveraging technology and business automation
platforms are a standard practice at larger companies
and have been an integral contribution to their
growth. Having the right processes in place in your
business is crucial to your company’s success, largely
because it makes you more efficient and helps you
to positively improve your customer’s experience.
Another great “side effect” is that your company’s
valuation is much higher, mainly because you are
endorsing technology and are creating duplicatable
processes for your business.
WebJaguar has been creating solutions for clients with
the above issues for over 15 years. We enable B2B
companiestohaveaffordableaccesstohighfunctionality,
cloud-based business solutions. Our clients are able to
login to the site and be recognized, see all products
they are selling and the pricing. Our clients can also go
directly to their customer’s dashboard and view order
history, order status and much more. Most importantly
with the Quick Re-order form, customers can easily place
repeat orders either from previous orders or from a smart
re-order form.
WebJaguar has fully featured integration with Sage. We
also have special support for Sage 50 and Sage 100. We
work with our clients to determine the different touch
points necessary for their sales process and execute the
right strategies as a result. Ultimately, customers have
access to inventory status that is linked to their Sage ERP
software. (See chart.)
TECHNOLOGY
Bachir Kassir is the President and Founder of WebJaguar Commerce. Company focus on B2B business and work with the promotional
products industry. Prior to founding Webjaguar, Bachir worked as a developer and engineer at Apple in the Silicon Valley. Studied Engineering
Management degree at Santa Clara University. Bachir has BSEE from University of Florida with emphasis on Computer programming.
Linked in profile: www.linkedin.com/in/advancedemedia/en
About the Author

TECHNOLOGY
How Data Boosts
Leadership From
Top To Bottom
Leaders at the top soon found that
modern business actually worked better
when leadership came from every corner of the
organization — what’s now called “Leadership
2.0” — because it takes half the effort for twice
the benefits.
What made this possible was data — data not just for those
with positional authority but for managers and supervisors
in the warehouse, HR, marketing, and in just about every
function under the roof.
They could lead with data, thanks to analysis tools that made
the always-plentiful data easily understood and insight-
provoking. Everyone got smarter in a hurry. They made faster
decisions along the long chain of leadership that went all up
and down the organization.
Micro-leadership
You could think of their small but important decisions as
micro-leadership — to lead teams and even shifts. Everyone
knows how just one bad move making one customer’s order
arrive late could bring an angry phone call to the CEO. One
short-staffed shift could delay shipments. One incoming
pallet, hastily stored, could send a headache through several
departments before it’s resolved.
But not on a team that leads itself. Well visualized data shows
everyone how many days since the last missed shipment
or the last injury, the team’s rising productivity and below
average sick days. They’re engaged.
Meanwhile, winning sales people — who set the standard
for all other sales people — keep an eye on their dashboard.
They watch the averages go up or down, take note of the big
wins and losses. They see who’s ordering and who’s not. They
spot a warning when a longtime customer’s orders drop off.
They see opportunities and threats coming a mile away. Just
five minutes a day makes all the difference to team cohesion
and team success when everyone leads from
an effective dashboard.
Macro-leadership
Further up the pyramid, the CFO leads from a broader
dashboard. The CFO’s staff uses statistical and economic-
analysis expertise to stem waste and monitor crucial financial
activity.
At the very top, the CEO breathes a little easier knowing
that — though ultimate leadership stops at his or her desk —
the many small decisions made every minute all around the
organization roll up to a smarter organization overall.
Immediate Benefits
Benefits of such leadership are immediate on all levels.
Employees everywhere are more engaged and feel more
ownership. With data at hand to judge their own effort, they
can find new efficiencies and new services. Old pockets of
cynicism and boredom dissolve in favor of pride and energy.
Leadership With Data
It doesn’t happen overnight, but the right data tools can plant
the seeds in a week. Leadership 2.0 requires easy, self-service
access, with reports and data discovery available as soon
as it’s needed. Above all, it requires a system that lets just
about anyone see and understand data at their own level of
comprehension.
One product offers best-of-breed visualization powered by
Tableau and a strong backend powered by Microsoft BI to
supply the data, priced for mid-sized organizations. DataSelf
Analytics makes data analysis and reporting accessible to
leaders at all levels — in fact, just about anyone from beginner
to expert, with no help from IT.
Get more information at www.blytheco.com/dataself
Just a few years ago, the only
people we called leaders had a
title on the door. Then technology
intruded, the world changed,
and organizations ached with
complexity.
by Joni Girardi, DataSelf CEO

HUMANRESOURCES
Leadership: Being “First” Doesn’t
Leadership is a fantastic trait. It is something we all strive for
in our personal lives as well as professionally. But let’s take a
minute to go back to the “I want to be first” mentality. I’m not
sure at what point I realized it, but being first doesn’t exactly
make you a leader.
So what exactly is good leadership?
A simple answer to that question is a person or company that
leads. However, to me it’s how that person/company leads,
that is important.
As a company you are always striving to be the leader in
your industry. Countless times you read marketing materials
where a company cites being “…on the cutting edge,” or
“…the industry leader.” These get attention and are equally
important aspects of being able to offer your customers the
best solution, or product out there.
Technology is a tricky one in terms of being the leader. It is
always thought of as an industry where you must be the first,
or leader to be the best.
Our philosophy is to be the best – even if we are not always
the first. For us being the best means paying attention to
the market and determining what is best for the company, or
person, using our software. Being the first to offer something
doesn’t make it the best. Offering new technology, or
functionality doesn’t make you the best if it isn’t the best thing
for your customer.
Technology for the sake of technology. We talk about this
often at ScanForce. There are so many “cool” and fun to
use products out there that it can be easy to get caught up
in the latest and greatest form of technology. That doesn’t
always mean that the “latest and greatest” is the best for your
company, or your customers.
Paying attention to what the market wants and to what makes
the most sense for your customers is key. To us, that is good
leadership. Not getting caught up in the moment, but making
sure that we stay true to our values of offering an easy to use
solution that solves problems and makes life easier.
Leadership can mean different things to different people.
To my 4 year old it is being first - no question. To me that
is only part of the equation. You obviously can’t be the last
one to the party, so to speak, and still be a leader. However,
the manner in which you conduct yourself and your business
demonstrates leadership.
At ScanForce we watch the market closely and also keep a
very close eye on developing technologies. Sometimes we’re
the first and sometimes we’re following the market. Overall
we lead by providing the best solution for what our customers
need and want. This is the aspect of leadership that we hold
highest and also helps us determine who, or what to watch.
Learn more at: www.blytheco.com/scanforce
These are common phrases I hear my four year old yell. Whether it’s going up or down
the stairs, or simply walking down the hall, she loves to be first. The leader! We can all
remember wanting to be first as children. The first in line to go to lunch, or the first to line up
and head out for recess. When playing games it was great to be picked first. It implies that
you’re the best. by Steve Showalter
“I want to be first! I want to be the leader!”
Always Equal
Being “The Best”

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Considering a Service Management
Software Investment?
Most executives don’t wake up one day and say,
“hmm…I think I’ll start shopping for service software
today.” An event, inefficiency, or need for competitive
advantage triggers an “aha” moment resulting in the
realization that you need to stop conducting business
the way it’s always been done and start searching for a
more effective solution.
Maybe you aren’t able to get the reporting you
need when you need it; maybe invoicing isn’t being
processed timely enough; maybe technicians are still
using archaic paper processes. Competition is on the
ball and new technology can be a game changer in
helping to solve these inefficiencies.
Whatever the impetus, executives see the switch to
service management software as a business decision
and one they don’t take lightly. It’s an investment, so
often times they seek advice from other executives,
look to outside consulting resources and even research
on their own to get the advice they need to
make a wise
decision.
Once all this work is done and the decision is made, the
implementation project begins and success is defined.
Smooth sailing ahead! …or is it?
Initiating a Service Management Software Project:
Problems from the Executive’s Chair
Once you choose a system, you want to move full
steam ahead. You’re confident with your decision and
you’ve chosen a system that will solve the business
problems that were affecting the bottom line. But is
your service team of managers, back office workers,
and technicians on the same page? If not, you may be
in trouble.
The team in the service department is the end user of
the software, so their input is essential if you want a
successful transition. One of the biggest risks to any
implementation projects’ success is not gaining buy-
in prior to the project start. Here are some challenges
you may run into if you don’t build
that acceptance across the
entire service team
You’ve put a lot of research into selecting the right service
management system to meet your business needs. Now,
how do you ensure a smooth transition? Use these steps to get
your team on board for a successful implementation.
How Executives Can Get the Team on Board with
Effective Change Management by Collette Pleva

HUMANRESOURCES
and keep their needs in the forefront:
• One or two naysayers could sabotage the entire
project.
• These saboteurs may make it difficult to collect
and clean up current data necessary to transfer to
the new system.
• They may think (and say) the software provider is
incompetent because they don’t understand the
reason for using the software.
• They may give up with the excuse, “it’s too
complicated” before the project and training is
underway.
• They may miss the deadlines in the project
schedule and drag out the entire project timeline.
These challenges are real and likely stem from the
fear of change, both to their current processes and to
their job security. Negative attitudes and uninformed
participants can ruin project’s success and kill any
forward momentum.
Focus on what’s in it for them: more efficient data
collection, skill building and growth opportunities. A
‘best practice’ method to follow is to get your team
involved from the beginning of the project and when
process change decisions are being made.
Get Your Team to Support the Project: What
They Need to Know
Now you know what could happen to your
project if you don’t proactively involve each
team member. How do you go about
involving them in a meaningful way in order
to give the project the momentum it
needs to succeed?
Here’s what every person on
your service team needs if
you want a unified, forward-
moving journey to a more
successful service business:
• They need to understand the business impact on
why the decision was made. What’s the impact the
new system will have? Ask them what they hope to
gain from the system.
• They need to understand what problem the
company wants to solve or accomplish. What’s
the impetus for purchasing the software? What
numbers are down? What do you hope to improve?
How will you measure the ROI?
• They need to know how this will affect their current
processes. They’ve been doing the same processes
for years; in what ways will they have to change?
How will the new system help them succeed?
• They need to be heard when they voice concerns
about the project and how it will affect how they do
“their process.” What resources and training will
be available to guide them through the process in
the beginning and after the project is over?
Proactively answering these questions and involving
everyone the software will touch are simple steps
that will make a positive difference to your team,
and ultimately, the success of your software
implementation. Let your service team know their
thoughts and opinions are valued and you’ll receive
respect for the software initiative in return.
Establish Trust with Your Software Vendor
Open communication between the software project
team, executives and stake holders is essential in
any software implementation. Your final step to a
successful software transition is to make sure the
service management supplier you go with has an
established customer experience strategy that will
support and guide you through the implementation
process.
Transitioning to a new service management system
is never easy. Take some of the pressure off by
maintaining open communication between software
supplier, executives, and all company stakeholders—
including your team and the technicians who will be
using the software.
www.blytheco.com/field-service-software
Collette is the Director of Customer Experience at MSI: provider of service management software and creator of the enterprise field service
app, Service Pro.
About the Author

www.blytheco.com/avercast

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In this groundbreaking book,
Wiersma outlines the seven
key mind-sets of trusted professionals,
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Bellwether Magazine - Leadership Now - Second Quarter 2015

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Bellwether Magazine - Leadership Now - Second Quarter 2015