Risk Services Of Arkansas - September 2020

Risk Services Of Arkansas - September 2020

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Manufacturing Memories of My Grandmother and The Iowa Hotel GRANDMA’S HOTEL September 2020 Staffing Transportation Health Care Energy Construction Financial

I n Belle Plaine, Iowa, where both my father’s and my mother’s families are from, there used to be a little three-story hotel named The Iowa Hotel. At one time, this hotel was run by a woman named Henrietta, though I knew her as Grandma Hank. She was born in 1905 and lived to be 99 years old. Talk about seeing some changes during her life! Grandma Hank ran that hotel until she was 95, when my mom finally convinced her to retire and move into a single family home of her own, which was her first during my lifetime. For decades, she did almost

People just paid what they could, and she helped take care of them. My grandfather’s brother developed glaucoma as a young man and was blind for most of his life. Though my grandfather died of bone cancer in 1964, Grandma Hank took care of my great-uncle for the rest of his life. My grandma even helped raise her sister’s children. I don’t know all the details, but as I understand it, my great-aunt’s husband was an alcoholic who left his family. My great-aunt got a teaching job to support her kids, but the only job she could get was in

everything at the hotel herself, even in her 90s. Grandma Hank probably weighed around 100 pounds, and she was always dressed to the nines, even when working. All the cooking, cleaning, and laundry at the hotel were done

another town a long ways off. Grandma Hank took in her niece and nephew, and they lived with my grandmother, my grandfather and my mom. Though my mom was an only child, her cousins

became like siblings to her. And they still are to this day.

by her. When I say that she ran The Iowa Hotel, I really mean

it. That’s part of what made visiting her so much fun. My siblings and I all got our own rooms. Plus, we were living in Houston, Texas during my early years, so visiting a small town where we could walk to the café, the bakery, or to the drugstore

Grandma Hank was a selfless human being. Everything she did was to take care of everybody else. When I bought my first house, she lent me the down payment. She never would have expected me to pay her back (which of course I did) because she just wanted to see me have a home of my own for my family. She had that kind of hardworking, determined mindset that came with living through the Great Depression. My grandma passed away in 2004, a month after she turned 99. On her last birthday, she confessed to my mom that she didn’t want to live to be 100. She just couldn’t imagine anyone wanting to be that old! I still miss her, but I know how blessed I am to have had such an amazing grandmother in my life. Sept. 13 is National Grandparents Day, and this year I’m really thinking about Grandma Hank. She was a wonderful woman who taught me so much about what it looks like to roll up your sleeves and actively help your neighbor. She never talked about it, but she certainly lived the “good Samaritan” lifestyle.

with a real soda fountain was awesome. Of course, the best part of visiting Belle Plaine was seeing Grandma Hank. Even today, I would describe my grandma as a true saint. For as long as I could remember, my grandma took in people who had nowhere else to go. I don’t know if she even had them pay rent at the hotel.

For as long as I could remember, my grandma took in people who had nowhere else to go.”

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F or centuries, Europeans used the Julian calendar, created by Julius Caesar in 46 B.C. It was based on the solar calendar, so most of Europe thought it was the most accurate calendar. However, over the centuries, dates had “drifted,” and many important days, like Easter and the spring equinox, were no longer falling on the dates they were supposed to. To compensate, the new Gregorian calendar was developed and put to use by Pope Gregory XIII in 1582. It helped put things back in order and eliminated the extra day every 128 years. However, not everyone adopted the Gregorian calendar right away, such as the British. That meant that Europeans were using two diverging calendars for over 200 years. Talk about confusing! People realized that as the world started to expand and as countries became more connected, having a single calendar system was critical. Finally, the British chose the year 1752 to make the change. But, in order to make it work, they had to “jump” forward. For instance, 1751 could only be 10 months long — starting with March and ending with Dec. 31, 1751. But even that adjustment didn’t quite bring the English up to speed in time to make the shift. They also had to cut 11 days from 1752. The unlucky dates that were cut were Sept. 2–14, 1752. The people were not happy. English historians found research that British citizens chanted “Give us our 11 days!” in the streets. The phrase became so popular that some politicians even campaigned with that as their slogan. Several other historical accounts state that many people were worried that by cutting the calendar, their own lives would be cut 11 days shorter. There was a lot of confusion and chaos, but over time, dates fell where they were supposed to, and everyone lived their full lives, those 11 days included. 11 DAYS DELETED FROM HISTORY How the British ChangedTheir Calendar System and Caused Chaos

Think about the traits of a leader. You may be thinking of someone who can take charge, isn’t afraid to fail, communicates clearly, has a passion for helping people, and is extroverted.

Now, think of a successful salesperson. Do you see any overlap in characteristics? The answer is likely yes.

Salespeople are natural leaders. They lead consumers to the best product or service, and they effectively push our economy and businesses forward. However, having multiple leaders on one team can create friction. As an entrepreneur or sales manager, you must create a work environment that nurtures your leaders in the sales department without causing issues. Those with an innate sense of leadership still need the right training and work environment to optimize their skills and excel. When you provide these, the confidence of your team increases, their ability to sell effectively is boosted, and your sales numbers improve. It’s a win-win-win for you, your team, and the company. You can create a plan for cultivating leadership with these two steps. Analyze Traits Leaders do have defined traits, but no two leaders are alike. Pinpointing the qualities that make each team member an effective leader — and therefore great at their job — can help you identify sales teams or partners that will function harmoniously. (Coincidentally, this process will also show you who should not work together.) The best pairs feed off one another. Maybe you have one salesperson who is the best at explaining the technical aspects of your product, while another is the most empathetic and emotional seller. Together, they’re a winning combination. Provide Leadership Training Learning is an essential part of sales. Salespeople have to understand the demographic, cater to trends, and be the first to admit when a sales tactic is wrong. In addition to learning skills specific to their position, salespeople should also undergo leadership training. Many of these courses and teachings target managers who have employees, but when you encourage your team to apply these concepts to potential clients, they will learn what leadership skills they must nurture within themselves to get more sales. You can also take managerial leadership training and convert it into a program that targets your sales team.

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F or the past decade, commercial automobile insurers have faced ever-worsening underwriting results. The growing costs to insurers and the claims they’re paying out continue to eclipse the premiums being collected on insurance policies. AM Best reported that in 2019, underwriting losses grew to $4 billion, the worst losses the commercial auto industry has seen in 10 years. This loss is traced back to costly litigation and higher payouts following auto accidents. It is possible that the COVID-19 pandemic could provide some unexpected relief for commercial auto insurers. Shelter-in-place requirements have resulted in less road traffic and thus fewer automobile accidents. Even in Arkansas, where we did not have government-mandated orders to shelter in place, many businesses chose to close, which resulted in fewer cars on the road during daily commutes. The pandemic also resulted in fewer ride- share accident claims. However, having fewer cars on the road does not guarantee lower costs for insurance providers. The Surprising Way the Pandemic Could Benefit Commercial Auto Insurers

As the AM Best report warns, “ ... although accident frequency may decline, severity potentially could rise because of vehicles colliding at higher speeds.” High-speed accidents have become a problem for both commercial and non-commercial drivers across the country. Law enforcement agencies have reported writing more traffic citations to drivers traveling well over the speed limit. State troopers in Minnesota, Maryland, California, and Georgia have reported clocking drivers who were traveling at speeds of 130 mph. Many drivers seem inclined to speed when they find themselves on emptier roads. As a result, any ensuing traffic accidents tend to be more severe. What does this mean for companies that rely on commercial auto insurance to cover their drivers and vehicles? To improve price adequacy, over the last several years auto insurers have pushed for rate increases. The report noted that 2019 saw “the first double-digit increase in premiums of 10.5% across all accounts in the fourth quarter.” AM Best encouraged insurance companies to be more accurate in their initial assessment of cost per claim. They also recommended that insurers more readily rely on telematics, technologies that promote safer driving.

Have a Laugh!

Easy way out on Pg. 4

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INSIDE This Issue

A Real Saint page 1

How 11 Days Were Deleted FromHistory

2 Steps to Cultivate Leadership in Your Sales Team page 2

Will COVID-19 Cut Costs for Commercial Auto Insurers? Take a Break page 3

How to Enact Effective Change page 4

CHANGE CAN BE EASY

PamMarmon’s Outline for Effective Post-Pandemic Transformation

and direction, which can be one of the biggest hurdles to overcome. You cannot achieve success in a period of change if your team is doubtful and unwilling. With your company united toward your vision, you can begin to enact real change.

Pam Marmon understands what it means to adapt. After growing up in Bulgaria, Marmon had to modify her way of living when she emigrated to the U.S. Today, she’s a CEO, entrepreneur, wife, and mother who believes that change doesn’t have to be difficult. In fact, she’s mastered it. Marmon has even established a company, Marmon Consulting, that helps other companies develop strategies for executing transformation. In Marmon’s book, “No One’s Listening and It’s Your Fault: Get Your Message Heard During Organizational Transformations,” she outlines her proven methods for effective communication in any company setting, from a major corporation to a family business. Released on March 24, 2020, Marmon’s advice is timely in a period when many business owners are searching for proactive solutions and the next step in finding post- pandemic success. Marmon’s book is the perfect guide for business leaders who recognize the need for tangible change and want to execute it as effectively as possible. The key, Marmon explains, is to identify your company’s culture and cater your plan’s language to suit what will resonate with your employees the most. This will establish a sense of alignment with your business’s vision

However, this is only the beginning. Marmon’s book also outlines how to connect with fellow leaders in

your company to develop a framework for growth. By creating a stable foundation and inspiring change, you’ll find this time of major transition to be much smoother than you may have anticipated. As a result, your company will come out on top at the end of the COVID-19 era. Marmon’s mantra is inspiring: “With the proper process, change is not hard.” And with her book, “No One’s Listening and It’s Your Fault,” business leaders can see just how simple change can be.

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