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AVIXA Women's Council Phoenix Group

Posted By Elizabeth Chavez, AUDIO VISUAL EXPERTS, Thursday, July 30, 2020
Thank you to everyone who attended our first AVIXA Women's Council Phoenix Group meeting! Great turnout. We look forward to our next meeting soon!

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Tags:  arizona  Linkedin  small business  women 

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9 Steps to Implement a New Post-COVID19 Office Environment

Posted By Victor Assad, Victor Assad Strategic HR Consulting, Wednesday, May 20, 2020

Your guidebook to restart your business with the new normal, safely, productively, with high morale for employees, and reduced costs.


Your company sent office workers home in March in a mad scramble to protect them from COVID19 and to keep your business alive. The survival of your workers was at stake. Now, as you plan the reopening of your office, it is clear that the survival of your business is at stake, and the old normal is obsolete.

It is time to be disruptive. It is time to create the new standard for a productive, innovative, less expensive, and safe office environment.

The fears of COVID19 infection will remain at the forefront of everyone’s mind until we have a vaccine, a cure, or until 70 percent of the population has been exposed to the virus. Any of these scenarios maybe six months away, such as for a miracle vaccine, or up to 24 months away for a cure. Vaccines may have to be reconstituted every year for this mutating coronavirus, like the flu vaccine.

It is time to think big. It is time to make the moves now that will propel your business to be number one in your domain during this era. It is time to engage with your most valued asset, your workforce. It is time to provide them with an enabling environment so they may thrive, achieve great results, innovate, feel safe, and feel like trusted members of your organization.

This is not the time for half-measures, happy talk, and incrementalism.

Your business needs to break away from the ineffective, habitual practices of the past with a bold long-term vision to be productive and to keep your workers safe.

The open, crowded office bays of 2019-before COVID19- were unproductive work environments. The average worker was disrupted every three minutes. It took some workers as long as 23 minutes to return to the original task.

One legacy of the COVID19 crisis will be the dramatic increase in remote work.

Before COVID19, remote work was already:

  • preferred by 80% of the workforce, and all ages
  • the No. 1 preferred non-pay work benefit
  • growing more than 11 times faster than the rest of the workforce
  • enabling 43 percent of the workforce to work from home some of the time
  • saving employers $10,000 to $20,000 per remote worker per year by lowering real estate costs, turnover, and absenteeism and increasing employee productivity.[1]
  • saving carbon emissions. Consider this: According to Ladders, Just a 20% reduction in working from an office (one day a week) results in a 30% decrease in a person’s carbon footprint
  • enabling busy US workers in two-parent households, who work 58.5 hours a week between work and family duties, to have more work-life integration, higher job satisfaction, and less costly commutes and stress.[2]

This trend to remote work has already started. Due to COVID19, Brookings estimates that about half of the US workforce is working from home, with most of these people being higher-paid professional workers. About 3 percent of 1,000 HR professionals in the US, surveyed by the Society of Human Resources in April 2020 said their salaried employees were working remotely when the year began. That number rose to 64 percent by April. PwC reports that 49 percent of Chief Financial Officers responding to their March 2020 survey say remote work is work is here to stay for some roles, as companies plan to alternate crews and reconfigure worksites.

How will remote work be in your future?  How bold are you willing to be?

As someone who has directed HR operations for global businesses of at large corporations for over 20 years and has implemented flexible work arrangements, I am offering the benefits of my successful experiences to you so that you can restart your business safely, profitably, and by providing a great and comforting experience to your workforce. My new guidebook, 9 Steps to Implement a New Post-COVID19 Office Environment, will give you valuable information allowing you to guide your own organization

With this guidebook, you will learn this valuable information:

  1. Which jobs, not workers, are ideally suited for home-based work, and which criteria you use in making this determination
  2. Guidelines to keep office workers safe as you bring them back to your new office environment
  3. Which digital technologies to use and the importance of bandwidth strength
  4. Leadership in the Virtual and Collocated World: How to effectively set operating norms for virtual meetings and how to keep employees aligned to your mission and goals.
  5. How to have employees respond, wherever they are, when you need them.
  6. How to digitally store and share essential policies, procedures, files and data.
  7. How to reduce or eliminate excess office space and accumulate huge savings.
  8. How to convert a traditional office space to a flexible work environment where works have the space, tools, and time for great performance
  9. How to make sure these valuable changes drive your top and bottom line and improve your employer brand.

Much of the guidance I will provide you, comes from my experience implementing remote work and flexible work environments, at Medtronic’s offices in Santa Rosa California, and with other Medtronic business across the world.

Following a 30 percent increase in the use of remote workers, the Medtronic businesses based in Santa Rosa experienced significant productivity increases, of up to 22% for remote workers. The employees who would remain residents, coming into the office every day, enjoyed an upgraded office environment with improved videoconferencing capabilities, more conference rooms, huddle rooms, and open areas.

Employees and managers alike reported a 98% satisfaction rate with the implementation of remote work. In addition, management saw substantial reductions in real estate costs, employee turnover, and carbon emissions. Employees who worked from home did not miss their average hour-long commutes. They appreciated having more control over their work life integration and reported more confidence in the leadership of their managers and of top management.

Are you ready to get started?

Click the link below to download my complimentary guidebook today!


Call me at 707-331-6740 to schedule a complimentary one-hour strategy session


[1] Workshifting Benefits: The Bottom Line, May 2010, by Kate Lister and Tom Harnish, Global Workplace Analytics, sponsored by Citrix Online.

[2] Kim Parker and Wendy Wang (March 14, 2013) “Modern Parenthood: Roles of Moms and Dads Converge as They Balance Work and Family.” Pew Research Center Social and Demographic Trends. Retrieved from


Tags:  Post-COVID19 Office Environment  Remote work  Reopen safely  Telework 

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CLOSE THE GAP CHALLENGE: Perfect Time to Refine as a Leader

Posted By Kim Watson, Corporate Alliance Production, Tuesday, April 7, 2020

More than ever, leaders are having to lead in innovative (and sometimes inventive) ways. There are so many important attributes of leadership. However, I’d like to focus on four, and then propose 2 Questions and a Challenge.


Recent events have required leadership modifications. Some are floundering during this unprecedented time. Others are thriving and exhilarated. What makes the difference? Although there are probably many good answers to that question, one of the primary drivers for thriving is meaning.

Tyranny of the urgent is often the life of a leader. But once defined, purpose becomes the rudder that sets direction … always. Not just when it’s smooth sailing, but also when it’s stormy weather.

In case you struggle to clearly define your purpose, perhaps you could simply ask yourself what you truly want to be known for. With that answer, set sail.


The most excellent performers have fans and critics. They also have mentors and coaches – people who help them pay attention to the things they aren’t paying attention to.

If you want to know how you are doing as a leader, perhaps it’s time to get perspective from others. And if you want to be a really great leader, don’t just ask the people who will tell you only what you want to hear. Listen to everyone and then decide what you want to focus attention on.

In this instance, you could ask others what you are known for. With this information, you may realize that although you had a destination in mind (your purpose), you may be off course.


Many people with an amazing purpose and focused perspective are ineffective because they do not have a plan.

Goal setting is required to intentionally focus action. Once goals are set, developing a plan is critical to moving a fanciful thought (or even your purpose) from dream to reality.


I don’t know who said it, but I believe it’s true: Nobody ever got into shape by watching Arnold Schwarzenegger lift weights. You can have the best purpose, perspective and plan, but if you do not participate you end up with a different “P”: pointless.

And speaking of getting into shape, resistance training is incredible. So, if you face resistance in executing your plan, remember that those who physically train do that on purpose in order to get stronger. So, once you have that purpose, perspective and plan – participate and push through.


In summary, whether you have a clearly defined purpose for yourself as a leader or if this is a first pass at that important step, I have two questions and a challenge.

·         Question 1: What DO YOU WANT to be known for?

·         Question 2: What ARE you known for?

·         CHALLENGE: What specific steps – including embracing resistance – are you going to take to close the gap between Question 1 and Question 2?

·         BONUS: You can complete this “Close the Gap Challenge” process for your organization as well.


Kim Watson has over 25 years’ experience as a consultant/project manager identifying, building and managing teams for others. Her natural curiosity on the formation and mobilization of ‘best’ teams prompted her to study people. So, along with her many successful years of corporate, non-profit and governmental consulting, she completed a Master’s and a PhD in performance psychology. She is also a certified Project Manager Professional (PMP) and Six Sigma Green Belt Professional. She takes pride in being a champion of people and processes so that organizations, those entrusted to sustain them, and those who benefit from them are successful.

Kim helps Business Leaders bolster employee engagement, reduce turnover, and minimize applicant interview time. She helps eliminate costly bad hires, uncover hidden talent, and increase bottom line revenue. Leveraging a scientific trait device with impressive validity and reliability, Kim is armed with laser-accurate data and a unique entrepreneurial mindset to help leaders change the way they think about people for the rest of their lives. 

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Effects of Investing in Your Team Before, During, and After Economic Uncertainty

Posted By Kim Watson, Corporate Alliance Production, Tuesday, March 31, 2020


Research considered the impact of investing in team members before, during, and after times of considerable economic uncertainty. Those efforts included job-related selection activities (i.e. personality inventories, cognitive tests, interviews) and training. The researchers determined that the degree to which organizations made those investments in the quality of employees created a strategically valuable resource when the economic environment changed.

Firm-level data across 12 years from 359 firms was considered. Analyses indicated that investments in people influenced firm profit growth. Further, results revealed that firms who more effectively staffed and trained outperformed competitors pre- and post-recession, even after controlling for prior profitability.

Thus, selective staffing and training may be used strategically during economic uncertainty. That strategy will prime organizations for optimal growth and competitive advantage shortly after economic recovery.

I’m happy to provide a free 30-minute consultation to discuss strategy. Please reach out through my website:


SOURCE: Kim, Y., & Ployhart, R. (2014). The Effects of Staffing and Training on Firm Productivity and Profit Growth Before, During, and After the Great Recession. Journal of Applied Psychology, 99(3), 361-3898.


1. EBIT scores based on Korean monetary unit (won)

Tags:  Competitive Advantage  Growth Strategy  Staffing  Strategy  Training 

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Brand building strategies for handling the coronavirus recession

Posted By Victor Assad, Victor Assad Strategic HR Consulting, Wednesday, March 25, 2020

Many businesses are now scrambling to implement working-from-home procedures, cutting worker hours, and reducing their workforces, whether temporarily or permanently. Economists are now predicting a short but deep recession, with a drop in US economic output of $1.5 trillion, 7% unemployment, and 5 million Americans out-of-work.

How a company pivots during a crisis significantly impacts its customer engagement, profitability, and employer brand.

Take the example of Southwest after 9/11. Air traffic had dropped dramatically, and most airlines laid off significant numbers of employees.  Southwest was the exception.  Instead of downsizing, it refocused its slack workforce on making process improvements. When the market improved, Southwest did not have to rehire its former workforce or hire new employees --it had a ready, trained, appreciative workforce with the ability to help the company quickly expand into new markets. Its competitors, on the other hand, struggled with staffing, training and operations issues.

Let’s review alternatives to reductions in force.

  • Remote work. Based on my experience and empirical evidence, most companies can have 25% to 45% (and even 100% if it is a software company) of its workforce work remotely. Keeping operations working to serve clients while the competition struggles with the transition may go a long way to building outstanding client relationships and finding new clients. Click here to learn more about setting up a remote work environment that keeps workers focused, productive and feeling part of the team.
  • The Southwest Airlines 9/11 Model. Southwest was able to quickly recover after the travel market rebounded after 9/11 because it reassigned its workforce to making process improvements rather than laying them off. The coronavirus precaution for social distancing will make this strategy more difficult for some companies, but look for areas to reassign teams of employees to make process improvements or reduce work backlogs without violating the social distancing guidelines. Some of this work may be done remotely with the substantial uses of digital technology. Ask your managers and employees for suggestions and how to achieve it.
  • Partial reduction in hours. For some companies in hospitality, travel, oil, and real estate, a reduction in hours can be a strategy to serve the reduced need of customers while hanging on to precious, trained workers and providing them with income for food and housing. Many restaurants facing government orders have closed dine-in eating and switched to a take-out and they are rationing these precious work hours to their staffs. Remember, under the Fair Labor Standards Act (FLSA), the pay of exempt employees cannot be cut in a week when the exempt employee worked part of the week. Another option for exempt employees is to change work hours on a forward-looking basis, at the next pay period, without violating FLSA, as long as the exempt worker reduced pay is more than $684 a week. However, this should be longer than two-weeks and not intermittent. Before taking this step, remember to also check with state and local laws, which may have more restrictions.
  • Temporary layoffs—keep employees on healthcare benefits. If your business does need a furlough due to mandatory government shutdowns or a total collapse in your industry, I encourage you to follow the example of the Minneapolis Convention Center, which had to comply with the governor’s order to close. It laid-off its workers, encouraged them to file for unemployment, and kept them on full health care benefits. This thoughtful action is allowed under some health care benefit plans. Be sure to check with your health care provider. It is also permitted under Consolidated Omnibus Budget Reconciliation Act (COBRA), which also requires the option for laid-off workers and dependents to continue health care benefits in the event of a permanent reduction in force. Also, look into allowing employees to take vacation time, paid time off, and sick time during such periods.

If a reduction in force is necessary, remember these guidelines of The Worker Adjustment and Retraining notification (WARN) Act:

  • Employers must provide written notice at least 60 calendar days in advance of covered plant closings and mass layoffs. A WARN notice is required when a business with 100 or more full-time workers (not counting workers who have less than six months on the job and workers who work fewer than 20 hours per week) is laying off at least 50 people at a single site of employment. Or the business employs 100 or more workers who work at least a combined 4,000 hours per week, and is a private for-profit business, a private non-profit organization, or quasi-public entity separately organized from regular government. This warning is also required for employees who are terminated or laid off for more than six months or who have their hours reduced 50% or more in any six-month period as a result of the plant closing or mass layoff. Pay may be offered in lieu of notice.
  • Less than six-month exception: Note If the layoff is for less than six months, the WARN Act is not triggered.
  • WARN Act “Unforeseeable Business Exception. There is also an “unforeseeable business exception” in the WARN Act. It is not clear if the circumstances around the Coronavirus will trigger the WARN Act, especially if the reduction in force will be for less than six months and if regulators consider the Coronavirus an unforeseen event.

The coronavirus presents the US a national crisis that requires putting the public interest and safety first, including the safety of your clients, suppliers, and employees. As a business, how you react during this crisis will greatly determine the loyalty of your customers and employees.

Watch my social media posts, blogs, and podcasts for future updates.

Victor Assad is the CEO of Victor Assad Strategic Human Resources Consulting  and managing partner of InnovationOne. He works with companies to improve their recruiting, HR operations, and develop extraordinary leaders, teams, and cultures of innovation. His new book is Hack Recruiting: the Best of Empirical Research, Method and Process, and Digitization. Subscribe to his weekly blogs at 


Tags:  Alternatives to layoffs  Furloughs  Remote work 

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7 Steps to Implement Remote Work

Posted By Victor Assad, Victor Assad Strategic HR Consulting, Tuesday, January 7, 2020

An executive team asked me about the company’s need to cut overhead costs and invest more money in R&D. “Why not switch to a flexible work environment?” I suggested. Many companies find that  25 percent to 45 percent of the workforce could work at home three to four days a week. In addition, companies discover they can save up to $11k per remote worker with a redesigned office space and with the productivity gains from home office workers. That will free up a lot of dollars to invest in R&D!

Besides, working from home is the No. 1 desired non-pay benefit of workers of all ages and men and women, and it improves employee morale, recruiting, and retention.[i]

Working from home is a growing trend. According to the Bureau of Labor Statistics (BLS), remote work increased 115% from 2005 to 2015. Currently, 16% of the workforce — 26 million Americans — work remotely at least part of the time.

Here’s what you need to do to assure your company’s success with telework:

  1. Make it job-specific. Recognize from the beginning that telework is not for every worker. Telework is based on the requirements of the job and the team. If a worker must be present to do a manufacturing job, be in a research lab to use its equipment, have access to data they can only access at the office (say, for security reasons), or need to be available for frequent face-to-face meetings and interactions, they must be physically at the office. If, on the other hand, most of their work is accomplished on the computer and most communications can be done over the phone, email, text, or videoconference, they can usually work from home, or at customers’ or suppliers’ sites three-to-four day a week.
  2. Continually communicate expectations and norms. Telework requires that leaders do what they should have been doing all along: provide workers with clarity about the company’s business strategies, goals, and the standards for excellence. Managers also need to provide clarity on expected operating norms, such as how quickly to respond to others, which meetings will be face-to-face vs. digital, and where commonly used documents will be stored online.
  3. Update your digital technology. Companies with multiple locations and home office workers need to use excellent video conferencing, collaboration, and data-storage technology. No worker wants to waste time searching for documents or wait minutes for a file to open online. Video conferencing improves teamwork and collaboration as opposed to a phone call.
  4. Certify the remote workplace. Teleworkers need to certify that they have a safe, ergonomically sound, and dedicated workspace at home. That workspace also needs to comply with the company’s security requirements.  Working from a stool at the kitchen counter is not such a space!
  5. Train your managers and employees. We have found that companies can make this transition quickly and smoothly after training and answering the questions from managers and employees. It is not as easy as saying, “take your computer and start working from home!”
  6. Manage by trust and accountabilitynot compliance. Organizations with leaders who inspire their workers to achieve a higher purpose and emphasize collaboration, trust, and results are more productive and innovative.
  7. Redesign your office for those who will come in to work every day. The ubiquitous open office environment isn’t the answer for office-based employees! Open office environments commonly lead to distracted, irritated, unproductive workers.[ii] Teleworkers no longer need to have a dedicated cube or patch of floor space when they are working from home or the customers’ site three-to-four days a week.  When they come into the office, it will usually be for meetings.

For many organizations, the best workspace design calls for more collaborative space for impromptu meetings, where the discussion won’t disturb others. Small huddle-rooms often meet that need. Organizations often need more high-quality videoconference rooms for excellent visual transmission and to see the emotions of team members in remote locations. Teams need dedicated rooms that allow teams a shared space to collaborate and access the data they need. Individual team members also need quiet spaces for “head-down” work, which is best done without interruption.

Data shows that redesigned workspaces can lead to significant reductions in real estate costs, even after the initial investment of new technology and furniture.

Are you ready to switch to a flexible work environment? I invite you to join me on Feb. 6 from 11:30 AM to 1:30 PM at the Arizona Small Business Association, P-Level meeting room, 11811 N Tatum Blvd, Phoenix, AZ 85028 in Phoenix! Register today!

Victor Assad is the CEO of Victor Assad Strategic Human Resources Consulting and works with companies to improve their recruiting, HR operations, and develop extraordinary leaders, teams, and cultures. His new book is Hack Recruiting: the Best of Empirical Research, Method and Process, and Digitization. You can buy it online at AmazonBarnes and NobleArchway Publishing, and now The SHRMStore. Subscribe to his weekly blogs at

[i] Victor Assad, Hack Recruiting: The Best of Empirical Research, Method and Process, and Digitization. Archway Publishing, 2019.

Tags:  Flexible Work Arrangements  Remote Work  Telework  Teleworking 

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Posted By Kim Watson, Corporate Alliance Production, Wednesday, December 4, 2019

The next time you're tempted to work through lunch, think again. As a manager, if you drive others to power-through to get the job done, ask yourself if your goal is to diminish productivity and minimize quality. Psychological research shows that working without pauses actually does more harm than good.

Think about your laptop computer. One of the primary benefits of a laptop is to operate by battery power. However, it’s only effective until that battery runs out. Once recharged, it’s equally effective again.

Everyone has a mental ‘battery.’ The truth is that – although some folks have smaller batteries and need more frequent recharging – we all need to recharge our mental batteries eventually. Otherwise we lose effectiveness in the short term and may burn out in the long-term. That’s where breaks come in. Think of breaks as plugging in that laptop.

Breaks are not one-size-fits-all. But there are a few generalizations that are good to keep in mind (Weir, 2019).

  1. First, choose an activity that isn’t too similar to the work you are doing.
  2. Second, include some sort of physical activity in your break.
  3. And, third, include nature either by getting outside or viewing nature scenes.

A qualified Executive Advisor can help you assess the mental stamina of you and your team members. They will help you be an intentional leader who understands how frequently team members may need to recharge – for their benefit and the organization’s. After all, good leaders don’t want ineffective workers or those who burn-out.

SOURCE: Weir, K. (2019). Give Me a Break. Monitor on Psychology, 50(1), 40-46.

Tags:  breaks  burnout  effectiveness  leadership  stamina 

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Founder & CEO

Posted By J.D. Jenks, Global Financial & Leasing Services, Wednesday, September 18, 2019

How the Economic Outlook Affects Lease Financing for Construction Equipment

The Association of Equipment Manufacturers (AEM) recently published an article on the economic outlook for 2020. It stated that while the economy began 2019 rather strong and that the U.S. is in the middle of 100+ months of economic expansion, many thought leaders are forecasting that our hot economy will cool down a bit. Why pump the brakes in the midst of high business and consumer confidence and low unemployment? Rising interest rates, looming tariffs and an inability to hire enough workers, especially skilled labor. 

The Global Financial & Leasing Services (GFLS) team keeps a close eye on economic reports, especially those concerning the industries in which we finance equipment. However, we can gauge the economy’s highs and lows simply by the number of equipment financing applications we receive. Over the past few years, applications have been flooding in from customers who are confident enough in the economy that they’re comfortable spending money. 

Construction Leads the Way

The construction industry – residential and commercial – historically leads the way in a good economy. Of course, building requires construction equipment, so it’s no surprise that the demand for construction equipment financing is high. 

The past few years were good for leasing pre-owned construction equipment. A good economy mean companies can replace older equipment with new, which increases used inventory. There are a number of construction firms leasing their quality, used construction equipment like backhoes, dump trucks, bulldozers, and other heavy equipment in order to offset the cost of purchasing new equipment.

Is Now the Best Time to Finance Construction Equipment?

Despite interest rates, tariff concerns and labor crunches, it is still a great time to finance construction equipment for a few reasons, including:

·     Used inventory is excellent

·     Current low interest rates (but the Federal Reserve recently has raised rates and more increases could be on the way)

·     The quality manufacturing of today’s construction equipment minimizes the risk of the payments outlasting the equipment

AEM reports that the construction industry is expected to experience steady and solid growth, at least in the short term, though no one can predict the impact of any unforeseen circumstances or events. Financing construction equipment makes sense for many construction firms right now.

READ: Why Put Profit Above an Equipment Lease Payment?

GFLS helps small and medium-sized businesses finance construction equipment leases, even those with less than perfect credit and who have been turned down by other equipment financing providers. Get started today with an application or contact our team for more information.

Financing an Excavator

Even if You Have Bad Credit

With construction leading the way in our current economy, it’s no surprise that small and mid-sized companies are taking advantage of the boom and investing in heavy equipment like excavators. These machines help them take on projects previously out of their reach. Also, financing new or gently used excavators beefs up a company’s fleet. However, excavators are a serious investment and purchasing outright is a large capital outlay. This makes buying outright out of reach for many business owners who don’t have that kind of capital or prefer to keep it on hand for other purposes. 

Comparing New and Used Excavator Costs

If you’re financing a new, a full-sized excavator, the cost can range generally between $100,000 to $500,000. In general:

  • Small excavators (10 to 15 tons) cost between $80,000 to $150,000
  • Mid-sized excavators (15 to 20 tons) range between $100,000 to $200,000
  • Large excavators (30 to 40 tons) run from $200,000 to $400,000  


Accessories, if needed, will be an additional cost. Most excavators come with one bucket, however, your typical jobs may require multiple or different-sized buckets for which you’ll need to budget an additional $1,000 to $5,000each. Attachments such as rakes, blades and hydraulic hammers can add $5,000 to $10,000each to the cost. 

The high cost of new equipment and a good economy have created an excellent market for used excavators, putting them in reach of many small and mid-sized companies. Used excavators can be had at a significant discount. A gently used excavator with less than 2,000 hours of use might sell for 25 percent less than the original price – a great deal considering these machines have lifespans of up to 10,000 hours or more.

READ: Why Put Profit Above an Equipment Lease Payment?

Financing Your New or Used Excavator

Whether this is your first excavator, your fifth or you’re taking advantage of the great used inventory to upgrade, excavator financing from Global Financial & Leasing Services (GFLS) can help. If there is anything more important than getting the right excavator for your company, it’s working with the right lease financing company with experience in heavy construction equipment financing. 

That’s where excavator lease financing from GFLS comes in. Our team can help you acquire essential equipment when you want to retain your capital for other things or bad credit makes you risky on paper to other lenders. 

READ: What to Expect if Your Credit Score is Under 750

Get Excavator Financing Through GFLS

Since 2009, GFLS has been providing excavator lease financing for small and mid-sized businesses across the U.S. Our customers count on us to help them obtain the heavy construction equipment they need to compete in their area and take their companies to the next level through:

·      A fast, easy excavator financing process

·      Dealing directly with financing decision makers

·      Our willingness to look beyond a credit score to your “story”

·      Reliable, ongoing communication 

·      Equipment financing decision made in <2 to 24 hours

·      A financing culture based on respect

We know what a difference a day can make for companies that need to get excavators on the job. Start the applicationtoday and the GFLS team will move heaven and earth to approve your excavator financing in as few as 24 hours. Have a question about heavy construction equipment financing? Contact our teamfor answers.


Josh Shull


Global Financial & Leasing Services, LLC

8800 N. Gainey Center Drive, Suite 270

Scottsdale, AZ  85258



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Finally! What Motivates Employees

Posted By Judi Pine-Sellers, Advanced Systems Design, Thursday, August 8, 2019

The research is clear. There are primarily six reasons people work and they affect an employee’s performance. Three of these reasons help improve performance; play, purpose and potential. Three of these reasons actually reduce performance; emotional pressure, economic pressure and inertia.1

Here is an example. Most sales people are motivated by money to some degree. But now we understand we have to learn a bit more about them to discover why they are motivated by money. For example; is it because they are very competitive and they want to win the game? Then sales would be like play for them. Or are they selling something that they believe makes the world a better place?  That would be purpose. Or if they are selling something with a goal of growing the business to leave it to their heirs; this is an example of potential. On the other hand, if they want to make money so as to not disappoint a family member they are motivated by emotional pressure. If they have tens of thousands of dollars in debt they are likely motivated by economic pressure. And if they are in the sales business because they have always been in this business and simply don’t know anything else, then their motivation is inertia.

Why does this matter?  Because your first undertaking, whether you are a Supervisor, Director, Business Owner, or leader of a variety of contract people; is to determine why people are working. This can be done in a conversation but remember that anytime you ask the question WHY, it puts people on the spot. Many people don’t know the answer but feel like they should know the answer, so they make something up. This is especially true when you are talking to “the boss”.

If you are one of those managers or leaders who believes that you just tell people what to do and they should do it; then you are probably experiencing difficulty with business success, frustration with employee performance problems or high turnover.

So how do you use this priceless research?  You get to know your employee or contractor. You get personal (in a professional way of course). You’ve heard the saying; “People don’t care until they know how much you care”. 

Once you determine why people are working, you adjust your conversations to meet their needs. This is not difficult but you have to understand what you are doing and why. 

If you struggle with managing people performance; employee or contractor management, or you need to redirect your poor performers, let’s chat. Effective people are the key element to your business success and I specialize in the 6 conversations every leader must understand to know exactly what to say to engage and redirect poor performers. Click here  to schedule a complimentary conversation about how I can teach you the tools to successfully grow and manage your people so that your revenues and business will thrive giving you a more balanced work load and more time off (to do what YOU want). 



1 How Company Culture Shapes Employee Motivation: HBR Lindsay McGregor Neel Doshi


Tags:  employeeManagement  management 

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VP of Sales

Posted By Tony Meisner, Marcus Networking, Inc., Friday, October 19, 2018
If you have between 5-100 employees our company is the perfect IT consultant for you.  As a family run business we have the flexibility to work with you on a "retainer" as needed basis or all-inclusive.  This allows you to focus on building your business while we act as your CIO and keep technology on a budget.   

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Tags:  Desktop Support  IT Consultant  Security  Technology Advisors  VOIP 

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ASBA is the most powerful resource for your business in Arizona. We ensure the tools we offer are valuable and support the growth, education and connections necessary for today’s top business minds.


Partner Program


ASBA’s Partner Program delivers your brand throughout Arizona. Share insights, connect with small business and highlight your company’s involvement with the association. Contact us to get started.



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