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Three Tips for a Healthier Workplace

Three Tips for a Healthier Workplace

Johnson & Johnson has one. So does Chick Fil-A. Indeed, practically every company in America has an employee wellness program in place, but how many actually measure the program’s effectiveness? Fewer than one quarter, according to a recent study by Buck Consultants. According to the study, 77% of employers in the U.S. offer at least one program to keep employees healthy (think free gym memberships and incentives to stop smoking), but only 23% actually measure the outcomes of those programs.


That’s a mistake, say health-care consultants. “By knowing what types of programs work best, you’ll be able to see how to move the needle in terms of health-care premiums and other benefits of corporate wellness, like reduced absenteeism and increased productivity,” says David Atkinson, vice president of corporate wellness for Cooper Corporate Solutions, a firm which helps companies design programs to keep employees healthy. Make no mistake: There are real benefits to be had by setting up an employee wellness program, and appropriately rewarding employees for their participation. Here are some tips to make sure you’re getting the most out of yours, and rewarding employees appropriately for participating.

Tip 1: Design a Program
Companies that are looking to wellness programs to reduce insurance premiums and absenteeism need to design programs that can be more specifically tied to those goals, Atkinson says.


As an example, when Redstone Presbyterian Care, a health-care facility with more than 400 employees, was hit with a 44% increase in health-insurance premiums, it realized it needed to do something – fast. “We weren’t paying attention to what was going on around us,” says Jim Hodge, vice president of human resources. Specifically, employee obesity, tobacco use, high blood pressure and other health risks were causing the company’s premiums to skyrocket.


Redstone initially responded with a variety of free fitness activities, like yoga and kickboxing classes, that employees could participate in. “We even offered ballroom dancing,” Hodge says. 


Employees received points for completing every activity, and those points were redeemable for cash or merchandise, like fitness equipment. “What we learned was that people didn’t necessarily equate the fact that they were doing these programs for wellness,” Hodge says. 


So Redstone adjusted its program; now, instead of simply participating in exercise classes, they also have to overcome several hurdles in order to participate in the company’s insurance program. Now, employees who want to be insured by Redstone must undergo a health-risk assessment, biometric screening and meet with a wellness coach three times annually. The result? “More of our employees are really paying attention to their wellness,” Hodge says. “Three employees have given up tobacco this year, and countless others have lost weight.” 


The upshot? The company has saved more than $440,000 in insurance premiums, and has managed to hold annual insurance-premium increases to single digits. “We found that really educating people about their health works much better than simply throwing a bunch of programs at them,” Hodge adds.


Tip 2: Offer Incentives
Most employees won’t be eager to stop smoking or lose weight without a little nudge, say wellness experts. Indeed, 56% of companies in the U.S. offer incentives like gifts, merchandise, or reduced insurance costs, for participating in wellness programs. How to find the right incentives for your group?


That depends on how big of a change you’re asking employees to make, says Rich Allen, vice president of group benefits and risk analysis for Cooper Corporate Solutions. “If you’re looking at wellness as a fun thing for employees to do, small incentives such as logoed pedometers, yoga mats, T-shirts and athletic gear will do the trick,” Allen says. “If your objective is to change costs and risk factors for employees, you have to be much more aggressive in the incentives you offer.” 


For example, companies covered by Cigna’s health plan can opt into a program that pays out bigger rewards, such as jewelry and electronics, for completing a series of health screenings or participating in a program to control their diabetes. Other companies reward employees for major lifestyle changes, such as a sustained drop in blood pressure, by reducing the amount they have to contribute to their health-care premiums. In a program Cooper created for NEI, a server company, employees who showed progress in health screenings would pay a discount on their health-care contributions. After participating in the program for four years, NEI had “almost completely eradicated high-risk blood pressure among its employees, and had a 50% reduction in employees with high-risk cholesterol,” Allen says. “That’s a pretty impressive result.”

Tip 3: Measure Results
Companies creating wellness programs to improve the work environment should be able to measure results by simply surveying the population. “Are employees having fun? Do they like what’s happening? Then good, you’re on the right track,” says Smytha Haley, a wellness consultant.


Those who want to track the effectiveness of the program on the bottom line should be prepared to wait about 18 months for a result, Haley says. For many firms, 18 months is the point at which workers’ bettering health begins to cancel out the cost of sponsoring and administering the corporate wellness program.


As a rule of thumb, the average cost to a business is about $3 to $5 per participating staff member per month. “Within three years of the launch you ought to be seeing meaningful savings,” Haley says.

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Stanley Launches Apparel Line

Consumers can now proudly swear fealty with more than just the brand’s drinkware.

The Stanley Quencher gained unprecedented consumer loyalty throughout the past year, solidifying its status as the top-selling drinking vessel in the market.

Now, the company has launched an apparel line.

On offer for Stanley fans who want to “Wear the Bear” (the tagline for the collection, in a nod to the brand’s logo) are basics like T-shirts, caps, hoodies, sweatshirts and socks.

This crewneck sweatshirt features two embroidered Quencher tumblers on the left chest. Colors include black, rose quartz, cream and even Stanley green – in homage to the Hammertone green that Stanley, a brand that’s more than 100 years old, made popular with its classic vacuum bottle for many decades.

The Classic Patch corduroy cap in ginger has an embroidered patch.

Stanley also has T-shirt options for kids, with screen-printing in bright, eye-catching colors.

The Kids Roar Tee in cream has a playful imprint.

Stanley isn’t the first retail drinkware line to expand into clothing. Competitor YETI also has an apparel line with T-shirts, caps and beanies.

In recent weeks, shoppers stormed Target locations to snag a special-edition “Galentine’s Day” Stanley Quencher. Stanley also responded to consumer concerns about lead in the vessels, saying they’re “making progress on innovative, alternative materials for use in the sealing process.” Vacuum-insulated tumblers like the Quencher are often constructed with a small lead pellet in the bottom to seal the insulation. It’s encased in glass and therefore inaccessible by users unless the drinkware is badly damaged.

8 Ways To Deal With Rejection in Sales

Hearing “no” comes with the territory, but it doesn’t have to impact success. Check out these eight ways to contend with rejection constructively and move more sales to the close.

Rejection is never easy – particularly in sales, where a person’s response is directly tied to your livelihood. It can be tempting to let “no” poke holes in your confidence, which can lead to call reluctance. However, preparation and persistence are often rewarded. According to data collated by Peak Sales Recruiting, more than 40% of sales reps give up on a lead after one follow-up call, but six in 10 customers will say “no” four times before saying “yes.”

So, when rejection threatens to throw you off your game, remember these eight tips:

1. Expect rejection.

Being told “no thanks” is part of being a sales rep. Expecting it will mean you’re less surprised and caught off guard when you do hear it, and you’ll be less likely to take it personally. A “no” also gives you an opportunity to create responses to common objections. If that doesn’t work, practice picking yourself up, dusting yourself off and moving on to the next call.

2. Know your strengths.

Do you offer unparalleled customer service? Soup-to-nuts creative services? Always-met deadlines? Remind yourself consistently of the value you offer and the things that define you in an environment of uncertainty, which will help you psychologically withstand rejection.

3. Shift your mindset.

Look at every call or email as a learning opportunity: Track what works and what doesn’t, and make tweaks as you go. After each conversation, whether you get a “yes,” “no” or “maybe,” ask yourself what skills you used on the call and adjustments you could make.

4. Review your strategy.

If you’re hearing more “nos” than normal, analyze your strategy. Are you calling on the right people? Could the time of day be impacting their response? Are you communicating clearly what you offer and how it can help them? Take a good look at your process, and also ask for honest feedback from current clients, colleagues and your manager.

60%: The percentage of customers who say “no” at least four times before saying “yes”. (Peak Sales Recruiting)



5. Be persistent.

A lead or prospect may have said “no” last quarter, but try calling on them again. Data shows that it takes several “nos” before a “yes.” Maybe in the past three months, their circumstances have changed. You won’t know if you don’t ask, and they may have more of a listening ear the second time around.

6. Measure progress.

Track your “yeses,” “nos” and “maybes” – you might be hearing fewer straight-up rejections than you think. Monitoring responses will also help you gauge how tweaks to your strategy are impacting your success.

7. Listen to understand.

If the person you call on says “no,” ask questions to figure out why. It’s most likely a concern in one of four areas: time, money, authority or effort. See if you can find out where their concern lies, then fall back on the value you offer to counter that objection. A hard “no” could potentially turn into, “I’d like to know more.”

8. Shadow other sales reps.

Ask successful colleagues if you can sit in on their sales calls. Take note of the words they use, the questions they ask, their tone and how they respond to objections. Even if you’re a veteran, it’s a good idea to take some time for a fresh look on the process and dive into another rep’s strategy to find what works.

Your Path to Increased Profit: Take Care of Yourself First

Business owners who underpay themselves year after year are costing themselves in the long run.

Lots of business owners underpay or altogether forgo paying themselves in the interest of “investing” in their business and its needs. In the initial stages of a start-up or in tough times, one might have to make sacrifices, but doing so year after year points to a much bigger problem. To promote profitability, it may seem to make sense to habitually pay yourself less. In the long run, however, it will cost you and your business more than you might anticipate.

As the business takes off, it’s essential to start taking a decent salary for yourself and your partners. Whatever you pay yourself, it should be enough for you to live comfortably and allow you to save and invest for your future. Let the power of compounding work for you. If you own the building, make sure to charge the business a fair rent. You aren’t doing anybody any favors by hiding the actual expenses and giving yourself a false sense of profitability.

One of my consulting clients, let’s call him Steve, was in his 15th year in business but was paying himself barely enough to meet his household expenses. His wife also worked in his business. They hardly took any vacations or saved for their kids’ education or their own retirement. After I had a few meetings with him, he finally understood and realized the importance of taking care of themselves first. He gave his wife and himself a decent raise. They went on a family vacation that they thoroughly enjoyed, and came back rejuvenated with a new vigor. The following year, their business experienced a 10% growth in revenues and a 5% growth in profits.

Steve realized that he hadn’t performed at his best for several years. With the excessive number of hours he was putting into his business and the small return he was getting, he had lost the needed energy and motivation to think creatively and focus on profits. With the rotten mood he brough home at the end of the work day, his relationship with his family had also taken a hit. As a result of increased compensation, things were looking up. Not only could he pay for his immediate needs, but he could also sock away enough and invest for a comfortable life in his golden years.

How much should you pay? This question comes up all the time, and there is no one formula that fits all. It depends on variables such as type of business, legal structure, profitability percentage, tax bracket and others. Some possible solutions are:

  1. At least the pay needed to hire a manager to replace you in case you can’t work anymore
  2. Anywhere from 3% to 6% of your revenue
  3. A certain percentage of profits, leaving enough for reinvestment into the business, ensuring its continuous growth
  4. Enough to cover your necessary expenses plus maintain a rainy-day fund, among others

Family business dynamics. I have seen situations where the father, who has owned the business for years, hires children to management roles and pays them more than his own salary in order to “keep them motivated.” I find two issues with this situation. One, the children must earn their way up to management by proving their worth. Two, paying more than your own salary sends the wrong message of you being of less worth – it undermines your credibility as the leader.

Greed can kill the business. I have also seen the opposite happen. I knew an owner of a printing business who treated it as her ATM machine. She kept taking money out of her business to splurge on her luxurious lifestyle, including building a second house and taking multiple vacations a year. The number of employees went from seven to two. Sales kept shrinking. She lost most of her customers. The only reason she’s still in business is because of a contractual agreement with one large client.

You’re the one taking all the financial risks, having sleepless nights and making sacrifices; there’s nothing wrong with reaping the rewards. If you have managed your business with a focus on profits, you should not have to worry about finances after your exit – which, by the way, you get to decide, not your age, personal situation or circumstances.

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