Flashings

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Pump up productivity

It is easy to become overwhelmed by obligations and a heavy workload, but there only is so much you can accomplish each day. In his book Ready for Anything, David Allen recommends the following steps to improve productivity:

1. As each item enters your inbox, assign an action to it—respond, forward, review, etc. Until you assign an action to an item, it merely is taking up space.
2. As you assign actions to each item, record those actions on a to-do list. Otherwise, you likely will forget what you planned to do and already have done.
3. Check your to-do list frequently. This will allow you to combine your actions—for example, working on several e-mails at once rather than sporadically.

Source: Adapted from Become more productive in three simple steps as cited by The Motivational Manager, January issue

EPA revises Toxics Release Inventory rule

The Environmental Protection Agency (EPA) has revised its Toxics Release Inventory rule to help small businesses reduce paperwork. The revised rule will help small businesses in the U.S. remain competitive while continuing to inform communities of their use of toxic materials.

The smallest U.S. firms annually spend 45 percent more per employee to comply with federal regulations than their larger counterparts, which costs small firms 364 percent more than large firms.

"EPA's reformed Toxics Release Inventory rule rewards firms that take aggressive steps to prevent any leaks or emissions of toxics by allowing them to use a short form to notify the community that the firms use toxics in their manufacturing processes," says Thomas M. Sullivan, the U.S. Small Business Administration Office of Advocacy's chief counsel for advocacy.

The Toxics Release Inventory is a publicly available EPA database that contains information about toxic chemical releases and other waste-management activities reported annually by certain covered industry groups and federal facilities.

Bid war for ElkCorp continues

Dallas-based ElkCorp, which currently is at the center of a bid war, has stated it will review a raised offer of $865.2 million, or $42 per share, from Building Materials Corp. of America, Wayne, N.J. This represents a premium of 61 percent more than ElkCorp's closing share price Nov. 30, 2006, the last trading day before ElkCorp announced its board of directors and management were reviewing the company's strategic alternatives.

ElkCorp previously had agreed to be acquired by Washington, D.C.-based The Carlyle Group, a global private equity firm, for $40.50 per share.

The Carlyle Group offered $38 per share Dec. 18, 2006, top­ping a previous bid from Building Materials Corp. of Amer­ica of $35 per share. On Jan. 8, Building Materials Corp. of America topped The Carlyle Group's bid with an offer of $40 per share. Investors expect the bid war to continue.

OMG acquires ITW Buildex roofing business

OMG Inc., Agawam, Mass., now offers a number of new products and capabilities as a result of acquiring Itasca, Ill.-based ITW Buildex's Roofing Business Segment, which develops and manufactures fastening systems for the commercial roofing industry.

Among OMG's new product offerings are AccuTrac Automated Insulation and Seam Attachment System, Polymer Batten Strip, Eyehook Seam Plate and Reel-Fast Collated Seam Plates.

"Our integration of products from ITW Buildex's Roofing Business Segment significantly strengthens OMG's market position," says Hugh McGovern, president of OMG. "The addition of a Midwest manufacturing facility also will enable us to better serve customers in that region and throughout the U.S."

OMG's new factory, which previously was maintained by ITW Buildex, will employ about 30 workers and include a full customer service center. No manufacturing layoffs are anticipated during the acquisition.

Details

Lawrence T. Reardon
President of Enterprise Roofing Service Inc., Concord, Calif.

Why did you become a roofing contractor?
It happened by accident. I was looking for a job in September 1962. I had just started and quit college. A general contractor said he had no work for me but knew someone who might.

What was your first roofing experience?
Unloading a snow-filled boxcar full of shakes. The next day, I shoveled gravel all day.

What are your favorite items on your desk?
Family photos.

What do you consider your most rewarding experiences?
Helping raise three wonderful children and living long enough to see all of them graduate from college.

What was your first job?
I had a newspaper route. I also used to mow lawns.

What is your biggest pet peeve?
Tasks and/or projects not completed on time.

What is your favorite stress reliever?
Unfortunately, what works best is just to let it out.

What are your best and worst habits?
My best habit is drinking wine. My worst habit is being impatient.

What are the most challenging aspects of your job?
Convincing my wife I am not ready to retire and being overinvolved with day-to-day operations.

What is your favorite vacation?
Fishing in Alaska.

If you could invite any three people to dinner (dead or alive), whom would you invite and why?
Thomas Jefferson, Alexander Hamilton and my father, Frank Reardon, who passed away 40 years ago. The topic would be the formation of the U.S. and its monetary system.

What do you consider a waste of time?
Pleading with people to do their jobs.

What is your roofing industry involvement?
I serve on NRCA's board of directors and the Associated Roofing Contractors of the Bay Area Counties' board of directors.

People would be surprised to know…
I don't have an answer. My life always has been an open book.

Earn employee loyalty

A loyal staff is a valuable asset to a company. Cultivating the following characteristics will help you win your employees' loyalty:

• Vision. Help employees see their roles through your eyes by explaining their positions in the company.
• Leadership. Be willing and able to help or direct workers.
• Communication. Provide clear and consistent information to every employee.
• Fairness. Objectively deal with all employees.
• Empowerment. Constantly seek employee input and involve employees in the decision-making process—this will give employees a sense of ownership.
• Camaraderie. Promote cooperation and teamwork; don't pit employees against one another.
• Professionalism. Don't let employees' or your personal issues disrupt your work environment.
• Appreciation. Let employees know you value their contributions and efforts. Celebrate successes as a team.

Source: Adapted from Top nine tips for better teamwork and team building as cited by The Motivational Manager, July 2006 issue

Confront leadership qualms

It is important to delegate authority to employees to develop their leadership potential; however, it can be difficult to give up the authority you have worked to acquire. When it comes time to delegate authority to your employees, remember to confront these common "what-ifs":

• What if they overuse their authority? Prepare delegates by explaining how authority is used in your company, what's acceptable when pursuing goals and where they should draw the line. Keep in mind it can be difficult to know where the line is until you cross it and learn the consequences.
• What if they fail? Prepare delegates by requiring them to troubleshoot their intended actions in advance—for example, does a plan allow enough time, money, etc.? However, do not limit their ability to fail.
• What if they perform better than you do? You may fear you will appear weak if someone else becomes strong. However, keep in mind part of your job is to bring out the best in others—not just yourself.

Source: Adapted from Leadership Divided as cited by The Manager's Intelligence Report, January issue

State law and regulation changes

A number of state legislative developments have been enacted for 2007.

Unemployment insurance taxable wage bases have changed in some states. Following are the states that have instituted changes, with their 2006 rates in parentheses:

• Alaska—$30,100 ($28,700)
• Illinois—$11,500 ($11,000)
• Iowa—$22,000 ($21,300)
• Louisiana—$8,000 ($7,000)
• Montana—$22,700 ($21,600)
• Nebraska—$9,000 ($8,000)
• Nevada—$24,600 ($24,000)
• New Jersey—$26,600 ($25,800)
• New Mexico—$18,600 ($17,900)
• North Carolina—$17,800 ($17,300)
• North Dakota—$21,300 ($20,300)
• Ohio—$9,500 ($9,000)
• Oklahoma—$13,200 ($13,500)
• Oregon—$29,000 ($28,000)
• Rhode Island—$14,000 ($16,000)
• South Dakota—$8,500 ($7,000)
• Washington—$31,400 ($30,900)
• Wyoming—$18,100 ($17,100)

Regarding state disability changes, in California, the state disability insurance rate for 2007 now is 0.6 percent, which includes a 0.08 percent paid family-leave surcharge. The taxable wage limit is $83,389 for each employee per calendar year, and the maximum amount to withhold per employee is $500.33.

In New Jersey, the temporary disability insurance taxable wage base has increased from $25,800 to $26,000.

In Rhode Island, the state disability insurance rate for 2007 now is 1.3 percent of annual wages up to the wage base, which is $52,100. The employee contribution rate remains at 0.5 percent of annual earnings up to the wage base, which equals a maximum employee contribution of $133.

Two states have increased their minimum wages, as well. Illinois' minimum wage will increase to $7.50 per hour on July 1. It also will increase to $7.75 on July 1, 2008; $8 on July 1, 2009; and $8.25 on July 1, 2010.

In Nevada, employers making a qualified health insurance plan available to their employees can pay a minimum wage of $5.15 per hour; employers who don't must pay a minimum wage of $6.15 per hour.