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Motivation Tools You Need To Survive In Sales

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Motivation Tools You Need To Survive In Sales

To make motivation a daily part of your life takes practice and perseverance. Below are nine ways to stock your motivation toolbox. Use these tools daily to keep your spirits and goals on track.

Accept where you are. By accepting your own abilities and working within your limitations, you can use valuable energy to create positive life changes. Someone once said, "Your circumstances don't control you, they define you!" The way you are reflects the sum total of your choices to date.

Dare to Think in awesome dimensions. When you think about what you want to achieve, do you think of yourself-proclaimed limits? Why stop where you stop? Try thinking in unusual or outrageous terms.

"When you give up in your mind, your mind gives up on you."

Don't dwell on defeat. When you give up in your mind, your mind gives up on you. Once this happens the rest is downhill. Remember there is no such thing as failure; there are only outcomes. If you don't like your outcome, try changing your activity.

Listen to motivational tapes. When you listen to your "mental recordings" of past years, you fall victim to your mind's ceaseless broadcast. To counteract this endless tape, flood your mind with positive input every day of your life. If you were to add up the money you spend on the outside of your head you'd be surprised at the annual expenditure. instead, spend some money on the inside of your head by purchasing at least one cassette every month. Listen to a tape every time you drive.

For every dollar you spend ask yourself, "Do I need this and can I afford this?" This tip can help you spend less and save more. If you expect to become one of the four percent of Americans who reach financial independence by age 65, then saving is absolutely essential. Here's a sobering exercise. Ask yourself how much money per month you'd want, net, after taxes, if you retired today and quit working.

Now, leaving the principal intact, figure out how much money you'll need at eight percent net (after all taxes and investment management expenses) to generate that amount monthly for the rest of your life. Add the tax you have to pay on the total amount of income you'll need to put into your life savings account. Now you have a positive basis for beginning to plan for your financial future.

Stay committed to your career goals. People have a tendency to be on the lookout for a better deal. Lack of personal career commitment is the greatest source of personal dissatisfaction with one's profession. Get committed and learn to just say "No" to anything that doesn't support your career purpose.

Do not allow setbacks to control you. If you do, then your supporters may be that you haven't the resolve to stick to your plans for success. When you face an inevitable disappointment, accept it as a learning experience and find creative ways to work through it. You can choose to react to a disappointment by seeking solace and quitting trying, thus weakening your ability to do something positive about it. Or, you can choose to learn from it, to resolve to handle a similar situation differently the next time around, to grow and become more of a person instead of shrinking from challenge and becoming less.

"Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude." - Thomas Jefferson

Never be intimidated. Most success is more perceived than real. it does no good to envy the possessions of others. There is a teaching in Buddhism that says: "People are not their stuff." This means if you take all your elements such as your pride, body, friends, money, status, position, job and anything else you can think of that you normally use to define another, and remove them from yourself, the real you is left. You are as important as anyone else on the planet. Be your own person and don't get caught up in the myth of a "get more to be more" society.

If it is to be, it is up to me. You have to accept the responsibility for getting what you want in your life. When you don't like a situation, take action to change it. Waiting for someone else to make the changes you want decreases your motivation and your ability to act. By waiting you diminish yourself and your cause. Don't just take notice, take action!

FMCSA’s Analysis, Research and Technology Programs Forum

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You are invited to attend a forum presented by the Federal Motor Carrier Safety Administration’s Office of Analysis, Research and Technology on Tuesday, January 13, 2009, at the 88th Annual Meeting of the Transportation Research Board (TRB) from 8 a.m. to noon in Salon III at the Marriott Wardman Park Hotel, 2660 Woodley Road, NW, Washington, DC 20008.


Admission to the forum is free, and there is no need for registration. Simply go to Salon III and sign the attendee list.

Topics to be presented:

  • Impact of Weather on Large Truck Crashes
  • FMCSA State Safety Data Quality (SSDQ) Map Improves State Data Reporting and Model Predicts Nonfatal Crashes for States Reporting to the Motor Carrier Management Information System (MCMIS)
  • Comprehensive Safety Analysis 2010 Operational Model Test Update
  • Using the Internet to Promote Defensive Driving Tips for CMV Drivers
  • North American Fatigue Management Program Motor Carrier Test Results
  • Progress Report on Commercial Vehicle Information Systems & Networks (CVISN) Deployment
  • Motor Carrier Efficiency Study


If you plan to attend any other TRB conference sessions, you must register separately and pay a registration fee. To register for the TRB Annual Meeting, visit


FMCSA Sends EOBR Rule to White House for Review

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Move Comes as Agency Proposes No Change to HOS Rule

Click here to write a Letter to the Editor.

The Federal Motor Carrier Safety Administration has sent its rule governing the use of electronic onboard recorders to the White House for review, in tandem with its announcement that it would leaving its hours-of-service regulation unchanged.

FMCSA Administrator John Hill told reporters in a conference call Tuesday he “anticipate[d] publishing an EOBR rule before I walk out of here on Jan. 20,” even though there are less than 90 days left in the Bush administration. That is the customary time the Office of Management and Budget takes to review new regulations.

Agency officials have said the EOBR and hours rules have both been fast-tracked, in the hope that both will be completed before President-elect Barack Obama is sworn into office on Jan. 20. The hours rule was at OMB for only 24 days before being approved.

FMCSA’s initial proposal was to require carriers with egregious and repeated violations of the hours rules to carry an EOBR, but Hill has said he looked for ways to expand that mandate.

 (Click here for previous coverage.)


FMCSA to Leave Hours-of-Service Rule Unchanged

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The Federal Motor Carrier Safety Administration, in a notice to be published in Wednesday’s Federal Register, said it was making no changes to its controversial hours-of-service rule.

FMCSA said it was adopting as final its interim final rule of Dec. 17, 2007, which maintained both the 11th hour of driving and the 34-hour restart provisions of the rule that had been overturned previously by a federal court for failing to provide proper notice for public comment and proper explanation of its reasoning.

The rule was posted for public inspection Tuesday before it was to be published on Wednesday.

The rule will become effective on Jan. 19, just one day before Barack Obama is to be sworn in as president, the agency said, and the final rule brings an end to the Bush administration’s more than five-year effort to update HOS rules.

Since first revising the rule in 2003, courts have either invalidated the entire rule or rejected parts of if twice, but FMCSA has continued to maintain the basic framework of the regulation, which includes 11 hours of driving within a window of 14 consecutive hours of work, followed by 10 hours off-duty.

FMCSA also limited drivers’ hours behind the wheel to 60 in seven days, or 70 in eight days, while allowing those clocks to be reset by taking 34 straight off-duty hours.

Previously, the rule had allowed for 10 hours of driving in a 15-hour period, but allowed drivers to log on and off duty at will, while requiring just eight hours of rest between shifts.

The 14-hour clock and the 10 hours of mandated rest reduced fatigue, but also created new constraints, and “to offset these constraints, while ensuring fatigue benefits are realized, the agency determined it could allow additional operation flexibility by permitting increased driving hours,” FMCSA said.

(Click here for previous coverage.)

Are you ready? Red Flag ID theft regs must fly by Nov. 1

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November 1, 2008 is the deadline for compliance with the federal “Red Flag” anti-identity theft regulations. These regulations apply far more broadly than generally understood. Even if these regulations do not apply to your company specifically, they establish a good process for you to deploy to avoid becoming the source of identity theft risks for your customers and employees.

The “Red Flag” anti-identity theft rules were easy for utilities, medical care providers, automobile dealers, and general businesses to overlook. They were adopted under the Fair and Accurate Credit Transactions Act of 2003 (“FACTA”), a statute intended generally to extend and update the Fair Credit Reporting Act. The Red Flag rules were issued jointly by various federal agencies that regulate financial institutions, including the Office of the Comptroller of the Currency, the Federal Reserve Board, and the Federal Trade Commission (“FTC”). As such, many businesses have assumed that these regulations are directed only at banks, mortgage lenders and other traditional creditors. But they are not so limited. Because the Red Flag rules define “creditor” very broadly, many other types of businesses that extend credit may need to comply.

Who must comply?

The Red Flag rules apply to any “creditor,” which means “any person or business who arranges for the extension, renewal, or continuation of credit” with a “covered account.” An “account” means a continuing relationship with a creditor to obtain a product or service and includes deferred payments for services or property as well as pure credit relationships. A “covered account” is (1) an account primarily for personal, family, or household purposes that involves or is designed to permit multiple payments or transactions, and (2) any other account (including an account for business purposes) for which there is a reasonably foreseeable risk to customers or the safety and soundness of the creditor from identity theft, including financial, operational, compliance, reputation, or litigation risks.

What are the Red Flag requirements?

The Red Flag rules require a creditor to develop and implement a written program having reasonable policies and procedures for detecting, preventing, and mitigating identity theft. The program must enable a creditor to:

Periodically determine whether it offers or maintains a “covered account.”
Identify relevant patterns, practices, and specific forms of activity that are “Red Flags” signaling possible identity theft.
Detect when such Red Flags are occurring in the entity's business activities.
Respond appropriately to any Red Flags that are detected to prevent and mitigate identity theft.
Ensure the program is updated periodically to reflect changes in risks from identity theft.

Under these regulations, “identity theft” means “a fraud committed or attempted using the identifying information of another person without authority.” Identifying information means any name or number that may be used alone or in conjunction with any other information to identify a specific person, including: Social Security number; date of birth; official State or government issued driver's license or identification number; passport number; alien registration number; unique biometric data; unique electronic identification number, address, or routing code; or telecommunication identifying information or address device, etc. Thus under the Red Flag regulations, the creation of a fictitious identity using any single piece of information belonging to a real person falls within the definition of “identity theft.”

Indicators of possible risk of identity theft include precursors to identity theft such as phishing (using enticing email masquerading as legitimate communications to bait the consumer into revealing sensitive information), vishing (using social engineering and voice communications to gain access to private personal and financial information), and security breaches involving the theft of personal information, which often are a means to acquire the information of another person for use in committing identity theft. An appropriate Red Flag may consist of any number of relevant facts, such as the exhaustion of lifetime benefit limits, duplicate services, fraudulent reimbursement or insurance submissions, fraudulent utility usage, or discrepancies in information collected at the time of providing services. In order to properly define and implement its Red Flags program, creditors must learn lessons from others, keeping abreast of the identity theft environment and tapping sources such as literature and information from credit bureaus, financial institutions, other creditors, designers of fraud detection software, and the business' own experience.

Your board of directors must also become involved in your Red Flags program. Each entity that is required to implement a program must (1) obtain approval of the initial written program from either its board of directors or an appropriate committee of the board of directors and (2) involve the board of directors, an appropriate committee, or a designated employee at the level of senior management in the oversight, development, implementation, and administration of your program.

Other considerations

Your potential responsibilities under the Red Flag rules touch on other regulatory compliance issues that require careful consideration, such as whether the Equal Credit Opportunity Act may also apply to your credit activities. In addition, there is much more in the Red Flag regulations that must be done in time to meet the November 1, 2008 deadline. You may not like these new rules, but they do serve business needs as well as compliance purposes, and the potential sanctions for failure to comply make compliance the clear choice.

Special thanks to my law partner, Jennifer Karron, for her comments on this article.

Mark F. Foley is a partner with Foley & Lardner LLP, practicing primarily in the general litigation and information technology & outsourcing practices. Digital Lex: Exploring the intersection of law and information technology is his column for WTN News.


In it for the long haul: Trucking industry’s down but far from out

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In it for the long haul:
Trucking industry’s down but far from out
By Laura Raines

For ajcjobs

Wayne and Claudia Curtis have owned Old Corps Trucking in Conyers since late 2002. With eight drivers and five trucks, they haul packages for FedEx in 48 states. Like all trucking companies, Old Corps is feeling the effects of a sluggish economy, historically high fuel prices and a shortage of truck drivers.

“We are definitely making a lot less than we were this time last year. People aren’t shopping and mailing things to Grandma in a tighter economy, and it’s harder to find qualified drivers — but it’s not so bad that we’re ready to close the doors,” Claudia Curtis said.

With a 6-year-old daughter, Asia, at home, she mainly keeps the books. But, like her husband, she has her commercial driver’s license and still drives some of the shorter routes.

“Wayne and I met in the Marines. He always loved trucks and wanted to own his own company,” Curtis said. “He went to school, got his CDL and began driving for a company to learn the ropes. I soon joined him.”

The couple trade off driving and caring for their daughter.

“You’d be surprised how many women drivers there are in the industry,” Curtis said. “Most of them like the independence. You’ve got your music [and] your coffee, and you roll. As long as you get to where you’re supposed to be safely and on time, you’re your own boss. No one tells you what to wear [or] when to go to lunch or looks over your shoulder.”

Since she’s been in the business, she’s seen the trucking lifestyle improve. “There are nicer trucks and truck stops with more showers and food options,” she said.

She carries a laptop to keep in touch and mostly feels welcome in what was traditionally a man’s job.

The couple love getting to see the country in all seasons — sights they wouldn’t see with 9-to-5 jobs — and they love going to the trucking shows to see the new rigs and products.

Asia has caught the enthusiasm.

“She can’t go on runs, but when Wayne is dropping off a truck at the shop, she loves to ride along. She tells me she can’t wait for Daddy to teach her to drive,” Curtis said.

Although being in the Marines proved to be good training for running a business, especially in hard times, the Curtises are well aware that other carriers are closing.

“It would definitely help if gas prices went down,” she said, “but Wayne and I can always drive [for another company] if we have to. Trucking is never going to go away. All that stuff in your house — a truck brought it.”

Invisible no more

“The trucking industry moves about 70 percent of all freight tonnage,” said Bob Costello, chief economist for the American Trucking Associations (ATA). “We are the dominant mode of transportation for moving goods.”

Trucking accounts for 7 percent of the gross national product, yet it’s been largely an invisible industry, said Mike O’Connell, executive director of the Commercial Vehicle Training Association (CVTA), the trade association for private truck-driving schools.

“On average, a can of peas is moved five times by truck, but, as long as there is food on the shelves, no one thinks about how it got there,” he said.

That’s changing, as trucking-industry woes make headlines.

The industry is coping with three major challenges: the cost of fuel, the depressed economy and a shortage of drivers, said Tiffany Wlazlowski, director of public affairs for the ATA.

“Historically, fuel was the second-highest operating cost for carriers, with drivers being the first,” she said. “Because of price hikes, fuel is now a motor carrier’s highest cost. Fuel is the lifeblood of our industry, and we’re taking it on the chin.”

Wlazlowski noted that the industry was on pace to spend about $170 billion on fuel this year, compared with $112 billion last year. Diesel fuel prices have climbed from $2.82 a gallon to about $5 a gallon this year.

Compounding the fuel issue is freight capacity. When the economy slows down, people spend less money, and manufacturers ship fewer goods.

With more trucks than freight, trucking companies have been “right-sizing” to fit demand, Costello said. Some companies have shrunk their fleets; others have gone out of business.

Avondale Partners, an independent investment-banking firm that conducts industry research, reported 935 trucking company failures in the first quarter and 970 failures in the second quarter of this year.

“If fuel costs keep rising, we would expect to see more bankruptcies in the future,” Costello said. “Truck tonnage has increased just a little bit, and that may be a positive sign, but the numbers have been very volatile, so we may not be out of the woods yet.”

Drivers wanted

The economy and high fuel prices have given companies a temporary reprieve from what will be an acute shortage of drivers in the future. With baby boomers beginning to retire, the ATA predicts that 111,000 more drivers will be needed by 2014.

“The industry will definitely need drivers in the future. The problem hasn’t gone away,” said Todd Jadin, senior vice president and general manager of Schneider National, the largest truckload carrier in the industry.

“This has been a very challenging time,” he said. “The run-up in diesel fuel prices to the $5-a-gallon level is something that I’ve not seen in my 25 years in the industry.”

Jadin said he’s proud that Schneider National has been able to address the challenges without letting equipment sit idle or laying off drivers.

“We started a Fuel School for drivers during the fuel crisis of the late 1970s, so we already had a good fuel-conservation program in place, and we’ve made it even better,” he said.

Schneider National was a founding member of SmartWay Transport, a collaboration between the Environmental Protection Agency and the freight industry to improve energy efficiency and reduce greenhouse gases.

In May, Schneider cut its fleet speed by 3 mph to a limit of 60 mph, a step that will reduce the company’s consumption of diesel fuel by more than 3.75 million gallons per year and will reduce trucks’ carbon dioxide emissions by 83.25 million pounds per year. The company has taught drivers to reduce idling-engine time and off-route miles. It has passed fuel surcharges on to its shippers when possible.

Surcharges have become much more prevalent in the industry as a way to cope with the high cost of fuel and have prevented more companies from going bankrupt, according to experts. The downside is that those costs get passed on to consumers through higher-priced goods.

Time to hit the road

Carriers are having to scrutinize every dollar they spend in this economy, Jadin said, but it is still a good time to consider a job in the industry. His advice is to choose a company wisely.

Look at the bottom line and select a company with financial stability; good wages, benefits and equipment; an excellent training program; different driving options; and a ladder for advancement, said Jim Tower, regional manager for Georgia for Werner Enterprises, a global transportation and logistics company.

“Trucking offers enormous job security. Both my grandfather and father were in the industry, and they knew that they would always be able to put food on the table,” Tower said.

During times of high unemployment, displaced workers often turn to truck driving as a transitional job or second career.

“It’s an excellent backup plan. If you’ve got a good driving record and a license, you can always get hired and make a decent salary. The problem for workers who have worked 9 to 5 and gone home to their families every night is adjusting to being on the road. Truck driving isn’t a job; it’s a lifestyle,” Tower said.

While there is some sacrifice of family time, experienced drivers can move into shorter, dedicated routes with more nights at home, or they can become trainers, dispatchers or managers.

“The rewards are that you can have a career in three weeks that will take care of you the rest of your life. This industry isn’t going away,” said David Johnson, recruiter and instructor at America’s Driving Force in Forest Park.

The accredited program offers 180 hours of instruction, and it graduated 558 truck drivers last year.

“It wasn’t a matter of whether they’d get a job, but which one they would take,” Johnson said.

Most companies train new hires (with pay) for an additional three to eight weeks before letting them go solo behind the wheel.

Johnson drove for 20 years and has taught for 10. He’s seen the industry become much more sophisticated, with high-tech equipment and a driver-friendly culture with management opportunities.

“Companies are paying drivers more now than they’ve ever paid, and the benefits are better,” Johnson said. Average starting wages are about $40,000 per year, according to a recent CVTA member survey.

“If people would only realize that this career is here and it’s real, it could be a financial solution to their problems,” he said.