This scenario might be extreme (or maybe not), but clutter and office disorganization is a growing problem — and one that people don’t often recognize.
Sarah Kimmel, Lehi-based organization expert and author of the blog Organizedmom.net, believes companies don’t invest in office organization because they don’t understand the benefits.

Here are three tips to quick, easy organization that will help increase productivity in any office space.

1. Systems, systems and more systems
“The reason for clutter all comes down to the system,” says Marilyn Bohn, a professional organizer in Salt Lake City. “Employees actually have to work harder because they can’t find what they need.”

Without proper filing and planning systems, desks tend to get cluttered, papers get lost in the shuffle and employee stress can increase.
Kimmel is an advocate of the Franklin software program. She says it’s an excellent collaboration tool between Microsoft Outlook, a daily journal and task lists.

While a planner is important to keep a schedule organized, filing systems in the office seem to be one of the hardest obstacles to overcome.
“Set up a color coordinated filing system,” Bohn says. “Clients will be red folders, and prospective clients will be yellow, for example. The colors help the mind know where to go.”

What’s more, Bohn hardly ever touches the same piece of paper twice. Once a paper is handed to her, she files it away to the proper location. With a filing system in place, she doesn’t have to look for a paper again because she knows where it should be. She recommends assigning specific drawers (i.e. “task drawers”), or if paper holders are needed on the desk, she recommends the vertical kind because they lend themselves to neatness .

Bohn has three drawers: one drawer that needs to be taken care of by the end of the day, another that needs to be taken care of by the end of the week, and a third that needs to be taken care of within the next two to three weeks. These drawers help her compile to-do lists and complete her work on time.
Filing systems are important aspects of office organization and should be implemented company wide, but getting organized involves more then just filing papers. E-mail, anyone?

2. Pings, not pain
Kimmel tries to keep her inbox to five e-mails at a time — crazy, right? Once she looks at an e-mail, she either responds right away or files it into one of the different e-mail folders she’s created.

“Once you get your e-mail under control, you can deal with incoming items faster,” she says.

After dealing with e-mail overload, the newly organized inbox will serve as a springboard to the aforementioned paper organization. And don’t forget the sighs of relief that will come every time you open your inbox. Consider it a fringe benefit.

3. Clean up, everybody everywhere
“Before you leave, take 10 minutes to straighten the desk because it helps remove clutter,” Bohn says.

Kimmel agrees and encourages people to organize one drawer at a time. Instead of entire office space reorganization, she recommends starting with the top drawer of the desk. Focusing on one area a day will take less time and make reorganizing easier. During this time, Kimmel also creates tomorrow’s agenda.

“Plan out what you are going to do tomorrow,” she says. “Have a to-do list and go over any appointments planned. It will help make the next day manageable.”

Office organization is a day-to-day conscious process. Taking it one day at a time will help evolve an office culture from disorganization to fast, easy organization.

“An organized person takes it a nanosecond at a time,” Bohn says. “That’s how you really do it.”

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And Jim Thornton made all the difference.

Coming from Chicago, where he was president of the consumer-product division of Apogee Enterprises, Thornton was recruited to elevate the Spanish Fork company — and he did so by doing some executive recruiting of his own.

Wanting to build a team of corporate superstars, he worked with recruiting firms to seek out potential candidates from AT&T in Seattle and Honeywell International in New York.

And when Provo Craft’s team was assembled — success ensued.

Without the help of executive recruiting, Provo Craft may not have experienced the same growth curve. Here are three “Qs” as to why executive recruiting is easy, efficient and obtains the proper results.

Quick
Hiring an executive recruiting firm provides a quick, efficient way to fulfill a company’s upper-level leadership needs. It eliminates the tedious work of posting a job opening, accepting applications and sifting through the immense stack of potential candidates.

Mark Robins, managing partner of Hire Point in Salt Lake City, has been in the executive recruiting business for nine years. He believes a crucial benefit of his services is the time element.

“This way, companies don’t have to go through a laborious process of qualifying and disqualifying candidates,” he says. “Most people have quotas and deadlines they have to consider and be responsible for, but finding people is time consuming and not necessarily their core skill.”

Once an executive recruiting firm has been contacted, the process can go much faster.

“Some companies will call and say they want three to four candidates in four days, and we can do it,” he says.

The quick nature of an executive recruiting firm isn’t because they approach just anyone off the street — they’ve got other benefits up their sleeve.

Quantity
Executive recruiting firms have large databases and networks of highly qualified individuals, so they can present a number of potential applicants in a timely matter.

“When you hire an experienced search firm, they have a database of individuals they’ve worked with in the past and a database of people they can contact,” Robins says.

The executive recruiting databases are worth the expense because of the targeted network and information firms can give.

“The biggest advantage of executive recruiting is the access to people they wouldn’t normally have access to,” says Mike Jamison, co-president of MRInetwork in Provo.

At MRI, recruiters specialize in a specific industry. When a company approaches them with an open position, the client works with a targeted recruiter and is sent applicants from a qualified network.

“[Executive recruiters] will specialize in a certain industry,” he says. “They will know the industry and the people in the industry through knowledge and network.”

With an executive recruiter’s vast knowledge, they can give four or five strong, qualified candidates to the client.

“I will send information on a few people, and then hear feedback from the client,” he says.

In addition to databases, during the cold calling process, executive recruiters work off referrals.

“We talk to people who are doing something the client is looking for and ask them for a referral,” he says.

Quantity is not always quality, but executive recruiters know how to get both.

Quality
Before contacting potential employees, executive recruiters like to know the intimate details about the job.

“Since our customers are paying a fee, we like to take the risk out as much as possible,” Robins says.

Jamison reinforces to clients that exceptional candidates are not out looking for a job, they are succeeding at their current job.

“A strong performer doesn’t need to move,” he says. “They will only move if a better opportunity presents itself.”

Robinson agrees. He likes to educate himself on the client’s needs, then search for an applicant that has expertise in the field, experience, successes and the right cultural fit for the company.

“I work with companies to find the exceptional candidate,” he says. “They aren’t unemployed but are doing a great job for another company.”

To ensure a successful interview, Jamison likes to coach both the interviewer and the applicant prior to the interview to familiarize them with the other person.

“Most applicants I work with are highly successful,” Jamison says. “I need to educate my client on selling their company to this person, because they are happy where they are.”

Bringing quality candidates to clients not only helps the client, it also helps the recruiters by building a good reputation and forming relationships around the community.

“Our reputation is built upon who we send to companies,” Jamison says. “If we don’t send the best, then we won’t get repeat business.”

With repeat business on the line, executive recruiters only send the best their network has to offer — something a company may not get from a simple job posting on a Web site.

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Jeanette Bennett, Editor of BusinessQ: What is it like to be a woman in business in Utah County?

Cynthia Gambill, Remedez HairSpa: There are certain aspects of being an entrepreneur here in Utah County that are very ideal, such as workforce, the character and the caliber of women. And then there are other aspects that are less than ideal, such as historical ideas of what women should be doing here in Utah. The truth is there are more women in the workforce here in Utah County than men.

Jessica Devenish, Checknet: I always read that, but when I go to a local business retreat or seminar, I’m certainly not the majority. I sit at a table where I’m one woman with nine or 10 men.

Gambill, Remedez: I have 40 employees and they are all women, but they are obviously not the CEO or CFO. Many women in the workforce are behind desks doing clerical work or being assistants in law offices. They aren’t always attending leadership meetings or retreats.

Kathy Anderson, Fillmore Spencer LLC: We see a lot of entrepreneurial women coming to our law offices and starting businesses, but a lot of them are home-based. Women often like to find things they can do at home with their kids.
Laura Jarman, Dear Lizzie: We have amazingly talented women in this valley in all different fields — the caliber of teachers, entrepreneurs and artists is inspiring. It’s fun to be in business in this community because women — and men — are succeeding in their own fields.

Jill Grammer-Williams, American Name Services: My identity as a woman business owner isn’t really in Utah County because I do a lot of business outside the state. But I do know women are underrepresented in Utah County boardrooms. I’m usually the only female in the conference room, but I don’t look at it as intimidating. It’s wonderful there is at least that one female in the conference room. I do enjoy seeing local female entrepreneurs because they are adding income to their homes while raising children. That is the kind of home I was raised in. My mom was always integrating additional money-making opportunities into the home.

Gambill, Remedez: I have read that 40 percent of women in the workplace are the main breadwinners. It’s not just an addition to the family income — it’s the only source of income in the family.
Grammer-Williams, American Name Services: I spoke to the entrepreneurial department in UVU back in January, and I asked the chairman about the male/female ratio in the department. He said for every 10 men, there is one woman. So it is important for females to get out there and identify themselves in whatever business capacity they are in because we can make a difference in encouraging women to get an education and consider a future in business.

Anderson, Fillmore Spencer: At the BYU law school, 39 percent of the incoming first-year students are female this year. I think they will pass the 50 percent mark, and that’s a great thing. We have a few female attorneys in our office, and it adds an important dimension to have them there.

Bennett, BusinessQ: Have you ever felt misunderstood by other women in the community?

Anderson, Fillmore Spencer: In my neighborhood, most women stay at home. I’m the odd man out. How I view things and how I handle things are different than the majority of people surrounding me. Not that it’s good or bad — it’s just different.

Grammer-Williams, American Name Services: Like Kathy, I deal with being the odd man out. As far as being misunderstood, I’ve just come to understand that it is a part of me. As an entrepreneur, I tend to be misunderstood because what is going on in my brain might not be what is going on in everybody else’s brain. I can be misunderstood in more than just my gender. I used to live in an older community where the women had raised their children, so there was more career camaraderie among us. I moved to a different community, and it was quite contraire. Whatever our choice is, I would hope there would be camaraderie among us. I’m a big advocate of supporting others.

Devenish, Checknet: I wish there was more camaraderie among girls from elementary school to high school and on through adulthood. My whole life I have been misunderstood by other women. A lot of my best friends are guys — I have girls that are best friends, too — but it just seems that women are always misunderstood. There is never the camaraderie that you would hope among our gender.

Gambill, Remedez: There is a sense of trying to justify the fact that I am not home like a lot of my neighbors. I live in a town where most women are at home and don’t need to work. There is also a cultural background concerning women in the workplace that has affected the community — not necessarily for good.

Devenish, Checknet: Maybe I surround myself with women who all work because my best friends all work. They might not be the CEO, but they all work full time.

Gambill, Remedez: Personally, I don’t know myself without a career. I didn’t get married until I was 36 and had my first child at 37. So, in this community I am the odd man because of my age as well as my career choice. There are a lot of books written about finding the balance of your home and your career. What is balance anyway? Balance is different for everyone. I know what balance is for me. I know I can’t be at school and at work at the same time, and I have to be OK with that. It’s all about the choices and decisions we have to make.

Jarman, Dear Lizzie: We hear a lot about the “time and a season” concept. I’ve been highly involved with the schools in a different season in my life, but I’m at a different place now. It can be discouraging sometimes because you would like to be involved in the ways you were before, but you can’t. You gave it your all when that was your moment to do it, and now your attention is drawn elsewhere. I’ve been very lucky in my neighborhood and community to have a lot of support. They see the pull of the business and the intensity of the demands.

Grammer-Williams, American Name Services: Do you find it interesting that as females we have a greater need to justify or defend ourselves? Instead of having to defend why you can’t be the PTA president this year, your merits should stand for themselves.

Jarman, Dear Lizzie: We need to be mutually supportive. It is hard to be a mommy at home with little children. I’ve had women say to me, “I understand your time is limited” or “you work so hard.” But I’m thinking, “You work so hard, too,” and “your time is limited, too.” I appreciate that they give me that benefit, but at the same time I understand they are also busy.

Bennett, BusinessQ: How do you feel about balance — the word we all hate to hear but always think about?

Grammer-Williams, American Name Services: A partner at home is very helpful for balance. If you have someone at home who can prioritize the family and the home life equally, then it’s a huge factor. It could be difficult to have 100 percent of the needs of the children met when you don’t have that kind of support.

Gambill, Remedez: I don’t believe in balance because I don’t think it exists. But I do believe in good communication with your spouse or your partner or whomever you live with. Technology can put all your schedules together when you meet daily, weekly or monthly. I do believe people can become very good at scheduling; scheduling is more important to me than balance.

Devenish, Checknet: I cringe when I get asked about balance. My husband and I don’t do 50/50, we each do 100 percent. I’m not very good at saying no, but over the years I’ve learned my limitations. I have to say, “I’d really like to be part of that, but I’m going to have to pass this time,” which is hard as a woman in business because you want to be out there and be part of the community. But sometimes, you just have to say no.

Jarman, Dear Lizzie: There is this thing out there for women that says you can have it all — you can have your family, you can have your career. I‘ve decided I’m not a big believer in that. We do it all, but I don’t think it necessarily means we have it all. When one thing rises up, another thing drops down, such as attention to your children or spouse. And that requires a lot of sacrifice. When I really went full steam ahead with my business, it was hard on me and hard on them. Now we’ve come to a new balance because with time you figure out how to make it work. It’s good — it’s challenging, but good.

Anderson, Fillmore Spencer: You can’t be 100 percent mom or 100 percent wife or 100 percent businesswoman all at the same moment. You do have to know your limitations. That’s a hard thing to figure out. We need to say, “I’m just not going to do this” and feel OK with that.

Gambill, Remedez: It comes down to choices.

Anderson, Fillmore Spencer: You have to make the choices as to what works for you and your family. I don’t have a partner at home, but I have parents who support me and who make a difference so I can be a mom and a career woman and do everything to support my family.

Gambill, Remedez: I always think about when my kids are my age, how are they going to talk about me? What did she do? Was she involved with the community? Was she an educated woman who could maintain a conversation without shutting down? A woman in business is not just about money; it’s about many things in life we need to prepare ourselves for. We need to be our best selves and contribute in meaningful ways.

Bennett, BusinessQ: What have been your experiences as you employ women who are also going through the whole balancing issue we’re talking about?

Jarman, Dear Lizzie: I personally love it. There is so much we can do for each other. As women in business we can support all the different roles women have by focusing on the gifts of the person who is before us. Really what women can do best is provide an environment where they are safe, appreciated and understood in all these ways we’re talking about — families, husbands and challenges at home. As women we can let our businesses be personal and allow that part of it in. It invites challenges, but it also invites other positive things.

Grammer-Williams, American Name Services: It’s important in a business environment to have boundaries with the injection of the personal world. As far as females go, my first employees were my sisters and my mother. I learned a lot as it relates to working with family and females and integration. Ten years ago, a girl who still works for me called because her son had an ear infection and she had to take him to the doctor. She was going through the rounds of defending her position with this child, and I had to tell her, “Hey, work will always be secondary — your children will always be the most important.” It’s hard to maintain those kinds of standards when your business is on the line, but when you can maintain those standards, the employees are empowered to give everything they can.

Gambill, Remedez: When our fathers were climbing the ladder in corporate America, most of our mothers were at home. These last two generations of women started making it in corporate America, and we’ve added that female touch. For the first 15 years of my career I was corporate. I noticed the more women a company hired, the more the business softened overall.

Devenish, Checknet: I work with my mom and sisters, and we have an office full of women. It’s camaraderie in a very positive, passionate way. It’s like the “you go girl” attitude. When girls get past those misunderstandings, it’s such a powerful feeling because there is no stopping you. We can change the world as a group. We do have heart in a different way than men do. Sometimes it’s a strength, sometimes it’s a weakness. The heart — the word heart — is just different in a man and a woman. Not better — just different.

Gambill, Remedez: One weakness women have is we aren’t able to leave our work at work. We take the work home, and it may affect our relationships with the ones we love.

Devenish, Checknet: That’s when it’s bad. We don’t know how to disconnect and drop the anchor. We always hold onto it.

Bennett, BusinessQ: What other strengths do women have in a business setting?

Anderson, Fillmore Spencer: Like Jessica said, we view things differently. We’re able to see the bigger picture. Men are sometimes more narrow-minded, whereas women see the whole picture and how it is going to affect everybody. I also think the heart that we’re talking about builds loyalty with your employees when you understand they have a crisis at home. They are so happy you understand that it builds loyalty, and they are more willing to put in the extra effort.

Jarman, Dear Lizzie: Women are good multi-taskers. Women can juggle a lot of things in business — they’ve had practice.

Gambill, Remedez: We are resourceful because of the very nature of having to do a lot of things. We don’t shut our brains off when we get home. We keep on running, and I don’t know if I stop.

Jarman, Dear Lizzie: I like the energy that comes with women working together in the workplace or in the community. When you get hard workers together, great things happen. It’s fun and inspiring to see other women in action doing the things they do best. It’s like what you said, that “go girl” attitude. If we can be supportive and let social things drop away, great things happen because we understand each other.

Grammer-Williams, American Name Services: We are also good communicators. From my experience among the females, amazing brainstorming sessions have surfaced. When you feel trusted and safe in an environment to throw ideas out there without being ridiculed or criticized, amazing things happen. That’s one of the things I really believe is a positive for our gender.

Bennett, BusinessQ: How has technology been a blessing and a challenge as you meet the demands of your varied roles?

Gambill, Remedez: I could not survive without a Blackberry. I still have younger children — my oldest is 11 and youngest is 6. I am not sure if I like the idea of communicating with my children or my spouse via text or e-mails. But I’m fighting a losing battle because it’s easier to pick up this piece of technology and text my husband or my employees or my friends, but we’re losing a little bit of touch. It’s high-tech, low-touch. It is useful because it has made us even more effective and efficient. But it has taken away a lot of the nurturing aspect that women naturally can give.

Jarman, Dear Lizzie: It makes everything so much faster. You feel like your lives — your weeks and your days — go by so fast. Everything is so immediate with the information you can get and the information you can give. There is never any lag time. You can get your answers right away. It is a blessing and a curse all at once.

Devenish, Checknet: The one bad thing that supersedes everything is that you never disconnect. If I’m out of the office for a couple of days and I don’t respond immediately, there’s that level of dissatisfaction. I also feel like we’re never with the person we’re with. We are always checking an e-mail or a text, and there is a lack of quality in that.

Grammer-Williams, American Name Services: It allows us to manage more. I know my communication is pretty critical, but it has been important to establish boundaries. If you build patterns that teach people you are going to respond to their e-mails in five minutes, then when you don’t, it’s disappointing for them. We want to be there for others always — that’s the female in us. My husband is horrified because every morning when I wake up, the first thing I do is check my e-mail. I say, “You know what? When everything is calm and good in my Blackberry, I can actually wander downstairs. But if there is some catastrophe that ensued overnight, I can manage it straightaway.” Technology is a blessing and a curse — but I think it’s more of a blessing than a curse.

Gambill, Remedez: It really is such a blessing. How did we used to communicate with our mothers if we forgot our lunch?

Anderson, Fillmore Spencer: It makes it easier to be out of the office when you need to deal with the kids or the family. Even when you’re doing something happy like a school program, you are still connected to the office, so it’s not like you’re off in never-never land when a crisis happens. For me, it makes it a little bit easier to take care of both sides. Most of the time, I see it as a blessing, but there are times when you would like to throw it out the window.

Bennett, BusinessQ: How has your career affected your marriage?

Devenish, Checknet: My relationship with my husband has been nothing but enhanced. We do work together, but we haven’t always. When I had been in business for four years, he came to work for us. It’s wonderful. I see disconnect with friends who become frustrated because their husband is late at work or their wife is late at work, and they don’t understand what’s actually happening in the office. We don’t have that disconnect because if I’m working late, he knows the project I am working on. If a client calls and needs him when we’re at dinner, I know he needs to take the call. I love having him in the office everyday. I look forward to spending the time with him. We go to lunch all the time. We are better friends because we have that second type of communication.

Gambill, Remedez: A working career woman is not for every man. For some men, they feel resentment. I work with my husband, too, so I feel exactly the same. But I work with a lot of women and have a lot of female clients who get home and have to fight the battle and justify being gone all day. There are a lot of divorces as a result of people fighting battles.

Jarman, Dear Lizzie: It’s the battle of who is working harder. My husband works with me, and we love working together. There is a lot of respect in that relationship because of the things he brings to make it all work and the things I bring to make it all work. The level of sacrifice on both sides is mutually acknowledged.

Gambill, Remedez: It sounds like we are pretty lucky in this room. This is not the norm — we just picked good men. Even in the 2009-2010 year, I still see that some men do not understand it that way — particularly in Utah County.

Devenish, Checknet: It makes me more grateful for what I have. When my husband can see I’m going to be late, I don’t have to explain. With the women who work for me, I hear the explaining and defending and they feel guilty.

Bennett, BusinessQ: Lastly, what do you want your daughters to understand about their possible future as a woman in business?

Devenish, Checknet: I tell all of my children they can be whatever they want. They have seen me do what I love, and I want them to have strong feelings for whatever they choose.

Jarman, Dear Lizzie: My daughter is 15, and she gets to be involved with me at work. I love for my children to see hard work and the results that come from hard work — to not be afraid of that and not shy away from that. My journey to where I am now in my career has been vast and varied. For my daughter, I want her to have an idea of where she would like to land someday and to enjoy the process of getting there — be it her education or whatever her work experience may be along the way. I’ve been amazed over my years of working with phenomenal women in business — even at times when I was the secretary — to look back at those moments and see what I learned even when I didn’t know I was learning. It’s part of what creates the person you are, and I want her to enjoy that.

Gambill, Remedez: I only have sons, so I know there are other mothers out there grooming women for my sons. I want my sons to choose women who are sensitive, hardworking, charitable and educated. But am I raising my sons to deserve that profile of a woman? I’m working toward trying to teach them the values these women should have. My job is to raise sons who deserve them.

Anderson, Fillmore Spencer: My daughter is in college, and I’ve watched her emulate me from the time she was 3, 4 and 5 by taking notes, typing on the computer or just doing the things I do. She’s always enjoyed coming to work with me and has seen me in the workplace as well as at home. She knows that’s who I am, that’s what I do. As she has gotten into college, I want her to make choices that make her happy and know that the possibilities of what she can accomplish are limitless. Whatever goals she sets, whatever she sets her mind to and wants to achieve, she can. Through hard work and effort there are no limitations. The most important thing is to be happy.

Grammer-Williams, American Name Services: I have three children. My oldest son is 15 and I have two daughters who are 5 and 7. The example of mom for the daughters is pretty clear. I, too, want them to know they can do whatever they want. What I struggle to do the most as a parent is raise my children with hands a little bit out, so I don’t try to tell them what their consciousness should be. If I tried to conform to what my parents wanted me to be, I don’t think I would be what I am today. I want my children to stretch their wings and fly.

Devenish, Checknet: We always play this game where I am like, “What about being a dentist? Who wants to be a dentist?” I have those conversations with my kids because they only see me doing business stuff and expect the same for themselves. So I am always like, “Well, what if you want to be a flight attendant?” I don’t want them to just see what they see in our home, because there are so many great jobs they might not even think of.

Grammer-Williams, American Name Services: But, the entrepreneurialism is still planted in children of entrepreneurs. My daughters are hysterical when it comes to this kind of thing. They do their lemonade stands on the corner, but their most recent entrepreneurial venture — which is different than what I’ve been exposed to — is they’ve started their own little Internet shows — their own “iCarly.” Throughout the neighborhood they put signs up saying the show is going to be at 3, and this is what we are going to do. While they see the different businesses we run, they have integrated business principles in their own way. They have turned it into something they enjoy, which is these little podcasts. And they’re doing it at 5 and 7, so bravo.

Gambill, Remedez HairSpa: In truth, we want our kids to be more than just happy. Many teenagers are happy watching TV in the basement or playing games. But author Carole Wiseman writes that what we really want is for our children to be happy AND productive. That’s probably the goal of any mother — to combine those two.

Devenish, Checknet: We need to bring out the creativity in our children. My 9-year old loves to draw. So I say, “You can be an artist.” And she says, “You don’t do that at your office, do you?” And I say, “No, there aren’t any artists at my work. But there are many opportunities for artists out there.”

Jarman, Dear Lizzie: You need to really focus on what their gift is.

Anderson, Fillmore Spencer: My daughter had a certain major in mind — accounting. But now she’s decided she doesn’t enjoy accounting. She had tunnel vision for her first plan, but now she’s changed to education and is thrilled and happy. Sometimes our children do follow our examples, but it’s important for them to broaden their views and see the bigger picture.

Jarman, Dear Lizzie: Among us, we have different gifts because we are all in different businesses. So our children can see what we are good at. I like that our children can see that our businesses are not just a hobby — they can learn that what you’re good at can be translated into something very legitimate as a business that can support your family.

Bennett, BusinessQ: Thank you for making time in your busy BlackBerries for this conversation! Now it’s back to our other many roles today!

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And boy did they get on their feet.

These three winning companies, chosen by our guest judge TAMSolutions of Lindon, are paving the way toward greener pastures.

Here they are — in all of their green glory.

UTAH Wood and Iron/
UTAH Powder Coatings, Orem
(www.utahwoodandiron.com)

The How
Utah Wood and Iron uses recycled and recyclable materials to create long-lasting furniture and items for the home. Utah Powder Coatings puts a durable finish on the metal products without the evaporation of volatile organic compounds into the atmosphere — like many painting processes do.

The Why
“It made sense from two points of view,” owner Marshall Haglund says. “Reusing materials that have come to the end of their intended use is the most environmentally friendly way to recycle. Plus, the low cost of these ‘used’ materials is an important economic factor in our business model.”
The Beginnings
Owner Jeff Owens’ father gave him lumber cut-offs from the Panguitch Sawmill to cut, carve and play with — and he’s enjoyed woodwork ever since. Haglund was given a welder as a Christmas present when he was 14 and has loved welding and fabricating ever since. UTAH Wood and Iron came to be after Haglund and Owens wanted to combine their talents and drive to create a unique business.

One man’s junk is another man’s treasure
Haglund found an old John Deere hay baler, used by a good friend of the family who had recently passed away, and noticed it was the perfect size for a love seat or a two-person swing. Every time Haglund looks at the love seat, he remembers his friend’s hard work and legacy.

The Environment
“We’re outdoors-y people,” Haglund says. “We know we are nurtured by our environment, and we take seriously the duty and stewardship to try to leave things better than we found them. We’ve all had our consciousness raised — which is an ongoing process — and we’ve learned to treat nature with a little more empathy and with a little less of an impact from our lifestyle.”

The Philosophy
“There are some zealots who would like to lock up the scenery of Utah,” Haglund says. “There are also some yahoos who want to leave as much trash behind as they can. But in between the extremes are most of us who try to follow the general principle of John Muir’s dictum to ‘take only pictures and leave only footprints.’”

INSULATION
SPECIALISTS, Orem
(www.insulationspecialists.net)

The How
Insulation Specialists helps consumers and the environment by providing an upgraded, non-compressing insulation to homes that are currently under-insulated. By upgrading to the Insulation Specialists’ product, consumers save money every month by requiring less gas to heat their home in the winter and less power to keep it cool in the summer. The insulation product doesn’t decompress, so once Insulation Specialists installs its product, the home’s insulation won’t need to be upgraded again.

The Why
“Anytime someone comes to my house and tries to throw something away, my wife will pull it out of the garbage and sort it into our three recycling bins — I’m just trying to keep up,” founder Tim Oyler says. “As owners, we wanted to be involved in a business we could feel good about and make a living at the same time. Conserving energy use by adding insulation means we use less energy and homeowners save money — it’s perfect!”

The Beginnings
“As high school classmates competing in business classes, Dallas Jackman and I always had a desire to own our own company and make a difference. Randomly, we ran into each other and began the process of what we are today. Currently, there are five individual owners — all young, all friends and all extremely ambitious!” Oyler says.

The Difference
Insulation Specialists is entirely focused on conserving energy. In 2009, the upgraded insulation helped more than 5,000 homes save 15 to 30 percent on annual gas and electric bills. Insulation Specialists literally stops money and energy from going out the roof.

The Growth
The company started in January 2009 with 40 homes, and now it is upgrading more than 700 homes a month, with the hope of upping that number to more than 1,000 in January 2010. Insulation Specialists began with two employees; now it employs more than 100 workers.

INNOVATIVE WASTE
SOLUTIONS, Orem
(www.iwswasteconsulting.com)

The How
Innovative Waste Solutions meets with clients, discusses their current disposal system and creates an alternative system that will be more cost efficient and environmentally friendly. Once the new system is approved by the client, Innovative Waste Solutions implements the changes and oversees that it works as designed.
Plus, they don’t get paid unless they figure out how to save their clients money.
“The ‘greenest’ aspect of our company is the money we put in our customers’ pockets,” founder Craig Castle says. “If we can reduce costs and do something good for the environment — let’s do both! Diverting items from the landfill and recycling them reduces disposal costs and can save money in the process.”

The Beginnings
Innovative Waste Solutions started in January 2007. It is an affiliate of Environmental Waste Solutions — the largest waste and recycling cost reduction company in the U.S. Because of this affiliation, Innovative Waste Solutions has access to more than 500 affiliates in the U.S. and Canada. Any company can implement changes nationwide through Innovative Waste Solutions.

The Environment
“There has to be a balance between using, enjoying and protecting the space around us,” Castle says. “We should utilize the opportunities by enjoying the creations that abound; but we need to ensure we are not destroying the environment so no one else has the opportunity to see what we saw or do what we did.”

The Growth
Trash exists in every industry, so any company that generates trash is a potential client of Innovative Waste Solutions. Whether by choice or potential government regulations, companies will turn to greener solutions. Innovative Waste Solutions is ahead of the curve by implementing cost-effective recycling programs.

The Success
“A few weeks ago, I presented to a client the impact made by changing a few items in their organization,” Castle says. “Their response? ‘It’s rewarding to save money and trees.’”

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It’s frustrating, distracting, exhausting, dividing — and yet we just can’t help ourselves. Whether it’s two co-workers competing for the same position, or “you know who” humming Celine Dion (again!) in the next cube over, conflict happens.

But we the people, in order to form a more perfect union, don’t have to be imprisoned by workplace conflict (or Celine Dion). In short: We can’t live with it, and we can certainly live without it.

Read on to learn why, after all these years, conflict in the workplace is still a conundrum. And find out why ignoring the problem is decidedly more detrimental than any discomfort that comes from confronting it. (Sorry, avoiders. We were bummed, too.)

Consider this your meeting of the minds — conflict style.

Problem, meet root
So … conflict. If no one likes it, why do we torture ourselves?

“It comes down to a conflict in purpose,” says Ron McMillan, co-author of “Crucial Conversations” and co-founder of VitalSmarts in Provo. “For example, I want A and you want B, and because we disagree it creates conflict — opposing purposes. Or I want A and you want B, and only one of us can get what we want — competing purposes. Whenever our purposes are at odds, it creates conflict.”

McMillan also cites the “R” word.

“People are respect radars,” he says. “We are constantly scanning our environment. If we sense disrespect, it takes our focus — everything else gets put on the back burner. The need for respect is like psychological air. If you have it, you don’t realize it’s there. But if it’s missing, it takes your whole attention.”

Oh, and don’t forget just plain not liking someone.

“There is the element of like and dislike — without question. There’s, ‘I just don’t like their style.’ Or, ‘I don’t like how they act around me,’” McMillan says. “And that can be related back to conflicting purposes. For example, if my purpose is to get my work done while being sociable and friendly, and your purpose is to simply get the job done, that slight style difference can cause big problems.”

Cause, meet effect
Big problems? He’s not kidding.

“When there is conflict in the workplace, people spend emotional energy on that conflict,” McMillan says. “It could be as open and out front as arguing, or it could be as hidden as gossip. But what should be productive work time ends up being wasted with physical and mental energy.”

Cue the troubled environment.

“People can become extremely disheartened in their organization when conflict is involved,” says Jeff Peterson, assistant professor of business management at UVU’s Woodbury School of Business. “When you are distracted from your goals, it can be enormously frustrating.”

And a frustration situation is hardly a people pleaser.

“Workplaces with unresolved conflict actually chase out the best performers,” McMillan says. “The best performers have other options, and they’ll go somewhere else if their needs aren’t being met. Those who aren’t the best performers don’t have other options, so they keep coming to work. And then productivity goes down, effort goes down, quality of life goes down. It’s a morale killer.”

Conflict, meet mistakes
Before something can be resolved, it’s important to recognize the mistakes being made. Here are the five most common missteps regarding conflict in the workplace.

Misstep #1: Thinking everything’s just peachy
Pretending things are fine and dandy when we’re fuming inside may seem like the noble, heroic thing to do. After all, we’re not sinking to their level, right?

Oh, how wrong we are.

“People think choosing silence over violence is the more virtuous choice — they’re choosing the high road by not responding,” McMillan says. “What we don’t realize is it can be just as detrimental as lashing out. When you give someone the silent treatment or the cold shoulder, you are invalidating them. You’re telling them they’re not worth listening to. And it can cause emotional bruises that last a lifetime.”

Not to mention bruises to the work environment.

“Being silent is incredibly dysfunctional, because people are unaware of the problems brewing,” he says. “It keeps problems hidden until it’s too late to solve them. And it threatens the very survival of the organization.”

Misstep #2: Confronting the wrong problem
Fighting the wrong battle? You’re not alone.

“One of the biggest mistakes people make regarding conflict is confronting the wrong problem,” McMillan says. “Often, people will go after the most painful problem, like, you called me a fat head. (Editor’s note: Yikes.) But you have to start with the heart of the problem. What matters most? What caused the name calling? Blow the unpleasant smoke away and focus on the fire.”

Misstep #3: Telling ourselves juicy stories
When it comes to conflict, every last one of us should have been fiction authors, because we’ve written some bestsellers.

“We tell ourselves stories,” McMillan says. “We have the villain story where the other person is bad and wrong and there’s nothing we can do. We tend to assume the worst about the other person’s motives, and then those hurtful stories create strong emotions. So, instead of problem solving, we start with accusations and threats.”

Misstep #4: Getting hung up on personality
Let’s get personal.

“Too often, people let personality differences get in the way,” Peterson says. “They get so stuck on their dislike for the other person, they never confront the problem at hand.”

Misstep #5: Saying, ‘I’m right! You’re wrong!’
Beginning a conflict conversation without an open-mind will close you (and the other party) off to any potential solution.

“When I go into it saying, ‘Hey! You’re causing all kinds of problems,’ it comes off like I’m trying to fix you,” McMillan says. “That’ll get me nowhere — and fast.”

Conflict, meet resolution
As prevalent as conflict is, solutions are just as accessible.

First, identify a mutual purpose. Start the conversation by sharing your good intentions, like, say, a common desire or goal.

“It lets them know you want to help rather than hurt,” McMillan says. “It lets them know you want a good working relationship. When you share your intentions and show them respect, you get on the best possible footing. It’s a great way to get things rolling.”

Second, attack our stories. Remember those stories we tell ourselves? Those no-good, assume-the-worst tales of distress?

Assault them.

“Aggressively examine what appears to be a personal attack. Is it really? Could it be that she got the wrong information? Maybe she’s having a bad day?” McMillan says. “This way it changes your emotions. You’ve replaced your story of ‘she’s bad and wrong’ with a question mark. You’ve replaced your story of anger with one of curiosity and concern.”

Third, lead with the facts. Rather than speak in vague or hurtful ways, get concrete.

“Typically when we discuss matters of conflict and bad relationships, we resort to judgment and labels,” McMillan says. “For example, if I were to say to someone, ‘In last week’s team meeting you were rude,’ my judging his behavior as rude is sure to start a brush fire. Instead, lead with the facts. Such as: ‘At last week’s team meeting, we all agreed to brainstorm possible solutions. Every time someone brought up an idea, you criticized it. That makes people more reluctant to share ideas. Next time we brainstorm, let’s get all the ideas out and then we can criticize.’ Talk about facts and specific behavior. Don’t make judgments or accusations. Most people can’t disagree with facts. They know the facts or want to become aware of them. Avoid defensiveness by sticking with what’s real.”

Peterson agrees.

“Focus on substantive issues rather than interpersonal conflicts,” he says. “Don’t let there be a power struggle. Make sure you are looking at actual data and not just people’s opinions.”

Fourth, listen, listen, listen.

Plain and simple: sometimes “we’re on the wrong side of our eyeballs,” McMillan says.

“Ask questions and listen. Try to understand the other person’s point of view. Too many times in conflict we strive to win. We think, ‘I’m good and right, you are bad and wrong.’ You can break that cycle by thinking, ‘My job isn’t to prove them wrong. My job is to understand their view so I can be more effective in working with them.’”
And this is for two reasons:

“No. 1, it gives us more information we didn’t have. And no. 2, it makes for a cooperative relationship instead of an adverse or combative one,” McMillan says.

And last (but so not least), have some R.E.S.P.E.C.T. Every time you approach a conflict, go all Aretha on it.

“Where there is respect, there are solutions,” McMillan says.

Conflict, meet prevention
Before your organization comes to blows (literally or figuratively), there are ways to prevent the drama. Here are three approaches that will save you both headaches and heartaches.

Prevention #1: Get everyone on board
The first thing you need to do is get everyone on the same no-conflict page.

“Everyone in the company needs to have buy-in. Get each boss and employee to agree to a code of conduct so that when you do encounter problems, everyone knows how to react,” Peterson says.

“When I was a manager at Intel, there was a policy that we would be vigorous in our discussions. But once something was decided upon, everyone needed to commit. So we’d go around the room and ask each person where they were on the issue. Even if someone didn’t agree with the decision, they’d say, ‘I disagree, but I’ll commit.’ People can’t have something forced upon them. Whether they’re happy with the outcome or not, they need to feel like they were a part of the dialogue.”

Prevention #2: Think, ‘Can I borrow your shoes?’

For the second form of conflict prevention, turn to the old cliché of walking in the other person’s shoes.

“Instill in your mind that the best way to live and to work is trying to see things from the other person’s perspective,” McMillan says. “How would they be seeing this? How would they interpret it? What matters most to them? Some of the most successful trial lawyers, before they ever dig into the defendant’s case, prepare the prosecutor’s case. They say, ‘If I’m a prosecutor, what would I use as a strategy?’ Workplace conflict is similar. For instance, I know I have to go talk with Sally about this problem. There’s a real chance it could erupt in conflict. I should ask myself, ‘What is Sally’s point of view? What is she after? How might that be interpreted?’ You’ll have a better appreciation for the other person if you seek to understand them.”

Prevention #3: Create a culture of safety
If people don’t feel safe, nothing will get resolved.

“Create a culture of safety,” McMillan says. “Make it so it’s safe to talk about difficult issues. And don’t mistake politeness for respect. Too many people think discussing hard subjects is impolite — but it’s the exact opposite. Hard issues need to be addressed, and if people feel like they can talk about them, they’ll be much more open with their co-workers. It’s the best prevention of all.”

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Whole-grain bread? Check. Smoked salmon? Check. Gluten-free crackers? Check. Don’t be fooled, though, junk food has found its way into the cupboards more than a few times.

“We went through a phase when we were really into Red Vines,” says Ryan Probasco, vice-president of product development for the Provo startup.

The company’s break room has a selling point that most everyone can appreciate: good food.

“What is unique about our break room is what we provide in regards to our size of company. Companies as small as ours usually don’t give their employees the things we insist on providing them,” CEO Ryan Caldwell says.

EnticeLabs is an online recruiting company, and its employee base is comprised of a sales team, a creative team and a development team. These diverse groups are brought together in the break room.

In the break room’s relaxed environment, some of the best ideas are born. A large whiteboard covered in bright green, pink and yellow sticky notes documents off-the-cuff ideas conceived during robust lunchtime debates.

“Our best ideas don’t usually happen during meetings,” Caldwell says.

As with any quality break room, it is tailored to the company’s employees. EnticeLabs’ Web designers and developers are definitely night owls (e-mails with 4:13 a.m. time stamps are common). But even the most dutiful of employees need a break, and a quiet room furnished with a comfy bed is available for the occasional catnap.

APX Alarms is another local company giving employees a break. It is currently constructing a state-of-the-art facility with no shortage of break room space. Huddle rooms, meeting rooms and conference rooms will be scattered around the building.

“We want to inspire impromptu meetings and quick conversations where knowledge can be shared across departments,” says Stuart Dean, director of public relations.

The new building’s design will include a “Main Street” area designated for high-energy collaboration, and “Neighborhood” areas will be provided for quiet individual work.

A café that will serve an estimated 1,000 employees daily is also in the works.

“We want the café to be like the APX family living room,” Dean says.

The bottom line: Some companies have the money for a luxurious break room. For others, stocking the fridge with bottled water and soda is as good as it gets. Either way, the break room is the perfect place to promote an organization’s corporate culture, and more often than not, a place where work and play coexist with ease.

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Two years ago, when L I M E marketing was in its infancy, they landed a meeting on short notice with a prominent recording artist. Chapman and Saunders hadn’t even made business cards yet, but Saunders was driving by a local metal company when he found the solution to their predicament.
With five metals sheets and a wine bottle engraver, they fashioned striking business cards the night before the meeting. The cards cost them $18 a piece — and it was worth every penny.

“Whenever I hand someone my business card, it makes an impression,” Chapman says. “It’s memorable, and it’s not one people are going to throw away.”

Technology has changed the way people do business, but profitable partnerships still begin with an eye-catching business card, a firm handshake and a smile. The business card is an extension of one’s professional image, and while the Rolodex might become less important, the value of an individual’s image is critical.

Here are seven tips and tricks to give your calling cards a voice.

STACK THE DECK
When people ask Brandon Scott what his business card is printed on, he tells them it’s “baby llama skin.” Scott is the president of Provo design agency MIM Creative, and for the record — no — his card is not made out of baby llama skin; it’s suede.

Every time he hands out a card, a compliment invariably follows. People don’t remember him because his card has incredible graphics or amazing color, but they do remember the guy who joked his card was made from a llama.

“It’s one of the simplest designs we have ever done, but the little difference in texture makes it stand out,” Scott says.

THE TRUMP CARD
Want to stand out? Make your card useful. For instance, an architect’s card could have a blueprint ruler on the reverse side, or a dentist’s card could display all the dazzling shades of white he can make your teeth. Printing on both sides of the card causes the recipient to flip it over, creating interaction.

“Creating a good business card is about listening — listening to your industry, your clients and your demographics,” Scott says.

ROOKIE MISTAKE
A common mistake people make is TMI.

“It’s not a catalog; you need some white space to draw attention to a few important elements,” says Bill Brady, senior partner and co-founder of design agency M2 Results.

GO PRO
Getting a professional designer involved is also suggested.

“If you’re going to pay for printing, it’s important to remember the cost is the same whether you print a good design or an unattractive design,” Brady says.

POMP AND CIRCUMSTANCE
Even the presentation of a business card can be done with a certain cachet. Brady remembers a press event with Korean journalists where he had to be briefed on the etiquette of business card exchange in Korean culture. The ceremonial act requires the giver to hold the card with two hands and offer a slight bow to the recipient as he or she hands it to them.

While the bow might not be necessary around these Western parts, respect certainly is. When receiving a business card from someone, examine the card thoughtfully rather than shoving it into the nearest pocket.

HOUSE OF CARDS
Chapman focuses on the amount of money that signing a new client brings into his business, as opposed to the cost of the card. He advises people to look for other areas where they can sacrifice in order to spend more money creating a unique card.

“E-mails are essential to business, but successful and wealthy people don’t make it big by sending out really cool e-mails. It happens through interacting with people, and the business card is a part of that process,” Chapman says.

Chapman has seen the benefits of his business card outside of the office as well. When he was looking to buy a home, he gave a Realtor his business card and the Realtor fell in love with it. Chapman later got a call from his broker, and that simple exchange turned into one of his company’s largest clients.

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Since the March 9 low through July 31, the S&P 500 has gained 46 percent. It has made back its losses from January through mid-March and is now up 10.9 percent year-to-date through July 31.

During that same time, our growth portfolio, Top Flight, is up 17.2 percent year-to-date. The reason we are up substantially more than the market is because we invested in those areas that perform best after a severe market decline — just like we recommended.

If you followed our advice, you were rewarded. But going forward, the question is how should an investor be invested? In July, our indicators and the models we follow indicate there is a high probability the recession ended in June — although this hasn’t shown up in the press and is not yet mainstream knowledge.

The first and sharpest stage of market recovery usually occurs right after the initial market plunge and takes about three to four months. We believe stage one occurred between March 9 and June 30. The second stage of recovery occurs after the recession ends, which we believe was around the end of June.

If it is true the recession ended in June, then we now want to be invested in those areas of the market that do best during the second stage, or after a recession ends. The second stage lasts for about six months. Following the last 11 recessions, the data clearly shows that certain areas of the market consistently perform best during stage two.

Typically, bonds perform poorly after recessions and should be avoided. Interest rates get pushed down during the recession, and then, as the economy starts to expand, demand for money increases and interest rates go back up. When interest rates go up, most bonds get hammered and lose money. Bonds are one of the worst places to be as an economy emerges from a recession. Unfortunately, many misguided investors have been running to bonds for the past six months, hoping to find safety. If history repeats, they will find the opposite of what they seek.

From a big picture perspective, small cap, growth, commodities and emerging market stocks have performed the best for the six months following the end of the recession. On a sector basis, energy, materials, tech and consumer discretionary stocks performed the best.

On the other hand, in addition to bonds, other sectors that usually perform poorly after a recession ends — and should be avoided — include consumer staples, health care and telecommunication stocks.

This difficult market highlights why “active” investment management is so important. If market dynamics always stayed the same, then a simple buy-and-hold approach would most likely work well for investors. Because market dynamics are constantly changing and evolving, we believe the best investment approach is one that actively adjusts, moves and changes based on market conditions.

The views in this column are my opinions. They are not intended as a forecast or a guarantee of future results.

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