Author: John Voll

  • The Oddities of Funerals — And Why We Celebrate Life Instead

    Over the years, Celebrations of Life have become the norm—and for good reason.

    Instead of gloomily hovering around a casket, reading flower cards like scorecards, and hearing “Sorry for your loss” a hundred times, we started doing things differently.

    I never liked that phrase anyway.

    Loss? That’s what the bank calls it when they review your profit-and-loss statement and deny your loan.

    Mom or Dad isn’t a loss.

    They’re a person.

    The Oddities of Funerals

    The funeral business has its own language and traditions that sound downright strange when you stop and think about them.

    The Showing

    “We’re going to John’s showing.”

    Sounds like a movie premiere.

    The body isn’t a first-run film.

    The Guest Book

    Has anyone ever climbed into the attic years later and said:

    “Let’s get out Aunt Dorothy’s wake book and see who showed up—and more importantly, who didn’t?”

    The Wake

    Another unfortunate choice of words.

    Nobody in that casket is waking up.

    The Obituary

    They usually read like saintly résumés:

    “Devoted father. Pillar of the community. Beloved by everyone. Adored his Cocker Spaniel.”

    Then comes the list of people he is “survived by.”

    Technically, if you’re reading his obituary, he didn’t survive anything.

    Prepping the Body

    Maybe this sounds better than embalming.

    “Aunt Mildred got embalmed this afternoon” sounds like she passed out at a college keg party.

    The Corpse

    There’s a word nobody puts on a bucket list.

    “George enjoyed a successful 30-year career in customer service at GEICO.

    And now he’s a corpse.”

    Quite a career transition.

    Casket or Coffin?

    I always thought they were the same thing.

    Apparently not.

    A casket is the Cadillac model: four sides, hinges, polished metal, fancy satin interior and handles.

    A coffin is usually wood, and some don’t even have hinged lids.

    You have to pop the top for the showing.

    And apparently some handles are decorative.

    That could present a challenge for the pallbearers.

    Basically:

    Sold as is.

    No Shoes

    The deceased are often buried without shoes.

    Apparently feet can swell after death, making shoes difficult to put on.

    Shouldn’t be a major problem.

    I doubt anybody is hoofing it over to 7-Eleven for a Slurpee.

    The Hearse

    Do we really need a $150,000 Cadillac beast with a police escort to make a three-mile trip to the cemetery?

    Dad spent his whole life telling us to save money.

    Then we put him in the most expensive station wagon in town.

    Who Gets the Stuff?

    Before the first shovel hits dirt, another great family tradition begins:

    Who gets what?

    In our family, Mom, the grandmothers and the aunts all had beautiful, expensive jewelry.

    My sisters sucked that stuff up like a used Hoover.

    When Grandpa died, we boys figured our turn had finally arrived.

    Maybe some stock.

    Maybe a little cash.

    My younger brother was so confident that he put a deposit on a Silverado Diesel Duramax.

    He told the finance manager that as soon as Grandpa’s inheritance came through, he’d wire the money and pick up the truck.

    Then the will was read.

    His inheritance?

    Grandpa’s 25-year company anniversary watch—with a cracked crystal—and a pair of cuff links engraved with Grandpa’s initials.

    The only money my brother got out of the deal was his deposit back.

    Celebrating Life, Our Way

    Our family learned early that life is too short to spend every funeral being miserable.

    When my sister had only about a month to live from an incurable lung disease, we threw her a going-away party.

    Cocktails. Dinner. Singing. Stories. Laughter.

    My brother even gave her an urn as a going-away present.

    Even the priest said it was one of the most incredible sendoffs he had ever witnessed.

    And my sister got to be there for it.

    When Dad died, we went off-script again.

    The hearse made a detour to our family home, where we turned Dad’s casket into a makeshift champagne bar.

    We toasted him, told stories, sang songs and finished with one final rendition of “Happy Trails.”

    The funeral staff looked on in disbelief.

    Dad would have loved every minute of it.

    Mom’s Wicker Casket

    Then there was Mom.

    Mom was a character, so an ordinary casket just wasn’t going to cut it.

    We went casket shopping.

    The cheap ones looked like tin cans.

    The Cadillac models were rustproof, waterproof and probably tornado-resistant.

    Nothing seemed like Mom.

    Then somebody remembered her white wicker furniture.

    For 50 years, our family porch had been filled with it.

    So we wondered:

    Do they make wicker caskets?

    My youngest brother found one online and had it shipped overnight from San Francisco.

    One problem.

    It arrived in natural wicker.

    Mom would have turned over in her grave before we even put her in it.

    So my sister started calling auto-body shops, telling them she had a “couch” that needed to be painted white.

    The measurements sounded a little strange for a couch, but eventually somebody agreed.

    Soon that body shop had pictures of Corvettes, Mustangs, classic cars…

    And one beautifully painted white wicker casket.

    The grandkids even came up with a jingle:

    “A tisket, a tasket, Grandma’s buried in a wicker casket.”

    It was perfect.

    Funny, heartfelt and completely Mom.

    The Takeaway

    Funerals don’t have to be gloomy productions filled with awkward phrases, expensive rituals and people whispering around a casket.

    They can be about stories, laughter, family and celebrating the person who actually lived the life.

    Our family has sent people off with champagne, songs, jokes, an urn given as a present and one custom-painted white wicker casket.

    Maybe we don’t do funerals exactly the way we’re supposed to.

    But we do them our way.

    And somehow, I think the people inside those caskets would approve.

  • Business Insanity: Mergers & Acquisitions — “Nothing Is Going to Change… Right?”

    I’ve been through the merger-and-acquisition rodeo three times.

    Different companies. Different executives. Different buyers.

    Same script.

    First, a quick definition.

    A merger is when two companies combine to form one business. Ownership, operations, employees, assets and customers may all be combined.

    An acquisition is when one company buys another company—or substantially all of its assets.

    The difference is important.

    Especially when you’re the company being “merged.”

    Step One: The Strategic Plan

    It begins with the Board of Directors and senior leadership disappearing to some remote location for a strategic planning retreat.

    The mission:

    Develop our three-to-five-year growth plan.

    Every department presents:

    ● Short- and long-term goals

    ● Revenue and profit projections

    ● Staffing and capital requirements

    ● A beautiful PERT chart showing exactly how we’re going to get there

    Eventually, all the numbers are combined.

    Revenue goal: $1.5 million.

    The number is announced to the employees.

    Posters go up.

    Charts appear in conference rooms and throughout the shop.

    Everybody is told:

    This is our future.

    Let the games begin.

    Step Two: The Other Strategic Plan

    About a month later, the Board and senior leadership meet again.

    This meeting is different.

    No posters.

    No employee participation.

    No inspirational banners.

    CONFIDENTIAL.

    The Chairman begins:

    “Our industry is expanding, and we have an opportunity to investigate a possible merger or acquisition.”

    Then comes the magic sentence:

    “This could be very lucrative for all of you.”

    Senior management will receive company stock as part of their bonuses.

    If the deal goes through, those shares could eventually be worth five or six figures.

    To get there we need to significantly increase our bottom line with higher revenue and significant cost savings. 

    Suddenly, the strategic plan we spent months developing needs a few minor adjustments.

    Revenue goal?

    Raise it from $1.5 million to $1.9 million.

    Staffing plan?

    Hiring freeze.

    Including those expensive skilled people we’ve spent the last two-and-a-half years recruiting because we supposedly needed them to hit our long term growth targets.

    “We can get to $1.9 million by squeezing the players we already have.”

    Translation:

    Full-court press.

    Then each department is asked to identify its expensive employees.

    Mr Milton ll, recently filled the position of VP of sales with his son Milton lll.   Other Southeastern Mid States College graduates with Arts and Letters degrees are being considered for other high level positions. 

    Benefits?

    Cancel the company dental plan.

    Cost reductions?

    Switch to two-ply toilet paper.

    Thanksgiving turkeys?

    Butterball is out.

    Margarine-brand Walmart turkeys are in.

    Everybody pushes harder.

    People work longer.

    The troops are driven to the brink.

    And guess what?

    It works.

    Revenue jumps.

    Profits climb.

    The company’s valuation increases.

    And those stock options held by senior leadership suddenly look very attractive.

    Time to Tell the Troops

    All employees are paraded into the local IMAX theater to hear about their exciting future on the big screen.

    Apparently, a normal conference room isn’t large enough to contain this much excitement.

    The CEO takes the stage.

    “Fellow Acme Tools team members, we have an exciting announcement.

    “We have been holding discussions with Steel Conglomerate regarding a potential merger.

    “Their financial resources, technological leadership and skilled employees perfectly complement our mission and goals.

    “This combination will create tremendous opportunities for everyone.

    “And we want to assure you that nothing is going to change.”

    Questions?

    “Will there be layoffs?”

    “No plans for layoffs.”

    “Will management change?”

    “Both companies will be equally represented.”

    “Will our operating style change?”

    “Absolutely not.”

    “Dress code?”

    “No change.”

    “Benefits?”

    “No changes.”

    Pause.

    “Well, except we’re temporarily eliminating the dental plan.”

    Someone raises a hand.

    “Can we at least switch back to Butterball instead of margarine  turkeys?”

    Another employee:

    “And maybe better toilet paper?”

    The CEO smiles.

    “Those items are on the agenda for next month’s Board meeting, after we review the numbers.”

    Excellent.

    Our corporate future is secure.

    Toilet paper is under Board review.

    Let the Culture Wars Begin

    Within days, the really important merger issues emerge.

    Whose office is bigger?

    Who gets the river view?

    Whose title survives?

    Who reports to whom?

    Which company’s procedures are now “standard”?

    Whose computer system gets dumped?

    And, most importantly:

    Whose boots should you start licking if you want to get ahead?

    Bedlam.

    But management remains confident.

    Remember:

    Nothing is going to change.

    The Victory Dinner

    Then comes the grand merger celebration.

    Employees are invited.

    Spouses and significant others are not.

    “Sorry. Not enough room.”

    In the center of the ballroom is a magnificent ice sculpture displaying the name of our newly merged company:

    STEELACME

    Beautiful.

    Behind the stage are the two company names:

    STEEL

    CONGLOMERATE

    and

    ACME

    TOOLS

    The two co-CEOs take the stage and deliver inspiring speeches about partnership, equality, one team, one vision and our exciting shared future.

    Then something happens.

    The ballroom is warm.

    The ice begins to melt.

    And shortly after the co-CEOs finish speaking, the ACME portion of the sculpture starts leaning.

    Then cracking.

    Then sliding.

    Finally, the entire ACME section breaks loose and crashes directly into the tray of toothpick-stabbed meatballs.

    Everyone stares at what remains standing:

    STEEL

    Apparently, the ice sculpture knew something we didn’t.

    Our merger had just become an acquisition.

    Leadership’s stock?

    Booming.

    Dental plan?

    Gone.

    Butterball turkeys?

    Gone.

    Good toilet paper?

    Still under Board review.

    But don’t worry.

    Management promised us:

    Nothing is going to change… Right?

  • Grandpa AD Mac: The King of the Prank

    Every family has its legends.

    Some are remembered for wisdom.

    Some for business success.

    And some — like my Grandpa AD Mac — are remembered for sheer mischief.

    Grandpa and Grandma Irene built a successful Michigan bean-processing business. When asked how he became so successful? “

    “Simple…it’s our slogan. “Eat our Beans and Let Us Hear from Ya”, but that isn’t why we still talk about him.

    We remember the pranks.

    The one-liners.

    And the stories that still get told at family gatherings decades later.

    Grandpa summed up his feelings about grandchildren perfectly:

    “You kids bring me double happiness — happy when you come, and happy when you go.”

    That pretty much tells you everything you need to know about Grandpa.

    He was quick with a line, fearless with a prank, and always looking for his next victim.

    The Bean Business

    By day, Grandpa and Grandma Mac ran a fast-growing Michigan bean-processing company.

    They worked hard.

    They built a successful business.

    But once Grandpa left the factory, beans took a back seat to entertainment.

    And Grandpa was usually the entertainment.

    The Funeral Lady

    One of Grandpa’s best friends was a small-town funeral director who had a problem.

    There was a little old lady in town who regularly checked the obituaries and attended funerals for people she barely knew.

    She had a routine.

    Sign the guest book.

    Walk up to the casket.

    Lean over the deceased.

    Whisper:

    “I knew him well.”

    Then head straight for the sandwiches and lemonade.

    Apparently, free funeral food was a major part of her retirement plan.

    The funeral director had finally had enough.

    Grandpa had a solution.

    They staged a fake wake.

    Grandpa put on his best suit, climbed into a casket and waited.

    Sure enough, the woman arrived.

    She signed the guest book.

    Grandpa ate his breakfast.

    Walked solemnly toward the casket.

    Leaned over Grandpa.

    And whispered:

    “I knew him well.”

    Grandpa suddenly shot straight up out of the casket.

    “THE HELL YOU DID!”

    I don’t know exactly what happened next.

    But I’m fairly certain she skipped the sandwiches.

    The Hospital Trick

    Grandpa didn’t restrict his pranks to friends and relatives.

    Medical professionals were fair game.

    During one hospital stay, Grandpa received his breakfast tray.

    Eggs.

    Ham.

    Toast.

    And a glass of apple juice.

    Beside the tray, the nurse left a sterile specimen cup.

    “Mr. McIntyre, enjoy your breakfast. We’ll need a urine sample.”

    But he didn’t drink the apple juice.

    Instead, he carefully poured it into the specimen cup.

    A little later, the nurse returned.

    She spotted the full container.

    “Perfect. Thank you.”

    She reached for it.

    Grandpa grabbed it first, held it up to the light and studied it.

    Then he said:

    “Wow. This looks so good, I think I’m going to run it through twice.”

    And drank it.

    I would have paid good money to see that nurse’s face.

    The Great Denture Swap

    But Grandpa’s masterpiece may have happened at a Michigan Bean Association convention at a historic resort.

    These conventions supposedly involved beans.

    From the stories I heard, beans occupied approximately 15 minutes of the agenda.

    The rest involved drinking, joking, storytelling and harassing competitors.

    One night, around 3:00 in the morning, Grandpa slipped the front-desk clerk twenty dollars and somehow acquired the master key.

    Then he went to work.

    Room by room, Grandpa quietly entered while everyone slept.

    His mission?

    Swap their dentures.

    Apparently, the Michigan bean industry had a surprisingly high percentage of false teeth.

    The next morning, chaos erupted.

    Hungover bean executives woke up, reached for their dentures and discovered that their teeth no longer fit.

    Some apparently thought they’d had a stroke.

    Others thought something had happened to their jaws overnight.

    Eventually somebody asked the obvious question:

    “Where’s Mac?”

    The mystery was solved.

    But there was still one problem.

    Nobody knew whose teeth belonged to whom.

    So all the dentures were placed on a table in the hotel dining room.

    Imagine breakfast.

    Coffee.

    Eggs.

    Toast.

    And thirty sets of used teeth lined up next to the silverware.

    One by one, grown men walked around the table trying on dentures until somebody yelled:

    “These are mine!”

    Disgusting?

    Absolutely.

    Ridiculous?

    Completely.

    Pure Grandpa Mac.

    Closing Time

    Grandpa also had no patience for guests who overstayed their welcome.

    After several hours of listening to somebody discuss their retirement account, gas mileage, medical problems or grandchildren who definitely should have been starting quarterback, Grandpa had a solution.

    He’d look across the room at Grandma and announce:

    “Irene, we need to go to bed so these people can go home!”

    Subtlety was not one of Grandpa’s strengths.

    But it worked.

    Grandpa’s Real Legacy

    Grandpa and Grandma built a successful business.

    That was an accomplishment.

    But decades later, nobody sits around telling stories about how many bags of beans they processed in 1963.

    We tell the story about the woman at the funeral.

    We tell the story about the apple juice.

    And we definitely tell the story about a dining-room table covered with dentures.

    Grandpa understood something long before the rest of us did:

    Life is more fun when you give people something to laugh about.

    His bean business may have fed a lot of people.

    But Grandpa AD Mac gave our family something that lasted even longer.

    A lifetime supply of stories.

  • I Participated in a Triage at the ER

    Going to the emergency room used to be simple.

    You walked in and said:

    “I’m sick.”

    Someone looked at you and said:

    “Okay. Sit down.”

    Not anymore.

    Today, before anyone determines whether you’re actually going to live, you have to survive Registration.

    First Emergency: Registration

    You walk up to the desk.

    “Name?”

    “John.”

    “Date of birth?”

    I give it to her.

    “Address?”

    I give her that.

    “Insurance?”

    Hand over the card.

    Then the questions begin.

    Emergency contact?

    Primary doctor?

    Pharmacy?

    Medications?

    Allergies?

    Previous surgeries?

    Religious preference?

    Living will?

    Power of attorney?

    At this point, I’m expecting:

    “Who was your third-grade teacher, and what was the name of your first dog?”

    Then they hand you an electronic pad.

    “Sign here.”

    I sign.

    “Here.”

    Sign.

    “Here.”

    Sign.

    After approximately 100 signatures, I finally ask:

    “What exactly am I agreeing to?”

    Apparently, everything.

    Treatment.

    Insurance.

    Billing.

    Privacy.

    Release of information.

    And something called HIPAA.

    HIPAA

    HIPAA is designed to protect your medical privacy.

    Apparently, before HIPAA, hospitals were just wandering around telling everybody:

    “Hey, did you hear what Voll has?”

    Now they can’t tell anyone anything.

    Including, occasionally, you.

    I picture a courtroom.

    “Mr. Voll, how do you plead?”

    “Not guilty.”

    “Your Honor, due to HIPAA regulations, we’re unable to tell the defendant what he’s charged with.”

    “Excellent. Proceed.”

    Then I Was Invited to a Triage

    Eventually, a nurse came out and said:

    “Mr. Voll, we’re ready for your triage.”

    My what?

    At 75 years old, I thought I had heard just about everything.

    Apparently not.

    I looked around.

    There was a nurse.

    There was me.

    I wasn’t sure who the third person was supposed to be.

    Then I realized she said triage.

    Not threesome.

    That was disappointing.

    A triage, I discovered, is where they determine how quickly you need medical attention.

    Blood pressure.

    Temperature.

    Pulse.

    Oxygen.

    Symptoms.

    Pain level.

    “When did this start?”

    “How severe is your pain from one to ten?”

    That’s always an interesting question.

    What does 10 mean?

    Shark attack?

    Kidney stone?

    Notre Dame losing to USC?

    Give me some parameters.

    Now Let’s Talk Insurance

    Eventually you enter another branch of modern medicine:

    Health insurance vocabulary.

    Office visit.

    Co-pay.

    Deductible.

    Co-insurance.

    Out-of-pocket maximum.

    EOB.

    An EOB is an Explanation of Benefits.

    Which is interesting because after reading one, I generally need someone to explain the Explanation of Benefits.

    The hospital charges $8,000.

    The insurance company says it’s worth $1,700.

    They pay $1,100.

    You owe $347.62.

    And apparently $4,852.38 simply disappears into the same place as unmatched socks.

    Then there’s the out-of-pocket maximum.

    That sounds reassuring.

    Until you discover your pocket apparently extends all the way down to your ankle.

    Medical People Also Speak in Code

    Doctors and nurses love abbreviations.

    BP.

    EKG.

    CBC.

    MRI.

    CT.

    ENT.

    GI.

    ICU.

    ER.

    PCP.

    After a while, you begin wondering whether you’ve entered a hospital or bought a vowel on Wheel of Fortune.

    Then the doctor walks in and says something like:

    “Your CBC looks okay, but I’d like a CMP, maybe a CT, and we’ll follow up with your PCP.”

    I nod intelligently.

    “Absolutely.”

    I have no idea what he just said.

    But at my age, I’ve learned something important:

    When a doctor uses more than three abbreviations in one sentence, just nod.

  • I Took a Trip to DC

    I took a trip to DC,
    The pond I wanted to see.
    I was in awe
    When I saw—
    Green water and algae staring at me.

    I took a trip to DC,
    The Kennedy Center I wanted to see.
    I was in awe
    When I saw—
    A curtain, scaffolding and debris.

    I took a trip to DC,
    To the White House for a pardon.
    I was in awe
    When I saw—
    The world’s first concrete Rose Garden.

    I took a trip to DC,
    And I was a little frightened.
    I was in awe
    When I saw—
    At the White House, a bunch of guys fighting.

    I took a trip to DC,
    Lots of famous people to see.
    I was in awe
    When I saw—
    Stormy sitting next to me.

    I took a trip to DC,
    The fair I wanted to see.
    I was in awe
    When I saw—
    No power and melted ice cream for me.

    I took a trip to DC,
    To the White House I wanted to go.
    I was in awe
    When I saw—
    No East Wing—just one huge hole.

    I took a trip to DC,
    I’d been shocked by my trip so far.
    I was in awe
    When I saw—
    A huge plane shipped in from Qatar.

  • Christmas, Elton, and the Reindeer

    Mom was a Christmas freak.

    Hundreds of lights. Two trees. Stockings everywhere. Christmas music nonstop. And enough relatives to violate several fire codes.

    Even Bobo, our ¾ Collie, ¼ German Shepherd, wandered around with mistletoe hanging from his collar.

    Mom also solved the annual in-law Christmas war brilliantly.

    She held Christmas twice—Christmas Eve and Christmas Day.

    Same food. Same drinks. Same presents. Same relatives telling the same stories.

    If that didn’t work for your in-laws, it might be time to fold them back into the community.

    Christmas dinner was the one formal event in our otherwise completely informal family. Sport coats, dresses, cocktails by the fireplace, piano-playing nieces and nephews, followed by Mom’s traditional beef stroganoff.

    This went peacefully for nearly 40 years.

    Then came Elton John Rocket Man.

    Elton was my Bouvier des Flandres—a huge, shaggy Belgian sheepdog who looked like a cuddly bear.

    The grandkids begged me to bring him to Christmas.

    My wife at the time had a prediction:

    “Absolutely not. He’ll screw something up, and it’ll be my fault.”

    I promised Elton would stay downstairs with the kids.

    She reluctantly agreed.

    For a while, everything went beautifully.

    Even Mrs. C, our 98-year-old great-aunt twice removed, was comfortably settled beside the fireplace. Next to her were the stockings, the Nativity scene and a decorated Styrofoam reindeer.

    Then Elton escaped.

    He crept down the hallway, peeked into the living room and spotted the reindeer.

    Game on.

    Elton charged behind the sofa, slid behind Mrs. C and mounted that Styrofoam reindeer like he’d been waiting for Christmas all year.

    Mrs. C calmly tapped her cane.

    “I think we have a problem over here.”

    It took two of us to pry Elton off his new girlfriend.

    My wife was ready to launch herself through the thermal-pane windows.

    “We’re going home. NOW.”

    “Just let us get through dinner.”

    I locked Elton downstairs and hid the violated reindeer in the coat closet.

    Crisis over.

    Or so I thought.

    Dinner ended. Everyone bundled up to leave. Elton was standing innocently in the foyer.

    Then someone opened the coat closet.

    Elton spotted the reindeer.

    Round two.

    He charged like a linebacker, bowling over poor 98-year-old Mrs. C and heading straight for his Christmas sweetheart.

    The reindeer didn’t stand a chance.

    Neither did Mrs. C.

    Once again, it took a team effort to separate dog from décor.

    My family howled.

    My wife didn’t.

    On the way home, I got the speech.

    You know the one.

    Eventually—like all challenging in-laws—

    she was folded back into the community.

  • Did He Spell It Right?

    There were 11 kids in our family.

    Six girls. Five boys.

    Nancy, Billy, John, Susan, Gina, Mary, Tisha, Barney, Mike, Sally and Tom.

    Yup. Catholic.

    Mike was #9.

    And Mike couldn’t spell.

    The nuns tried everything—extra help, after-school drills, flashcards.

    Nothing worked.

    Finally, Mom hired a private tutor.

    After a few weeks, there were signs of progress.

    Maybe Mike was finally getting it.

    Then came Halloween.

    Somehow, Mike got his hands on a can of white spray paint.

    And for reasons known only to a young boy on Halloween, he spray-painted a very bad word across the brick columns of our neighbor’s brand-new house.

    There were two problems.

    Mike was still a lousy speller.

    And an even worse getaway driver.

    The neighbors saw him.

    A short time later, they were pounding on our front door.

    “Where are your parents? We need to talk to them—NOW!”

    Mom and Dad were in their bedroom.

    Door locked.

    This was standard operating procedure whenever life with 11 children reached DEFCON 2.

    “Mom! Dad! The neighbors are here.

    And they’re really mad.”

    Mom and Dad had a system for situations like this.

    They flipped a coin.

    Mom lost.

    She opened the door.

    The neighbors exploded.

    “How could you let your child use language like that? Spray-painted on our brand-new brick! Our children don’t even know words like that!”

    Mom stood quietly and let them finish.

    Then, after raising 11 children, she asked the only question that really mattered:

    “Did he spell it right?”

  • It All Started with Bill and Ginny

    Of course, every crazy family has to start somewhere.

    Ours started with Bill and Ginny.

    They met on a blind date.

    Dad was quiet and passive. Mom was the life of the party—a little crazy and a great storyteller.

    After their third date, Mom started calling Dad “Wallet.”

    Dad couldn’t figure it out.

    Did she think he had money? Came from money?

    Finally, after several weeks, he asked:

    “Why do you keep calling me Wallet?”

    Mom stared at him.

    “How could a family with the last name Fold name their son Bill?”

    There was only one problem.

    His last name was Voll.

    Didn’t matter.

    For the next 60-plus years, every card Mom gave Dad was signed:

    Wallet.

    The Drake Hotel

    Mom and Dad didn’t exactly master the Catholic rhythm method.

    Nancy was conceived on their honeymoon, and the rest of us started arriving one after another.

    Years later, we asked Mom:

    “How did you end up with 11 kids?”

    She explained.

    “After Nancy was born, I had three months of no sleep, diapers and baby food. I needed a break.

    “So Dad and I would go to the Drake Hotel in Chicago for the weekend.

    “And every time I came home from the Drake, I was pregnant.”

    Apparently the Drake had an exceptionally effective turn-down service.

    Years later, we actually went back to the Drake bar for a conception celebration.

    And every Father’s Day we’d tell Dad:

    “Thank God you didn’t take piano lessons—or none of us would be here.”

    Then Came Nancy

    Nancy was the oldest.

    And apparently responsible for training the rest of us.

    At seven years old, she taught her younger siblings how to fill empty bleach bottles with water, add dry ice, screw on the caps, run—

    and watch them explode.

    At the next parent-teacher conference, the nun told Mom:

    “Nancy is a wonderful student. Very well behaved. But she has the wildest imagination.”

    Apparently the class had been asked what exciting things they’d done over summer vacation.

    Nancy answered:

    “I taught my brothers and sisters how to blow up bleach bottles.”

    It wasn’t imagination.

    Nancy Finds Religion

    Nancy also took her Catholic education seriously.

    She’d been taught Catholicism was the road to Heaven, so she worried about our Jewish neighbors, the Altmans.

    She brought them cookies because, as she explained:

    “They’re not going to make the bus.”

    Then came Good Friday.

    Nancy had us build a wooden cross and plant it in the backyard.

    Next she recruited Kim, our seven-year-old Protestant neighbor.

    She stripped him down to his shorts, tied him to the cross and smeared ketchup across his stomach.

    And who had a perfect view of the Crucifixion?

    The Jewish neighbors we’d just given cookies to.

    The Backyard Funeral Home

    Nancy also conducted funerals.

    Lots of funerals.

    Dogs. Cats. Birds. Chipmunks. Turtles. Goldfish. Guinea pigs.

    Even an alligator.

    Shoeboxes became caskets. We became mourners.

    Nancy conducted full funeral Masses wearing a bedsheet for vestments, drinking grape juice from a wineglass and distributing Wonder Bread communion.

    By the time we eventually sold the house, the backyard had so many graves it practically needed its own cemetery map.

    We had to resod the whole thing.

    And remember—

    Nancy was only the first of eleven.

  • Business Insanity – “Welcome to Management – That’ll Cost You $75,000”

    Congratulations! You’ve Been Promoted — And Took a $75,000 Pay Cut

    There are few words more dangerous in corporate America than:

    “We see you as management material.”

    Our sales manager, Bill, had been around for 25 years. He knew the customers, knew the products, knew the salespeople and, most importantly, knew which salespeople needed encouragement and which needed a swift kick in the rear.

    Bill was good. Maybe too good.

    One day, the Senior Leadership Team — otherwise known as “They” — gathered in the conference room.

    The stakeholders weren’t getting the return on investment they expected.

    Translation:

    Somebody had to go.

    Out came the flip charts and Magic Markers. Somebody listed the highest-paid employees.

    There was Bill.

    After 25 years of helping build the company, Bill was offered an early-retirement package.

    Fortunately, Bill was delighted. He took the money and headed off to travel with his wife.

    Now management needed a replacement.

    Everybody knew Mark was the obvious choice.

    Mark was the company’s heavy hitter. Top producer. Great with customers. He had even mentioned a few years earlier that someday he’d like to move into management.

    Corporate remembered.

    “Mark, this is a fantastic opportunity. It’s your pathway to the C-suite.”

    No more prospecting. No more cold calls. No more chasing customers.

    Instead, he’d be recruiting, training and providing leadership.

    There was just one small detail.

    Mark’s current compensation:

    $40,000 salary

    $125,000 average commission

    Total: $165,000

    His exciting new management opportunity:

    $60,000 salary

    Up to $30,000 bonus

    Maximum: $90,000

    Mark accepted the position to initiate his climb up the corporate ladder and somehow landed $75,000 closer to the ground.

    But there was more.

    His customers became house accounts.  “They” were thrilled.  No more commissions and they filled the position. 

    Instead of selling, he was now recruiting salespeople, training them, babysitting them, firing them, sitting through business reviews and explaining to senior management why Joe only made 500 calls last week.

    Weekends?

    Management meeting.

    Evenings?

    Salesperson emergency.

    Monday morning?

    Improvement plans.

    And if the team missed its number, Mark got to explain why.

    After a few months, Mark decided the C-suite wasn’t quite as attractive as advertised.

    So Mark did what corporate America occasionally describes when somebody disappears:

    He folded himself back into the community.

    Except Mark folded himself directly into a competitor — along with 20 years of industry experience and half his customer relationships.

    So What’s Next?

    Not to worry.

    The Senior Leadership Team immediately began an exhaustive nationwide search for the most qualified replacement.

    After careful consideration, they unanimously selected the CEO’s grandson, Milton III.

    Milton had just received his bachelor’s degree in Community Service from Southwestern Mid-States University and brought extensive sales experience to the position.

    He had been named the 3rd Quarter, Top Door-to-Door Salesperson for Cutco Knives.

    The announcement went out companywide:

    “Please join us in welcoming Milton III, our new Vice President of Sales.”

    And somewhere across town, Mark was having the best sales month of his career.

  • “Who’s Going to Make This Stuff?” America has $2 Trillion to Build.

    The investment commitments to rebuilding the U.S. manufacturing base are huge.

    One current estimate puts more than $2 trillion in U.S. mega-projects on the board—roughly double the level two years ago and about 10 times the announced spending five years ago.

    Let’s put $2 trillion into perspective.

    $2 trillion = $2,000 billion.

    That’s theoretically enough money to finance 2,000 projects costing $1 billion each.

    These include semiconductor fabs, battery plants, advanced manufacturing facilities, AI/data centers, energy projects and related infrastructure.

    Now look at the other end of the American economy.

    Small businesses employ approximately 63 million Americans—45.9% of the private-sector workforce—and generate about 43.5% of U.S. GDP.

    Here’s another way to understand a trillion dollars:

    $1 trillion could theoretically build 100,000 new $10 million businesses

    Big or small…

    We’ve got a problem.

    Actually, we’ve got two:

    1. Who’s going to build all this stuff?

    2. Once it’s built, who’s going to make all this stuff?

    WORKFORCE #1: BUILDING THE STUFF

    New industrial projects require electricians, welders, pipefitters, plumbers, HVAC technicians, millwrights, heavy-equipment operators, construction workers, engineers and construction managers.

    And America already needs enormous numbers of them.

    Projected annual U.S. job openings include approximately:

    Electricians: 81,000
    Industrial machinery mechanics, maintenance workers and millwrights: 54,200
    Welders: 45,600
    HVAC technicians: 40,100

    That’s approximately:

    220,900 OPENINGS EVERY YEAR

    in just those four occupational groups.

    And that doesn’t include plumbers, pipefitters, engineers, equipment operators and many of the other people required to construct industrial facilities.

    America can build a major plant. We’ve proven that.

    One $5 billion plant can employ thousands of construction workers and eventually recruit and train thousands of permanent employees.

    But imagine 50, 100 or 200 major projects all trying to do that during roughly the same period.

    They’re all looking for electricians, welders, pipefitters, engineers, technicians and construction managers from overlapping labor pools.

    And here’s the part we sometimes forget:

    A lot of those people already have jobs.

    Many work for the small and midsize businesses that employ nearly half of America’s private-sector workforce.

    So creating millions of jobs isn’t necessarily the hard part.

    Creating millions of additional qualified workers is.

    WORKFORCE #2: MAKING THE STUFF

    This may eventually be the bigger problem.

    Deloitte and The Manufacturing Institute estimate that American manufacturing could require as many as:

    3.8 MILLION WORKERS BETWEEN 2024 AND 2033.

    And as many as:

    1.9 MILLION OF THOSE JOBS COULD GO UNFILLED

    if the skills and applicant gaps aren’t solved.

    Where does that enormous need come from?

    Roughly:

    2.8 million — replacing workers aging out of the workforce

    760,000 — jobs resulting from industry expansion

    230,000 — jobs resulting from recent investment, reshoring, infrastructure and technology policies

    America isn’t merely trying to create a new manufacturing workforce.

    It also has to replace a huge retiring workforce at the same time.

    THE IRONY

    We’ve spent years asking:

    “How do we bring manufacturing back to America?”

    Now we’re spending enormous amounts of money doing exactly that.

    And we may discover that bringing the factories back was the easy part.

    Because factories don’t manufacture anything by themselves.

    People do.

    Or at least people operate, program, maintain and repair the increasingly automated machines that do.

    So maybe America’s next major infrastructure program shouldn’t just be about concrete, steel, semiconductor plants and billion-dollar factories.

    Maybe it needs to be about:

    Trade schools. Apprenticeships. Community colleges. Technical training.

    And getting young people interested in manufacturing again.

    Because you can announce a billion-dollar factory tomorrow.

    You can buy the land.

    You can pour the concrete.

    You can install the robots.

    But eventually somebody has to know how to wire the building, operate the equipment and fix the robot when it stops working.

    Great News—America Is Building Trillions of Dollars of New Industrial Capacity.

    Anybody know an electrician?