ALLPRO Independent Magazine, November/December 2024

In dependent November/December 2024

MAUMEE PAINT AND SUPPLY SHELBYVILLE PAINT, FLOORING & MORE This one-stop shop has evolved with the times while keeping the close and comfortable atmosphere their customers have come to appreciate DELEGATING FOR SUCCESS Empower your staff and reduce your workload NETWORKING WITH NEXTGEN Get to know outdoor sport enthusiast, pitmaster, and NextGen retail member Taylor Cole

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AT TH E M I K E | F U T U R E

@ A LLP ROCOR P

THE POWER OF UNITY

MI CHA EL B EAUDOI N Executive Vice President ALLPRO Corporation | 813.690.7985

S P O T L I G H T:

n almost all cases, working together or in cooperation will always take you farther than working individually. If you look at the example of the Allies in WWII, despite competing interests, national pride, and all the other obstacles, they managed to coordinate in unprecedented ways and win the war. The independent paint channel has been challenged by larger competition for generations. ALLPRO was formed in 1960 to start coordinating efforts to compete with those larger national chains and keep the independents strong. At the time, ALLPRO was seven independents that formed the group and over time, it grew to 300 independent paint retailers with more than 2,200 retail locations today. Although the group is substantially larger, the stakes are much higher as the industry has consolidated and the competition is much larger and better organized as well.

Cooperation starts with independent dealers not looking at other independents as the enemy. I understand that can be difficult when there is daily competition, but independents very seldom put another independent out of business nor do they wake up each day trying to do that. The real threat and competition will always be Sherwin-Williams. They wake up each day trying to put an independent out of business and my assumption is that they would prefer that you wake up each day trying to do the same. It benefits them.

The largest single independent, despite how many stores and the geography they operate in, does not compare to 5,000 Sherwin-Williams stores, 136 manufacturing and distribution sites, and the numerous brands that they own. This is in addition to a partnership with Lowe’s and Do It Best by making their paint (HGTV Home® by Sherwin-Williams, Best Look) another peripheral competitor.

Despite their size and resources, our channel is strong and has distinct advantages, namely our entrepreneur owners who are tied to their employees and the communities that they operate in. We also have exclusive brands that are dedicated to the independent channel and work hard on your behalf.

The ALLPRO group is designed to organize the independent channel (members) and help leverage the collective volume (over $1.5B) to help compete at all levels. The real strength of the group is our culture which brings independents together to help each other succeed. The pandemic epitomized the strength of our model, and we worked together and navigated unprecedented

challenges to succeed by growing our business more than 46% in three years. I understand the demand was there, but we organized and capitalized on it much better than any other channel (Home Depot, Lowe’s, Ace and Sherwin-Williams). We did this in large part by working together. Then came the product shortages of 2022, when independents became suspicious of other independents or channels getting preferential treatment. There may be truth in some cases, but in most cases, it wasn’t true.

Today we are in a hyper competitive market where demand is down, and we must compete at a very high level to win limited business. There are also major disruptions, such as the case of Kelly-Moore going out of business and PPG being up for sale. It is more important now than ever to remember who the competition really is and how we must work together. Every time an independent actively lobbies against another independent, it strengthens SherwinWilliams. With the demise of Kelly-Moore and the vacant stores up for grabs, it’s better to fill that void with independents rather than Sherwin-Williams.

My experiences have taught me that it is better to judge people when they are losing rather than when they are winning.

Meaning that everybody is a winner when they are winning, but someone who can act like a winner when they are losing shows their true character. I have always tried to keep that standard – most days I live up to it and others I do not. The better the independent channel can act like a winner in these competitive unique times, the better we will navigate and succeed.

6 SHELBYVILLE PAINT, FLOORING & MORE

18 ALLPRO TALKS

28 DELEGATING FOR SUCCESS

Over 88 years, this one-stop shop has evolved with the times while keeping the close and comfortable atmosphere their customers have come to appreciate

From running two independent paint stores to running the trails of Tennessee, we catch up with Zach Maddux from Columbia Paint

Empower your staff and reduce your workload

22 A LEGACY OF DEDICATION

Add the category to your store and start seeing prints, patterns - and profits

12 MAUMEE PAINT & SUPPLY

We say farewell and best wishes to ALLPRO advocate, colleague, and friend, John Shingledecker

40 NETWORKING WITH NEXTGEN

The Fort Wayne, Indiana, paint company celebrates 100 years in business with a big parking lot party, and plans for the next century

24 HR CORNER

Navigating different personalities in the workplace

34 GET IN THE WALLPAPER GAME

Get to know outdoor sport enthusiast, pitmaster, and NextGen retail member Taylor Cole

C o ng r a t ul a ti o n s to the n ew ad d i t i on t o ou r A L L P R O fa mi ly !

Welcome to our ALLPRO family! Please join us in welcoming WALLPAPER, PAINT AND MORE, with two locations in the St. Louis, MO, area, to the ALLPRO family of independent retailers!

Congratulations to the following members on their recent expansions: AUBUCHON HARDWARE has opened four new stores, located

CTAG N HANDLE EXTENSION POLES

in Pennsburg, Phoenixville, Royersford, & Dublin, PA; CANPRO DECORATING PRODUCTS COOPERATIVE has added three new stores - CROWFOOT BENJAMIN MOORE and CENTRE STREET PAINT in Calgary, AB, and LES CREATIONS REKA INC. in Levis, QC; HOME DECOR GROUP opened a new store, located in Pembroke, MA; MARK’S PAINT MART will be opening their second store, located in Lafayette, CA; REGAL DECORATING & PAINT CENTERS, INC. has opened a new store in Boynton Beach, FL; and SUNSET PAINTS has opened their sixth store, located in Marietta, GA.

If you are involved in a community event, special

VOLUME 7 ISSUE 6

N CA

FO R VI D

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SHARE project, charity, or are celebrating a milestone, YOUR please share your news with Susie Fontana at NEWS! susie.fontana@allprocorp.com

ALLPRO Leadership board president Mike Weber Executive Vice President Mike Beaudoin Vice President of Merchandising Scott Morath Chief Financial Officer Jonathan Garrett Marketing manager Susie Fontana LENGTH OPTIONS

About ALLPRO Independent We are a bimonthly publication dedicated to strengthening the ALLPRO community with relevant stories and news. Your suggestions, opinions, and feedback are encouraged.

How to Reach Us ALLPRO Corporation 4946 Joanne Kearney Blvd., Tampa, FL 33619 Or contact us at 813.628.4800 or by email at allpro@allprocorp.com

on the cover:

All publishing services provided by Gallon Creative www.galloncreative.com

Maumee Paint by Chris Kausch

2'-4'

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Pictured (back row L to R): Keven Wasson, Cabinet Designer; Charlie Tolley, Paint Sales; Stacy Parkes, Paint Department Manager, Mauri Kuhn, Owner.

Front row: Emily Redelman, Social Media Ambassador, Cheryl Wayt, Design Consultant

6 | November/December 2 024 | ALLPRO INDEPENDENT

SPOTLIGHT | SH E L BY V I L L E PAI N T, FLOOR I NG & M O R E

shelbyville paint, flooring & more uch has changed since 1936, when John and Mary Wetnight opened Shelbyville Paint & Wallpaper in Shelbyville, Indiana. On Saturdays, area residents typically went to town to shop for groceries, watch the latest flick in one of the many movie theatres, and run the rest of their errands, sometimes shopping at the store until 11 p.m. Then on Wednesday afternoons, the businesses in town closed and John went fishing.

Now, 88 years later, Shelbyville Paint has transformed with the times, including hours of operation and ownership, to even a name change to reflect the store’s growing product offerings. Shelbyville Paint & Wallpaper is now known as Shelbyville Paint, Flooring & More, a moniker that references the floor covering that was added in the late ‘70s and has continued to build the business.

Current owner Mauri Kuhn came on board approximately 10 years ago as a flooring installer, a position he worked in until Ray Wetnight, store owner at the time, suggested he purchase Shelbyville Paint.

“In 2019, I decided that I was going to try to buy the place,” Kuhn explains.

“There was an opportunity for me to start working in the store, so I quit installing and started doing some of the measuring and the bidding of all the flooring jobs, and that’s how I learned paint. If you work in the store, you have to learn to mix paint.”

From the early days of having just one paint vendor and a few wallpaper patterns, Shelbyville Paint has expanded to include five manufacturers of paint and coatings and a variety of wallpaper options, window treatments, floor coverings, cabinets, and countertops.

While Kuhn now manages the day to day of the store, he also keeps his hand in the flooring department, handling the residential flooring measurements and quotes, and overseeing much of the custom orders.

“We do custom rugs,” Kuhn says. “We do whole kitchens and baths and window treatment sales and installs. We also have lighting as well. We are a one-stop-shop!”

CHRIS KAUSCH

Shelbyville Paint sells Wooster products, Rust-Oleum, Benjamin Moore, and PPG paint – a manufacturer with which they have a strong working relationship. “We do [work] with the factories and residential painters and DIYers, and so we’ve got to fill all the boxes,” Kuhn details. “And I feel like my paint suppliers have the products that fill those boxes very well. I have great reps that are here on a regular basis. If we ever have questions, they are there for us.”

Another group that has supported Shelbyville Paint is ALLPRO. The store became a member in 2005, recognizing the advantage that the buying group would have on business.

November/December 2024

| ALLPRO INDEPENDENT | 7

“We already had a lot of products that [suppliers doing business through the ALLPRO group offer], so it just made sense,” explains Kuhn. “Any chance that you can get a better price on something in our business, you have to jump on it.”

While the bottom line was what initially brought Shelbyville Paint into the ALLPRO fold, the ALLPRO shows are what will bring them back year after year.

“I didn’t go to my first [show] until 2022. I went to the spring show in Arizona and then I went to the fall show in Colorado. But it was my first experience, and it was awesome,” Kuhn raves. “I love being able to see all the vendors and meet them, talk to them face to face about their products, and put a face to the person you talk to on the phone.”

Networking with colleagues in the industry is also a boon for Kuhn, something there is a lot of at ALLPRO events.

“You can sit down and talk to different people that own different stores and see what kind of problems they’re having, or what they’re having luck with and that kind of thing.”

Kuhn and his staff know how important it is to provide a comfortable place to conversate and connect, with many of Shelbyville Paint’s customers stopping by the store for coffee or a Friday donut.

“The best way I could put it, it’s like, ‘Cheers,’” explains Kuhn, comparing his store, staff and regular customers to the popular sitcom from the ‘80s. “We have coffee and free pop. Sometimes our local contractors and customers will come in, sit down, drink coffee, and read the paper. I buy donuts from a local bakery on Friday and everybody kind of knows that. My customers and my employees are great! This store is nothing without them.”

Sounds like a place where we’d want everybody to know our name.

fast Five : Q: What is your favorite paint color?

Benjamin Moore, Revere Pewter HC-172, because a lot of people buy it.

Q: What is somethingg you can't live without?

Coffee in the morning and my family in the evening.

Q: W hat is your go-to hot spot in shelbyville?

It’s called Capone’s. It’s a little bar on the corner and it’s a cool little spot to hang out. They have a lot of live music and garage doors as windows that open in the summertime.

Q: W hen not at work, what can we find you doing?

I have three kids, so I am usually at a sporting event – basketball, baseball, tennis, volleyball, or motocross. And if I’m not doing that, I’m probably helping my dad farm.

Q: W hat is the worst paint spill you've ever experienced?

Our building sits on an alleyway, and we own the parking lot beside us. Well, one of my paint guys had eight gallons of safety yellow and two boxes. He thought, ‘I’m gonna save a trip and just take them both at once.’ In the middle of the road the box broke, and the paint fell out. I ended up going home and getting my power washer and power washing the alley. We blocked off the alley so nobody could drive through and get paint on their car.

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Pictured: Caroline, sales associate; Patrick, owner; Gary, previous owner.

12 | November/December 2 024 | ALLPRO INDEPENDENT

SPOTLIGHT | MAUME E PAINT & S U P P LY

maumee paint & supply ot everything that came out of COVID-19 was negative. In fact, for Maumee Paint & Supply owner Patrick Olson, one positive thing that the pandemic provided him was an encounter with a fellow independent owner that not only led to a supportive working relationship but to his current position with the century-old store.

“Gary [Crossgrove], the former owner of [Maumee Paint & Supply], and I connected during COVID. We operated stores about an hour away and we started exchanging products because of supply chain issues,” Olson explains. “Everything with COVID made it tough in the paint industry.

Having a friend in the industry helped us survive during that time.”

The product swap led to the two talking about Crossgrove’s succession strategy as he was nearing retirement. Having been interested in owning his own store, Olson offered to purchase Maumee Paint & Supply and took over ownership in 2022.

“And here we are just over two years later, celebrating 100 years of the entire business and looking forward to growing bigger and better things,” says Olson.

Crossgrove and his family members were just a few of the special guests at Maumee Paint’s 100th celebration event, held on Friday, September 13.

Vendors like Benjamin Moore, Graco, PPG, and Rust-Oleum attended, and many of them ended up setting up booths in the store’s parking lot, alongside a large bounce house, dunk tank, and radio station K105 that was broadcasting live from the party.

“We had others stop in that hadn’t heard about us and wanted to see what was going on. We told them who we were and [invited them to] meet vendors, and learn a bit about the paint industry,” Olson says. “And obviously to throw balls at the dunk tank and enjoy some food.”

CHRIS KAUSCH

Over the last 100 years, Maumee Paint has had a colorful history in the Fort Wayne, Indiana, community. From humble beginnings as a small, family-owned business selling O’Brien’s “liquid velvet” paint on Maumee Avenue, to subsequent locations and expanded premium product offerings from Benjamin Moore, California Paints, Old Masters, PPG, and Wooster, the store has steadily evolved to serve its customers. Maumee Paint’s current location at 302 Stone Pointe Drive in Fort Wayne was built in 2003 and has the capacity to sell hundreds of gallons of paint.

“There are advantages to working with an independent and locally owned paint and supply store,” Olson explains. “Attention to detail, customer service, and loyalty are just some of the benefits when you go to an independent store.”

November/December 2024

| ALLPRO INDEPENDENT | 13

It’s a store model that Olson would like to duplicate in the Fort Wayne area, and possibly beyond.

“I would see here in Fort Wayne, a vision for another three, maybe four, stores that could definitely survive and thrive in this area,” he shares, adding that he has connections with contractors and stores in other areas outside of the city that could fit into his expansion plans. “I want to stay away from that corporate mentality. We’re an independent store and servicing our customers is priority number one. It’s just one thing that can separate us from our competition, whether it’s the box stores or anyone else. [Our priority] is to provide that face that is not a revolving door.”

Sometimes that steady and unwavering customer service comes at a cost, but it’s something that comes naturally to Olson.

“I’m not one who says ‘no’ a lot of the time,” he shares. “There are customers who have known me for years, and they’ll still call me and ask, ‘Hey, do you have this? Can you get this? And could you deliver it?’ And 99 times out of 100, I say, ‘Yes.’ We provide the quality, but also the relationship.”

Another thing that Maumee Paint does better than its competition is its experience with custom stains.

“It’s a unique type of industry where there is no computer generation for doing custom stains. It’s all done old school, just by eye and mixing and matching,” Olson says. “We do still offer that and quite often, we get others that come here because they’ve gone to someone else and they can’t do it.”

The team at Maumee Paint, comprised of two part-time and four full-time staff, including Olson, are backed by supportive paint manufacturers.

“It’s not just the quality of products, it’s the sales team,” says Olson of his main paint manufacturer, Benjamin Moore. “Their attention to detail and ability to have those relationships are so important.”

Although Olson is passionate about paint, it’s the people and connections that he values most. Since joining ALLPRO at the start

14 | November/December 2 024 | ALLPRO INDEPENDENT

of the year, Olson has been focused on building relationships with vendors, staff, and members, especially those in the earlier stage of their careers.

“There’s not a lot of the younger generation in our industry, and just knowing other people that have the ambitions and dreams that I do is super important. Those relationships are invaluable – you don’t get that with distributors, it’s an ALLPRO thing,” he states.

Olson and his team at Maumee Paint & Supply are grateful for the new affiliation and excited about what the partnership might mean for the store’s future.

“In this day and age, it is super important to have that backing from a large [group] that has our interests at heart so that we can thrive and grow,” he says. “And they’re a super cool group of people.”

Congratulations to Maumee Paint & Supply on 100 years in business!

fast Five : Q: What is your favorite color?

Benjamin Moore, October Mist 1495.

Q: What can't you live without?

Coffee.

Q: What is your go-to hot spot in Fort Wayne?

Black Canyon – they have one of the best filets in all of Fort Wayne.

Q: W hat is the worst paint spill you've experienced?

We had an [oil-based] paint spill in our parking lot. So, we had to get that cleaned up and make sure that we had the right cleanup method so that nothing would combust and start a fire.

Q: When not at work, what can we find you doing?

I’m a big football guy. Huge Pittsburgh Steelers fan. And hanging out with my family, my wife, and our three dogs.

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DAILY MIX | A LLP R O TA LKS

ALLPRO

T A LKS WITH ZACH MADDUX, Owner, Columbia Paint & Wallcovering

Zach Maddux has been working in the family paint business since he was old enough to hold a broom. While he briefly explored other career opportunities outside of the independent paint industry, he was drawn back to his home base with aspirations to manage and grow the business. When he’s not running between his two stores, he’s running ultra marathons or through Tennessee trails. We talked with the co-owner of Columbia Paint & Wallcovering about his history in the industry and involvement in ALLPRO. Al l p ro i nde p e n d e n t : Wh a t i s y o u r b a ckgr ou n d an d w ha t l e d you t o wh e r e y o u a r e t o d a y ?

Z ac h m add u x : My granddad started the business in 1946 and then my dad took over around 1980. I came back full time around 2009. I went to college, went to Middle Tennessee State University (MTSU), and got a business degree, and then worked after college at another place, and then eventually just came back to the paint business.

AI : Te l l m e abo u t y o u r po s i t i o n wi t h Colu mb ia Pain t and w h at a day o n t h e jo b lo o ks li k e for you .

Z M: I’m co-owner with my dad. He’s 73 and he’s slowly stepping away from the business, but I don’t think he’ll ever retire. As far as day to day, I try to have a plan at the beginning of the day for everything I’m going to get done, but that rarely happens. Like Mike Tyson said, “Everybody has a plan until they get punched in the mouth.” It seems like that happens a lot in the paint business – you have a plan, and then something happens – you’re out of stock, there’s always something, right?

AI : W h at i s th e k e y t o y o u r s u c c e s s ?

Z M: The key to our success is our employees, my people. We’ve got a great team. I hired one guy a few years ago who had better job offers at other places, other paint stores. But he chose us because of the culture. He liked that we didn’t have that corporate atmosphere– we are a smaller and closer family. [After we hired him,] we ended up hiring several people that worked with him.

AI : W h at’s your b u s i n e s s p h i lo s o p h y ?

Z M: Creating a culture in the store where people want to work. The customers see that culture, and they appreciate a small business that is close like we are. It’s empowering the staff, being open to good ideas, because a lot of employees have been there a lot longer than me, and a lot of them know a lot more than I do. I’m always taking in ideas from other people or employees and just open to new ideas.

18 | November/December 2 024 | ALLPRO INDEPENDENT

AI: What is a car eer- rel ated o r s t or e goal you ’ r e cu rrently wor kin g t owar d s ?

Z M: Recently, we opened our second store. That was my goal when I came back into the business – to one day have a second store. And so that’s a big goal that we accomplished this year. And as far as the next goal, it’s really just getting this store up and running.

My employees want me to keep opening a few more, so that might happen down the road, but right now, we’re focused on the second store, and just learning how to operate two stores, transferring inventory and everything else.

AI: T ell me ab ou t Colu mbia Paint’s h is t or y wit h ALLPR O. How has in volvemen t in t h e gr o up benefited t he b u s in es s ?

Z M: We joined ALLPRO in 2007 when Mid-South merged with ALLPRO. I learn a lot at the ALLPRO shows in the fall and spring, just being around other dealers. Also, the relationships there have been huge, but also just the buying power and the respect that you get from vendors when they know that you’re an ALLPRO member.

AI: What is you r f avorite AL L PRO b r an d ed pr od u ct ?

Z M: We’ve got a product called QUICK2COAT caulk that’s probably our biggest ALLPRO branded product.

They might not get their paint from us all the time, but they always buy that caulk.

AI: What d oes Colu mb ia Paint do b et t er t han mos t s t ores?

Z M: Definitely our customer service. We’ve been [in Columbia] for so long, we’ve got a good reputation with the community of being a family-owned business.

AI: T ell me ab ou t t he co nnectio ns or r elat ion s hips you have created t hr ou gh t he pain t b u siness.

Z M: I’ve met a few people that I look at as mentors or consultants. Some of the people that have been doing it a lot longer than I have. I talk to them regularly. With my dad being in the group for so long, I know a lot of his old buddies. One of my best friends is Charlie Conroy, who has a couple of stores up in New Jersey with his dad. We only see each other at ALLPRO shows for the most part, but we keep in touch and call each other for advice, or maybe just to vent to each other about working with our dads!

AI: How has you r maj or paint man u fact u r er s u ppor ted yo ur b u s in es s an d con t r ib uted to yo ur s u cces s over t he years?

Z M: Benjamin Moore helped us a lot when we were looking for the location for this new store. And I’m close personal friends with our Benjamin Moore rep,

I’ve known him for a long time. Knowing that he was looking out for my best interest and not just trying to put another feather in his hat for opening up a store was a big help. He wanted to make sure the timing was right.

AI : H ow d oe s C o lu m b i a P a i n t go b e y o n d c ustome r se rv i c e t o p r ov i d e c u s t o m er s wit h a pos i t i v e c ust om e r e x p e r i e n c e ?

Z M: [Something] my dad and my grandparents [started], was we keep customer files of customer cards with a paint sample on it for every gallon of paint that we make. And so, we’ve got cards going back to the early ‘80s of paint colors that people have in their house. I haven’t found any other stores that do that. And none that go back as far as ours do. And a lot of customers love it because they come in and ask for their cards, and they might get emotional looking at their child’s bedroom [paint color] and now their kids are 40 or 50 or something.

Plus, I see my grandmother’s handwriting on a lot of the cards and that’s kind of cool.

AI : W h at d o you li k e t o d o i n y o u r f r e e t ime?

Z M: I like to trail run. You might find me deep in the woods or in the mountains. I run a lot – ultra marathons, the 40 milers, 50Ks. I like to get lost running in the woods for six or eight hours.

AI : W h at i s your f a vo r i t e p a i n t c o lo r ?

Z M: Benjamin Moore, Flint AF-560.

Fast Fiv e: Five What’s your favorite thing about Tennessee?

The weather.

Night on the town or evening in? Evening in.

Best advice ever received? My granddad always said, “You make your money when you buy, not when you sell.”

Last book you read?

“Traction: Get a Grip on Your Business” by Gino Wickman.

Baseball or football? Football.

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Dedication A LEGACY OF

JOHN SHINGLEDECKER

J

ohn Shingledecker joined the ALLPRO family in March of 2000, championing for every single one of our members, consistently advocating on their behalf. John brought with him first-hand experience as a member and a store owner, insights that allowed him to excel in his role as Business Development Manager for the last 25 years.

But John’s success cannot be attributed solely to his expertise or capabilities: he was beloved within our organization and beyond for his dedication to the people, complemented by an unwavering sense of humor. Colleague Chad Gibson describes John as “overwhelming in his enthusiasm” as he recalls the early days of his career, in which John happily served as Chad’s mentor and coach, “showing his love and appreciation for the independent paint channel.” Mike Roesch, who was an ALLPRO member and store owner with John before joining the corporate team, says that the best thing about John is his deep care for others. “It doesn’t matter if it’s a guy in the neighborhood or a guy from the group, he really cares about the individual and wants to know what he can do to help.”

Sales Manager Tim Jefferies shares that “John is totally committed to the ALLPRO family….He worked tirelessly to help improve business while maintaining excellent vendor relations.” These efforts were reflected in a number of accomplishments throughout his decades of service, including a record set for most new ALLPRO members in a single year.

The new members he brought into the group also maintained the best overall performance for many years during his tenure.

This year, we say goodbye to John as he marks the end of his impressive career and begins his well-earned retirement.

While his relentless work ethic and generous contributions to this group and industry will indeed be missed, he leaves behind a triumphant legacy that will live on in all who had the chance to work with him and learn from him. His colleague and ALLPRO Executive Vice President Michael Beaudoin shared that his passion will be dearly missed, adding, “There is no one who can sell the ALLPRO culture like John Shingledecker, as he is one of the architects who created it.”

22 | November/December 2 024 | ALLPRO INDEPENDENT

Please join us in congratulating John for all his work over the years and wishing him all the best in this next chapter.

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NAVIGATING DIFFERENT PERSONALITIES

IN THE WORKPLACE

Though many of us pride ourselves on having employees that feel like family, the reality is that not all people and personalities are compatible. Understand that some employees may prefer to keep their personal and professional lives entirely separate – and that’s okay! So long as they are still engaged with their role and their working relationships remain respectful, this could be a boundary that simply needs to be accepted.

P

eople are shaped by a vast network of factors, from past experiences and genetics to belief systems and hobbies.

These differences among us can be a positive reminder of what it means to be human and an opportunity to see new perspectives. But in some circumstances, these differences can lead to misunderstandings, which over time, can create serious communication problems.

THE IMPORTANCE OF UNDERSTANDING Because strong communication is a vital aspect of a healthy and efficient work environment, finding a way to connect with individuals across the spectrum of personality types is crucial.

When a leader can understand their employees well enough to play to everyone’s strengths and avoid their weaknesses, job satisfaction and employee retention improves, helping you build and maintain a strong team.

One of the ways more and more employers are learning to adapt their management styles to the individual is by using personality tests to better understand their unique disposition, preferred communication style, and other idiosyncrasies that may impact the way they integrate with the rest of the team. When these tools are applied uniformly across the team, it also creates an opportunity for employees to gain self-awareness around these same traits. In fact, hiring agency WifiTalents shares that 68% of employees feel that personality tests have enhanced their communication skills.

According to hiring agency WifiTalents, 79% of organizations in the US are currently using personality tests during hiring and development.

The data collected from personality tests can even act as a guide in terms of how and where to promote and into which roles. For example, individuals that test higher in introversion traits may work best in roles that require deep focus, whereas high levels of openness could indicate someone inclined to creative roles.

24 | November/December 2 024 | ALLPRO INDEPENDENT

THE DiSC ASSESSMENT Based on the work of William Moulton Marston and first described in his 1928 book “Emotions of Normal People,” the DiSC assessment is one of the most reputable personality tests being used in the business landscape and a favorite among executive coaching firms throughout North America. The assessment uses a series of questions to gauge where an individual fits on the spectrum between what Marston identified as the four “primary emotions” and their associated behaviors. Today, we know these four traits as Dominance (D), Influence (i), Steadiness (S), and Conscientiousness (C). The theory behind the assessment asserts that people don’t fit seamlessly into each category, but rather a blend of these characteristics, with some more prominent than others.

This resource is best utilized when results are debriefed in a meeting with the manager, talking through how trends in their personality profile may relate to workplace dynamics or situations. It also might be a good idea to share results among team members who are in close contact to improve collaboration.

COMMON BEHAVIOR PROBLEMS IN THE WORKPLACE Though many of us take tremendous pride in having employees that feel like family, the reality is that even the healthiest workplaces deal with problem behaviors from time to time. Most organizations have experience with employees gossiping, complaining, using inappropriate language, or even being insubordinate. In most cases with a variety of personality types, this kind of behavior is not malicious in nature or so incessant that it causes significant disruption. A leader may have to address the behavior, but that simple intervention is enough to rectify it.

WORKPLACE BULLYING: WHEN DIFFICULT BECOMES DANGEROUS There is a point in time where disruptive behavior crosses a line from problematic to bullying and harassment. As a leader, it’s important you recognize the signs and take swift action to restore and maintain a healthy work environment. A failure to do so could be detrimental to your entire workforce, or even result in legal action.

Workplace harassment can do more than harm the wellbeing of team members, it can have a negative impact on performance and productivity, too – and not just for those being victimized.

Discover how you can protect your workforce in advance, detect problem behavior quickly, and find a suitable solution effectively.

thE BENEFITS OF A PERSONALIZED APPROACH TO MANAGEMENT COMMUNICATION Conflict Resolution: When we have a base understanding of how an individual and ourselves handle conflict, we are better equipped to find a productive solution.

Avoid Miscommunication: We can adapt our communication style to best suit the message and the recipient when we have the insight required to know how people prefer to receive feedback (direct or gently).

Increased Empathy: Managers who take a considered approach to their working relationships encourage their employees to do the same, taking care to look at even complicated situations through the perspective of others.

WORKPLACE BULLYING DEFINED:

Greater Self Awareness: Exercises and discussion that involve examining how we and others approach communication, conflict, and motivation lead to increased understanding of our behavior and even our career goals.

Verbal, non-verbal, psychological, or physical abuse that takes place during company time.

November/December 2024

| ALLPRO INDEPENDENT | 25

SAFEGUARDS The best approach to workplace harassment zeroes in on prevention.

Here are a few proactive safeguards you can put in place today:

Clear Policies in Your Employee Handbook:

Create a clear code of conduct that outlines which behaviors will not be tolerated and the consequences of any violations. Ensure this document is made available to employees when they are first hired.

Empower and Educate Employees:

Based on a survey by the Workplace Bullying Institute, 30% of workers have had direct experience with workplace bullying.

Promote a culture of positivity and inclusion by leading by example and having senior leaders speak up when they see mistreatment. You can also provide in-house seminars relating to the issue of workplace bullying and foster an open door and dialogue surrounding the topic.

Confidential Reporting Mechanism:

Whether it’s a secure box where employees can submit anonymous concerns in writing or a designated staff member committed to confidentiality and available for counsel, this tool can be a beacon of light for someone experiencing workplace harassment who is fearful of retribution from their bully.

Detailed Action Plans:

Spend some time developing an action plan that outlines steps that will be taken if inappropriate behavior is discovered. Try to be specific as possible. Bullying dynamics can be rife with emotions for everyone involved, including the leader or manager who must confront the issue. Having a framework in place from which to operate can ensure these emotions can be kept in check and a fair, timely, and uniform solution can be put in place.

Reward Positive Interpersonal Skills:

Include interpersonal, communication, and conflict resolution skills as an aspect of your employees’ annual performance review so you can offer praise where appropriate, document any concerns, and ensure individuals who are promoted have the necessary relational skills.

Conduct Exit Interviews:

Employees who are moving on to their next workplace may be willing to offer insight regarding problem behavior that current employees are not.

WARNING SIGNS Adult bullying sometimes takes more covert forms than classic schoolyard bullying. Look out for the warning signs: A bully may engage in the following behaviors: Coercion: A bully might inflict their will on another person, having them do things they aren’t comfortable with.

Intimidation: They may assert their social power or real authority to convince victims to remain silent.

Manipulation: A bully could distort information to conceal abuse.

Exclusion: Perpetrators might deliberately try to exclude or isolate the individual.

Minimizing Concerns: If questions are raised surrounding the abuse, they may deflect these concerns and minimize any noticed red flags.

26 | November/December 2 024 | ALLPRO INDEPENDENT

Unfair Criticism: Constant beratement that goes far beyond constructive criticism might be a part of their bullying tactics.

Gaslighting: The abuser will attempt to make the victim question the reality of the harassment.

Threats: They may threaten to harm the targeted individual if they speak out.

In response, the targeted individual may take great lengths to avoid interaction with the bully, appear dejected or anxious, express increased or displaced frustration, and display a lack of confidence. There could be an increase in absenteeism – a trend that could extend to other team members as well depending how long the bullying goes unchecked. You may start to notice reduced morale, higher employee turnover, and even an increase in accidents as employees feel on edge and out of focus – costly consequences for any sized company.

SOLUTIONS When intervening in a bullying situation, there is not always a clear path to resolution. Oftentimes, a leader may have hesitations.

Typically, bullies tend to be in more senior positions – some have even achieved their status due to their aggressive approach to management; fear can be a powerful motivator in terms of generating results. Or perhaps you as a leader were responsible for bringing this individual on board, which would require admitting that an error in judgement was made. There is also the matter of personal relationships and rapport, which are common in small business settings. Know that it’s normal for leaders to feel some amount of guilt and shame when grappling with a bullying situation. Take time to check in with your own mental health as you navigate this crisis and ensure you receive adequate emotional support so that you can effectively steer your staff back into a healthy working environment.

Here are some potential remedies you may want to consider:

REASSIGN ROLES: If the bully has direct reports, it’s a good idea to reassign their role so they are no longer able to take advantage of their authority.

OFFER PAID LEAVE: If you are unsure how you’d like to approach the situation, you may want to place the offending individual on temporary paid leave to buy yourself some time without continuing to endanger your employee’s welfare.

OFFER A SECOND CHANCE: Depending on the severity of the

bully’s behavior and your investment in them, you may want to offer them a second chance. Expert Dr. Gary Namie of the Workplace Bullying Institute suggests establishing a “two strikes” policy so that the bully has an opportunity to change their behavior while boundaries are made clear.

DOCUMENTATION: As soon as you are made aware of bullying, it will be important for you to document any relevant information.

Have employees fill out incident reports or file formal complaints.

Upon addressing the issue with the bully, have them sign a document that asserts they have violated the code of conduct and outlines a plan for improvement, which is conditional upon their employment.

TERMINATION: Although offering a second chance is a reasonable approach in some situations, it’s wise to adjust your expectations: anger management courses and sensitivity training often aren’t enough to remedy bullying behavior. You may have to part ways with this individual in order to protect the rest of your staff and the culture you’ve built.

As you determine the best course of action for your business, it’s a good idea to consider the victim’s vantage point as well as the rest of your staff. It will be important to communicate to everyone that harmful behavior will not be tolerated to avoid more of it in the future. For the victim, it will be important for them to feel protected and validated by their employer.

There is no doubt that dealing with a bullying issue is difficult for an employer, but character is defined in challenging times. If handled with integrity, this could be an opportunity to strengthen your workforce and demonstrate your company values in a highly visible way. Show your staff that there is plenty of room on the high road and they are likely to follow suit.

Once your bullying situation has been handled, it’s a good idea to reflect on what you learned and update any employee handbooks or policies in accordance with any new insights gained.

TIPS FOR A PRODUCTIVE CONFRONTATION One-on-One: To avoid further disruption in your workplace, it’s best to discuss your concerns with the offending individual in person and in private.

Be Firm with Facts: Some bullies are skilled manipulators who will use emotional appeals, gaslighting, or dismissal tactics to avoid taking responsibility. Clearly state the behavior in question and why it is not acceptable.

Be Descriptive: Some bullies lacking emotional support or regulation skills may need additional help to understand their behavior. Some experts recommend describing both appropriate and problem behavior so they can better distinguish between the two.

DELEGATING DELEGATING FORSUCCESS SUCCESS FOR

Delegating is an essential aspect of growth within every business.

It’s what frees up a leader’s time to focus on opportunities and improve operations on a broader scale. But for many small business owners, whether they grew up in their shops stocking shelves or started their business leading every department, this can be a big ask. Discover how thoughtful delegation can help you empower your staff and reduce your workload using the steps below:

CLARIFY PRIORITIES

KEEP AN EYE OUT FOR TALENT

Examine your current workload using the Eisenhower Matrix, a tool that assigns tasks based on where they fall in the following four categories:

Keep an ongoing list of the tasks that have potential for delegation, and look to your staff and their skillsets, readiness, and areas of interest to find potential matches. When a task is reassigned to the right team member, it can actually work towards greater employee loyalty and retention.

·

Urgent & Important

·

Urgent & Unimportant

·

Nonurgent & Important

·

Nonurgent & Unimportant

PROVIDE GUIDANCE

This exercise should help identify tasks that require your immediate attention as well as tasks that may be a waste of your efforts and better passed along to someone else or removed all together.

Placing new responsibilities on a team member requires adequate training and follow-up. Consider having the employee shadow you as you complete the task for a few days so they can learn the ropes, drawing up new materials for their reference, and providing constructive feedback to allow room for improvement.

KNOW YOUR STRENGTHS (& WEAKNESSES)

FOCUS ON THE OUTCOME

Looking at the prioritized list, determine which items are tasks only you can do – things your knowledge base and skillset make you most adept at completing. Try to find opportunities where other employees might have an opportunity to show their talents – even if it takes guidance to get them started.

When a new team member takes on a new task, it’s only natural that they might take a different approach than yours. It’s important to remember that the final product is more important than their process: focus on results so team members have opportunities to grow and learn on their own terms.

TRACK YOUR DAYS

HAVE PATIENCE

Try tracking the way your time is spent for a set period to get a better sense of which tasks take up the most time. If there are any particularly lengthy tasks that could be passed off, write down the exact steps and consider training an individual to take it over.

28 | November/December 2 024 | ALLPRO INDEPENDENT

Delegation is a process, and it may take some time before any outsourced work returns to the efficiency it once was operating at.

Experts recommend delegating one or two tasks at a time to ease the transition and ensure you can devote enough time to seeing through the transfer of any knowledge or materials.

TALKING THE TALK: A GUIDE TO CREATING YOUR INTERNAL COMMUNICATIONS STRATEGY You can tell a lot about a business from the way their employees communicate.

From informal watercooler chatter to company-wide memos, these everyday exchanges and updates are a critical aspect to business success. Although easy to overlook, simple changes in your approach and planning can transform the way your staff maintain a shared vision for the future.

BENEFITS OF A STRONG INTERNAL COMMS STRATEGY •

A cohesive and coordinated team

•

A streamlined approach to product knowledge and training

•

An engaged and informed workforce

•

Enhanced customer service

•

A respectful workplace environment

•

Encouraged innovation

EXPERT ADVICE It’s important to understand as a leader or owner that internal communications are not just a top-down tool – it should be viewed as a dialogue wherein employees also have avenues available for expression, too.

Whether you’ve invested time and effort into it already or not, your company is engaging in internal communications everyday: they share company news, performance feedback, organizational updates, and day-to-day communications. This information can take the shape of emails, internal document folders, town hall meetings, group messaging threads, bulletin boards, or any other regular channels that you’ve deemed work for your business.

While these tools are a critical aspect of a leader’s ability to foster the collective within their team, clarify their goals, and communicate expectations, they should also offer employees the opportunity to be a part of the dialogue and share their perspectives.

A comprehensive internal communications strategy will serve as a framework for the flow of communication and information within your business.

•

OBJECTIVE: Define your goals and tackle which strategies are best equipped to accomplish them.

•

KEY MESSAGE: Determine the critical information related to these objectives.

•

AUDIENCE: Create a list of all necessary individuals as they relate to each key message. This list may differ depending on which goals and strategies the messages are related to.

•

CHANNEL: Choose the best communication tool for each message.

•

TIMELINE: Develop a calendar to identify frequency and timing of any communications.

•

ASSIGN ROLES: Identify individuals responsible for the creation and distribution of specific communications.

•

MEASURE EFFECTIVENESS: Put metrics in place to determine the effectiveness of your communications, while ensuring there are channels available for employee feedback.

By approaching communication with a strategic mindset and thoughtful framework, leaders have an opportunity to set an intentional tone regarding their company’s culture, infusing their values into every interaction.

November/December 2024

| ALLPRO INDEPENDENT | 29

SMALL BUSINESS INSIGHT A single-location store will have different communication needs than a multi-state operation, which will naturally reduce the number of resources available for large communication. This is completely fine and to be expected: a smaller workforce will intuitively rely more on personalized communications like regular team meetings that lean into the distinctive culture that usually exists within smaller-scale business teams. A small staff could require a simple single-page document to clarify their internal communication strategy.

YOU SAID IT

ALLPRO members share their insights on successful delegation “In our experience, we find delegation to be key to success in our stores. We trust our location managers to operate their locations and manage their teams with the expectation that they share day-to-day responsibilities with their teams. Sharing responsibility and delegation in the stores keeps teams engaged and interested in growing their careers with Ring's End.” – Scott Herling, Ring’s End, Inc. “We’re lucky to have a company where our team likes and respects one another! But sometimes people feel like they’re asking too much of their employees, so they try to take everything on themselves – this can lead to burnout fast!

We’ve found that good delegation balances the load. It makes work easier and our team happier and stronger. One of the ways we delegate in our stores is Areas of Responsibility or AORs. Store managers identify different areas in their store to be maintained and restocked, then assign employees to their AOR. Employees with AORs actively work on their sections, the work is more equally distributed, and the store manager is able to better focus!”

- Jim Mallory, Mallory Paint Store

30 | November/December 2 024 | ALLPRO INDEPENDENT

“Our team uses a 1v1 management style. Each of our leaders meet with their team members individually once a week. For me – it is very led by my employee. They tell me about how this week went, their goals for next week, and I find out if they need anything from me. Then, they go to work and do their job without me! They always know they can reach me if needed. Our entire company uses this management style, and I love that it provides structure to our week, but also allows our people the freedom to do their jobs!”

– Gentry Stafford, Spectrum Paint

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Going Live

How Purcell's modernized with Rundoo

by Todd Halbig Owner, Purcell’s Wallpaper & Paint

DeWitt, NY

PURCELL’S was incorporated forty-eight

years ago by the four Purcell brothers. I jumped into Purcell’s when I was 16. I was hired by one of the brothers, John Purcell. The way the story goes, I walSed into the

store and big Rich, one of the brothers

said, We don’t need youa. I was ready to leave, but John came running afer me saying “o, no, no, come back..

So I started sweeping and stocking shelves at Purcell’s almost 30 years ago. I was shy, quiet, and kept my head down. I was intimidated by the older staf members because they were always busy and in a hurry.

At the time, we had three stores. Within the community, working at Purcell’s was viewed as a worthy job. Jobs like that were hard to come by, where people could work and make a good living. I got to know the family members, too. They were all involved and kind. I was happy to be a part of Purcell’sN All through college, I worked summers and weekends at Purcell’s, really whenever they would let me. I had plans to pursue exercise physiology, but I enjoyed the physical elements at Purcell’s more, the unpredictable nature of the paint store, one minute making an espresso for a customer, the next solving problems, and not being tied to a desk all day.

by Rundoo | November/December 32sponsored 2 024 | ALLPRO INDEPENDENT

About 10 years ago, John and I bought out the founding brothers, and 3 years ago, Neal (Purcell) and I bought out John. There’s a lot more weight and responsibility as an owner and it’s been a rewarding journey to this point.

Over the years, Purcell’s has always pursued ways to improve the business, embracing the best technology for the paint industry. We were one of the first paint stores in the country to use a photo spectrometer to analy e paint to color match! It’s no surprise then, with our tradition of exploring advancements that we decided to use Rundoo.

Oue.ineustey.is.slow.ane.wr.wrer.rxcitre.about.thr.statr. of.thr.aet,.moeren.trchnology.that.Runeoo.ofrered.

Our POS had become dificult to deal with for several reasons. It was antiquated with limited flexibility, like needing to work with a specific computer and credit card machine, and the relationship wasn’t there. We didn’t feel the friendly partnership, a dynamic that I appreciate and value more and more with time. We’re a small business that’s had to be nimble over the years, managing a pandemic, a changing industry, and adapting

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Max,

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Since moving over to modern tool

undoo, we’ve enjoyed the eficiency of a

finding colors,Õ customers, etc through their

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I’ve

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and

automatic launching of new tabs. This is helpful for when, for example, I want to click into and look at a product from a sale.

With a new tab, I don’t lose my place and spend time hunting for the sale info again.

We are all about speed and that simple workflow experience has made a big diference. And a recent small product update that has been a welcomed experience is the new cancel button for credit card transactions, to quickly v out of transactions if we have to so we~re not waiting for a minute when it cancels.

That’s been awesome!

Operationally, our back ofice team meets with Success

team

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to

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experiences

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workflows that we experience on the floor and they experience as admins, understanding our pain points and prioritising product feedback for development. It’s been a rewarding partnership so far and we’re looking forward to upcoming releases that we’ve collaborated on, like improved Statement designs and Job Account functionalities. Excited to see what’s next with Rundoo!

Meet with Rundoo!

We’re a team of 20 people and 5 dogs. We have family in the trades and professional experience in technology—Google, Apple, Meta, and others. Our mission is to empower paint & hardware stores with the best technology.

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INTERESTED IN SELLING WALLPAPER? GIVE IT A RIP! Gone are the days of your grandmother’s wallpaper, with its dated patterns and colors, full walls and borders. From kitchens in various sizes of orange plaid, to bathrooms in faded shades of blush and blue that were tricky to put up and impossible to remove, wallpaper developed a bad rap.

Until now. Wallpaper has made a comeback, this time bringing with it easy-to-install and remove applications, new doses of prints and patterns, and manufacturers ready to help you bring the category into your store, leveraging the trend and helping you to sell the paper and ultimately sell more paint.

Benjamin Moore's MEDIEVAL GOLD 2152-10

PPG's GOTHIC GOLD PPG1208-7

“Everything we do in the independent channel is about how we attract customers.

How do we establish ourselves in the market as a design resource so that we can sell more paint?” says Sharon McGuckin of JC Licht, and chair of the ALLPRO Decor Committee.

McGuckin is confident that wallpaper is one key to staying current.

“I did a powder room and my daughter’s doing it in her nursery, which we’re really excited about,” she shares. “It’s definitely having a resurgence.”

McGuckin says that the younger generation embraced decals and murals for their college dorm room, saving the wallpaper industry. “They don’t have all the trauma someone my age did when watching my mom scrape it off. You can change this out very easily.”

Last year, the Decor Committee brought in Tempaper, a stylish peel and stick program, hoping to grow the category and support members that already offer it in their stores and others who are looking to give it a go.

“Having wallpaper books and selling wallpaper differentiates you from the big box stores,” McGuckin explains, adding that wallpaper is the number one searched word in the industry, specifically peel and stick. “It appeals to a wide demographic because it’s easy to install and easy to remove. People are finding that it’s just easier and everything needs to be easier nowadays.”

Even high-end manufacturers are developing peel and stick, recognizing the changing trend from traditional paper to something more accessible for renters and homeowners.

“You can be a renter, you can be someone who is 10 years out from being an empty nester and doesn’t really want to make a commitment, anybody can be in the game… because it comes off,” McGuckin says. “It’s great for young people. It’s great for people living in a city. It’s great for college, it’s across the board - everybody can be in it.”

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PPG's ABBEY WHITE PPG1104-2

GETTING IN THE WALLPAPER GAME Whether you’re a pattern lover who encourages customers to integrate papered and painted walls or simply sees selling wallpaper as a way to maximize revenue, before you add the category to your company, consider the following suggestions, straight from ALLPRO members:

UNDERSTAND THE APPEAL Wallpaper can significantly impact a room and home, bringing in style and personality. It’s an easy way to bring in character and an emotional quality to a space.

“Wallcovering adds an element that paint alone can’t do,” says Shannon Dusosky Scarrella from Hirshfield’s and member of the ALLPRO Decor Committee. “It provides personalization to a space.”

Renata Eschmann from Color Wheel agrees. Her family has been selling wallpaper since her grandfather and father opened the business in 1965.

“Paint and wallpaper is the foundation of our family. We’ve been at it for a very long time,” she explains. “We’ve gone through all the types of ways that wallpaper has been sold from special order to in stock, and what we found was that wallpaper is very personal. People get moved by pattern – it’s a range of emotions.”

KNOW YOUR MARKET Before adding wallpaper as a category in your store, consider your customers and the area you do business. Understanding the demographics and psychographics, like your audience’s values, attitudes, interests or lifestyle choices, will aid you in determining what styles or manufacturers to carry and how it might sell.

“Know your market, including the socio/economics, and the architectural styles in the area,” says Jason Morris from Douglas & Son Inc. “A wallpaper department is not a get rich quick investment and could be a significant financial drain if not done right.”

Eschmann knows her store’s market, and tailors their wallpaper books and vendors to their high-end clientele.

“We are just outside of DC in McLean, Virginia, and we have a pretty sophisticated market,” she explains. “You have to look and see where you are and who your clients are, what their home values are, their disposable income.”

Andy January is appealing to a different market. At his store in Akron, Ohio, they sell overstock and closeout wallpaper, but also offer special order and have a large selection of books, from less expensive to big-ticket books.

Years ago, to attract the middle-class customer in his region, January bought 10 second ads and played them in the afternoon during the soap operas. “When All My Children or General Hospital ended at four o’clock, the phone rang continually until five o’clock,” he tells.

WORK WITH VENDORS “Review the vendor options available from ALLPRO,” Dusosky Scarrella suggests. “We have a nice variety to select from that can service you and help get you started, whether you are looking for traditional wallpaper or peel and stick, either can give you an entry into wallcovering.”

The ALLPRO website provides a list of vendors that offer wallpaper.

“I would start with one ALLPRO manufacturer. The local rep will tell you everything you need to know,” McGuckin says.

STOCK WALLPAPER BOOKS With the rise of wallpaper and shoppers gravitating towards spaces with color, pattern, and texture, competition with online sales has also increased. There are outlets galore offering online purchasers with juicy florals, animal prints, edgy geometrics, and leafy patterns.

But how accurate is what you see online as compared to what you actually receive?

“We have online competition and the differentiator for us is we will have the book,” McGuckin says. “We charge for ordering samples and we will take that charge off of your full wallpaper purchase.

Our sales went through the roof because now [customers] have skin in the game.”

When the samples arrive at the store, JC Licht staff add the company sticker to the back so that the contact information is easily available when the customer is ready to place an order.

“There are many brands and companies selling wallpaper online, but we have found customers still want to see, touch, and feel the wallpaper,” Dusosky Scarrella says. “Parade of Homes in many markets are featuring wallpaper in bathrooms and master suites, so consumers are seeing it! Since we special order all our wallcovering, we don’t have inventory to manage.”

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As for knowing how many books or patterns to start with, Morris encourages a variety of options for a wide demographic.

“Plan to invest in a good library of books at appropriate price levels for the customer base you are going after,” he shares, adding that they have more than 500 books in their library. “We do not stock any wallpaper. Most orders arrive within seven to 10 days and people are happy to wait for their paper while they make all the preparations for hanging the new paper.”

“I would encourage people to sign up for at least three book plans.

And that they have a good, consistent supplier,” Eschmann adds.

HIRE OR TRAIN STAFF To successfully sell wallpaper in store, you’ll need staff that are trained and knowledgeable in the products available.

“You do have to have staff that knows what’s in the book,” explains Eschmann. “We have over 600 wallpaper books, and the staff really knows what the different styles are, and not only the different manufacturers, but the individual books. They can help guide the customers more quickly than the customer having to look at all the different books until they find something that they like.”

“The biggest piece of advice is to have staff who have patience and passion for people, and are excited about decorating,” Morris shares. “[Someone who] knows the books that are on your shelves.

[Someone to] talk to your customer and get a vision of their vision for their space.”

CREATE AN INSTALLER LIST According to ALLPRO members, it’s important to have an installer list, or a list of professionals that you trust to hang the wallpaper.

“You need a wallpaper hanger that you can rely on,” McGuckin suggests. “Look up who’s buying wallpaper paste from you and call that person and start a relationship with someone.”

Dusosky Scarrella agrees. “Reach out to local paper hangers and contractors in your market and get connected.”

“We do not have wallpaper installers on our staff,” says Morris.

“We do keep a list of highly qualified wallpaper installers. We currently have eight people on our list and they are very busy.

We always pass out the list with the recommendation to interview them over the phone, ask their prices and their time frame for installation. All of the contractors are excellent.”

HAVE A MARKETING STRATEGY Stocking wallpaper is step one. Now it’s time to communicate your new category to your customers. From window displays to Instagram posts and mood boards, ALLPRO members share five ways to make your marketing memorable.

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Buy the words on Google: With DIYers and home renovators spending their time searching for paper and patterns on the World Wide Web, it’s in your store’s best interest to buy the appropriate words on Google and ensure people know you sell wallpaper.

Have a social media presence: Leverage the current Instagram craze and highlight your wallpaper in regular posts. At Color Wheel, Eschmann and her team feature Wallpaper Wednesday on their Instagram account at @colorwheel_mclean and showcase a different pattern or room every Wednesday.

Do a window display: According to McGuckin, hanging bold and bright wallpaper in the storefront window is an easy and inexpensive way to let people know that you sell wallpaper. “All the wallpaper vendors will give you drops which are partial rolls. You throw that over a curtain or shower rod and put them in your window,” she details. “We buy magnets, and we magnetize the bottom so that it hangs and weighs it down.” Change it out with the season, holiday, or just for fun!

Create mood boards: To help your customers, and encourage paint sales, put a collage or mood board together, pulling in paint colors from the wallpaper pattern and display it on an easel. “If the wallpaper has blue, pink, and yellow, we take three Benjamin Moore paint samples and we build a mood board,” says McGuckin. “We have Mood Board Monday. We put it on social media and show how you can tie it all together.”

Start with a sale: “If someone’s just getting into it, they’re going to need to promote it,” says Eschmann. “We typically do two annual sales, one in the fall and one in the spring. The spring one is generally after Easter when people have come out of the gray days of the winter and they’re looking to spruce things up.”

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HANDMADE IN THE USA SINCE 1961

INDEPENDENT | NE XTG E N

1. HE GOT HIS START PACKING AN OUTDOOR GAME When Cole was a youngster, he and his sister helped at the store by packing up a game his grandfather had locally fabricated to sell in the store.

“It’s kind of like horseshoes, but it’s called quoits,” Cole explains. “Years ago, my first job was packing them into the boxes, so folding the boxes up, putting the rings in and the two posts and taping them all together.”

While Cole also held other roles in his youth, including as a lifeguard, most of his summers through high school and college were spent working at Cole’s Hardware.

“I always knew I wanted to be in the family business in one way or another.

Growing up around my grandfather, uncle, and my dad, always being around the hardware store, I always just knew I wanted to have some part of it in the future.”

2. HE’S IMPLEMENTING NEW SYSTEMS Though Cole’s Hardware has a variety of departments, Cole is primarily focused on the marketing and merchandising of the paint department.

“I’ve been working more recently with our marketing manager on the strategy around our marketing and how we go to business and also some IT stuff,” he says, adding that they implemented a new ERP (enterprise resource planning) system four years ago. “I’ve been on the back side of the implementation and the continued evolution and optimization of that product.”

Networking with

Get to know outdoor sport enthusiast, pitmaster, and NextGen retail member Taylor Cole Taylor Cole is a man of many talents. As the fifth generation of Cole’s Hardware, Cole grew up packing boxes and stocking shelves at the family store, long before joining the team in marketing and merchandising. Now the up-andcomer is optimizing IT systems and developing merchandising plans before hitting the slopes, smoking a brisket, or taking to the water.

Here are four other things you might not know about our NextGen retail member hailing from Pennsylvania.

3. HE’S HAVING FUN IN NEXTGEN While ALLPRO NextGen events have been a great opportunity for Cole to learn from other like-minded individuals, especially those in family businesses, the highlights of the get-togethers continue to be the laid-back activities that fall in his wheelhouse.

“When we were at [the] Benjamin Moore [ALLPRO NextGen event], they did a networking event at Stumpy’s Hatchet House,” Cole explains. “It was just a cool event – you’re throwing hatchets at the wall and hanging out with a small group of people, floating around and connecting.”

4. HE’S AN OUTDOOR SPORT ENTHUSIAST When Cole walks out the door after a long day of work, in the winter, he’ll head to a mountain to snowboard, but if it’s summer, you can find him out on the water.

“I was a competitive swimmer through high school and college and it’s something that I still love,” Cole shares. “I’m also a big-time boater. And in the last couple of years, I’ve been getting into barbecuing, like smoking and cooking right over the fire.”

WHAT'S THE BEST PIECE OF ADVICE YOU'VE EVER BEEN GIVEN? Be yourself.

WHAT'S YOUR FAVORITE COLOR? Benjamin Moore, Essex Green HC-188 WHAT KIND OF MUSIC DO YOU PLAY IN THE STORE? Pop rock, classics, a broad spectrum of whatever is out there.

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WHAT MIGHT OTHER NEXTGEN MEMBERS BE SURPRISED TO LEARN ABOUT YOU? Years ago, I was on “Nickelodeon Slime Time Live.” I made it to the final round, and then I got doused with the slime.

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AS AN ALLPRO MEMBER, WORKING TOGETHER TAKES YOU FARTHER THAN GOING SOLO.

ALLPRO membership takes you further together than you would alone. You're never on this journey by yourself; we share knowledge, support one another, and thrive as a community.

Together, we unlock greater potential and achieve success.