In Business Magazine - April/May 2020

APR/MAY 2020

Healthcare: Wellness Matters More than Ever – 6 Companies Set Example

SPECIAL ISSUE

COVID-19 YOUR HEALTH. YOUR BUSINESS.

Managing a Remote

Workforce

Impacts on HR:

Legal FAQs

Leading through

Unexpected Disruption $7.95 INBUSIN ESSPHX.COM 05

THIS ISSUE

Global Chamber

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APRIL/MAY 2020 FEATURED STORY

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Healthcare: Wellness Matters More than Ever

In Business Magazine spotlights six Valley employers who are proactive in their commitment to health and wellness programs for their employees.

FEATURES

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Navigating Unexpected Change and Disruption

Maggie Craddock discusses how leaders can increase their efficiency under pressure.

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Sustaining Capacity

COVID-19: YOUR HEALTH. YOUR BUSINESS.

Bruce Weber and Charlie Smith’s final article in their series examining developing and sustaining organizational capacity.

Special section covering safety, official updates, resources for business, business strategies and other business news.

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Eileen Rogers’ series explores the strength of risk in leaders’ calculations of risk and return in business.

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26 Frequently Asked Questions about the Coronavirus in the Employment Setting

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PARTNER SECTION FALL 2019

phoenix.globalchamber.org/events

November 6, 7 GetGlobal in Long Beach November 12 Managing Your Global Risk 8 a.m.

November 14 Lunch and Learn at UAT 11:30 a.m.

December 11 Grow Globally Fair Tucson in Nogales Afternoon

Inside this Section

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Managing Your Career with a 100+ Year Life

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International Trade Update: USChina Trade War New Partnership Between KOMPASS and Global Chamber Global to Local Innovation Summit December 10th Grow Globally Fair PHX 2019 Wrap-up Canton Fair and Global Chamber Sign a New Cooperation Agreement

A Global View Can Create Enlightenment

by Doug Bruhnke, Global Chamber®

Through our continued support of our “global tribe” of members worldwide, there are several key factors about them that shine through about their capabilities and success.

Members of our global tribe are globally minded and “enlightened,” meaning they have developed advanced business and leadership capabilities, with a more informed view of the world overall. Are you looking to be a better leader? If you’re a member, let’s connect you with more members. If you’re not a member, join today.

Our member companies almost always have executives who have moved past surviving in business to the stage of thriving at a higher level. They are smart, capable, flexible, resilient and, as I’ve sometimes said, “able to leap tall buildings in a single bound” (i.e., Super Woman or Superman). They are respectful, thoughtful and aware of the thoughts and feelings of others, not just their own situation. They have “been there, done that” — and have evolved to a higher plane of performance.

They tend to be good listeners, time managers and leaders. They seek selfimprovement and continued growth for themselves and their business. They are also often involved in supporting their surrounding community as well. These areas are integral in our ongoing soft skills development that we touch on through

League of Extraordinaries, Export Circles, globinars and regular events in chapters around the world. We’re also building soft skills training for members and their teams available in 2020.

We’re not political but we do advocate with politicians to support lower tariffs and lower trade barriers, along with encouraging their constituents to seek foreign direct investment and exports. We’re always working toward making it easier to do business everywhere, and with companies anywhere. And while we believe in “warm introductions” and leveraging connections, we believe in transparent and honest relationships, without corruption. Trade is easier with open and honest companies when corruption is decreased.

Let us know if you’d like to get involved with Global Chamber or any of the enlightened leadership initiatives that we’ve started and are planning. We’ve only just begun . . . because we’re global and UNSTOPPABLE! About Global Chamber®: We are a growing and collaborating community of CEOs, executives and leaders in 525 metro regions around the world, everywhere! We connect member firms to new opportunities while advancing business growth, regional progress and success.

Doug Bruhnke is the founder and CEO of Global Chamber®.

GlobalChamber.org

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Startups

“LIV AZ Realty: Boutique Brokerage Raises Bar on Training” and “Bunker Labs: Entrepreneurial Boost for Veterans”

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GLOBAL CHAMBER®

Briefs

“Video Trends in Business,” “Personalizing Job Satisfaction,” “Sportiqe Facility Is Game-Changer” and “Ensure WorkFrom-Home Employees Maximize Corporate Performance,” plus Bytes column with new software/programs and Local Standouts Recognized for Achievements & Philanthropy column

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Afternoon

Feedback

Carol May, Eric Miller and Terri Shoemaker respond to In Business Magazine’s burning business question of the month.

31 Business Communication Tips to Take Back Control during COVID-19 Quarantine

Spotlight Event 11

Guest Editor

Rick McCartney, publisher, and RaeAnne Marsh, editor, introduce the “Healthcare / COVID-19” issue.

30 Dos and Don’ts of Email Negotiating amid the COVID-19 Crisis

December 10 Global Innovation Summit at SkySong

Healthcare

“Coronavirus in the Crosshairs,” “Phoenix Children's Expands Specialty Clinics in East Valley,” “Expanding Delivery of Behavioral Health Services” and “How Businesses Can Prepare for Coronavirus in the Workplace”

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Technology

“Community Colleges Join to Offer Affordable Coding Bootcamp” and “AI Helps Reduce Business Spend”

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Books

New releases give strategies on working remotely.

DEPARTMENTS

COVID-19 feature articles:

Global Chamber® Events

Risk: The Heart of Success

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By the Numbers

The rise of a new customer support experience requires businesses optimize channels for modern-day devices.

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CRE

“Phoenix Needs More Early Education and Care Options,” “New Regs Underline QOZ Investment Opportunities” and many more stories this month on commercial real estate projects

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Legal

Attorney discusses COVID-19 impacts on international travel.

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Legal

Local attorney discusses the new SECURE Act and what employers sponsoring retirement plans need to know.

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Economy

Business advisor Ruth Urban discusses how profit is not just about driving up revenue.

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Social Impact

Focusing this month on Cancer Treatment Centers of America, Tyler Butler’s series explores the myriad ways that businesses give back and the positive ways their programs are impacting our community.

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Assets

2020 Volvo XC40 Recharge Plus: Security solutions for a smart business environment.

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Power Lunch

The Dressing Room: Food with a Taste of History Plus: Yes, fast-food take-out can be healthy.

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Roundtable

A well-planned approach to mentoring in the workforce fits into good time management.

Maricopa County added more jobs than any other county in the nation from December 2018 to December 2019, according to new data from the Bureau of Labor Statistics Local Area Unemployment Statistics program, gaining 89,328 jobs.

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© Enterprise 2018

APRIL/MAY 2020 In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.

NATIONALLY RANKED.

PARTNER ORGANIZATIONS Kristen Merrifield, CEO Alliance of Arizona Nonprofits (602) 279-2966 www.arizonanonprofits.org

LOCALLY FOCUSED.

Jess Roman, Interim Chief Executive Officer Arizona Small Business Association Central Office (602) 306-4000 Southern Arizona (520) 327-0222 www.asba.com Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org

Enterprise Bank & Trust was recently ranked number 14 out of 161 nationally-ranked banks1. And while we’re proud of that fact, it’s just part of who we are. Whether your focus is on your business, your family or the quality of life in your community, you’ll find us there. We’re committed to supporting dreams, securing financial futures and delivering on community investment.

Doug Bruhnke, Founder & President Global Chamber® (480) 595-5000 www.globalchamber.org

Learn more at enterprisebank.com/phoenix

Angela Garmon, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org

Member FDIC 1. Bank Director, 3rd Quarter 2017, Volume 27, Number 3

Anne Gill, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities.

The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessmag.com.

ASSOCIATE PARTNERS Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com Arizona Chamber of Commerce & Industry azchamber.com Arizona Hispanic Chamber of Commerce azhcc.com The Black Chamber of Arizona phoenixblackchamber.com Chandler Chamber of Commerce chandlerchamber.com Economic Club of Phoenix econclubphx.org Glendale Chamber of Commerce glendaleazchamber.org Greater Phoenix Chamber of Commerce phoenixchamber.com Greater Phoenix Gay & Lesbian Chamber of Commerce gpglcc.org Mesa Chamber of Commerce mesachamber.org North Phoenix Chamber of Commerce northphoenixchamber.com Peoria Chamber of Commerce peoriachamber.com Phoenix Metro Chamber of Commerce phoenixmetrochamber.com Scottsdale Area Chamber of Commerce scottsdalechamber.com Surprise Regional Chamber of Commerce surpriseregionalchamber.com WESTMARC westmarc.org

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TOGETHER WE’VE HELPED ...

kittens & kiddos, veterans & veterinarians, ranches & rescues, corgis & cactuses, single parents & seniors, the homeless & the hungry, future farmers & first responders, students & stargazers ...

WHICH CAUSE WILL YOU SUPPORT ON APRIL 7?

Arizona Gives Day is an annual day of online giving that’s raised $17.1 million for Arizona nonprofits since 2013.

Find your cause today.

AZGIVES.ORG BROUGHT TO YOU BY ALLIANCE OF ARIZONA NONPROFITS & ARIZONA GRANTMAKERS FORUM

APRIL/MAY 2020

Hi Phoenix, Let’s spend smarter.

Learn more at getdivvy.com/phx1

Publisher

Editor

Graphic Design

VOL. 11, NO. 4

Rick McCartney RaeAnne Marsh Treya Jaholkowska Chad Soderholm Benjamin Little

CONTRIBUTING WRITERS Amy Abdo

Travis Hill

Shannon Pierce

Rebecca Bernhard

Mike Hunter

Jessica Post

Tyler Butler

Ayan Jacobs

Janice Procter-Murphy

John Cabezas

Lynn Janson

Eileen Rogers

Liz Caracciolo

Anand Janefalkar

Shaun Savage

Haley Carr

Randy Kutz

Stan Sipes

Matthew Classen

Raminta Lilaitė

Kristina Skindelytė

Maggie Craddock

Josephine McCann

Laura Slawny

Ryan Curtis

Ann Morgan

Charlie Smith

Richard Dreitzer

Meirav Naor-Weinstock

Maura Nevel Thomas

Mark Gilroy

Jane M. Orient, M.D.

Charles S. Touché

David Heap

Michael Ostermeyer

Ruth Urban

Andrew Haller

Travis Pacheco

Travis Waldrop

Kristi Hill

Bruna Pedrini

Bruce Weber

ADVERTISING

Operations Louise Ferrari

Business Development Louise Ferrari Erik Laudenschlager Cami Shore

Events Amy Corben

More: Visit your one-stop resource for everything business at www.inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.

Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com

President & CEO Rick McCartney

Editorial Director RaeAnne Marsh

Financial Manager Tom Beyer Office Manager Allie Schimmel

Accounting Manager Todd Juhl

Corporate Office InMedia Company 45 W. Jefferson Street 7th Floor Phoenix, AZ 85003 T: (480) 588-9505

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www.inmediacompany.com Vol. 11, No. 4 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, 7th Floor, Phoenix, AZ 85003. To ubscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, 7th Floor, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You July send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. © 2019 InMedia Company, LLC. All rights reserved. No part of this magazine July be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.

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And We Pivot

Rick McCartney Publisher

RaeAnne Marsh Editor

Healthcare was the topic we’d planned for this edition long before COVID-19 took over the headlines and disrupted our lives and our businesses. These will prove to be some of the most interesting times of our generation.

At In Business Magazine, we decided to pivot quickly to remain the respected resource for our business community with this Special Issue: COVID-19 edition. Our readers (who are chiefly business owners and managers) want information and access now. They want to know that they can rely on accurate and relevant information to build (or rebuild) their companies and provide for their people.

Therefore, we will rely on technology to get information into our readers’ hands as it is happening, adapting our website to this unfolding crisis. We have created seven new categories to better inform in the wake of this pandemic: COVID-19 Biz News, Stimulus, Webinars & Virtual Events, Offers, Policy Changes, Safety and Medical Care.

Sign up for our emails, follow our social media and connect to our RSS feeds online at inbusinessPHX.com.

Our lives, our employees’ lives and our businesses will go on. So we at In Business Magazine will continue to provide in-depth articles and information on business, best practices, opportunity and more. The COVID-19 special section is 10 pages crammed with focused content to help businesses cope and strategize — and see how they are helping others to do the same.

This edition’s featured story — originally planned to be the cover story — is about employee wellness. It’s a topic many businesses address and have made part of their benefits programs.

But simply putting it in a package does not ensure employees get actual benefit from it.

“Healthcare: Wellness Matters More than Ever” spotlights six Valley employers to look at how they take their commitment to the next level to ensure employee engagement as well.

Other content in this edition spans our usual wide range of topics, from a Briefs article on video trends in business to the By the Numbers feature on the rise of a new customer service experience, from a Startups article on a business incubator designed around the unique needs of military veterans to a Legal feature on employers’ retirement plan requirements under the new SECURE Act, and from an Assets article on smart security measures to the Roundtable feature on mentoring.

It has always been our stated and earnest goal to serve the Greater Phoenix business community and be the resource to help it thrive and grow. Enjoy this special issue.

YOUR HEALTH. YOUR BUSINESS. Get alerts and all the information to benefit your business during this time by following our RSS Feeds and Social Media. Visit www.inbusinessphx.com to sign up.

Sincerely,

Rick McCartney RaeAnne Marsh Publisher Editor In Business Magazine In Business Magazine

A Special Issue In Business Magazine is dedicated to immediately informing our business community of those things that impact them, will help them and can better inform their managers and people.

We have created this double issue, our April/May 2020 edition, in the wake of the COVID-19 pandemic, in anticipation of the community’s emerging needs.

We will focus on digital delivery and building our robust technology to better and more quickly connect on all matters

DON’T MISS OUT!

Get a year of In Business Magazine Subscribe now at inbusinessphx.com

CONNECT WITH US: critical to rebuilding this business community — from employment to profitability. We ask that you let us know what more we can be doing to better inform you. Continue to support us and help us by going to inbusinessPHX.com to see the latest, sign up for our daily news and follow us on social media.

Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessmag.com.

Story Ideas/PR: editor@ inbusinessphx.com Marketing/Exposure: advertise@ inbusinessphx.com Visit us online at www.inbusinessphx.com

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SPEAKING OUT THE CORONAVIRUS HAS BROUGHT EMERGENCY CRISIS RESPONSE TO THE FOREFRONT OF ATTENTION, AND THE BUSINESS COMMUNITY HAS RESPONDED. WHAT ARE SOME ACTIONS YOUR COMPANY HAS TAKEN?

YOUR HEALTH. YOUR BUSINESS. Get alerts and all the information to benefit your business during this time by following our RSS Feeds and Social Media. Visit www.inbusinessphx.com to sign up.

FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com

For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.

APR. MAY 2020

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CAROL MAY

ERIC MILLER

TERRI SHOEMAKER

Chief Executive Officer Wisdom Natural Brands® Sector: Manufacturing

Co-Founder and Principal PADT Sector: Manufacturing

Wisdom Natural Brands takes the COVID-19 national emergency seriously and has initiated a comprehensive policy to protect our employees and customers while continuing to meet the demands of a dynamic consumer products domestic and international business.

Employees are supplied with hand sanitizers, surface wipes and immuneboosting supplements; should any workers or family members show fever, they are sent home, told to see a doctor and need the diagnosis by testing to return. IT has developed training and tools for all except some warehouse staff to work from home. Temps have been released and staff focuses on distributor and retail orders, with consumer and samples sent externally. We use wide-ranging electronic access with Zoom and data sharing. Work at home is rotated to cap any area to ten at a time, social distancing is increased and attendance at local, national and international venues has decreased.

Enhanced screening protocols for handling and testing of all items from abroad and new policies for cleaning of all surfaces, processing inventory and increased online inventories have been developed to meet dynamic sales reports of empty shelves.

The spread of the coronavirus is having an impact on our business and on companies we do business with. Our manufacturing partners in China did not return to full production after the Chinese New Year, and are spooling back up slowly but are getting back online. In addition, we are seeing many people we work with reassess their dependence on Asian manufacturers by looking into diversifying their risk around the world.

To minimize the risk to our employees, we have canceled several trips and at least one conference in China. We are also taking precautions in our office, which includes asking sick employees to work from home and stepping up our cleaning. As the situation progresses, the plan is to monitor the spread in the U.S. and, if necessary, take additional precautions that will include postponing events and asking employees to work from home. The economic impact on our customers is another thing we are constantly assessing and helping them with technology or consulting solutions that will allow them to adapt.

Vice President, Development and Marketing Association of Arizona Food Banks/Arizona Food Bank Network Sector: Nonprofit

Wisdom Natural Brands®, maker of SweetLeaf® Sweeteners sweetleaf.com CEO and chairperson of Wisdom Natural Brands, Carol May oversees two plant-based brands, SweetLeaf sweeteners and Wisdom of the Ancients herbal teas. Inducted into The Natural Products Industry Hall of Legends, May was named one of Arizona’s Most Influential Business Women, and in 2019 one of its Most Admired Leaders.

Phoenix Analysis & Design Technologies (PADT) padtinc.com As an industry veteran of 34 years, Eric Miller has perfected a diverse set of skills that he implements as co-founder and principal of Tempe-based PADT. His role encompasses oversight of simulation and product development consulting, IT, marketing, operations, human resources and administration.

Miller graduated from the University of California, Berkeley with a Bachelor of Science in mechanical engineering, and began his career as a summer intern at Lockheed doing design work on satellite subsystems.

Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com.

Look for survey questions and other research on our business community.

Arizona’s food banks are adapting to help food-insecure Arizonans make it through this time of extra stress on household resources. Many agencies are instituting limited-contact models, including drivethrough food box pick-ups. The Arizona Food Bank Network (AzFBN) and our partners are also working to get more state and federal resources to help children, seniors and families. AzFBN is working on waivers to administrative processes, limiting in-person visits and trainings, and increasing access to supports like SNAP/food stamps and other nutrition programs.

At AzFBN itself, our staff is telecommuting with limited stop-ins at the office to check the mail and make critical donor deposits.

The team is working together with remote technology to answer phones, update the website and respond to people who need to be connected to others in the community.

All of this is in addition to core program work.

Innovation is part of AzFBN’s mission, and we’re going to do just that and try to get food banks everything they need until the COVID-19 crisis subsides.

Arizona Food Bank Network azfoodbanks.org Terri Shoemaker is a fundraising pro from way back. She’s worked at national nonprofits like Feeding America and Best Friends Animal Society and has lived everywhere from Maine to Atlanta.

Shoemaker is happy to call AzFBN and Arizona her home.

QUICK AND TO THE POINT

BYTES

A Boon for Healthcare Staffing Healthcare staffing app Boon was designed to address the looming need in the U.S. to hire 2.3 million new healthcare workers by 2025.

“Understanding the top healthcare staffing trends is critical,” says Boon founder Ryan Vet, noting it’s not “one size fits all.” Background checks are a must, staffing must be based on skill set instead of just filling an open position, and both millennials and baby boomers are longing for flexibility in their schedules and are turning to temporary work. —Mike Hunter doingboon.com

Video Trends in Business Video as a communication tool has reached a tipping point, transitioning from a nice “extra” into a must-have business strategy for all levels of an organization. Between algorithm updates that favor video to the ubiquitous video platforms targeting young consumers, businesses using video to communicate has quickly become the expected norm.

While the latest trends may seem far removed from the day-to-day operations of the corporate world, they have a strong impact on how to best use video as a powerful resource.

Photo courtesy of J2Media

Less Is More Although consumer appetite for video is growing, the actual length of videos continues to shrink. Social media platforms like TikTok and Instagram limit video length, while business leader LinkedIn demands small file sizes. The lesson to be learned here is that videos need to be succinct and to the point in order to keep consumer attention. Long introductions, and the old “tell them what you're going to tell them” model no longer work here.

Diversity and Inclusion Get Animated With a heightened focus on workplace equity and diversity, audiences are closely monitoring how companies choose to represent themselves. Technology has made simple 2D animation much more affordable, making it easier for companies to cultivate a message that reflects the communities they serve.

Astute businesses are using animation to incorporate diversity through age, ethnicity, gender and disabilities, as well as more subtle approaches that include a variety of clothing

styles, hair length or even body art.

Personal Messages Still Dominate Video can be one of the most intimate and human forms of communication, second only to an in-person meeting. The best companies know this and use it to give a peek behind the curtain to consumers or ensure that remote workers still feel included. Ideas include introducing C-suite executives during the onboarding process, showcasing testimonials from happy customers, or offering a behindthe-scenes tour that no one would otherwise ever get to see. Not only are people looking for brands they know, like and relate to, we all know businesses are built on relationships.

Communicating through video helps people feel like they know the person they are interacting with and can help develop and nurture those relationships when in-person meetings are not possible.

Training and Technology Budgets around technical training, certifications, speakers and travel are being dramatically reduced as businesses capture corporate training, speakers and even dayto-day regulations on video. Especially with the advent of remote workers, it increasingly makes financial sense to record these unique opportunities and share them electronically at the convenience of the employee. —Jane Poston, co-owner of J2 Media (www.j2media. tv), a video production company based in Chandler, Ariz., with a focus on helping corporations and small businesses tell their stories through video

A Delivery Fleet Gone Virtual

GoShare’s proprietary smartphone apps connect local businesses and consumers with a virtual fleet of truck and van owners in real-time. Simply enter the project details and get an estimate. Confirm the estimate and a truck and pair of delivery professionals can arrive within the hour. GoShare is proud to provide a strong hourly wage and flexible hours to drivers, while also providing local businesses with same-day, last-mile delivery support, allowing them to be more competitive with national online retailers.

—Shaun Savage, GoShare CEO and founder goshare.co

No-Code: Solution for SMBs

Small businesses often look to develop custom software applications to offer customers digital experiences, reach new markets in a scalable way, or automate manual processes.

While technical costs to maintaining software have dropped, the scarcity and cost of quality developers means that apps routinely cost upwards of $100,000 and take months to develop.

Visual programming (or “no-code”) platforms like AirDev’s Bubble.io offer an attractive alternative to conventional code. By replacing code with point-and-click logic, no-code platforms offer faster turn-around time (days or weeks vs. months), leading to lower cost and better products. —Andrew Haller, AirDev co-CEO airdev.co bubble.io

The Phoenix-Mesa-Chandler metro area fared the best among major U.S. metro areas in small-business hiring for January 2020, according to the Paychex IHS Markit Small Business Employment Watch, although all 20 markets still hit negative numbers for the second month in a row. Companies with fewer than 100 employees comprise more than 97 percent of the businesses in this area. paychex.com/employment-watch/#!

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QUICK AND TO THE POINT

CORONAVIRUS: RESPONSE AND RESPONSIBILITIES

by Mike Hunter

To Travel or Not to Travel This question continues to be a major concern. Rebecca Bernhard, partner in law firm Dorsey & Whitney (www. dorsey.com), notes that employees have the right under OSHA to refuse to engage in any work activity that they have a reasonable good faith belief is unsafe, and says, “Given the increase in reported cases [of coronavirus], and the CDC and OSHA guidance, employers need to consider their obligations to all employees to provide a safe workplace with the business needs of travel. If the business can be conducted via video conference instead of in-person, employers should seriously consider cancelling travel to high-risk areas. The CDC is maintaining an updated list and employers should watch this closely.”

Back at the Office/Workplace Noting the potential of health emergencies like the coronavirus to seriously hurt workforces and weaken productivity, XpertHR (www. xperthr.com) — which helps businesses with HR solutions from the federal, state and municipal level — suggests employers prepare by having an emergency plan in place and offers a free Contagious Disease Policy and Business Continuity Policy to help organizations be prepared for potential disasters and emergencies.

Top suggestions are to make preparations so that as many employees as possible can work from home; establish a way employees can find out the status of their workplace, such as providing a dedicated phone number or website; and have a business continuity plan in place, in case of a pandemic, natural disaster or other emergency, so the business will still be able to run if a large portion of its workforce is affected.

And employers need to be aware that the General Duty Clause of the Occupational Safety and Health Act requires them to ensure their employees have safe and healthy workplaces and Occupational Safety and Health Act reporting requirements. Since OSHA has deemed the coronavirus to be a recordable illness when a worker is infected on the job, an employer must record any such cases on the OSHA 300 log.

XpertHR addresses these points and more at bit.ly/3cyrzuH. Also see Healthcare (page 20) and the COVID-19: Your Health. Your Business section (starts on page 22) for more on how businesses can deal with the coronavirus in the workplace.

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Personalizing Job Satisfaction According to SmallBizGenius’s survey “Job Satisfaction Statistics,” 72 percent of surveyed professionals say having more work benefits increases their overall job satisfaction. Considering a large portion of time is spent in a work setting or completing work-like tasks, it's critical employees are fulfilled and happy with what they do for a living. One industry that offers benefits unlike most is the tech industry, which has now become one of the fastest-growing industries in the country, including Arizona.

For example, competitive day-to-day and long term benefits — both necessary for job satisfaction — has helped Veyo, one of the nation’s leading non-emergency medical transportation brokers, stand out in its space. At Veyo, we believe it is not only important that employees enjoy the tasks at hand, but they must love the job itself.

Although long-term benefits such as paid time off, healthcare, 401(K) and others are standard among most companies and highly ranked and prioritized from employees, the day-to-day support and encouragement we provide is game changing.

Outside of the normal paycheck, employers can show further investment in their employees by providing a well-rounded and diverse company culture that supports the overall mission of the company, something Veyo prides itself in. When employees are surrounded by a team that not only supports one another, but encourages each other to grow both personally and professionally, it makes the day-to-day work more enjoyable. Along with team bonding experiences outside the office — whether that’s supporting sporting events, holiday gatherings or volunteer activity within the community — leadership can also support professional development opportunities such as internal contests with prizes, training, workshops, conferences and attendance at industry events.

Incorporating everything above will provide a company with a well-rounded benefit program, which will ultimately help with company morale, employee retention and long-term goals for the business. —Stan Sipes, executive vice president of Business Development at Veyo (veyo.com)

Sportiqe Facility Is Game-Changer Moving to a 30,000-square-foot facility has given Tempe-headquartered Sportiqe more than just an expanded (doubled, in fact) footprint in Arizona.

The state-of-the-art facility enables Sportiqe to bring the brand’s decorating, labeling, finishing, distribution and fulfillment in-house instead of outsourcing to other areas of the world — and bring those jobs back to the Valley. A first-of-itskind in Arizona and a rarity in the screen printing industry, Sportiqe has created an eco-friendly environment within the warehouse, with features such as a self-contained automated screen cleaning and reclaiming system to eliminate airborne chemical contact; a filtration system that emits no air pollution; self-contained machines; the exclusive use of environmentally friendly solvents for cleaning screens; and the use of robotics for improved efficiency and workflow in pulling the printed garments off their pallets on the press and moving them onto the dryer. In addition, this new facility offers air conditioning, which is crucial for an optimal work environment in the Arizona heat, yet a rarity for other screen-printing facilities in the Valley.

“None of our eco-friendly additions were available to us in our previous facility; this was

all possible in creating our new facility from the ground up. It was important to us as a company when opening our own facility to be as ecofriendly as possible given the industry we are in,” says CEO and co-founder Matt Altman, crediting “the collective team” with the idea. It’s also an opportunity for Sportiqe to elevate the apparel industry manufacturing standards on a national level, as Altman says, “We are open to sharing this with our industry.”

Says Jason Franklin, co-founder and principal of Sportiqe, “Our investment in the new facility is a game-changer on every level and a step toward our production process being completely vertical.”

Headquartered in Tempe, Sportiqe specializes in Modern American comfort-wear using premium fabrics, innovative designs and an on-trend fit to provide superior comfort with its T-shirts, hoodies, sweatpants, headwear and more. The company has been on an aggressive growth path since 2017, when it extended beyond its bread-and-butter wholesale division and launched a direct-toconsumer lifestyle brand, exclusively sold at Sportiqe.com. —Mike Hunter Sportiqe sportiqe.com

A longtime celebrity and pro-athlete favorite, Sportiqe has outfitted more than four million people around the globe since it began in 2006 and was among the first apparel companies to bridge the gap between the fan and fashion worlds. sportiqe.com

sportiqewholesale.com

QUICK AND TO THE POINT

Ensure Work-from-Home Employees Maximize Corporate Performance The number of people working remotely will surely continue to grow, especially in light of current worldwide health concerns. In fact, many companies may soon be faced with mandated work-from-home provisions due to circumstances related to the COVID-19 pandemic.

While remote work can be a win-win situation for employers and employees, corporate managers often fear employee misuse of the freedoms that come with the arrangement. Workplace Fairness, a national nonprofit organization that advocates for and promotes employee rights, has advice on how to best maximize corporate performance under these conditions.

Identify clear expectations from remote employees. Key elements of this communication include the hours to be worked, amount of work to be completed each day, task prioritization, guidelines for the amount/timing of communications with management, etc.

Ensure remote employees have the proper tools. Not only does this include corporate laptops and other needed tools, but also ensuring they can log in and input data via corporate portals that will assist management in tracking employee progress, performance, needs, etc.

Doing so will reduce the need for managers to utilize valuable time in personally tracking and evaluating such data.

Regularly monitor employee progress (and needs). Employers must regularly follow up on employee progress to ensure that corporate objectives and expectations are met, and also to ensure that the company is there to offer assistance to any employee who, for whatever reason, is struggling with the “remote” proposition.

Interact regularly with remote employees.

All employees need some degree of support and morale enhancement from their management and key associates. This, in turn, bolsters productivity and acknowledges that remote employees have not been forgotten nor their contributions overlooked for performance evaluation or promotion consideration.

Place trust and faith in remote employees.

Virtually every employee wants recognition as being an important asset to the company.

While some may intentionally or inadvertently misuse remote working privileges, most will not — especially if given the proper guidance recommended above. Managers need to

avoid the extremes of micromanagement and inadvertently placing too little emphasis on mutual communication with their employees.

Properly managed, the remote workplace can benefit employers and employees alike.

A ‘Win-Win’ Proposition for Employee and Employer

In the days to come, many employees who may not have considered doing so may be asked to work from home. In addition to the responsibilities of the employer, discussed above, Workplace Fairness offers tips to employees — which employers may find helpful to share with newly remote employees.

Create strict, uninterrupted times for work.

Make sure other household members — and outside parties who might be inclined to call or visit — understand and respect work boundaries that the work-at-home employee has set. Don’t spend time on social media or personal calls — and don’t answer the doorbell.

Ensure care for any children at home.

Daycare, family, friend, or maybe pair-up with someone else who has been asked to work from home, for instance trading childcare on alternating days or splitting each day so both have uninterrupted work periods.

Be sure to have all necessary work tools prior to starting the workday.

Pre-arrange with employer to have corporate electronic access through the company’s firewall.

Create an office workspace dedicated to the employment. This “office sanctuary” may have the added benefit of being an office-in-the-home tax deduction as well.

Stay “plugged in” to the employer.

Communicating directly and often with management and key associates via conference calls and video chats will enable work-at-home employees to “stay in the loop.”

Dress appropriately when working from home. People are more likely to be in a “working mood” when showered and dressed than when working in their pajamas. —JobReferences. com (www.jobreferences.com), powered by Allison & Taylor, Inc. (www.allisontaylor.com) the Reference & Credential checking company Workplace Fairness

l

workplacefairness.org

LOOKING GOOD

Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS

Gallagher & Kennedy Named Sports Law Firm of the Year The law firm of Gallagher & Kennedy has been named Sports Law – Law Firm of the Year in Arizona – 2020

by Global Law Experts (www.globallawexperts.com), one of the world's leading online resources for locating specialist legal advisers for the services required by businesses, investors and individuals around the world. gknet.com

The CORE Institute Celebrates 15 Years Started in 2005 as a small team with big ideas, The CORE Institute has grown to become Arizona’s largest orthopedic practice, one of America’s most respected and influential medical groups and an international leader in evidence-based medicine. thecoreinstitute.com

Snell & Wilmer Earns Perfect Score on LGBTQ Inclusion Snell & Wilmer received a perfect score of 100 percent on the 2020 Corporate Equality Index (www.hrc.org/cei) for the fourth year in a row. Of the three Arizona-based entities that received perfect scores on this national benchmarking survey, Snell & Wilmer was the only law firm listed from the state. swlaw.com

PHILANTHROPY

Plexus Tallies Successful Giving Campaigns Philanthropic contributions over 2019 by Plexus Worldwide®, a leading direct-selling health and happiness company, included its Phoenix-area employees volunteering more than 2,360 hours to help local nonprofits on two dozen campaigns. Plexus’s deep commitment to corporate social responsibility also included $500,000 in cash and in-kind donations to more than a dozen local nonprofits as well as national organizations. plexusworldwide.com

TruWest Pitches In for MCC Students in Need Supporting success in higher education, Tempe-based TruWest® Credit Union recently partnered with Mesa Community College to refurbish its “Mesa Market,” a free market pantry for students in need that is accessible to Mesa Community College students. Volunteer assistance included helping stock the shelves with inkind donations. truwest.org Many businesses have responded to the COVID-19 crisis with offers and programs to help other businesses and the community.

In Business Magazine covers this in our special COVID-19: Your Business. Your Health. section that begins on page 22.

For a successful work-from-home arrangement, managers need to avoid the extremes of micromanagement and inadvertently placing too little emphasis on mutual communication with their employees.

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INBUSINESSPHX.COM

ENTREPRENEURS & INNOVATORS

One of Bunker Labs’ programs is Veterans in Residence, which is available for those veterans who have thought it out and truly want to pursue their idea. Applications for the first cohort in Phoenix are open now and close April 26. bunkerlabs.org/ourlocations/phoenix Bunker Labs Nationwide Statistics • $117,436,328 revenue generated by participating startups.

• $80, 120, 447 capital raised by participating startups.

• 3,648 new business connections made through Bunker Labs.

• 1,954-plus jobs created by participating startups.

• 1,012 startups have completed the Bunker Labs program.

• 1,002-plus jobs created for military veterans.

APR. MAY 2020

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LIV AZ Realty: Boutique Brokerage Raises Bar on Training We are a boutique real estate brokerage, founded last September. We serve our clients by providing assistance in purchasing and selling residential real estate. This is a second career for both of us — our first careers were in sales and sales management — and we realized early on that the real estate school does not give new licensees any training or education on how to market and run their business. Yet Realtors®, in effect run their own business within a brokerage.

When we hire a new real estate agent, we have the time and the resources to properly train them and we walk them through the setting up their business properly and effectively.

We are extremely vested in their success.

This addresses one of the challenges we face as a new boutique real estate brokerage: hiring new agents. Many look to the large established brokerages. Their belief is that the larger brokerages will give them better training and better opportunities. In reality, the opposite is true. The new agent is one of many and the broker rarely has time for one-on-one training. This drives new agents to teams within the brokerage for support and training. The problem with that is, they have to give up 30 percent or more of their hard-earned commission.

This is on top of what the brokerage charges them. In reality, they wind up keeping less than 60 percent of their earned commission.

Name recognition is another challenge faced by most new boutique real estate brokerages. In today’s world, the brokerage name plays a significant role in the higher-priced properties but not so much in the $500,000s and below. The reality is, these lower-priced sellers do business with the Realtor more so than with the brokerage. So, the challenge is with the higher-priced properties, but that comes in time.

We will be starting a property management division in mid2020 to provide our investor clients property management services for rental investment properties.

The most valuable piece of advice we’ve received is to not be everything to everyone. In other words, narrow your offering and stay in your lane; as the business grows, you can widen your offering and services. —Lynn Janson, broker/owner, and John Cabezas, Realtor®/owner LIV AZ Realty livazrealty.com

Bunker Labs: Entrepreneurial Boost for Veterans Bunker Labs is a national network of veteran entrepreneurs dedicated to helping new veteran, military spouse, and active duty military entrepreneurs start their own business. The nonprofit is committed to seeing that every entrepreneur in the veteran community has the network, tools and resources they need to start their own business.

“Bunker Labs was started in 2014 by veterans who got out of the military and started their own business,” says Dillon Drew, Bunker Labs Phoenix city leader. “As such, we understand the unique challenges associated with the transition process combined with the difficulty of starting a business. We have compiled and curated the best entrepreneurial training from the brightest minds in the field to share out with our military community.”

Bunker Labs was originally founded in Chicago. Bringing it to Arizona, Bunker Labs opened the Phoenix chapter in February of this year. “Phoenix has both a strong military community and is a hub for entrepreneurship, making it a good entry point for us to begin work on Arizona,” Drew explains. “We work with anyone and everyone, from financial planners to retail product creators, food and service to technology; we can help in all industries at all stages.”

“Awareness of the Bunker Labs mission and purpose throughout the Phoenix metro community has been our biggest challenge so far,” Drew says. One approach has been to try to engage the larger entrepreneur community here through the “Battle Buddy” program, bringing a fellow veteran or friend that has interest in entrepreneurship and small businesses to Bunker Lab events to capitalize on the strong camaraderie in the military community.

“One of our mantras at Bunker Labs is, ‘You’ll be what you see,’” Drew shares. Noting that 25 percent of transitioning service members want to start a business, he says, “One of the many reasons why more veterans are not becoming entrepreneurs is that they don’t know all the options available to them. After World War II and Vietnam, veterans returned home and started everything from shoe companies (Nike) to shipping companies (FedEx). Veterans today are just as ambitious and innovative in entrepreneurship, but their stories aren’t being told. We want to find and tell their stories.”

—RaeAnne Marsh Bunker Labs Phoenix l bunkerlabs.org/our-locations/phoenix

Population to serve: There are 21 million veterans across the United States, with 522,188 living in Arizona, according to U.S. Department of Veterans Affairs statistics from 2015, the most recent numbers available. Arizona by the numbers: 54,005 post-9/11 veterans, 68,966 veterans younger than 40 years old, 186,977 veterans 40-64 years old.

Photo courtesy of Bunker Labs

“Technology is a must in our industry, and it is quite expensive. You simply cannot do business in our industry without good technology,” relate Lynn Janson and John Cabezas, co-owners of LIV AZ Realty regarding challenges to launching a boutique real estate brokerage.

METRICS & MEASUREMENTS

The Rise of a New Customer Support Experience

Optimizing channels for modern-day devices

by Anand Janefalkar

There’s no denying that the invention of the smartphone revolutionized nearly everything, especially the way we communicate with each other. Think about how you communicate today with friends and family. You call them directly, but you also send text messages, chat through apps, and share photos and videos. Sometimes, you do all of this within the same interaction. In UJET’s new report, “Optimizing Channels for Customer Support,” we found that customers across all age demographics and locations want the way they communicate with customer support to replicate the way they interact with each other.

The Migration toward Text-Based Support Channels While phone-based support is still common, especially for urgent issues, the adoption of text-driven support channels is well underway. The common perception is that this migration is being led predominately by millennial and Gen Z customers, however, our research found that customers of all age demographics are interested in support experiences involving inapp messaging, text/SMS channels, live web chat and more. For example, when looking across all age demographics, 72 percent of respondents said texting with a support agent in real-time would improve their support experience. And 70 percent of all respondents listed in-app messaging and chat as ways that would enhance their experience with customer support.

A Support Experience Reflective of Modern Devices While many support organizations have focused on ensuring they have support available across multiple channels, fewer have emphasized the importance of truly optimizing those channels for modern-day devices. Customers today are in search of a support experience that mimics the devices they are using and the way they communicate with each other. For example, 67 percent of customers said they would want the option to upload and share a photo while interacting with support, so an agent can visually understand the problem. And 66 percent said having the option to upload and share screenshots would improve their experience. And finally, 43 percent of customers said using mobile device features such as facial recognition and thumbprint verification to identify and authorize an account would be a benefit to their experience with customer support.

Most people don't view customer service as a revenue driver within a business. However, market research company Forrester shows that companies delivering a great customer experience saw a 17-percent compound annual growth rate (CAGR), whereas poor customer experience delivered just 3 percent over the same period. Delivering a new kind of support experience that infuses text-based and in-app channels with smartphone features such as photo, video and screenshot sharing, and facial and thumbprint verification, companies of all sizes and industries can begin laying the foundation for a one-of-a-kind, VIP-like support experience that will help them stand out above the rest.

GAPS IN CUSTOMER SUPPORT UJET asked survey respondents what features and applications they thought would be most likely to improve their customer support experience in the future. Their top 10 answers, shown here, help reveal the gaps in the customer support experience provided by many brands today:

1.

Text with a live agent in real time

72%

2.

Email support with a question or an issue description and receipt of a reply with a solution and instructions

70%

3.

Use of in-app messaging and chat

70%

4.

Text support with a question or an issue description and receipt of a reply with a solution and instructions

69%

5.

Ability to click a button in-app or on a website and have an agent call at a convenient time

68%

6.

Upload and share a photo so that an agent can visually understand the issue

67%

7.

Upload and share a screenshot

66%

8.

Upload and share a video

55%

9.

Use fingerprint or facial recognition to identify and authorize an account

43%

Chat with an agent using live video

42%

10 .

As founder and CEO of UJET, Anand Janefalkar is focused on leading UJET into its next stage of growth by providing the tools and technology businesses need to create an immersive, engaging and one-of-a-kind customer experience.

Prior to UJET, Janefalkar held key roles at both Motorola and Jawbone, as well as serving as a technical advisor for various startups in the Bay Area. Janefalkar holds a Bachelor of Engineering in Electronics from Mumbai University and a Master of Science in Telecommunications from Southern Methodist University. ujet.co

Source: info.ujet.co/optimizing-channels-customer-support-lp.html

Market research from Forrester shows that companies delivering a great customer experience saw a 17-percent compound annual growth rate (CAGR), whereas poor customer experience delivered just 3 percent over the same period.

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PROPERTY, GROWTH AND LOCATION

According to the 2020 Industrial Pipeline study recently released by COMMERCIALCafé, a nationwide commercial real estate listings platform, Phoenix is the seventh-most attractive market for industrial development in 2020, with 45 projects totaling roughly 8.3 million square feet expected to come online this year.

Last year, industrial property construction added 144 million square feet across 441 properties. Property completions are set to increase this year by 29 percent compared to 2019 — to 186 million square feet across 627 properties. —Mike Hunter commercialcafe.com/ blog/us-industrialpipeline-2020

Phoenix Needs More Early Education and Care Options In this fastest-growing city in the United States, developers have been bullish in Phoenix’s residential and commercial real estate markets. But this boom begs the question: In a sea of oversaturation, how do they attract residents and customers to their properties? The answer lies in a new concept: Live-Work-Play-Learn.

Last year, the federal government cut millions of dollars in preschool funding in more than 70 Arizona school districts. This, combined with the fact that nearly half the people in Arizona live in childcare deserts, has created a serious, unmet demand for early education and care options throughout the Phoenix metro area.

Although the numbers may seem grim, this need for childcare is an untapped opportunity for Phoenix-based real estate owners and developers to create Live-Work-PlayLearn communities.

Millennials are the most active generation of homebuyers in the nation, and, with one million millennials becoming new moms each year, this age cohort considers proximity to quality education a top priority when deciding whether to purchase a home. They also have a propensity toward renting — more so than previous generations — and beyond the perfect floorplan, they search for amenities that match their lifestyle when considering where to rent. By incorporating early education and care into their projects,

developers can break through the noise with amenities that consumers truly care about.

Moreover, millennials reportedly do 60 percent of their shopping online, making it difficult to attract this generation to brick-and-mortar stores. Early education and care centers combat this phenomenon, acting as a strong anchor for other businesses by driving consistent foot traffic and steady revenue streams — for instance, parents frequent Primrose Schools twice a day, five days a week (for pick-up and dropoff). Plus, unlike other brick-and-mortar services that have fallen at the hands of e-commerce giants, early education and care face virtually no internet competition.

Moreover, between growing industry numbers (early education and care is currently a $56 billion industry) and the fact that these schools can often fit into imperfect spaces such as hard-to-fill office and retail space, early education and care is a great way for owners to secure long-term, quality tenants benefiting the entire community.

Education is an essential building block to any thriving community. In order to continue attracting and retaining residents, real estate owners and developers in Phoenix must support a Live-Work-Play-Learn lifestyle. —Travis Waldrop, vice president of Real Estate for Primrose Schools (www.primroseadvantage.com)

by Mike Hunter

GET REAL

DON’T MISS OUT!

Follow us on all social media platforms @inbusinessPHX for immediate info on COVID-19 and local business,

Landsea Launches HighPerformance Homes

Spring Opening for Tempe’s Canopy by Hilton

Industrial Spec Optimally Flexible

Landsea Homes has launched its “Live

Canopy by Hilton Tempe Downtown

Year Lincoln Property Company recently

in Your Element with High Performance

will soon open its doors in the heart of

broke ground on the first building at

Homes Program” in select communities

downtown Tempe, Arizona’s first Canopy

Park303, a major industrial master-

across Arizona and California. The new

by Hilton hotel and the first location for the

planned development that at build-out will

program features the three core pillars

brand in the Southwest overall.

accommodate up to 4.5 million square feet

of home automation, sustainability and

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INBUSINESSPHX.COM

of ultra-modern, freeway-fronting, Class A

energy savings, which gives homebuyers

offer a local experience with a boutique

connected living at their fingertips,

feel in its 198 guest rooms and suites

providing ease, security and privacy.

and approximately 5,000 square feet of

totaling 705,531 square feet and 488,995

Supported by a partnership with leading

APR. MAY 2020

The contemporary, full-service hotel will

NAIOP Arizona Owner/Developer of the

industrial space in Glendale, Ariz.

Phase I will support two buildings

meeting and event space. In addition to a

square feet, or can combine into a single

technology company Apple®, these homes

signature restaurant, the hotel will feature

building totaling more than 1.25 million

optimize connectedness and convenience

the East Valley's only full-service rooftop

square feet to accommodate a single

in utilizing the Apple HomeKit™

pool and bar, serving tapas-style light bites

mega-user — valuable flexibility in

environment to operate all the numerous

and a curated local cocktail menu.

this $115-million completely-on-spec

installed home automation features from

hilton.com/en/locations/canopy

development.

one mobile application.

lpc.com

landseahomes.com

lpcphx.com

Inspired by the Neighborhood: The exterior panels of Canopy by Hilton Tempe Downtown are emblazoned with an interpretation of the Arizona State University fight song as a nod to the adjacent local university, a design intent incorporated by Scottsdale-based Allen + Philp (allenphilp.com) by digitizing the notes of the song that are wrapped around the building represented by colored panels.

Photos courtesy of Landsea Homes, Hilton Hotels and Lincoln Property Company (left to right)

PHOENIX’S INDUSTRIAL PIPELINE

PROPERTY, GROWTH AND LOCATION

New Regs Underline QOZ Investment Opportunities The Department of the Treasury published Final Regulations for the Qualified Opportunity Zone (QOZ) program on January 13, 2020. While the new Final Regs do not answer all the questions that were raised by the Proposed Regulations released in October 2018 and April 2019, they do provide much that will be welcomed by taxpayers who have made, or are looking to make, QOZ investments.

To review: The QOZ program, introduced as part of the Tax Cuts and Jobs Act enacted in 2017, creates tax incentives for investment in more than 8,700 Opportunity Zones nationwide — including 168 in the State of Arizona.

The City of Phoenix alone features one-quarter of the state’s Qualified Opportunity Zones.

Like most tax credit programs, the QOZ regime is a bewildering alphabet soup of structuring and entity acronyms. To simplify, however, the key predicate for the program is a Qualified Opportunity Fund (QOF). An eligible investment entity (a partnership or corporation for federal income tax purposes) will qualify as a QOF if 90 percent or more of its assets (on average) are composed of one or both of the following: (i) a “QOZ Business Property” and/ or (ii) interests in an eligible entity that qualifies as a “QOZ Business.”

Once qualified as a QOF, the program’s benefits include gain deferral and gain elimination for taxpayers who do three things: recognize capital gain from the sale of an asset to an unrelated person; invest an amount equal to all or part of the capital gain in to a QOF within 180 days after the gain is recognized (with certain exceptions for pass-through entities; and elect to treat the investment as a QOZ investment.

For those who toe these marks, the gain deferral and gain elimination benefits of the program are significant.

A qualified taxpayer may defer rolled-over gain until the taxpayer disposes of its QOF interest; has a defined inclusion event as to that interest; or December 31, 2026 — whichever is earliest. In addition, a qualified taxpayer may eliminate 10 percent of its rolled-over gain by holding its QOF interest for at least five years on or before December 31, 2026; may eliminate an additional 5 percent of its rolled-over gain by holding its QOF interest for at least seven years on or before December 31, 2026; and may eliminate all gain on disposition if it holds the

QOF interest for at least 10 years (provided the disposition occurs on or before December 31, 2047).

Investors who have so far stayed on the sidelines should recognize that, while some potential traps remain unresolved, the new Final Regs represent a promising maturation of QOZs in a fashion that should encourage new investment under the program. Among other propitious developments, the new Regs (among other things) do the following:.

• Establish helpful guidelines for rolling over capital gains recognized on installment sales; • Resolve issues on the treatment of gain under Internal Revenue Code § 1231 (concerning depreciable property and real property used in a trade or business and held from more than a year); • Clarify the events that will end deferral and cause a QOF investor’s gain to be recognized; • Offer guidance on how a QOF may reinvest proceeds from the sale of a QOZ Business Property; • Clarify what constitutes “straddle property” (i.e., property that is both in and out of a QOZ); • Provide guidance on what kind of activity satisfies program requirements for the “active conduct of a trade or business” (including as to triple-net leased property); and • Begin to map out anti-abuse rules.

A wide variety of wise minds ranging from the Roman philosopher Seneca to University of Texas football coach Darrell Royal are credited with the observation that “luck is what happens when preparation meets opportunity.”

Whoever coined the phrase, though, he or she evidently foresaw the QOZ program. While Congress laid the groundwork for great opportunity in the 2017 tax act, it’s the Treasury Department that continues to frame out that opportunity. With promulgation of the Final Regs, considerable potential advantage exists for those who will invest the time and care required to seize it. —Michael Ostermeyer, a partner in the Phoenix office of Ballard Spahr (www.ballardspahr.com), who represents owners and users of commercial, industrial, and institutional real estate, as well as equity investors in all classes, and maintains a special expertise in privately-financed public infrastructure

The QOZ program, introduced as part of the Tax Cuts and Jobs Act enacted in 2017, creates tax incentives for investment in more than 8,700 Opportunity Zones nationwide — including 168 in the State of Arizona. The City of Phoenix alone features one-quarter of the state’s Qualified Opportunity Zones.

YOUR HEALTH. YOUR BUSINESS. Get alerts and all the information to benefit your business during this time by following our RSS Feeds and Social Media. Visit www.inbusinessphx.com to sign up.

For more detailed comment on the Final Regs, see Ballard Spahr’s comprehensive overview. ballardspahr.com/

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PROPERTY, GROWTH AND LOCATION

Largest-ever Phoenix Industrial Spec Building WHAT DIFFERENCE DESIGN Arizona Integrative Medicine & Spa was a full tenant improvement from a shell space for its tenant, Jyoti Patel, M.D. The 3,100-squarefoot office at 11648 E. Shea Blvd. in Scottsdale includes exam rooms, a classroom, teaching kitchen, IV therapy room and medspa. There is a sliding door from the lobby into the classroom.

It can extend the room for learning events as well as yoga or wellness classes.

“The spaces,” Dr. Patel notes, “are cultivated for small visits and customized care.”

“The space exudes wellness,” says Beth Katz of KatzDesignGroup, whose team collaborated to provide full scope interior design. “Every design element was selected to feel healthy, natural and relaxing.” The project team included Michael Hall, architect of record; and Kaiser Construction, general contractor.

“Traditional medical practice space can look very sterile,” Dr. Patel says. “Patients come in frightened, sick; it can be very impersonal. The vision I had for Beth was to make the space inviting and calm. We accomplished this with the soft lighting, simple tones; elements that are very inviting and make it look more personal.”

—Mike Hunter katzdesigngroup.com

APR. MAY 2020

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Phoenix-based Tratt Properties LLC has broken ground on a 1.3-million-square-foot, Class A industrial development, with completion expected in December. Called Elwood Logistics Center, it is the largest speculative industrial building ever to break ground in the Valley.

Elwood Logistics Center is accessed from the I-10/Cotton Lane interchange and sits within both a pending Foreign Trade Zone, which would provide duty advantages and up to 72 percent reduction in real and personal property tax, and an Opportunity Zone, offering tax advantages for operators who invest in areas targeted for economic or employment stimulation.

“The combination of Foreign Trade Zone capability and Opportunity Zone status make Elwood Logistics Center an extremely advantageous site option,” says JLL Managing Director Anthony Lydon, who serves as the project’s exclusive leasing broker along with JLL Managing Director Marc Hertzberg and Vice President Riley Gilbert. “Add to that Goodyear’s position as the sixth-fastest-growing city in the U.S. and the nation’s second-highest-ranked workforce market with almost 1.5 million people within a 30-minute drive, and

you have a very precise mix of geography and labor that is critical for a huge range of national and global operations. That mix is a reflection of the expertise that Tratt Properties brings to this process.”

At build-out, Elwood Logistics Center will total 1,310,258 square feet, with amenities purposefully designed to meet the needs of major logistics, manufacturing, food and beverage, and e-commerce users. This includes a 40’ clear height, crossdock building with a 190-foot gated and secure concrete truck court and 235 dock-high loading positions. The site provides parking for more than 1,400 cars and 327 trailers.

The project general contractor is The Renaissance Companies. The project architect is Deutsch Architecture Group.

At the groundbreaking ceremony, Goodyear Mayor Georgia Lord lauded the project for creating new jobs in the city.

—Mike Hunter JLL l jll.com Tratt Properties

l

trattproperties.com

Fulton Homes Expands, Returns to West Valley Fulton Homes, Arizona’s fastest-growing, family-owned homebuilder, has opened model homes in its first return to the West Valley in several years with its Estrella Commons community. Located in Goodyear, Ariz., off Interstate 10 between North Bullard Avenue and North Estrella Parkway, Estrella Commons will offer 429 single-family homes with 23 new floorplans and seven common areas that feature multiple open turf play areas, two separate half basketball courts and a full-size soccer field.

“Featuring top-tier amenities, high-end finishes with spacious layouts to satisfy all needs of families of diverse lifestyles and sizes, and a location just minutes from shopping, entertainment and outdoor fun, Estrella Commons is an ideal place to call home,” says Doug Fulton, CEO of Fulton Homes.

There are three distinctive neighborhood series: Calistoga– North, Calistoga–South and North Shore. One- and two-story homes feature dozens of configuration options, including some with optional loft areas. Prices start from the low $270,000s.

Estrella Commons boasts five open, active turf areas spread throughout the community. The site has two prominent park

areas, both with a half basketball court, a 30-foot-by-20-foot ramada and plaza area, and a shaded “tot lot.” The North Park area features a large, open turf play area and the South Park area has a full-size soccer field.

A master-planned community conveniently located close to shopping and restaurants, Estrella Commons is in close proximity to Skyline Regional Park and White Tank Mountain Regional Park — both of which offer trails for hiking, biking and horseback riding.

Estrella Commons homes will feature the WaterSense® label and will be both Energy Star®- and Indoor Air PLUS®-certified to ensure state-of-the-art energy efficiency. Exclusive Fulton Features are also included in all the Estrella Commons homes, complete with brick paver driveways, two-tone interior paint, window coverings faux wood blinds and ceiling fans in all bedrooms, dens, great rooms and lofts. —Mike Hunter Fulton Homes fultonhomes.com

Tratt Properties Principal Jonathan Tratt, developer of Elwood Logistics Center, characterizes Goodyear as “one of the fastest-growing industrial and e-commerce submarkets in the nation.”

YOUR BENEFIT IN BUSINESS

Coronavirus in the Crosshairs As a healthcare technology company, IMNA Solutions is hyperaware of the severity of coronavirus, and we’re working to put a stop to it. We’re currently teaming up with researchers and pharmaceutical companies to help bring a COVID-19 vaccine to market by providing free access to our clinical trial data collection, patient engagement and management software.

Right now, our software is being used by three chief resource officers to accelerate these efforts, but we would love to give it to as many research teams as possible. Coronavirus has thus far affected more than 118,000 people and killed at least 4,200 across the world, and enough is enough. —Meirav Naor-Weinstock, co-founder and CEO of IMNA Solutions (imnasol.com)

Phoenix Children's Expands Specialty Clinics in East Valley

With the opening the Phoenix Children’s Specialty Clinic, the health system achieves a long-term goal: to give local families access to a full gamut of services, right in their own backyard. All told, Phoenix Children’s now offers care in 30 specialties at the Phoenix Children’s Specialty Clinic and PCH’s 13 other East Valley sites.

Giving families access to healthcare services in numerous specialty areas that were previously available only at the main campus in Phoenix, with the opening of the new clinic Phoenix Children's adds the following specialties to its offerings in the East Valley: Behavioral Health, Neuropsychology, Pediatric and Adolescent Gynecology, Psychiatry and Psychology. —Mike Hunter

Expanding Delivery of Behavioral Health Services HonorHealth and Universal Health Services, Inc. recently broke ground to begin construction of a new 120-bed behavioral health facility to be named Via Linda Behavioral Hospital. The new hospital will address the growing need for accessible, high-quality advanced behavioral health services in Phoenix, Scottsdale and the surrounding communities, providing a full continuum of inpatient services across the entire patient population.

Situated on the Salt River Pima-Maricopa Indian Community, the new state-of-the-art facility is expected to open in the third quarter of 2021 and will span more than 73,000 square feet.

—Mike Hunter

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How Businesses Can Prepare for Coronavirus in the Workplace What started as a healthcare issue now impacts every aspect of a business’s operations Fear and concerns surrounding the COVID-19 coronavirus already have had devastating impacts on financial markets, economic activity and local communities. Now, as the virus continues to spread across the U.S., more businesses are wondering what they can do to keep their workplaces and employees safe and healthy during this time of extended uncertainty.

Beyond the baseline — but still vital — steps like encouraging employees to thoroughly wash their hands and to stay home if they feel ill, businesses should take a 360-degree approach to preparing their workplaces for the possibility of a coronavirus infection.

Put people first: Keep all employees informed and educated about the outbreak and all steps being taken to safeguard their health while at work. This includes relaying updates from public health officials and governments, as well as providing basic guidance on disease prevention and symptoms of coronavirus. For workers who fall ill or are caring for sick family members, be sure to offer support. Businesses that are able should also consider telecommuting options for workers.

Review and update response plans: Businesses must identify their main vulnerabilities in the event of an outbreak, then take a close look at plans related to business continuity, crisis management, occupational health and safety, risk management and other relevant processes to ensure they address any potential gaps. Distribute updated plans to employees and provide necessary cross-training for any staff who hold critical roles in case one or more of those employees falls ill or is otherwise unable to perform those duties.

Evaluate supply chains: Businesses should consider how the outbreak could impact their suppliers, vendors, contractors and others along the supply chain. Additionally, they should talk to suppliers about their responses and processes for addressing coronavirus. Review any contract liabilities in case of delays, cancellations or quality issues, and explore alternative sources for components, ingredients, parts or supplies in the event of price increases or disruption from travel restrictions. Adapt orders and shipment arrangements to address current demand or to stockpile critical supplies when possible.

Prepare for business interruption: Business operations could be disrupted in any number of ways. Depending on the business and the services or products offered, customer demand could dip or spike. Either way, businesses ought to prepare for possible work backlogs and increased costs of working by hiring temporary help if necessary.

Review insurance policies and assess risk: Beyond healthcare coverages, businesses will want to review policies and coverages ranging from workers’ compensation to general liability and business interruption. Even though almost every insurance carrier has some form of exclusion for a pandemic-type risk, some have throw-in coverages that can help with things like decontamination of an office. Either way, it’s a good idea for businesses to stay in contact with their broker or agent, as well as their insurance carriers, to fully understand their coverages and discuss potential options.

Communication: During a crisis and times of uncertainty, it is vitally important for businesses to communicate effectively with all necessary stakeholders. Poor responses, denial or head-in-the-sand thinking can easily lead to increased anxiety throughout the workplace and organization. Strong, effective communication illustrates the business is on top of the situation and taking it seriously.

While no one can say for certain when the outbreak might begin to ebb, taking a proactive approach and following these guidelines can help businesses mitigate any disruption to operations while keeping their workplaces safe and healthy.

—Charles S. Touché, a vice president with Lovitt & Touché (www.lovitt-touche.com), a Marsh & McLennan Agency LLC Company

Thirty-six percent of adolescents in high school reported having depression symptoms in 2017. In the state of Arizona from 2006 through 2017, emergency department utilization for behavioral health-related disorders increased 173 percent across all primary payers.

Photo courtesy of

WELL WELL WELL

INNOVATIONS FOR BUSINESS

AI Helps Reduce Business Spend There’s a lot that can go wrong in the typical organization’s spend audit process. Manually auditing vendor invoices and employee expense reports is time-consuming and frustrating. Most companies resign themselves to conducting partial audits, which might catch a few discrepancies, but leaves the company at risk for errors, waste and fraud.

Luckily, there’s a solution: artificial intelligence.

Below are six ways AI can improve a company’s audit processes and help reduce business spend.

Audit 100% of Spend At most organizations, the idea of humans manually reviewing every invoice and expense report is laughable. There are too many reports, too few people, and too many other responsibilities pulling at auditors’ time. Luckily, one of AI’s many superpowers is its ability to comb through documents and evaluate risk factors near-instantly. When an invoice comes in, AI systems can immediately check if its terms match those in the contract. Similarly, when an expense report is submitted, AI can look to see if it contains violations (e.g., duplicate receipts or out-of-policy spending); it’ll flag the reports with a problem for further investigation and initiate an (immediate!) reimbursement for low-risk reports. Ultimately, a comprehensive audit process means a significant reduction in leakage, plus a faster process.

Sniff Out T&E Misuse In most companies, travel and entertainment (T&E) is the second-largest controllable business expense, after salaries and benefits. It’s also particularly hard to manage, given there are so many small expenses continuously rolling in from many different sources. We’ve found that a whopping 10 percent of T&E expenses are either fraudulent or a mistake. We’ve heard of employees expensing everything from dog kennels to strip clubs; claiming personal trips as business-related is another common violation. AI can help a business track down these problems, ensure the incorrect expenses aren’t paid out, and give the company the information it needs to address any large-scale issues.

Double-Check that Invoices Match the Contract Terms Many organizations have procurement teams whose whole job it is to negotiate favorable contract terms with vendors. But too often that effort is squandered once the contract is signed, as AP teams may not have the bandwidth to check that the invoice matches the agreed-upon terms.

AI can do this automatically with every invoice

TECH NOTES

Community Colleges Join to Offer Affordable Coding Bootcamp Technology careers are growing at a rapid pace in an industry that is stronger than many others.

With an anticipated 21 percent growth rate over the next 10 years for software development jobs, the need for software developers is stronger than ever.

received, instantly checking to make sure early payment, loyalty and/or quantity discounts are applied.

Don’t Let Fraud Slide Unfortunately, invoice and expense report fraud is common and can have a not-so-small impact on a company’s bottom line. Shell companies might bill for services that were never provided, or send fraudulent invoices that are part of a larger phishing scam. Employees might submit the same dinner receipt as a colleague, causing the company to foot the bill for their dinner twice. With AI, a company can check every invoice for risk factors and flag anything fishy for auditor review.

Catch Double Payments Invoices often get held up — maybe an approver is out of office or the invoice failed a three-way match. In the meantime, the vendor follows up and someone else intervenes to pay the invoice out manually without noting it in the system.

Afterward, the system clears the hold and the invoice is paid yet again. This double payment happens more than one might expect and often no one catches it. AI helps prevent this problem by keeping track of all spend and always checking for duplicates.

Audit Before Paying Once a payment is out in the world, it can be difficult if not impossible to get it back — even if a company later proves the charge was erroneous or fraudulent. Even if the company is able to recover it, doing so takes up valuable time and the company suffers a significant disadvantage in not having the cash on hand for its business. AI makes it possible to audit all spend before a company pays, rendering this problem moot.

—Josephine McCann, product marketing manager at AppZen (www.appzen.com), which offers e-book Artificial Intelligence in Spend Auditing For Dummies

Three Maricopa Community Colleges are working with Promineo Tech, an innovative provider of tech education, to make coding education more affordable and accessible. With programs open to the public through their Community Education or Workforce Development department, Estrella Mountain, GateWay and Scottsdale community colleges began coding bootcamps last month in partnership with Education-as-a-Service provider Promineo Tech.

“The tech community is short on qualified coders,” says Maureen Hannon, program supervisor of Community Education at GateWay Community College. “These bootcamps will help our community members prepare for a long-term, lucrative career in coding.”

The 18-week program focuses on back-end software development. Three six-week courses cover everything from Java to Web API Design, and more. Students will master topics necessary for entry-level roles such as software developer, software engineer and java developer.

“Phoenix is one of the top markets in the country for tech hiring,” states Nick Suwyn, founder of Promineo Tech. “Making this technology education accessible and affordable will ensure that more people can pursue their dreams and tap into this booming industry.”

—Mike Hunter maricopa.edu promineotech.com • Estrella Mountain Community College in Avondale: promineotech.com/ estrellamountaincc; estrellamountain.edu/ community-education • GateWay Community College in Phoenix (near Sky Harbor Airport): promineotech. com/gatewaycc; gatewaycc.edu/communityed/workshops/back-end-softwaredeveloper • Scottsdale Community College (101 and Chaparral): promineotech.com/scottsdalecc; scottsdalecc.edu/about/business-industry Due to COVID-19, the bootcamps will start April 8th and the program will be administered remotely (online) to start. Once things clear up, MCC can transition back to offering in-person and remote.

AppZen recently produced e-book Artificial Intelligence in Spend Auditing For Dummies to help businesses learn more about how artificial intelligence can help their teams save money. info.appzen.com/ai-4dummies

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INBUSINESSPHX.COM

A Special Issue

COVID-19 YOUR HEALTH. YOUR BUSINESS.

ALERT: Follow our daily emails and social media for the latest on COVID-19 by visiting www.inbusinessphx.com to sign up.

Introduction by RaeAnne Marsh

Absent competent leadership at the top,

the business community stepped up early on with information on how to handle changes to normal operations that they could see looming.

We have several articles in the regular pages of this magazine that address concerns kindled by COVID-19.

But this special 10-page section grew out of the outpouring of information, the sharing of expertise, as the pandemic’s impact spread.

Here, along with safety guidelines from the CDC, are legal parameters in employment and HR, articles on leadership, marketing, cybersecurity . . . all the usual concerns of normal business activity, but written for the unusual times we are now working through.

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RESOURCES AND IMPORTANT NOTICES SOURCES OF INFORMATION & ASSISTANCE The following are credible resources for information and assistance in response to the COVID-19 pandemic. Go to www. inbusinessphx.com for weblinks to access them directly.

Arizona Department of Health Services: daily COVID-19 updates The Arizona Poison Control System (now available to take COVID-19 calls from Arizona providers and the general public) Arizona Together: an initiative to help Arizona businesses, nonprofits and residents harmed by the COVID-19 outbreak.

Ballard Spahr COVID-19 Federal Legislation Tracker Ballard Spahr COVID-19 State Legislation Tracker CDC Workplace-School-Home Guidance CDC on COVID-19 Governor Ducey’s Declaration of Emergency Governor Ducey’s Executive Order Johns Hopkins University – COVID-19 facts, updates and tracking map Maricopa County: daily COVID-19 updates SBA Disaster Loan Assistance

2020 TAX SEASON UPDATE The Arizona Department of Revenue (ADOR) has announced it has moved the deadline for filing and paying state income taxes from April 15 to July 15, 2020.

This is consistent with Treasury Secretary Steve Mnuchin’s announcement that the Internal Revenue Service (IRS) has moved the deadline for 2019 federal tax returns to July 15, 2020.

Extension of tax filing deadline does not affect charitable contributions. Donations to qualifying nonprofits for Arizona tax credits must still be made by April 15.

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Don’ts and Dos on Coronavirus

by Jane M. Orient, M.D.

Some views expressed here are controversial. So, do ask your doctor. I hope you have one — not just the HMO or retail clinic “provider.”

Don’t panic. That is always good advice. If you, like the world’s economy, operate on just-in-time inventories and did not take advice to stock up three weeks ago, do not join a mob at a big-box store. Somebody there is no doubt infected. Plus, there’s the risk of getting trampled or injured in a fist fight over the last roll of toilet paper.

Don’t treat fever without a doctor’s advice. Fever is not a disease. It is an important defense mechanism. Very high fevers (say 105 degrees) can cause brain damage, and children can have seizures. But don’t pop Tylenol or ibuprofen at the first sign of fever. Many of the casualties in the 1918 pandemic might have been caused by heavy use of aspirin. Like aspirin, popular nonsteroidal anti-inflammatories (NSAIDS) such ibuprofen also have detrimental effects on blood clotting. Try lukewarm sponge baths for comfort.

Don’t demand to be tested and rely on the results. The tests are still in short supply and not very accurate. If you are at low risk, a positive test is likely to be a false positive. And if you are infected, the test may be negative at first. We need much more testing—mainly for public health monitoring.

Don’t waste. Expired medications are probably still good.

Most drugs or essential ingredients are made in China, and supplies are running out. Masks (also mostly made in China) are

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meant to be disposable, but likely can’t be replaced.

Don’t fall for internet scams or malware. Hucksters will always be around to try to profit from panics. A new type of malicious virus is embedded malware in sites that come up on a search for information. (If you want to find the Johns Hopkins University dashboard of cases and deaths, go to the university’s website, don’t Google “coronavirus map.”)

Do remember that sunlight is the best disinfectant.

If you don’t have a pocket ultraviolet lamp, try putting things like masks or paper currency out in the sun. The idea should be rigorously tested, but in times of need, you may have to guess.

Do take your vitamins. Most people may be vitamin D deficient. Your need for vitamin C escalates with infection.

Do get your essential prescriptions refilled for 90 days — the supply chain depends on China. If your managed-care plan won’t pay, consider paying cash. You may be able to get a good price with a coupon from goodrx.com.

Do protect your immune system, with adequate sleep, exercise, fresh air and diet, especially avoiding sugar if you feel ill.

Do help your neighbors, and be responsible about protecting others as well as yourself from contagion.

Dr. Orient is executive director of the Association of American Physicians and Surgeons (aapsonline.org) and president of Doctors for Disaster Preparedness.

INBUSINESSPHX.COM

YOUR HEALTH. YOUR BUSINESS.

COVID-19

WHEN TO SEEK MEDICAL ATTENTION If you develop emergency warning signs for COVID-19 get medical attention immediately. Emergency warning signs include: • Trouble breathing • Persistent pain or pressure in the chest

Keeping Safe through the COVID-19 Pandemic

• New confusion or inability to arouse • Bluish lips or face NOTE: For any other symptoms that are severe or concerning, consult your medical provider.

by RaeAnne Marsh

Safety for each of us depends on all of us following safety guidelines. That has never been more true than now. The information on this page comes from the Centers for Disease Control and Prevention.

There is a critical difference between COVID-19 and other respiratory viruses: With most respiratory viruses, people are thought to be the most contagious when they are sick and exhibiting symptoms. With COVID-19, there have been reports of spread before people exhibited symptoms.

Wear a facemask if you are sick. During a public health emergency, facemasks may be reserved for healthcare workers. You may need to improvise a facemask using a scarf or bandana.

Clean and disinfect, daily, all surfaces that are frequently touched. This includes tables, doorknobs, light switches, countertops, handles, desks, phones, keyboards, toilets, faucets, and sinks. If surfaces are dirty, clean them, using detergent or soap and water, prior to disinfection.

Know How it Spreads.

There is currently no vaccine to prevent coronavirus disease 2019 (COVID-19). The best way to prevent illness is to avoid being exposed to this virus.

The virus is thought to spread mainly from person-to-person between people who are in close contact with one another (within about six feet), through respiratory droplets — produced when an infected person coughs or sneezes — that can land in the mouths or noses of people who are nearby or possibly be inhaled into the lungs.

Patients with confirmed COVID-19 ranged from having little to no symptoms to mild to severe respiratory illness. Symptoms may appear 2-14 days after exposure and can include fever, cough and shortness of breath.

KEEPING THE WORKPLACE SAFE Encourage employees to: Practice good hygiene. Stop handshaking — use other noncontact methods of greeting. Clean hands at the door and schedule regular hand washing reminders by email. Create habits and reminders to avoid touching their faces and cover coughs and sneezes. Disinfect surfaces like doorknobs, tables, desks, and handrails regularly. Increase ventilation by opening windows or adjusting air conditioning.

Be careful with meetings and travel. Use videoconferencing for meetings when possible; when not possible, hold meetings in open, well-ventilated spaces.

Consider adjusting or postponing large meetings or gatherings.

Assess the risks of business travel.

Handle food carefully. Limit food sharing. Strengthen health screening for cafeteria staff and their close contacts.

Ensure cafeteria staff and their close contacts practice strict hygiene — and stay home if they are feeling sick or if they have a sick family member in their home.

GENERAL SAFETY MEASURES Wash your hands often, with soap and water for at least 20 seconds, especially after you have been in a public place, or after blowing your nose, coughing, or sneezing. If soap and water are not readily available, use a hand sanitizer that contains at least 60 percent alcohol, and cover all surfaces of your hands and rub them together until they feel dry. Avoid touching your eyes, nose, and mouth with unwashed hands.

Avoid close contact with people who are sick, and put distance between yourself and other people if COVID-19 is spreading in your community.

Stay home if you’re sick except to get medical care. Visit the CDC site “What To Do if You Are Sick” for more guidelines if you are sick.

Cover coughs and sneezes — cover your mouth and nose with a tissue when you cough or sneeze, or use the inside of your elbow. Throw used tissues in a lined trash can. Then immediately wash your hands with soap and water for at least 20 seconds. If soap and water are not readily available, clean your hands with a hand sanitizer that contains at least 60 percent alcohol.

INBUSINESSPHX.COM

The CDC offers guidelines on how to discontinue home isolation.

TO DISINFECT Most common EPA-registered household disinfectants will work. Use disinfectants appropriate for the surface. Visit the CDC’s “Clean & Disinfect” page for complete information.

Options include: Diluting household bleach.

Follow manufacturer’s instructions for application and proper ventilation. Check to ensure the product is not past its expiration date. Never mix household bleach with ammonia or any other cleanser. Unexpired household bleach will be effective against coronaviruses when properly diluted.

To make a bleach solution, mix: • 5 tablespoons (1/3rd cup) bleach per gallon of water OR • 4 teaspoons bleach per quart of water Alcohol solutions. Ensure solution has at least 70 percent alcohol.

KEEPING COMMERCIAL ESTABLISHMENTS SAFE Encourage employees and customers to: Practice good hygiene. Stop handshaking — use other noncontact methods of greeting. Clean hands at the door, and schedule regular hand washing reminders by email. Promote tap and pay to limit handling of cash. Disinfect surfaces like doorknobs, tables, desks, and handrails regularly. Increase ventilation by opening windows or adjusting air conditioning.

Avoid crowding. Use booking and scheduling to stagger customer flow. Use online transactions where possible.

Consider limiting attendance at larger gatherings.

For transportation businesses, taxis, and ride shares: Keep windows open when possible. Increase ventilation.

Regularly disinfect surfaces.

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Other common EPAregistered household disinfectants. Products with EPA-approved emerging viral pathogens claims are expected to be effective against COVID-19 based on data for harder to kill viruses. Follow the manufacturer’s instructions for all cleaning and disinfection products (e.g., concentration, application method and contact time, etc.).

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YOUR HEALTH. YOUR BUSINESS.

Frequently Asked Questions about the Coronavirus in the Employment Setting

by Amy Abdo, Richard Dreitzer, Ayan Jacobs, Ann Morgan, Travis Pacheco, Bruna Pedrini, Shannon Pierce, Jessica Post and Janice Procter-Murphy Employers must carefully balance their duty to provide a safe and healthy workplace for employees with compliance mandates so as to not violate employee rights afforded by the Americans with Disabilities Act, the Family and Medical Leave Act and other civil rights and anti-discrimination laws.

Below are some frequently asked questions that may assist employers in their attempts to maintain legally-compliant employment practices while proactively protecting against the spread of the virus. Please note that these questions address the current circumstances as of March 17, which are constantly changing; we are in an unprecedented situation and need to continually monitor various governmental agencies for guidance.

Can an employer take employees’ body temperatures during the COVID-19 pandemic to determine whether they have a fever?

Yes. The ADA applies to employers with 15 or more employees. Under the ADA, measuring an employee’s body temperature is considered a medical examination, which is permitted only where the employer can demonstrate, based on objective medical evidence, that the particular employee presents a direct threat to the health or safety of other employees.

However, the EEOC has recently issued guidance confirming that employers may measure employees’ body temperature without running afoul of the ADA because the CDC and state/local health authorities have acknowledged community spread of COVID-19 and issued attendant precautions.

If an employer decides to begin taking employee temperatures, the employer should do it in a confidential setting and inform the employee that taking the temperature is only to assess whether the employee has symptoms, not make a medical diagnosis

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Can an employer ask an employee who is demonstrating flu-like symptoms to stay home or to leave work?

Yes. OSHA’s General Duty clause requires employers to provide employees a safe workplace that is free from recognized hazards that could cause serious harm to employees. OSHA and the CDC recommend that employers should encourage sick workers to stay home.

May an employer require an employee to travel by airplane if travel is an essential function of the job?

Employers must follow the guidelines being issued on travel from the CDC. This is a difficult question. In general, employees are entitled to refuse to work only if they reasonably believe they are in imminent danger. OSHA discusses imminent danger to include situations where there is “a reasonable expectation that toxic substances or other health hazards are present, and exposure to them will shorten life or cause substantial reduction in physical or mental efficiency.” Given all the recommendations coming from the various governmental agencies to limit contacts and avoid gatherings of more than 10 people, an employer would have a difficult time requiring an employee to take an airplane and then taking disciplinary action against an employee who refuses to do so. Employers should work to come up with alternatives to air travel, such as having virtual meetings (e.g., Skype or its equivalent) to avoid being in a position in which the employer forces an employee to travel by airplane at this time.

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YOUR HEALTH. YOUR BUSINESS.

May an employer prohibit employees from traveling to countries disproportionately affected by the coronavirus?

No. An employer cannot prohibit employees from traveling on personal time. However, an employer may ask whether employees are returning from these locations and take appropriate precautions upon their return, such as requesting they work remotely and self-observe for the 14-day incubation period, to ensure the workplace remains safe. In addition, there are currently travel restrictions in place affecting travel to certain countries.

Must an employer pay employees for short-term workplace closures?

Generally, non-exempt hourly employees need not be paid during business closures, provided that they perform no work during that closure period.

Similarly, exempt employees need not be paid for any payroll week in which they perform no work at all. On the other hand, if the exempt employee spends even one hour working, whether from the office or remotely, he or she must be paid the entire week’s salary. Otherwise, the employee may be at risk for losing his/her overtime-exempt status under the Fair Labor Standards Act, and employers may subsequently be liable for paying overtime.

Accordingly, if employers do not want employees working during periods of closure, employers must make it clear (through a written communication or other written policy) that no work is to be performed. Although not currently required to pay employees during periods of short-term workplace closures, employers may elect to continue paying their employees during such periods.

This answer assumes that there is no collective bargaining agreement or employment agreement that would apply. An employee would also be able to use Paid Sick Time and PTO to cover absences. Employers may also want to create more flexible leave policies during this time.

COVID-19

websites regularly for updates about recommended PPE. Additionally, the EEOC issued guidance in 2009 suggesting that, during an influenza pandemic (defined as a global “epidemic”), an employer may require employees to wear employer-provided protective equipment (e.g., face masks, gloves, or gowns) to minimize transmission of infection.

May an employer deny an employee’s request to wear a face mask?

Yes, under most circumstances. OSHA’s respiratory protection standard dictates that face masks are only required “when such equipment is necessary to protect the health of such employees.” Given that the World Health Organization has stated that people only need to wear face masks if they are treating someone infected with the coronavirus, in most instances these masks would not be a requirement and an employer would be free to deny a request to wear them. However, because the medical community is still learning about transmission of the virus, employers should check the OSHA and CDC websites for updates about recommended PPE

May an employer require employees to wash their hands?

Yes. An employer may require employees to adopt disease control strategies such as regular hand washing, coughing and sneezing etiquettes, and proper tissue disposal..

May an employer ask employees if they are experiencing flu-like symptoms?

Yes. The ADA does not prohibit employers from asking employees who report feeling ill or call in sick whether they are experiencing symptoms like fever, chills, cough or sore throat as this line of questioning is not designed to elicit information about a disability. However, employers must maintain all information about an employee’s illness as an ADA-compliant confidential medical record..

May an employer require employees to wear a mask at work?

It depends on the nature of the work and the level of exposure risk (i.e., low, medium, high, very high). Under general OSHA standards, an employer may require the use of a respirator if it is necessary to protect the health or safety of an employee. When respirators are necessary to protect workers, employers must implement a comprehensive respiratory program in accordance with the Respiratory Protection standard (29 CFR 1910.134), which requires training employees on the proper use and care of respiratory protection equipment.

According to OSHA’s recent Guidance on Preparing Workplaces for COVID-19, the use of Personal Protective Equipment (“PPE”), including gloves, face shields or masks, and respiratory protection, may be needed in certain jobs in order to keep employees safe. According to the Guidance, the types of PPE required during a coronavirus outbreak should be based on the level of risk of being infected while working and job tasks that may lead to exposure. See OSHA Guidance (www.osha.gov/Publications/OSHA3990.pdf) for risk level assessments.

OSHA warns that during an outbreak of an infectious disease, such as COVID-19, recommendations for PPE specific to occupations or job tasks may change. Employers are therefore encouraged to check the OSHA and CDC

INBUSINESSPHX.COM

May an employer request a doctor’s note from employees who are sent home or choose to stay home after demonstrating flu-like symptoms?

Under Arizona’s Paid Sick Leave Statute, employers may ask for a doctor’s note only if an employee has been absent three or more consecutive days.

If an employee tests positive for the coronavirus, the employee will need to comply with the CDC quarantine rules before returning to the workplace. The EEOC has also confirmed in its recent Guidance regarding COVID-19 that the ADA allows employers to require doctors’ notes certifying their employee’s fitness for duty. As a practical matter, however, the CDC is also recommending that employers don’t ask for doctor’s notes at this time to avoid putting any extra burden on the healthcare system..

If an employee has been directly exposed to the coronavirus or has recently visited a known highrisk area, may an employer require the employee to leave the workplace for the incubation and/or quarantine period?

Generally, yes. Public health organizations recommend that companies bar employees from coming to the workplace for a minimum of 14 days after a “medium” or “high-risk” virus exposure — this generally means the person has been in close contact with someone who is known to be infected, or has

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traveled from a high-risk region. In light of these recommendations, employers should work on their ability to have employees work remotely or isolate employees who may have been exposed to COVID-19.

Are employers required to allow employees to work from home upon request due to the threat of the coronavirus?

Generally, no. However, an employer may be required under the ADA to allow employees with immunodeficiencies the option of working remotely.

This could be a reasonable accommodation under the ADA.

May employers require employees to work from home as an infection-control strategy?

Yes, an employer may choose to have its employees work remotely from home. Employers who require or encourage employees to work remotely should develop a policy for tracking working time for hourly non-exempt workers and restricting work periods. Otherwise, employers are subjecting themselves to an increasing risk of unpaid wage and overtime claims.

In the event that an employee contracts the coronavirus, can employers discuss this fact with others in the workplace?

No. Employee medical privacy protections prohibit disclosure of personal medical information. However, the CDC has issued guidance recommending that, if an employee is confirmed to have COVID-19, employers should inform fellow employees of their possible exposure to the disease in the workplace, but maintain confidentiality of the infected employee, as required by the ADA. The CDC recommends that employees who are exposed to a co-worker with confirmed COVID-19 should refer to CDC guidance for how to conduct a risk assessment of their potential exposure, which is available online and periodically updated as the CDC learns more about the virus.

What if an employee has a sick family member at home who has contracted the coronavirus?

According to the CDC’s guidance materials, employees who are well but have a sick family member with COVID-19 should notify their supervisor and refer to the CDC guidance for how to conduct a risk assessment of their potential exposure..

May employers require employees to self-report illness or symptoms if they believe they may have the coronavirus?

Yes. If an employee has symptoms of the coronavirus and has reason to believe he/she may have been exposed to somebody with the coronavirus or has other reason to believe that he/she has the virus, an employer may require an employee to self-report the symptoms..

May employers require that older people, or those with compromised immune systems and generally more at risk for the coronavirus, to work remotely?

No. Employers should not single out or treat individuals from its workforce differently based upon age or suspicions that someone may be more at risk for the virus. However, employers certainly may allow employees who are more vulnerable to work from home.

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What benefits are available to employees who are infected with the coronavirus, or residing with someone infected with the coronavirus?

This depends on the employer’s particular benefits plans and policies.

Generally, however, employees may be able to use accrued paid sick leave, PTO, or vacation during periods of time away from the office due to illness.

For covered employers who are required to comply with FMLA, employees may be eligible for protected unpaid leave under the FMLA and corresponding state laws. Infected employees may also be entitled to short-term disability, depending on eligibility requirements of the employer’s plan. There also are discussions of temporary federal paid sick leave, but that statute has not yet passed. We will continue to monitor for developments.

Will workers’ compensation cover the coronavirus if the employee is exposed to it on the job?

It remains uncertain in Arizona whether contracting COVID-19 at work will be considered a compensable occupational illness for purposes of workers’ compensation coverage. Absent legislation or regulations in this area, it most likely will not be a qualifying event for purposes of workers’ compensation coverage across general industries. However, if there is something peculiar about the work that increases the likelihood of getting the virus (such as working in the healthcare industry), it may ultimately be deemed a compensable occupational illness. State laws and particular workers’ compensation policies will generally govern eligibility requirements. For example, on March 5, 2020, the Governor of the State of Washington announced workers’ compensation coverage to include quarantined healthcare workers and first responders in Washington.

DISCLAIMER: The above FAQs do not constitute legal advice, and are based upon information known at the time this article was written. This is an area that is constantly changing. Employers should continue to check for updates from the CDC, OSHA, EEOC, and other government agencies for additional guidance. Different state and municipal laws may also require additional restrictions that those discussed in this article. Employers should consult with legal counsel about their particular situations, and decisions should be made based on a case-by-case basis.

Amy Abdo, Richard Dreitzer, Ayan Jacobs, Ann Morgan, Travis Pacheco, Bruna Pedrini, Shannon Pierce, Jessica Post and Janice Procter-Murphy are attorneys at Fennemore Craig, P.C. (www.fclaw.com)

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YOUR HEALTH. YOUR BUSINESS.

PULLING TOGETHER

Cleanly Aware As the pandemic unfolds, U.S. schools and businesses are taking extra precautions to keep environments clean and healthy. For example, OpenWorks — a commercial cleaning and facilities services company that specializes in corporate, healthcare and education facilities — has seen a sharp increase in demand for cleaning and advanced measures, such as electrostatic technology, to maximize infection control.

Specialized disinfectant treatments can help facilities to help prevent the spread of illnesses.

Steps to Help Keep Germs at Bay Be wary of the hype. Avoid silver-bullet products such as cleaning machines, filters or cleaning agents that offer unrealistic performance promises. Good, old-fashioned disinfecting and cleaning are the most effective preventive measures, using EPA-approved cleaning products.

Promote cleanliness through the day.

Encourage team members to regularly clean

CenturyLink – Keeping Networks Running

and wipe down their own workspaces, including frequently used surfaces and items like keyboards and doorknobs.

Be realistic about resources. With business executives focused on business continuity concerns, a third-party cleaning service with a proven track record can provide the expert attention necessary to achieve a heightened level of cleanliness.

Make the most of the situation. For businesses contemplating a temporary shut-down or transitioning to a remote-work situation, schedule a cleaning while team members are away from the office. —Liz Caracciolo, COO of OpenWorks (www.openworksweb.com)

Heighten Cybersecurity Awareness One of the key measures to reduce the spread of COVID-19 is social distancing, which for many organizations means encouraging — or instructing — staff to work from home. But moving at short notice from a trusted office environment to working remotely can create security risks Cybersecurity Tips for Remote Workers • Be suspicious of any emails asking people to check or renew their passwords and login credentials.

•

Be suspicious of emails from people you don't know.

• Ensure Wi-Fi connection is secure.

• Ensure anti-virus is fully updated.

• Lock your screen if in a shared space.

• Check if you have encryption tools installed.

—Mark Gilroy, CCEO of Fornetix (www.fornetix.com)

Who Needs Ergonomics?

During these trying times, people are working from home in what has become an unplanned work-at-home experiment the likes of which we’ve never seen. “While many of us have had work from home opportunities in the past, this is going to pose a great challenge as no one really had time to prepare. It’s important to keep ergonomics in mind as you adjust to the new normal and your work-from-home environment,” says Michael Sonne, Ph.D., VP of Innovation & Research at MyAbilities, a leader in smart health technology and workplace safety A Few Ergonomics Tips Keep moving. Sitting with your laptop on your knees and your neck bent down while on your couch is going to cause neck and back pain.

Whenever possible, move between the couch, your desk, kitchen table, etc. Movement is key to preventing pain when you might not have dedicated office furniture.

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COVID-19

Remember that laptops were meant for portability. When you have the opportunity to plug your laptop into a monitor, keyboard, and mouse, take that chance.

Be the MacGyver of your own office ergonomics. For make-shift adjustments, take advantage of things like a rolled-up towel to give you more lumbar support, use a phone book or old text book to elevate your monitor while using a keyboard.

Avoid holding your cellphone between your neck and shoulder when you’re on conference calls. Most of us have Bluetooth headphones or earbuds, which typically have a microphone built in — make the most out of these headsets. —Mike Hunter MyAbilities l myabilities.com MyAbilities is offering a free trial of its ROSA program, which uses artificial intelligence to determine risk of injury associated with work.

Recognizing that high-speed internet service plays a crucial role in the everyday lives of its customers, CenturyLink is responding to COVID-19 by suspending data usage limits, waiving late fees, and not terminating a residential or small business customer’s service for the next 60 days due to financial circumstances associated with COVID-19.

CenturyLink has also committed to the FCC’s ‘Keep Americans Connected Pledge’ outlining these actions. news.centurylink.com/fccpledge

Cox – Keeping People Connected

Among other actions, Cox will open to the general public its 1,600-plus Wi-Fi hotspots throughout the Valley and 900-plus in Tucson; will not terminate service and will waive late fees for any residential or small business customer because of an inability to pay their bills due to disruptions caused by the coronavirus pandemic; and is eliminating data usage overages to meet the higher bandwidth demands. cox.com

D-Backs – Funding Gameday Staff and Community Orgs

The Arizona Diamondbacks has established a fund of at least $1 million for gameday staff affected by the postponement of games in Major League Baseball. And the Arizona Diamondbacks Foundation has donated $550,000 to Arizona-based nonprofits that will immediately assist in helping those most vulnerable during the current national emergency. mlb.com/dbacks mlb.com/dbacks/community/foundation

SRP – Suspending Electricity Disconnections

SRP will temporarily halt disconnections of all customers and waive late fees during the COVID-19 pandemic. This applies to both residential and commercial customers.

Customers will continue to accumulate charges from SRP during this time for electric service. srpnet.com

WaFd Bank Arizona – Interest-Free Lines of Credit WaFd Bank will immediately start offering small business lines of credit up to $200,000 interest free for 90 days to businesses affected by Coronavirus (COVID-19). WaFd Bank is committing up to $100 million in lines of credit to help the business community weather this financial disruption. wafdbank.com Businesses local and around the country are sharing their expertise and proprietary products to help other businesses survive the COVIDF-19 pandemic. Visit the “Offers” section at www.inbusinessphx.com.

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COVID-19

DON’T MISS OUT!

Follow us on all social media platforms @inbusinessPHX for immediate info on COVID-19 and local business,

Randy Kutz is a negotiation consultant with Scotwork North America. For him, the path to negotiation was one of dire necessity.

As a realtor in Arizona, a region particularly hard hit by the 2008 housing crisis, he found himself in a position of having to negotiate for clients who were losing their homes to foreclosure. “It was a very challenging and emotional business environment,” he recalls.

“Bank negotiators were the people I had to deal with. They had the skills and I did not. I learned in the trenches for the first year, and then I got training to make myself a better negotiator for me and my clients.” The Marine veteran and former Congressional chief of staff has 30 years’ experience in business, marketing, and leadership.

YOUR HEALTH. YOUR BUSINESS.

Dos and Don’ts of Email Negotiating amid the COVID-19 Crisis

by Randy Kutz

That’s not what I meant!

The fact is, nobody likes to be misunderstood or have their words misconstrued, especially when another party wrongly applies sinister motives, casting their character in a negative light. And nowhere does this happen more frequently than via email or other modes of e-communication.

Even during the best of times, email negotiation can be tough. But these inherent challenges are exacerbated when attempting to reach agreements in a crisis-infused context, such as that of COVID-19. External factors disrupt, causing contract renegotiations, agreement cancellations and broken promises. Decision makers suddenly find themselves negotiating with emotionally charged people over emotionally charged issues in an e-communication environment that’s emotionally dysfunctional.

Consider a 2009 Marquette University Law School research study, You’ve Got Agreement: Negotiating via Email, or a 2019 U.S. Department of Health and Human Services report entitled The Psychology of a Crisis. The takeaway is clear: The nexus of e-negotiating and crisis-driven communication presents unique challenges that impact trust-building, an essential ingredient of successful deal making.

Negotiation is a trading activity based on making concessions in areas of less importance in exchange for receiving concessions in areas of greater importance.

Discovering what’s important to both sides requires information exchange, which requires trust. When we choose to communicate in fast but lean modes (email), we may increase efficiency, but we can decrease effectiveness because email is inherently a low-trust environment.

For trust to be established at the negotiating table, people need to know that participants are asking questions, gathering information, making proposals and reaching agreements that are not merely self-serving. In times of crisis, this is even more critical, because people are in survival mode and it takes only a mindless message to set them off and send them packing. That’s not a good outcome when reaching an agreement is essential and continuing the relationship is unavoidable.

So, what can businesses do — and not do — to build trust in the low-trust environment of e-negotiating?

• Avoid complex proposals and data dumping that create ambiguity or confusion, because email messages are prone to being misunderstood . . .

Instead, use clear, concise language, and include bullet points and executive summaries for readability.

This builds trust by focusing the reader’s attention on the major points while keeping the reader from reacting to the less important elements.

• Avoid using single, lean modes of communication that risk misinterpreting tone and intent, because email lacks the rapport-building of richer forms of communication

Instead, accompany the email with a phone call, video or audio file that establishes verbal and/or visual cues missing in email. This allows the negotiator to wrap her words in empathy, compassion and authenticity rather than assuming she’s coming across as she intended.

• Avoid giving instant responses to emails that are difficult or provoking, because the social distance of email tempts negotiators to issue impulsive, reactive, and regretful replies . . .

Instead, articulate the response outside of email and share it with a friend or colleague before pushing send. This leverages time and distance between communication and incorporates objectivity from someone who’s less emotionally involved.

• Avoid holding onto “bad” or “hard” information until late in the negotiation that leaves one side’s counterpart feeling like there was a bait-and-switch, because email communication is logical, linear and progressive . . .

Instead, give this information early. This properly sets expectations and allows the impacted party to adjust, plan and prioritize rather than having a new crisis caused by a failure to communicate.

• Avoid relying solely on persuasion that can come across as manipulation, especially when driven from a position of power, because email tends to be direct and one-sided . . .

Instead, make proposals that focus on trading real concessions to reach mutual agreements. This builds trust by sincerely trying to give people what they want but on terms that are acceptable to you.

Next time you’re seated at the virtual bargaining table, you have an opportunity to build trust with your counterpart simply by recognizing the human component and adjusting your behavior accordingly. This will result in striking agreements that not only save you time and money in the moment, but also save the relationship for the future.

scotworkusa.com

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YOUR HEALTH. YOUR BUSINESS.

COVID-19

Business Communication Tips to Take Back Control during COVID-19 Quarantine

by Kristina Skindelytė and Raminta Lilaitė

World Health Organization announcements about the COVID-19 pandemic are raising many uncertainties and questions about the way business will now be conducted around the world. In the face of this unusual situation, companies often do not know what to do and how to communicate with customers, partners, even their own employees.

It is obvious that the current quarantine situation cannot be compared to any previously announced pandemics or crises — this time, the world is shutting down completely. The situation is going to lead to hardly measurable consequences not only for individuals but also for businesses. While people actively seek information and assurance from the government and trusted leaders, it is important for companies to demonstrate effective leadership within their own sphere of influence — through the right communication with employees, customers, partners and suppliers.

Do not ignore the problem. In the event of any unusual situation, do not avoid talking about problems. A pandemic will inevitably affect one’s company and employees, thus talking about security and any foreseen plans during quarantine with clients, employees and partners should be a priority. Everybody needs to know clearly what the business’s plans are, whether the team will now work remotely or if the business will temporarily be out of business, how its leaders can be contacted and how its leaders are willing to help the others. This will allow the company to maintain seamless communication and provide clarity in shaping future communications. Gartner has prepared a useful questionnaire to help businesses understand their level of company preparedness during the pandemic crisis.

Plan internal communication. When a crisis begins, employees need to understand how it will affect their work and the company itself. In times of panic, the reluctance to take on responsibility may begin, thus it is important to appoint a person or a team to be responsible for sharing information with employees. Staff should receive all mandatory information regarding the critical points and risks of a crisis, how to ensure a safe and responsible environment and what the work will look like from this point. Any communication with remote workers should be especially empathetic — create open communication; understand that a person is working from home and may have other family members in the same room, and thus the environment may not be very professional.

Maintain contacts. Do not stop fostering relationships with clients, partners and investors. Businesses should use various communication channels, such as social networks, just to chat and show they are responding to the situation. Clients need to understand that in spite of temporary troubles, the company is still in business and is ready to help and answer any questions. The communication should take place regularly and be available at all times. It is important to stay open about the challenges ahead and how the business is prepared to deal with them. Crisis can be a great time to re-communicate the company's core values.

Continue communication with the press; offer help

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and expertise. While the first instinct in a crisis is to get away from it all, long-built communication efforts should not be suddenly dropped. Business owners should not push the press away but continue talking about their company by fine-tuning their tone, as people need empathy and sensitivity at this moment. A good way to help is by actively offering comments and company expertise. For example, a virtual educator could offer tips on what to do with children at home, and a private clinic could share insights on healthcare.

Share achievements. Despite the stress, understand the crisis will not last forever. During this time, therefore, it is important businesses continue sharing company achievements and success stories — to inspire people and help them understand that this phase is temporary. Of course, achievements need to be communicated in a sensitive manner when many other companies are experiencing difficulties. This requires empathy and diplomacy at every step.

Prepare an external communication plan; think of existing and potential audiences. In the global context, all businesses face the same situation — only attitude and preparation will differ. Now is a great time to build a communication plan that will help address different audiences.

For businesses that are not localized, this is a great opportunity to look for partners in wider and unexplored markets. It is worth considering communication abroad as well — perhaps a business’s solutions could address some specific consequences of a pandemic. For example, fintech companies can help create new solutions for remote billing, translation agencies could employ more freelancers who now can only work from home, and so on.

Kristina Skindelytė and Raminta Lilaitė are founders of digital communications agency Blue Oceans PR. Blue Oceans PR is a digital communications agency that works with the most influential journalists around the world, represents innovative companies and startups and, most crucially, has extensive experience in crisis management.

Both communication experts are now sharing some essential tips on how to communicate in the face of the COVID-19 pandemic — not to take advantage of people's fears, but to provide useful information, to keep everyone calm and in line with companies’ values.

Kristina Skindelytė and Raminta Lilaitė offer additional strategies; see this article on our website at www.inbusinessphx.com.

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Healthcare:

Wellness Matters More than Ever

6 Companies Set Example

Attitude pays off big-time, as these local employers demonstrate

by RaeAnne Marsh

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H

ealth and wellness is a mindset, in many

ways. It requires a participant to recognize that it’s about “me” and to be aware that “what I do” affects the outcome. The current COVID-19 pandemic has brought that awareness to the fore as people make deliberate choices on what they do and where they go.

Businesses have long offered healthcare and related programs to their employees. But offering is only part of the wellness equation.

There’s an old saying, “You can lead a horse to water but you can’t make him drink.” Here are vignettes of success of businesses that not only provide the “water” but have addressed that other part of the equation: the motivation to “make him drink” — and have been doing so since before COVID-19 raised everyone’s awareness.

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Community Tire Pros – Where Community Is More than a Name

We look at healthy employees as part of our commitment to community.

That's why the word “community” is in our name. We serve, not just the surrounding neighborhoods, but the community or "family of employees” at Community Tire.

To that extent we believe promoting healthy lifestyles is as important as promoting healthy business practices and healthy customer relationships.

We cover 60 percent of healthcare coverage for our employees and their families and we have several programs to encourage healthy behavior and healthy choices.

Among these are two contests we run each year. One for weight loss and the other for overall health improvement. The weight loss challenge carries a monetary award and the employees love it. For overall health, we give a trophy away each year to the employee with the best health turnaround. It is just as important as the other trophies we give away each year — the trophies for achievements throughout the year, gross sales, net profit increase, tire sales increase. And it's not about who's top dog; it's about who has made the biggest improvement. We believe that, by our recognizing improvement, everyone feels like they have a chance to succeed.

Also by including the health improvement trophy among those other business performance improvement trophies, it gives it the same level of importance to health as the other awards — making health improvement as important in the minds of our employees as financial performance. We have had some great participation and it has been well-received. Calvin at tore 4 in Buckeye made a huge turnaround for weight loss last year, but it's not always about weight loss. If someone quits smoking or has a significant health improvement they can win as well.

The weight loss challenge, is separate from the health improvement award, it's fun to see how the employees compete with one another to see who can lose the most weight in a year.

The employees jump in on this. We try to build a culture of participation and respect for one another. Follow-through and celebration are two important components of employee buy-in. For example, if you promote something and then you don't follow through as management, or if you don't adequately celebrate the employees’ achievements in a big and public way, they'll never believe you and it can have the opposite effect of what you intended. In our case, response has been strong; they think it's cool that we care.

The weight loss challenge goes back 10 years, and the health and wellness award goes back about three or four years.

It's not coincidental that everyone who has received the award is someone who has been with us a long time; it stands to reason that the employees with the longest tenure appreciate these things and take them seriously. We don't have a lot of turnaround, so you can see how younger employees are influenced by the veterans over the years. Anyone who is skeptical of how much we care changes that thinking over the years when the veterans lead by example.

The impact on productivity is not something we've measured, but we believe there is a direct link between caring about your employees and their productivity. That's why we commingle the health and wellness award with awards for company performance improvement.

This is just one of a number of ways that we show our employees how much we care; and not just the employees, but their spouses and significant others as well. We send out anniversary cards and birthday cards for both,

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we give out basketball game tickets or spa days for wives, we give gift cards for groceries during the holidays and we give away trips to Vegas or Jamaica through contests or to just let highly productive employees know that we care.

We appreciate their hard work because it's a direct reflection of how much we care about our customers as well. —Howard and Patty Fleischmann Sr., Owners of Community Tire Pros

Delta Dental – Sustaining a New Take on Employee Wellness

Wellness programs can be a bit like the time I put apples in the lunchroom vending machine . . . I was out of ideas on how to engage employees in wellness initiatives, so I did a survey. Employees took the survey and insisted that, if the vending machine contained healthy options, they would choose the apples over the Cheetos. So, I rolled out the new, healthy snacks and fresh fruit. I proudly announced the change and could almost feel cholesterol levels dropping!

But I soon noticed that all the wrong people got the apples — the people who already ate healthy snacks, went to the gym or attended my cholesterol screenings. You know, the people who are already choosing things that keep them healthy and our benefits costs low. My conclusion: The apples didn’t move the wellness needle at all.

It was the rest of the population I needed to engage — the ones who have a physical restriction that keeps them out of the gym, who feel ashamed of the dozens of diets they’ve tried, who are afraid of what their doctors might say if they scheduled an exam. I needed a wellness program that did the job of an apple, but low-pressure, easy and, most importantly, effective.

Well-Being > Wellness

My apples taught me the folly of focusing only on lifestyle choices, like diet and exercise, and forgetting about the less glamorous — but far more effective — disease-management. A recent RAND Corporation study (www. rand.org/content/dam/rand/pubs/research_briefs/RB9700/RB9744/RAND_ RB9744.pdf) showed that the ROI for disease management is much higher than the ROI for lifestyle management programs ($3.80 vs. $0.50). This type of return allows employers to pass savings on to employees through lower plan costs and wellness premium discounts. At Delta Dental of Arizona, half of our employees qualify for a 10-percent wellness discount!

I also learned that my apples only engaged current apple fans. Lifestylefocused wellness programs tend to engage our younger, healthier employees while alienating others. The workforce at my office spans ages 20 to 70, with an equally wide variety of physical abilities. According to Centers for Disease Control and Prevention (www.cdc.gov/chronicdisease/resources/infographic/ chronic-diseases.htm), 6 in 10 adults in the U.S. have a chronic disease.

Given this information, I choose to focus my efforts on helping employees manage their day-to-day struggles. My goal is to arm employees with the knowledge they need to monitor and control their conditions. Some ways we do this at Delta Dental of Arizona are ensuring employees have affordable dental and vision benefits to catch signs of disease early, inviting mobile dental and vision clinics to visit our office, holding health screenings throughout the year, offering a wellness discount for employees who complete their yearly preventive care, giving employees an easy and affordable option for finding mental health care, having resources available for employees who are interested in attending a support group, finding

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insurance carriers who offer coordinated care programs for their members, and motivating employees with healthy lunches and raffle prizes Disease management has empowered our employees to take better care of themselves and their dependents. When employees are effectively managing their conditions, they spend less time at the emergency room and more time feeling healthy at work. —Jolean Fleck, Director of Human Resources at Delta Dental of Arizona Jolean Fleck, MBA, SPHR, SHRM-SCP, is the director of human resources at Delta Dental of Arizona. An experienced talent manager, Fleck has spent more than 20 years delivering HR solutions across diverse industries that align with business strategy and provide an enriching employee experience.

Lovitt & Touché – Wellness Program Impacts Colleague Lives

Encouraged by her doctors to lose weight to lower her overall risk of disease, a Lovitt & Touché colleague recovering from ovarian cancer worked with the company’s on-site health coaches to change her diet and increase her exercise. Going on daily walks with co-workers and making better food choices helped her lose 40 pounds in a year — and, most importantly, she remains cancer free more than two years later.

“The lifestyle changes she made by embracing our wellness culture probably saved her life,” says Shawn Ellis, vice president of human resources at Lovitt & Touché, A Marsh & McLennan Agency LLC Company.

This colleague’s experience is one of many success stories resulting from the company’s 10-year-old Feel Good & Lovitt program. More than 83 percent of the company participates in the wellness program, with more than 50 percent receiving on-site biometric screenings last year.

The screenings are one of many services Lovitt & Touché offers to help colleagues live healthier lives. Others include health risk assessments; monthly health/wellness seminars; hands-on wellness activities; telemedicine; nurse hotline; on-site massages; discounts on health products; nutritional and dietary resources; colleague assistance programs; and disease management programs for arthritis, asthma, autoimmune disorders, cancer, congestive heart failure, coronary artery disease, depression, diabetes, maternity metabolic syndrome, musculoskeletal pain, obesity and stress management/anxiety.

“Lovitt & Touché places an extremely high value on workplace wellness,” Ellis says. “Our Feel Good & Lovitt program makes a tremendous difference; not only does it educate colleagues about healthy practices, but it also provides them with opportunities to easily implement them. For example, having a dedicated wellness space on-site allows us to offer a variety of physical activities led by health coaches; we also provide healthy vending options as well as on-site flu shots and mammograms.”

In addition to convenience, Feel Good & Lovitt includes a points-based system awarding colleagues points for completing various wellness activities.

Colleagues track their progress and receive points for improved biometrics; change in health status; achieving health outcomes for BMI, blood pressure, glucose and cholesterol; losing weight and participating in general well-being programs (including seminars and activities), health coaching or tobacco cessation programming.

For each level achieved, they are awarded $100, encouraging colleagues of all backgrounds and health statuses to continuously improve their well-being.

Colleagues who participate in the annual biometric screening also enjoy a

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lower insurance premium contribution.

New colleagues receive information about Feel Good & Lovitt during their onboarding process; all colleagues receive program updates, ideas and success stories through a monthly well-being newsletter, posters, emails and information on the company intranet.

Moreover, colleagues have a hand in shaping the program. “A colleague-led committee serves as the voice of the workforce, and all colleagues have the opportunity to provide input into the content of our program through annual satisfaction surveys,” says Ellis. “Obtaining feedback from on-site health coaches and our wellness committee members ensures we have a fuller understanding of colleague needs.”

Plexus Worldwide – You Can’t Have Wellness without Health and Happiness

Scottsdale-based Plexus Worldwide is a health and wellness company that has been helping people transform their lives with science-based products for more than a decade. So, it should come as no surprise that this direct sales company has one of the best employee wellness programs in the state.

Plexus takes a holistic approach to wellness, providing professional and personal development opportunities for 400-plus local employees and 400,000-plus global Ambassadors (independent sales distributors). Its comprehensive wellness program covers a broad scope to help team members accomplish their physical, financial and emotional well-being goals.

The company subsidizes more than 80 percent of employees’ medical, dental and vision insurance costs, a major commitment in a time when health insurance rates have increased by 8–11 percent on average per year.

Additionally, two onsite wellness coaches call Plexus home. As the resident fitness champs, they provide onsite consultations, meet with new hires and lead wellness challenges and weekly fitness classes. Plexus also stocks its breakrooms with fresh fruit, massage chairs and, of course, its popular products.

“The focus on wellness makes me very proud of the company we’ve become,” says Tarl Robinson, CEO and founder of Plexus. “If you walk around Plexus’ headquarters, you’ll see a diverse group of women and men who are committed to enhancing the lives of those who support, promote and use our products.”

Robinson is a strong supporter of the local community, and in 2019 Plexus donated $500,000 to a variety of nonprofits. Plexus also offers employees 16 hours of annual Paid Volunteer Time, which they can use to support charities of their choice or one of the many events organized by Plexus Charities.

Aligned with Plexus’ mission of health and happiness, employees volunteered 2,360 hours at local nonprofits in 2019 alone!

This passion for giving back is one of the many reasons Plexus has an excellent retention rate, with 41 percent of open roles in 2019 being filled by internal talent. “In today’s environment, you need world-class benefits if you’re going to compete for top talent, including a focus on employee well-being.

Plexus is known as the Health and Happiness company, so people are naturally attracted our story,” says Chief Human Resources Officer Mary Beth Reisinger.

Plexus was named among the Best Places to Work for the last three years

by Direct Selling News and named as a Scottsdale Chamber Sterling Award Winner in 2019 — no coincidence given the company’s investments.

When it comes to wellness, Plexus definitely walks the walk. —Joanna Gonos, Director of Internal Communications & PR at Plexus Worldwide

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Walmart – Well-Being Is More than Physical Health

We offer a number of services that address physical health, financial wellbeing, social and emotional well-being, and community.

Our ZP Challenge is a fun and inspiring app-based contest that rewards people for the changes they’ve made in food, family, money or fitness.

Using the Even app, our associates can access tools to help them plan ahead for bills and savings goals, eliminating the work of figuring out how much money is okay to spend. When unexpected expenses occur, our associates can access earned wages ahead of scheduled paychecks using the “Instapay” feature. These tools are available to all hourly and salaried Walmart, Sam’s Club and Walmart eCommerce associates.

Announced earlier this year, the Walton Life Fitness Pass offers gym memberships to associates and their families for as low as $9 per paycheck to as many as 9,000 facilities across all 50 states. In Arizona alone, we currently [at press time of early March] have 735 associates and 718 of their dependents enrolled in this program — a total of more than 1,400 participants since it was announced in January.

Resources for Living, and employee assistance program, is a service dedicated to promoting well-being and life success for all Walmart associates and their household family members. RFL is available 24 hours a day, 365 days a year, to serve as a partner, coach or resource to navigate life challenges and opportunities important to our associates’ overall health and well-being.

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We have two Quit Tobacco programs. Kick Butts, offering text messaging support for all associates plus two friends or family members, provides nicotine replacement therapy for all participants and tools to manage cravings and avoid temptations. QuitNet, offering online support for all associates, provides nicotine replacement therapy and telephone support with a trained health coach, along with encouraging email tips to help manage cravings and avoid temptations.

Results Speak Well

ZP Challenge is a great example of how Walmart rewards employees for making better choices to improve their well-being. To enter the contest, associates make as many better choices as they want during a 21-day period, share their story about their ZP experience, and can win one of many prizes.

ZP has already awarded more than $1 million. In addition, when associates track their choices on the ZP app, they have the opportunity to win random surprises, just for being part of the ZP community.

We understand that it’s difficult to make changes, especially when it comes to making better decisions about health. To address this, Walmart encourages associates to make simple, small changes in everyday life and celebrate each achievement. Every better choice is a step forward in the right direction — that’s the foundation of the ZP Challenge.

Making the tools convenient also helps bolster participation. The Even and ZP Challenge apps are accessible any time to all of our associates.

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We’ve also found that the tools and resources we’re providing are helping to build a community where our associates can be inspired by one another to make improvements in their lives. When our associates who are enthusiastic about their own results are able to share their stories, they help motivate others to do the same.

Three million people have committed to the ZP Challenge since 2013. The Even app launched with Walmart associates in 2015, and more than 600,000 associates have used it. The Walton Life Fitness Pass benefit launched in January 2020.

Our associates continue to respond positively to the programs we provide and we’re seeing very high participation. Walmart has a long history of providing comprehensive healthcare and benefits to our associates and we’re proud of the quality plans we offer, which are among the best in the retail industry. We believe that when associates have stability in areas like healthcare, maternity and parental leave, paid time off and retirement planning, they’re better able to bring their best selves to work. We’ve found that individual results have led to company results. The Even and ZP apps have led to an increase in associate satisfaction as well as more revenue per square foot in our stores.

And beyond that, as of May 2019, more than 70 percent of ZP Challenge users have lost 20 pounds and 95 percent spend more time with their families.

—David Hoke, Senior Director of Health & Well-being for Walmart

WaFd Bank – Fostering a Preventive Approach to Well-Being

The challenge is meeting the needs of a workforce whose ages are fairly evenly distributed over a range from 18 to 64, with a few older as well, and range in life mileposts from those who are starting a family to those who are thinking about retirement.

WaFd, rather than implementing any specific wellness programs, expanded its benefit offering through external providers. The company’s focus is on preventive health awareness, and its benefit plans offer a wide range of opportunities for employee wellness. Among these are MD Live Telehealth Services available 24/7/365 — for less than doctor office copay; wellness discounts and deals, including a pet wellness plan discount; a maternity and paternity program; an employee assistance program; annual flu shot clinics; and travel benefits.

The company reports that it began making changes in 2015 and, each year, uses data (such as internal surveys, outside trends and exit surveys) to make decisions on the benefits. Reported annual turnover in 2016 was 27.69 percent; turnover for 2020 annualized is 20.41 percent.

It’s an overall culture that shows results in, among other examples, what Regional President Mike Brown proudly calls the “ridiculously long tenure of our employees.” Every month, the company acknowledges employee anniversaries, and Brown relates, “There are several at 15-plus years every month. A recent one was for 44 years!”

For company information, “HR teams post things on a shared service site that everyone visits,” says Liselle Cetone, Arizona regional HR coordinator. where we share company information. And having a local HR person — as opposed to directing everything across its eight states of operations from its Washington State home office — is important in understanding unique, local needs. Also, she says, “I send personal emails to remind people of various programs.” And in Arizona, a sense of community for the employees is built in

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such things as sponsored 5Ks — which includes getting together with clients — and walking groups.

Keeping a personal connection is part and parcel of company practices.

Brown makes branch visits every month so as to communicate opportunities and other information directly to the employees — face to face as much as possible, or via video; it can be a stretch to reach all 31 branches in his division, he acknowledges. “When things happen, we try to get out there face to face as much as we can.”

WaFd’s “pay it forward” philosophy gives employees the reward of feeling they are making a difference in others’ lives. Brown recalls the response when, during the government shut-down a little over a year ago, Washington Federal instituted a program to offer interest-free loans to employees, customers and non-customers within the company’s footprint, ultimately helping 1,600 families — 750 in Arizona. “Employees knew we were helping people. There were hugs in the lobby; the whole bit,” he relates.

Regarding healthcare specifically, Brown says, “What we do is unusual — we don’t allow smokers.” He once told a new employee who came on board to work for him that, if she wanted to work for him, she had to quit smoking. He relates she later thanked him, saying she had wanted to quit for years. Such things help with the overall cost in the company, “so we can offer better benefits to our employees.”

A significant plus for the employees, Brown believes, is the company’s practice of once a year providing them with access to the total compensation package. “We wrap it into an overall culture: Stay healthy, be healthy, be a good person. Five years ago, our CEO created our mantra, ‘Love what you do? Make a difference.’”

Says Brown, “If you have a good culture in the workplace, you get healthier, too.”

Community Tire Pros communitytirepros.com Delta Dental deltadental.com Lovitt & Touché lovitt-touche.com Plexus Worldwide plexusworldwide.com Walmart walmart.com WaFd Bank wafdbank.com

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Leadership

A PATH TO FOLLOW

Navigating Unexpected Change and Disruption Increase your efficiency under pressure

by Maggie Craddock

Maggie Craddock, president and founder of Workplace Relationships, is an executive coach who has worked with clients at all levels of the professional spectrum. Before building her executive coaching business, Craddock worked for more than a decade in the financial services industry and received two Lipper Awards for top mutual fund performance.

Her latest book, Lifeboat (New World Library) will be available May 2020; her previous publications are The Authentic Career and Power Genes. workplacerelationships.com

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Many of my clients have been discussing the challenges they face in their careers, their personal lives and even their investment portfolios as they struggle to keep up with how COVID-19 is impacting our economy.

Let’s face it, daily market swings of 1,000 points can unleash a flood of adrenaline in anyone — even seasoned investment professionals. Add to this the need to reach for hand sanitizer every five minutes, the empty grocery store shelves and the uncertainty we are facing about whether we will be working from home, and being anxious seems like a pretty normal response.

One thing all unexpected challenges have in common is, we are grappling with imperfect information. Even though we don’t know all the facts, we still need to stay focused on the present and take the next right action — one row of the oar at a time.

When navigating unexpected change and disruption of this magnitude, it’s vital to remember that the first person you need to be able to trust in a crisis is yourself. While this may seem obvious, when an unexpected threat like COVID-19 starts monopolizing the media, changing your work schedule and impacting your family, you have to be prepared for the eruption of feelings this can unleash in your inner world. Can you trust what the authorities are telling you to do? How can you inspire the trust of your team and your key clients during this challenging time? Who can you trust to advise you how to best protect your family?

If there’s one silver lining at the heart of this challenging time, it’s that this is an opportunity for all of us to clarify the conversations we are having with ourselves under pressure.

We can’t afford to ignore facts just because they don’t fit into a narrative scripted for us by others. We need to tune into our feelings, interact with others in a way that inspires trust, and

make choices that align with our genuine values.

Over the past 20 years, one of the foundational skills I teach people in my coaching practice is how to shift the pace of what’s unfolding in their inner worlds to increase their outer efficiency under pressure. I developed the Lifeboat Process from lessons I gleaned by studying how Titanic survivors pulled together to beat the odds in one of history’s most famous maritime disasters. Part of the Lifeboat Process helps people delineate the stages they progress through in their inner worlds when they find themselves grappling with unexpected threats and external challenges.

My lifelong fascination with the story of the Titanic has prompted me to ponder the questions that many of us might have asked ourselves if we had been passengers on this historic ship. After all, nobody on the Titanic was prepared for this luxury excursion to suddenly devolve into a primal struggle for survival in the middle of the Atlantic Ocean!

When circumstances change abruptly, the norms that guide our behavior and the strengths we need to draw on to succeed often have to change as well. With this in mind, it’s helpful to consider that many of the questions Titanic survivors asked themselves on the fateful night that their “ship of dreams” went under are the same questions it’s vital to ask ourselves today when we face unexpected change: What do I do if I sense trouble?

How do I find inner strength under pressure?

Who can I trust in a crisis?

When the stakes are high, trust isn’t conceptual. It isn’t a word scrawled on a whiteboard. Making wise decisions about who to trust and why to trust them can make the difference between failure, success and even survival — even on the high seas of finance.

Both in work and in life, we all realize that there are some

We can’t afford to ignore facts just because they don’t fit into a narrative scripted for us by others. We need to tune into our feelings, interact with others in a way that inspires trust, and make choices that align with our genuine values.

STRATEGIES FOR WORKING REMOTELY situations we simply can’t handle alone. Dealing with a game-changer like COVID-19 is one of them. Similarly, the lifeboat survivors from the Titanic knew they needed each other. None of them could have survived in the middle of the Atlantic Ocean alone. To live to greet another day, the Titanic survivors had to cultivate a felt-sense of who needed emotional support, who needed rest, and who they could trust to row for another hour.

Here are a three tips from my upcoming book Lifeboat that can help you make the internal shift necessary to strengthen your relationship with yourself, clarify who you can trust, and help you align your actions with your genuine values during this challenging time: • Try to take 20 to 30 minutes during the day to operate at half your normal speed. Doing this will help you become mindful of the quality of the conversations you are having with yourself — and will bring you back to a practical sense of the positive things you can do in the present moment.

• Stay aware of small things you can do to support others. Nothing breaks the chains of isolation and quells the fear of impending doom like taking simple actions such as giving directions even though you are in a hurry, sharing helpful information, or doing simple things boost the morale of others.

• Become curious about the steps that unfold in your inner world when you find yourself imagining the worst. By learning to delineate the inner stages you cycle through that lead you from a concern to an imagined crisis, you can train yourself to script a personal narrative that doesn’t exaggerate your fears and points you toward practical and constructive action.

These simple steps will help you strengthen your relationship with yourself and prepare you to respond effectively to some of the new risks we are facing on the job.

What are these new risks?

There are risks in terms of our ability to communicate effectively, maintain morale and take effective action.

When an unexpected crisis strikes, internal communication patterns can be an important clue to an organization’s ability to operate with agility under pressure. Stressed employees and anxious customers are always having a conversation with themselves as they assess information — and wait for it.

When it comes to morale, this is a time to proactively address the challenges employees may be battling internally as they strive to take effective actions externally. Validating the needs of others protects resources that may be tough to quantify but priceless to your firm: loyalty, motivation and courage.

As far as effective action is concerned, it’s also vital for employees at all levels to make sure the messages they are conveying and the actions they are taking are aligned as this crisis unfolds. Whenever we proffer a strategic plan, it’s imperative to be able to execute this in a manner that models an approach to problem solving that support’s the firm’s culture.

Remember, once the Titanic survivors found themselves huddling together on small watercraft watching the Big Ship go under, they weren’t just on another boat — they were in another world. Similarly, we can’t know what the impact of challenges like COVID-19 will be for our careers, our families and our world until more information emerges.

What we do know is that, by doing the inner work necessary to prepare for unexpected change, our outer fate will be aligned with our genuine values and the highest and best use of our talents in changing times.

Distributed Teams Is it possible to have a meaningful, well-paid career without a daily commute to a physical office? Can a team or organization work well together even when physically apart? What if an organization’s “work from home” policy was a competitive advantage, while also helping address important social, diversity, urban planning and environmental issues? This book is for those who are working in, joining, or starting a distributed team. This easy-to-read book has short chapters with practical takeaways on topics like how to handle complex interpersonal topics such as hiring, firing, one-on-ones, reviews, trust and group culture. Drawn from 26+ years working in distributed organizations, this book gathers what did — and did not — work.

Distributed Teams: The Art and Practice of Working Together While Physically Apart John O'Duinn

335 pages

Release Mechanix, LLC

On shelves & online

$24.99

The Long-Distance Leader Leadership First, Locations Second. As more organizations adopt a remote workforce, the challenges of leading at a distance become more urgent than ever. The cofounders of the Remote Leadership Institute, Kevin Eikenberry and Wayne Turmel, show leaders how to guide their teams by recalling the foundational principles of leadership whether their teams are scattered globally or just working from home a few days a week. The authors' "Three-O" Model refocuses leaders to think about outcomes, others, and ourselves — elements of leadership that remain unchanged, whether employees are down the hall or halfway around the world. By pairing it with the Remote Leadership Model, which emphasizes using technology as a tool and not a distraction, leaders can navigate the terrain of managing teams wherever they are.

The Long-Distance Leader: Rules for Remarkable Remote Leadership Kevin Eikenberry

224 pages

Berrett-Koehler Publishers

On shelves & online

$19.95

Making Remote Work Work Making Remote Work Work is a pragmatic, realistic approach to building effective remote teams, aimed at helping individuals find their way into a remote role that works for them. For leaders in a company trying to build a remote team as well as individuals looking for a remote job, Making Remote Work Work will lay out a blueprint for long-term success using author Gil Gildner’s decades-long experience in remote work, after managing, hiring, starting companies, and working remotely from more than 45 countries.

Making Remote Work Work: How To Work Remotely & Build Teams From Anywhere In The World Gil Gildner Baltika Press

240 pages On shelves & online

When an unexpected crisis strikes, internal communication patterns can be an important clue to an organization’s ability to operate with agility under pressure.

$17

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TRAVEL DURING COVID CRISIS

"Employers with Europeans already in the U.S. should seek legal counsel on options for these individuals. While these individuals are not subject to this new ban, the measures in their own countries combined with the new ban here in the U.S. may create circumstances where someone who needs to go back to their home country in Europe to renew their passport or other key documents will not be able to re-enter upon renewal," Bernhard says.

Rebecca Bernhard is a Partner at the international law firm Dorsey & Whitney LLP, specializing in U.S. immigration and labor and employment law.

Bernhard is a frequent author and speaker on issues confronting HR professionals, including immigration compliance, I-9 audit, and crossborder issues. dorsey.com

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COVID-19 Impacts International Travel Businesses face challenges at the border

by Rebecca Bernhard

Crossing U.S. borders has never been easy, but today’s business travelers face an unprecedented range of issues amidst a constantly-shifting legal and regulatory landscape.

Within the past month alone, the U.S. government has rolled out three new sets of travel restrictions: an expansion of the “Trump Travel Ban,” a so-called “birth tourism” ban, and a travel ban designed to contain the spread of the COVID-19 coronavirus.

While these recent policies have differing levels of impact on business travel, they highlight how quickly U.S. cross-border travel rules are changing.

In this context, it is not surprising that most employers, HR and global mobility professionals, and the mobile workforces they support are ill-prepared to track the numerous compliance and regulatory issues that affect their businesses. Travelers must be ready for increasingly-hostile questioning from U.S. Customs and Border Protection (CBP) agents about the nature of their travel, itinerary while in the U.S., and whether their planned activities violate U.S. work authorization laws. President Trump’s administrative priorities have created an “enforcementoriented” environment, and travelers need to be aware that the 4th Amendment evaporates at the border; most normal rights are suspended, even for U.S. citizens.

Business travelers must clearly understand and be able to articulate the facts of their travel; they must review their petition documents and be fluent in how the company’s attorneys and HR personnel have structured their work — which may actually differ from how the travelers understand their roles and their work. And it should be recognized that the CBP officers interviewing them are deliberately trying to lead travelers toward a damaging admission. The risks of noncompliance or possible findings of fraud by the CBP are severe: Without fluency in facts, travelers can be refused entry and even permanently banned from the United States.

Once the paperwork has been cleared, there is a secondary inspection. Traveler rights are, again, limited, although there are some inspection exceptions for such privileged information as attorney-client privileged documents. At the other end of the spectrum, some businesses will face enhanced scrutiny due to industry-specific issues. For instance, those in the cannabis industry must deal with DEA Schedule I complications. And, of course, businesses whose work is related to national defense

or is in critical IP industries related to Chinese military/industrial espionage concerns are subject to demanding compliance regulations.

CBP has the right to search electronic devices, and, while U.S. citizens are not required to provide passwords, it should be noted that there are consequences for such non-compliance.

There are strategies that mitigate electronic-device searches by the CBP: Travel with few devices and/or with burner devices.

Ship encrypted devices in advance of travel (U.S. Customs can still, technically, inspect packages, but this is rare). Segregate sensitive information to the cloud to avoid inspection. Back up sensitive data — especially as CBP has a record of randomly wiping devices. Clear the browser history and cache.

Employers would be wise to develop formal electronic search policies to address such aspects as protecting sensitive information, controlling risk and exposing privileged information.

IT solutions enable cloud-based segregation of critical data, for instance, and allow for cloud-based backups of devices that are wiped for border crossing so that information can be restored once the traveler is in the U.S. More Travel Bans?

Businesses that have people or operations anywhere in the world need to start implementing strategies now as they should assume more bans are on the way.

In addition to bans is the issue of quarantine. In fact, according to CBP, all people entering the U.S. from any country subject to the ban could face quarantine upon their entry to the U.S. There are 20 active quarantine stations in the U.S., and the CBP and the Centers for Disease Control have authority — without these bans — to detain even U.S. citizens in such facilities.

We are relying on authorities at the point of origin to enforce this ban — but what quarantine measures should we be implementing here at home? The World Health Organization, the CDC and other reputable medical organizations do not appear to be on the same page with the White House. As a result, employers are having a hard time understanding what they can do to keep their employees and workplaces safe beyond limiting travel without running afoul of claims from employees alleging discrimination or privacy violations.

Travelers must be ready for increasingly-hostile questioning from U.S. Customs and Border Protection (CBP) agents about the nature of their travel, itinerary while in the U.S., and whether their planned activities violate U.S. work authorization laws.

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LAW MATTERS TO BUSINESS

The SECURE Act

What employers sponsoring retirement plans need to know DON’T MISS OUT!

Follow us on all social media platforms @inbusinessPHX for immediate info on COVID-19 and local business,

Ryan Curtis Ryan Curtis (chair), David Heap, Kristi Hill and Haley Carr are attorneys with Fennemore Craig, P.C.’s ERISA and Employee Benefits Practice Group.

They assist employee benefit plans, trustees and administrators in complying with important federal laws, including ERISA, the Internal Revenue Code and the Affordable Care Act. They assist plans with complex plan corrections and represent plan sponsors before regulating governmental entities, including defending plan sponsors in IRS audits and Department of Labor investigations. fclaw.com

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by Ryan Curtis, David Heap, Kristi Hill and Haley Carr

The SECURE Act (Setting Every Community Up for Retirement Enhancement Act) was signed into law in late 2019 and is the most significant legislation affecting employer-sponsored retirement plans in many years. The SECURE Act is designed to increase employee access to tax-advantaged retirement accounts, help participants access retirement funds in times of need prior to retirement, and change when participants and beneficiaries must take distributions from qualified retirement plans, including IRAs. Employers have time to make required amendments to plans but need to be familiar with and get ready for the various required and discretionary changes made by the SECURE Act. Long-term part-time employee participation in 401(k) plans: Employers have generally been allowed to exclude part-time employees from 401(k) plans. However, under the SECURE Act, 401(k) plans will need to allow long-term, part-time employees to make pre-tax deferrals from their compensation to their 401(k) accounts. As soon as January 1, 2024, an employee who is not otherwise eligible for the plan but who has completed three consecutive years with at least 500 hours of service each year will be allowed to make 401(k) deferrals. However, such part-time employees are not required to receive any employer matching or profit-sharing contributions that may be provided for full-time employees. This new rule will apply to plan years that begin after December 31, 2020, and 12-month periods of service beginning before January 1, 2021, are not considered for eligibility purposes.

Penalty-free withdrawals for birth or adoption of a child: Starting in 2020, plan distributions up to $5,000 that are used to pay for expenses related to the birth or adoption of a child are free of the 10 percent early withdrawal penalty, but will still be subject to ordinary income taxes. This is allowed while the employee is still working, and the $5,000 amount applies on an individual basis.

Required minimum distribution age raised from 70½ to 72: For decades, individuals were generally required to begin taking required minimum distributions (RMDs) from their retirement accounts (including IRAs) by April 1 of the year following the later of the year they reached age 70½ or terminated employment. Under the SECURE Act, for individuals

who attain age 70½ on or after January 1, 2020, the required beginning date will be based on the attainment of age 72, rather than age 70½. Plans will need to carefully track which participants are subject to the prior age 70½ rule and which are subject to the new age 72 rule.

Many “stretch” RMDs for beneficiaries will be eliminated: For plan participants or IRA owners who passed away before 2020, individual beneficiaries were generally allowed to “stretch out” the tax-deferral advantages of the plan or IRA by taking distributions over the beneficiary’s life expectancy. However, the SECURE Act eliminates the “stretch” strategy for distributions to most non-spouse designated beneficiaries, which are generally now required to be distributed within ten years following the plan participant’s or IRA owner’s death. Exceptions to this new 10-year rule are allowed for distributions to certain “eligible designated beneficiaries” such as a surviving spouse, a surviving child who has not reached majority, a chronically ill or disabled individual, and any other individual who is not more than 10 years younger than the plan participant or IRA owner.

Multiple Employer Plans now easier to form: A multiple employer plan (MEP) is a single plan maintained by two or more non-union unrelated employers. Starting in 2021, new rules will reduce the barriers to creating and maintaining MEPs, which will help increase opportunities for small employers to band together to obtain more favorable investment results, while allowing for more efficient and less expensive management services. For example, prior to the SECURE Act, employers participating in a MEP had to have a “commonality of interest” and meet other requirements. The Act allows so-called “Open MEPs” called “pooled employer plans” (PEPs) — multiple employer defined contribution plans without a commonality of interest. Unlike the prior law, these may be maintained by financial service firms, record keepers and third-party administrators. This may result in significant changes to how small employers establish and maintain employee retirement plans.

Plan sponsors should consult with their legal counsel and advisors to determine how all aspects of the SECURE Act will affect them.

Big changes coming for retirement plans: The SECURE Act allows long-term, part-time employees to participate in 401(k) plans, allows penalty-free withdraws for the birth of a child or adoption, and changes the required minimum distribution age to 72.

Economy

DEVELOPING & GROWING BUSINESS DYNAMICS

Where’s the Profit?

It’s not all about driving up revenue

by Ruth Urban DON’T MISS OUT!

Follow us on all social media platforms @inbusinessPHX for immediate info on COVID-19 and local business,

Ruth Urban is president and CEO of On the Money, an accounting and bookkeeping firm in Phoenix. As a certified Profit First professional, Urban serves as a trusted business advisor to clients, helping them build highly profitable businesses. In 2019, her firm's profits tripled due to adopting the Profit First methodology. linkedin.com/in/urbanruth onthemoneyaz.com

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Business owners tend to focus on the traditional accounting method of driving up revenue: Sales – Expenses = Profit. This approach can lead to a cycle where businesses might build revenue but quickly spend it as expenses rise proportionately.

This leads to less profit and owners paying themselves last, if at all. Unfortunately, too many business owners keep reinvesting in the business and put themselves last.

But what if businesses flip this traditional mindset of driving up revenue and concentrate instead on driving up profitability? The formula becomes: Sales – Profit = Expenses.

This methodology, called “Profit First,” helps businesses build up a reserve from those profits and gives them an edge when sales slow. Focusing on profitability and owner’s compensation forces businesses to carefully analyze every expense and look at each client or revenue stream to make sure they are feasible and have a healthy profit margin. Small shifts in mindset create huge benefits: recession-proof businesses and happy owners in times good or bad.

What Is Profit First?

Profit First is a cash management system, designed for any size business, that guides owners on how to take profit first and distribute the remainder for expenses. This creates sustainable success. It also provides guidance on how much business owners should pay themselves. This results in better decisions on how to spend money for the business.

In addition to reading the Profit First book by Mike Michalowicz, here are key steps business owners can take to implement this approach: Create smaller spending accounts to pay expenses.

Business owners can begin by allocating money for business expenses to different bank accounts to avoid borrowing from themselves. This habit helps businesses grow fiscally through regular profit distributions. The separate bank accounts ensure businesses have money year-round to pay for expenses. These accounts include: • Profit account: for paying debt, emergencies and owner bonuses.

• Owner’s pay: for paying the owner’s after-tax salary or wage. In addition to salary and distributions, this is for paying anything that benefits the owner, including health insurance and retirement contributions. Profit

$

First provides formulas based on Real Revenue (Sales – Materials and Subs). For example, if a business has a real revenue of $250,000 or less, the formula tells us that the business owner should be realizing 50 percent of that in salary and/or distribution.

• Operating expenses • Taxes If it seems overwhelming to open up these additional accounts, opening up just one profit account to allocating 1 percent of profit is a start.

Determine allocation percentages. Current Allocation Percentages (CAPS) indicate where a business is currently spending revenue. Target Allocation Percentages (TAPS) is where a business owner ultimately wants revenue to go once the business is profitable. By completing a Profit First Instant Assessment, business owners can determine these targets based on revenue.

Transfer funds. Regularly transfer funds from the business income account to other accounts. This can be weekly or every two weeks. Just like exercising, it’s essential to establish a regular routine for this.

Review progress. This methodology encourages business owners to examine every aspect — especially expenses.

Circumstances change and so do financial needs. Businesses should review and make any adjustments to the system on a quarterly basis.

Overcome hurdles. A business usually sets goals based on increasing revenue. Unfortunately, if the owner ignores profit goals, the increased revenue goes anywhere but to profit or to the owner. There’s always the next shiny object to invest in: a new website, marketing program, a business coach, more employees to do the increased work. Owners think they must sacrifice to build a successful business … someday. Discipline is key, especially due to keeping a schedule for regularly allocating money. They also might face temptation to dip into their profit accounts when they want to make a purchase.

Certified Profit First professionals can help guide business owners through the process to overcome these challenges and lead them to improved profitability. This includes a year-long plan to advise business owners on a quarterly basis, review progress and adjust allocations accordingly to reach their goals.

Profit First suggests businesses flip the traditional mindset of driving up revenue and concentrate instead on driving up profitability? The formula becomes: Sales – Profit = Expenses. profitfirstbook.com

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Capacity

FOR-PROFIT & NONPROFIT GROWTH

This is the final article of a six-part series on developing and sustaining organizational capacity.

Bruce Weber is founder and president/CEO at Weber Group. Weber brings more than 20 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is in strengthening organizations through strategic planning, organizational development, leadership and board development. He is a BoardSource Certified Governance trainer and a founding partner of the Nonprofit Lifecycles Institute.

Charlie Smith is managing partner at the Weber Group.

Smith brings decades of experience in the financial services industry, including an extensive background working within organizations to develop high-performance teams. His focus is working with nonprofit CEOs, executive directors and board chairs to build smarter high-performance organizations focused on strategy and execution. He is a BoardSource Certified Consultant, a certified 6 Sigma Black Belt and a Master Black Belt in planning. webergroupaz.com

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Sustaining Capacity

Holding the gains with effective communications

by Bruce Weber and Charlie Smith Building capacity is more than a financial model. It is the artful balance of people, process, intent and strategy working together to ensure sustainability. Great communication and visual management strategies can help unlock an organization’s potential. When done correctly, social-sector and for-profit organizations can leverage concise and clear messaging to empower high-performance teams and fully engaged boards to build transformative organizations. If capacity is the engine that drives performance and makes it possible for an organization to meet its goals and execute its mission, then communication is the fuel that powers the engine.

Organizations are driven by their mission, vision and core values. The ability to communicate these to internal and external stakeholders is vitally important. As Murray Newlands in his article on effective communication says, “Effective internal communication is important to any company, but skillful communication can mean the difference between your business failing or succeeding.” He cites the Holmes Report data that surveyed 400 corporations over a year that concluded “companies with highly effective communication strategies had a 47-percent higher return to shareholders, more engaged employees and less staff turnover.” Great leaders understand this and make the ability to share their vision through words and effective visuals a core competency.

Leaders armed with simple, yet meaningful, vision statements are able to cascade their vision. Others within the organization follow.

Organizations with great communication strategies also develop connected networks of peers to constantly bring in external viewpoints, creating a culture that promotes honest and open dialogue. These organizations have a strong sense of self because they are not afraid to face brutal realities when disruption or competitive challenges occur. They move toward ambiguity with curiosity and sense of wonder.

A social-sector organization in Phoenix recently made “how they think about themselves” and “how they talk about themselves” a strategic priority. Its newly appointed CEO pushed the organization and its leadership team to challenge the status quo and begin changing their internal dialogue

and external communications strategy culture. The CEO viewed their communication strategy as a critical component of capacity building, which was then built into their new strategic plan.

The Weber Group’s model for Organizational Capacity Building consists of five focus areas: Intent + Culture + Communication + Process + Innovation.

Communication is at the center of the model. “Visual management – VM,” the use of clear concise graphical images and text, is a key component of effective communication.

VM assists in the understanding of and building consensus toward complex issues by using images, symbols and color to make things understandable. Communication across all stakeholders is essential. Imagination and storytelling with a keen ability to describe an organization’s intentional future is what creates the sparks to fuse culture and process together.

T. Michael Glen, vice president of FedEx Services, says it best: “Communication is the center of everything. You can’t execute strategy if you can’t communicate about it.”

When communicating strategically, it is always important to think about the future rather than the here and now.

As Jeannette Warren wrote in “Strategic Communication is More Important than Ever” (CATMEDIA, Sept. 17, 2015), “Strategic communication is most effective when there is a long-term implementation plan in place. The most enduring companies are those that focus on the long-term, have a strong set of values and are proactive rather than reactive in communicating.”

Finally, sustaining capacity involves creating a team of dedicated people to drive the organization forward. Building a high-performance team focuses on building a culture that permits everyone at all levels to create and innovate, allowing the organization to achieve greater gains in mission impact.

Maintaining an organization-wide strategy keeps everyone on the team focused on a clear path to success. Those who remain intentional about keeping their organization strong will continue on the path to progress. These fundamentals, along with a solid internal communication mechanism, allow the organization to reach new heights!

Imagination, storytelling and a keen ability to describe your organization’s intentional future is what creates the sparks to fuse culture and process together.

,

Arizona

TWO GREAT BANKS BECOME ONE. When it comes to furthering our state, it’s not just business. It’s personal. Which is why we merged two of Arizona’s most trusted banks—to give you a financial partner who

not only offers local decision-making, but the regional power and strength to keep pace with the growth of our state. Welcome to a new kind of banking experience. www.bokfinancial.com

— Dave Ralston Arizona Market CEO

+ © 2019 BOK Financial. Services provided by BOKF, NA. Member FDIC.

=

Banking | Lending | Investments

Social Impact THE CTCA PROMISE You and your healing are the center of our hearts, minds and actions every day.

We rally our team around you, delivering compassionate, integrative cancer care for your body, mind and spirit.

We offer clear information, powerful and thorough treatment options, all based on your needs.

We honor your courage, respect your decisions, and offer to share your journey of healing and hope

Tyler Butler (“Tyler Butler | Giving in Style”), founder and CEO of 11Eleven Consulting, is a corporate social responsibility practitioner and expert leader in the corporate citizenship space. She has served on numerous national and local boards and is often cited as a subject matter expert by Forbes, Entrepreneur, U.S. News & World Report and more.

11elevenconsulting.com givinginstyle.net

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BUSINESS GIVES BACK

Cancer Treatment Centers of America: Expertise and Altruism Changing the face of cancer and communities

by Tyler Butler

Born out of love and operating in altruism to aid those in need, Cancer Treatment Centers of America is making strides in the way cancer is treated and in how hospitals impact community. CTCA was founded in 1988 by Richard J Stephenson following the death of his mother, Mary Brown Stephenson, from cancer. To keep his mother’s spirit alive, Stephenson vowed to change the face of cancer care. He created a new model of care that changed the way oncologists, surgeons and other clinical professionals treat patients with cancer. Stephenson often reminds staff of their mission by simply stating, “It is always and only about the patient!” This whole-person cancer treatment approach combined with a compassionate, nurturing environment is now known as the Mother Standard® of care and provides a patient-centered approach to cancer treatment.

As the organization has grown, so too has CTCA’s understanding of how it might develop communities through powerful partnerships and genuine philanthropy. Through its five locations, including its Arizona location in Goodyear, it makes strides to positively impact how society combats cancer and collaborates to improve lives. Each hospital site has its own community outreach programs and teams that determine the charities it partners with. CTCA’s goal is to meet the needs of its local communities while focusing on how to support cancer organizations in their direct areas.

Still, each location has a very aligned agenda. It aims to help cancer patients treated at any hospital with non-medical expenses, including things such as daycare, groceries, rent, mortgage and other basic needs, all in the vein to ensure that patients can focus on what is most important: getting better.

CTCA recognizes that cancer impacts not only the health of those impacted but also their well-being and ability to stay afloat while battling this devastating disease.

Through many successful partnerships, CTCA is joining forces with other likeminded organizations to treat the impacts of cancer holistically. One such program has been entitled H.O.P.E. This program allows those patients being treated at the Goodyear facility and Valley-wide clinics to meet up for weekly group dinners and outings. Offerings such as pro sporting games get the patients out of the hospital and out of their hotel rooms so they can focus on the fun of living.

Yet another high-profile partnership that CTCA created is one with Phoenix Children’s Hospital. As PCH was preparing to build a Southwest Valley urgent care center, the two organizations aligned their goals when PCH shared that many children had to travel to their main hospital for chemotherapy treating cancer and other ailments. With vision from PCH advisory board member and CTCA vice president of Marketing and Hospital Growth Molly Stockley, the organizations together funded the build-out of the Phoenix Children’s

Southwest Valley Urgent Care chemotherapy area so patients could have chemo closer to home.

Perhaps the most impressive of partnerships takes place with the Assistance in Healthcare Board. Through this organization, CTCA receives emergency calls from patients being treated at other hospitals who must choose between paying for their necessities such as electricity or paying for their much-needed medicines. CTCA takes a proactive approach in that it will cut a check to those in need so they don’t have to make these impossible decisions.

CTCA also understands the importance of activating its team members to make a positive impact. Through its many sponsorships, team members can commonly be found at local events. CTCA employees participate in walks, galas and luncheons, and are often found sharing their wealth of knowledge through speaking engagements. CTCA believes that building communities and combating cancer is about much more than just writing a check; it seeks out opportunities to aid causes in every way it possibly can. It is Phoenix’s CTCA President and CEO Rob Gould who perhaps states this best: “CTCA is known for its exceptional clinical care and the compassionate way in which Stakeholders [as its employees and staff are known] take care of patients and their families.”

Cancer Treatment Centers of America

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Through its five locations, including its Arizona location in Goodyear, Cancer Treatment Centers of America makes strides to positively impact how society combats cancer and collaborates to improve lives.

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INBUSINESSPHX.COM

RISK

DARING TO BE BETTER

Risk: The Heart of Success Versus shame: a smothering force NEXT MONTH

Empathy is the antidote to shame.

After 40 years as president of her print and marketing company, Eileen Rogers' encore career is now as a leadership coach and business advisor through her company One Creative View. She is a seasoned and accomplished entrepreneur and recognized community leader who is fiercely passionate about supporting and growing more vulnerable and courageous leaders. She is a certified Dare to Lead™ facilitator, Integrative Enneagram practitioner and executive coach. onecreativeview.com

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by Eileen Rogers

Can organizations survive without innovation and creativity?

In the early stages of my business, I didn’t realize just how much it did matter. If I stayed focused, took care of our clients and delivered quality work on time, who had time for being creative?

The truth is, creativity and innovation are both risky and vital.

It’s rare these days to listen to a business expert who isn’t talking about bringing more of each into the workplace. So what gets in the way? The problem we face is, we’re working against a powerful, unseen barrier that is so integrated into our culture we barely notice it. That persistent barrier is shame. Shame is the intensely painful feeling or experience of believing that I am flawed and therefore unworthy of love and belonging. And shame breeds fear.

Author and leadership expert Dr. Brené Brown looks deeply into the issues of courage, vulnerability, shame and empathy.

In her book, Dare to Lead, she identified the most common way shame shows up in the workplace: when someone introduces — or attempts to introduce — a new concept or idea.

It’s an almost universal experience. The fear of being laughed at, ridiculed or belittled is often enough to keep good ideas bottled up and unshared. Even if I manage to push through, there’s another fear lurking right behind: the fear that I’m wrong or, worse yet, that I’ll fail.

It takes a shame-free environment to grow, adapt, create and innovate.

Shame in the Workplace?

Shame crushes an individual’s tolerance for vulnerability (defined as risk, uncertainty and emotional exposure). It kills healthy engagement, innovation, creativity, productivity and trust. Shame can ravage an organization because we usually don’t know what we’re looking for — and we don’t recognize it when we see it.

Look for these behavior cues to determine if shame exists in the organization’s culture. Shame shows up as blaming, gossiping, bullying, favoritism, nostalgia, comparison, snark, cover ups, finger pointing, teasing, avoidance, gatekeeping (the “meeting after the meeting”), name-calling and harassment.

In some organizations, shame is actually used as a management tool. Leaders may bully those around them, criticize or deliver reprimands in front of colleagues. Some organizations have created reward systems that leverage intentional belittling, shaming, comparison or even humiliation as a means of “motivating” other employees.

The Workplace Bullying Institute defines bullying this way:

“Repeated mistreatment: sabotage by others that prevented work from getting done, verbal abuse, threatening conduct, intimidation and humiliation.”

A 2010 poll conducted by Zogby International reported that an estimated 54 million American workers (an enormous 37 percent of the U.S. workforce) have been bullied at work.

To make matters worse, shame rolls downhill. If employees are navigating shame, I can be confident they’re passing this negative beast on to customers and vendor partners. And when shame gets to be too much, people simply disengage.

Even at average levels of workplace shame, they stop showing up, contributing, producing or even caring. If it’s extreme, disengaged employees can rationalize all kinds of unethical behavior, including lying, stealing and cheating.

The Blame Game In organizations, schools and families, blaming and fingerpointing are often the most obvious symptoms of shame.

From blame comes shame, along with hurt, denial, anger and retaliation. Blame is simply the discharging of pain and discomfort. I blame when I’m uncomfortable and experience pain — when I’m vulnerable, angry, hurt, feeling shame or grieving.

There’s nothing productive about blame. I can’t think of a single situation in my career where blaming someone or something contributed to a good outcome or improved a relationship.

Building a Shame-Resilient Culture In organizational cultures where the dignity and respect of individuals are held as its highest values, shame and blame don’t work as management styles. There is no “leading by fear.” Instead, empathy is a valued asset, accountability is an expectation, and our core human need for connection and belonging isn’t leveraged for social control.

We can cultivate workplaces where shaming behaviors are neither tolerated nor rewarded. We can make deliberate efforts to identify where shame might be showing up in the organization and in relationships with our clients and vendors.

Flush it out, call it out and deal with it, even when it causes discomfort. We must support and train leaders who are willing to be courageous enough to facilitate honest and tough conversations about shame and its byproduct behaviors.

As a leader, I won’t solve the kind of complex issues I face today without fostering more creativity, innovation and engaged learning. As a daring leader, I risk choosing my short-term discomfort over resentment and shame, to nurture and create a thriving organization.

A 2010 poll conducted by Zogby International reported that an estimated 54 million American workers (an enormous 37 percent of the U.S. workforce) have been bullied at work.

MINDING THEIR BUSINESS

Stan Sipes Builds Veyo’s Niche in Transportation Industry Growth and innovation in non-emergency medical transport

by Matthew Classen

VEYO MOVING FORWARD

Stan Sipes, executive VP of Business Development, projects that 2020 will be a big year of growth for Veyo as the company is recognized as the NEMT broker with experience and capability within the space. Sipes understands the differentiators Veyo has created and is determined to see those efficiencies continue to take root in Arizona.

In addition to launching RideView, Veyo is heavily invested in several technologies that will support its operational best practices. A few of these technologies are: • Proactive trip management tools that take advantage of real-time tracking to ensure any trip that may be in jeopardy is routed to another transportation provider.

• Improved real-time support for Veyo’s dedicated rideshare drivers.

• Improved member communication process that allows members to better control information regarding upcoming trips.

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“As a critical component of the healthcare industry, Veyo is doing all we can during this [COVID-19] crisis to ensure access to care while continuously evaluating and implementing responsible policies that protect our constituents, our partners, our people and the public,” says Stan Sipes, whose leadership at Veyo has driven innovative advances for the company.

Since 2011-2012, tech companies like Lyft and Uber have been altering the transportation industry drastically, supplying consumers with ride-hailing services with a reliable transportation solution through the use of easy to use mobile devices. While the taxi world worked to defend its turf through regulatory means, many others took advantage of the new vertical and leveraged it for the betterment of society. One of these people is local Valley innovator Stan Sipes.

A long-time business veteran and now the executive vice president of Business Development for Veyo, a non-emergency medical transportation (NEMT) broker, Sipes has been at the forefront of this ride revolution for nearly a decade. At the turn of the 2010s when he was with Total Transit — a Phoenix-based transportation management firm — Sipes realized the industry was undergoing a cosmic shift. Consumers were expecting a higher level of service and more personal transportation model, thanks to the innovations occurring in the rideshare space. When Total Transit split off its nonemergency medical transportation service into Veyo in 2015, Sipes oversaw the business development efforts at Veyo. Since then, he’s helped grow the company from $60 to $200 million in revenue in just over 2.5 years.

Founded in 2015, Veyo has quickly become one of the nation’s largest NEMT brokers, providing patients with medically necessary transportation through its proprietary technology and industry-first Medicaid designed rideshare model. In just under five years, the company has expanded to service more than 30 million trips across eight states. Sipes’ understanding of the NEMT industry and unique background in logistics and transportation has driven him to build a Business Development process that targets a potential client’s unique needs and helps them understand the impact of working with Veyo. In NEMT, transitioning to a new broker requires several months of implementation and preparation, leading to transition anxiety and an extended sales cycle. Sipes has been instrumental in crafting the Veyo story in a way that speaks to these concerns and helps focus potential clients on the longterm outcomes, not the short-term pain of transition.

Veyo is the only NEMT broker with the experience of utilizing a Medicaid-designed and managed rideshare fleet that is specifically designed for the unique needs of this population, which puts the company in the unique position of having the experience of both an NEMT broker and Transportation Network Company (TNC). Veyo’s approach to utilizing rideshare fleets within Medicaid offers a higher level of service for the member, increased tracking and transparency for the plan, and cost savings from traditional NEMT brokers. As opportunities

arise across the country, in states such as Arizona, to utilize consumer ride-hailing companies within Medicaid and healthcare, Veyo is uniquely positioned to integrate this fast responding capacity into their network as appropriate.

With Sipes’ guidance over the last few years, Veyo has invested major resources to develop and launch several technologies and software innovations that impact efficiencies, improve transparency and facilitate the ease of use for members, health plan customers and healthcare organizations. Most recently, Sipes was involved in the launch of Veyo’s newest transportation management software, RideView, which will continue to roll out throughout the country in 2020. RideView allows healthcare providers who serve Medicaid populations the ability to easily book and manage transportation through an easy-to-use interface, creating a real-time patient appointment management capability that had never existed. Ensuring the company’s patients have access to care has had immediate and positive impact on its outcomes.

With these and many other operational and technology innovations, Sipes and his team are embarking on another accelerated growth path across the country, which will enable millions more of Medicaid and Medicare Advantage members to realize the reliability, transparency and quality of Veyo’s solution. A renewed focus on social determinants of health (SDoH) and their positive impact on an individual’s wellness has renewed the focus on how technology can impact healthcare for the better. Veyo is working with several managed care organizations on the details of future partnerships, and Sipes expects these partnerships to continue their growth in years to come as Medicaid and Medicare Advantage plans continue to expand.

Veyo

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veyo.com

In total, Veyo has 3,600 independent driver-providers (IDPs) in its fleet who have completed more than 8.6 million trips.

Your local Phoenix commercial banking team.

Local expertise to help Phoenix businesses prosper.

BMO Harris Commercial Bank is in the Phoenix region, with a banking team that has deep local roots and expertise in a range of industries. Combined with our decades working in Arizona, and supported by strong cross-border capabilities, we’re uniquely positioned to help Phoenix companies uncover more possibilities here at home and all the places you do business.

Brian Harbin 602-730-7562 brian.harbin@bmo.com bmoharris.com/commercial

Banking products and services subject to bank and credit approval.

BMO Harris Commercial Bank is a trade name used by BMO Harris Bank N.A. Member FDIC

Photos courtesy Voodoo Daddy’s Steam Kitchen (top), Janet Zhou-Wilt (far left, AJ’s Fine Foods (bottom)

MINDING THEIR BUSINESS

Mike Greenawalt: Powering Rosendin’s Charge

New CEO builds on 100-year-old electrical contractor’s tradition in safety, innovation and job opportunity

by Laura Slawny

LEADING ON SAFETY

In 2017, Mike Greenawalt noticed severe injuries on job sites linked to new models of portable band saws that were so lightweight, they created unexpected safety risks.

His team created a twohanded band saw with safety features that could not be overridden.

He convinced DeWALT to manufacture the saw, got Rosendin to purchase it, and encouraged DeWALT to make it publicly available to improve workplace safety nationwide. Today, that saw is in full production and available for public purchase.

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As a young man, Mike Greenawalt was a self-proclaimed gearhead who loved working on cars and hanging out in the metal shop at Sunnyslope High School. He went on to college, but quickly discovered he missed working with his hands and dropped out to start an apprenticeship with the Phoenix Electrical JATC (Joint Apprenticeship & Training Committee) and IBEW Local 640.

“My parents thought I was throwing away my future; they couldn’t understand why I would leave school to become an electrician,” says Greenawalt. “All that changed when I was assigned to help build the Palo Verde Nuclear Power Plant. I would come home with this huge smile on my face because I loved the idea of being part of this incredible project that would power the Valley for decades.”

Greenawalt’s apprenticeship launched a 40-year career that took him across the country building stadiums, data centers, hospitals and solar farms. Today, his focus is on building powerful teams as the new CEO of Rosendin, a $2-billion electrical contracting company with 15 offices nationwide, including Tempe.

“I love driving around town to see all my buildings that shape our skyline, like the Sheraton Hotel and Phoenix Convention Center,” Greenawalt shares. “But what I am really passionate about is using groundbreaking technology to find better solutions that make building and electrical work safer, faster and more efficient. ” One of his biggest challenges has been the shrinking labor market, magnified by an aging workforce now hitting retirement. In 2012, Greenawalt began developing Rosendin’s technology team in Tempe. He started with just six employees who used Building Information Modeling (BIM) to create 3D models for planning and estimating, but Greenawalt envisioned much more.

Under his leadership and the direction of Fred Meeske, who at the time was the company’s BIM director, Rosendin evolved the use of computer models to streamline prefabrication by providing precise measurements to prep, wrap and ship materials from a temperature-controlled warehouse.

This advanced use of BIM not only saved clients time and money, it fundamentally changed the work on job sites, reducing the demand for labor and creating safer working conditions.

“Mike’s leadership and ability to see the benefits of BIM opened the door for incredible growth and expansion of services across the country,” says Meeske, recently promoted to Electronic Engineering Technology Vice President of BIM. “Thanks to him, this year we opened Rosendin’s Arizona Technology Center to support more than 200 highly skilled experts who use BIM and virtual reality/augmented reality programs to create proprietary designs for commercial and industrial projects coast to coast.”

Rosendin has been recognized as an industry leader in innovation. Still, Greenawalt knows some of the most valuable assets it has are the men and women installing electrical on job sites. His early experiences as an electrical worker exposed him to the reality that pressures to complete jobs on time, and regardless of staffing levels, can lead to dangerous shortcuts and life-changing injuries.

To keep Rosendin’s teams safe, Greenawalt helped develop important corporate safety policies, including a “Stop Work” card, “5Why” Accident Investigation form, and Pre-Task Planning policy to identify potential hazards. These efforts earned Rosendin the Grand Award for Construction Safety Excellence at the Associated General Contractors Convention in 2018.

Together, these technological advancements and safety protocols have had significant influence in the electrical industry, winning Rosendin national awards and setting new standards for excellence.

“In the last decade, we’ve driven monumental changes using innovative ideas that always put our employees first.

Our challenge now is to convince young people that a career in skilled trades can offer unlimited opportunities to high school and college graduates, whether they want to work with their hands or work in computers,” says Greenawalt.

The high cost of college tuition has left many young adults searching for alternatives, and Greenawalt is counting on Rosendin’s reputation as an industry leader and career builder to attract new talent.

Rosendin Electric, Inc. rosendin.com

Rosendin sponsors apprenticeships with the Phoenix Electrical JATC, which include paid, full-time, on-the-job training with health and retirement benefits. Apprentices pay about $10,000 for books and tuition over the four-year program and grants are available. Upon graduation, apprentices become certified journey-level electricians who can earn significant annual salaries and be eligible for an associate degree.

TURN HEALTHCARE INTO A BUSINESS ADVANTAGE

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In today’s competitive labor market, businesses are searching for advantages to stand out from their competition. Now more than ever, business owners just like you, are turning to benefits that attract the best and brightest talent to grow their company. Benefits that allow you to retain those valuable team members that you’ve invested so much time and energy.

Did you know the average cost to replace an employee for an hourly job is roughly $3,500?

But NOW, there’s an EASY & TRULY AFFORDABLE solution that will change everything. Redirect Health’s EverydayCARE™ medical plans can turn healthcare into a real business advantage for you and your team members.

Contact us today at 888-995-4945 or Info@RedirectHealth.com to learn more. © Copyright Redirect Health® 2019. All Rights Reserved. inBusiness OCT 19 Issue Ad 0919

WE VALUE WHAT WE OWN

2020 Volvo XC40 Recharge

MSRP: $33,700 0-60 mph: 4.7 sec.

402 hp / 78 kWh Range: 200 miles (EPA est.)

402 horsepower. Zero to 60 mph in 4.7 seconds. 2,000-pound towing. No carbon emissions while driving. With the pure electric XC40 Recharge, there is no compromising the power to drive in a more sustainable way.

The pure electric XC40 Recharge is a carbon emission-free yet powerful driving experience. Drivers experience a compact, pure electric SUV that supports and helps protect what’s important. Stay safer and enjoy the ride.

The battery has a nominal capacity

of 78 kWh. A fully charged battery gives drivers a projected range of more than 400 kilometers/200 miles at mixed driving before there is a need to recharge. The real-world range, however, is also affected by driving style and other circumstances, such as outdoor temperature, weather, wind, topography and roads.

Google Maps, Google Assistant and Google Play Store are all embedded.

Even without a smartphone, the driver always stays connected on the go. There are loads of smart storage for water bottles, gym bags, phones, laptops, take-away food and whatever — including a front compartment for charging cables. This is life made easy.

Pre-climatize the car remotely, find charging stations and get personal assistance 24/7. With Volvo On Call, it

is technologically convenient to optimize the electric mobility experience.

Thinking into the future, Volvo included Car Sharing, which comes standard.

The car owner can invite a friend via a smartphone and share the car remotely for a set period; family, friends — they can all “share” the ride.

The styling is compact, yet expansive.

That is to say, all nooks and crannies have been well thought out to include five passengers very comfortably. Sporty and well equipped means this mini-SUV is perfect for any outing. Sound, technology and efficient gauges keep the driver informed, connected and ready to go anywhere. —Mike Hunter Volvo volvocars.com

DON’T MISS OUT!

Follow us on all social media platforms @ inbusinessPHX for immediate info on COVID-19 and local business,

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Peace of mind — it’s what all business owners want when it comes to data and physical plant security. Yet, threats against a company’s network from malware, ransomware, phishing, botnet infections and real intruders are omnipresent. To keep up, many businesses are augmenting their IT teams with cloud-based internet security services that block access to known malicious domains, preventing business owners, employees or guests from accessing an infected site. By learning from activity patterns, products like Cox Business MalBlock update their threat databases every 10 minutes, protecting smart devices connected to a company’s Local Area Network or WiFi network without needing software installations on each device.

Creating a smart business environment with intrusion detection technology is just as important. Business owners should consider safeguarding their business with physical plant security products that include features like real-time video surveillance, traffic pattern analysis, remote smart device access, wireless movement detection, professional monitoring and customized alerts.

Cloud-based business security solutions and business intrusion technology create a smart business environment.

—Travis Hill, product manager of cloud services at Cox Business (www.cox.com/business)

The XC40 Recharge plug-in hybrid is the ultimate combination of performance and fuel-efficiency. Twin Engine technology delivers a powerful yet efficient driving experience that includes pure electric propulsion, balanced hybrid mode for everyday use, and the combined combustion and pure electric power that will inspire any drive.

Photos courtesy of Volvo (top and far left) and Cox Business (bottom)

Security Solutions for a Smart Business Environment

MEALS THAT MATTER

BY RAEANNE MARSH

The Dressing Room: Food with a Taste of History Fried Cheese Curds Served with dip of bleu cheese, malt aioli or spicy Russian dressing $9

Vietnamese Pork Belly Fried Rice Mirapoix, aromatics, sunny-side-up egg and green onions $14.50

All the wonderful things that deserve to be told about this enticing eatery in the trending Roosevelt Row area of Downtown Phoenix will be shared as soon as we all get our lives back into our familiar patterns.

At this time, however, the story is all about great food and great service.

Pivoting at this time of uncertainty to address the needs of a public who want to enjoy tastes of restaurant dining while accommodating the reality of social distancing, The Dressing Room serves customers with increased delivery service and pickup. And the website makes the can-do attitude very clear!

Pickup, by the way, offers patrons a chance to take in some of the location’s historical vibe as the former dressing room for performers at the then-female-impersonation venue across the alley.

A trimmed-down menu still offers choices for breakfast, lunch and dinner, available from the from 11 a.m. to 7 p.m. closing (note: These new hours go with the trimmed-down menu, and are different from those posted on the restaurant’s general website pages). In that regard, the All Day Burrito is particularly aptly named. This handful is a tortilla stuffed with

scrambled eggs, American cheese, bacon, corn, hash browns and avocado well-moistened with fresh pico de gallo.

The menu ranges to more exotic dishes with Vietnamese Pork Belly Fried Rice, with a sunny-side-up egg atop a mound of aromatic vegetable compote called mirepoix mixed into fried rice.

One of The Dressing Room’s signature dishes is the Roro Burger, which takes the everyday all-American hamburgerpatty-on-a-bun and elevates it to international cuisine.

It starts with the English muffin that holds the sandwich together, soft but with a nice firm texture. Bacon, lettuce and onion add some crunch, smoothed out with the mildly tangy Gruyère cheese, all of it brought together with the spicy Russian dressing — which fully lives up to its name.

And everything is always served with a friendly smile.

The Dressing Room 214 E. Roosevelt St., Phoenix (602) 777-0763 dressingroomphx.com

Founded on Healthy Pickup is the “eating out” dining of choice these days, but some fast-food concepts were

D’LITE HEALTHY ON THE GO Founded by a Valley couple more than a decade ago to marry healthful ingredients and preparation with convenience. Menu caters to a full range of dietary needs and preferences. Currently drive-thru only.

2613 N. Scottsdale Rd., Scottsdale (480) 247-8537 3214 E. Indian School Rd., Phoenix (602) 368-9445 7337 E. Shea Blvd., Scottsdale (480) 248-9545 5502 N. 7th Ave., Phoenix (602) 675-1717 dlitehealthyonthego.com

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PROTEINHOUSE ProteinHouse serves the mantra “Eat with purpose” – and the purpose is enjoying nutritious, all-natural meals. The menu

d’Lite Healthy On The Go Humanitarian Wrap

ranges from oatmeal loaded with bananas and pecans and more to egg-white omelettes to high-protein burgers to healthy salads to protein pancakes that look suspiciously like desserts to actual desserts.

National chain has only one location in Metro Phoenix.

3097 E. Pecos Rd., Gilbert (480) 935-3854 protein-house.com

SALAD AND GO Founded to be a “drive-thru revolution,” this locally owned restaurant has proliferated throughout much of Metro Phoenix, with heaviest concentration in a corridor from northwest Phoenix down into Chandler.

Ingredients for all the dishes are fresh, natural and “organic as much as possible.”

Multiple locations Valley-wide saladandgo.com

For more about local restaurants that are accommodating the increased demand for take-out and delivery, see COVID-19 update pages on www.inbusinessphx.com.

Photos courtesy of The Dressing Room (top and far left) and d'Lit5e Healthy On The Go (bottom)

founded on healthful take-out options from the get-go.

GLOBAL CHAMBER

®

Global Chamber® Events

SPRING 2020

www.globalchamber.org/events

April 2, 8 a.m.

AI-generated Global Lead Generation by Gazelle.ai April 4, noon to 6 p.m.

International Jazz Day AZ in Scottsdale April 9, 8 a.m.

HOT Global Markets April 16, 8 a.m.

Reach Global Markets with e-Commerce April 17-18, full days Revenue Generation Academy

Spotlight Event April 22, 8 a.m.

Exporter Panel Discussion / Export League April 23, 8 a.m.

Optimize Your International Travel April 30, 8 a.m.

Advanced e-Commerce for Global Growth

Inside this Section

2 3

Adding Artificial Intelligence (AI) to the Connecting Process

International State of the PHX Metro 2020

4 5 6

Chapter Spotlight: Global Chamber San Antonio Global Business Innovation Summit Wrap-up International Jazz Day in Scottsdale April 4th Life in the Age of Corona

Connect through Global Chamber® to Grow in 2020

by Cesar Trabanco, Global Chamber®

As vice president of member services at Global Chamber®, I have the pleasure to lead our activities to connect members across metros and borders with new clients, investors, opportunities and trusted resources as they look to expand worldwide.

Connecting the right people at the right time, and “in time,” is an essential part of growth.

We create many opportunities for members through warm introductions and events so that magic happens!

Even when members don’t plan to go global right now, creating cross-metro and crossborder relationships allows them to have mature and trusted connections when they’re ready. That lowers risk and makes things easier when the time is right. So we ask each member how we can help: Who would you like to meet right now? Where are your ideal clients and connections located? What help do you need this year and in the next few years?

There are three main ways in which we create connections to support growth.

1. Connect through warm email introductions. This is the easiest way of connecting and it happens every day within our Global Chamber® network. Our community has more than 30 million people, most of whom we trust and have information on. So when members ask for help, we’ll get them connected to the right people anywhere via email in a direct, warm and personal way.

2. Connect through local and virtual

cross-metro events. We hold local business events in metro communities around the world. This is a more traditional but still effective way to connect, especially when members are open to active connecting during the event, including introductions from our team. We’re always looking to simplify and accelerate the process.

3. Connect as members travel to new markets. As members travel worldwide, we encourage them to reach out to us ahead of time for us to make additional, successamplifying connections. This is exciting for us because we’re proud of who we know, and invariably those people can be helpful for our members, creating win-wins for all concerned parties.

There are also other opportunities, like the photo here showing three young global leaders in Metro Phoenix recently interviewed on Valley Business RadioX because of their membership.

Which market segments and regional markets do you plan to grow in 2020? We can help — in every segment and everywhere around the world. Happy 2020!

About Global Chamber®: We are a growing and collaborating community of CEOs, executives and leaders in 525 metro regions around the world, everywhere!

We connect member firms to new opportunities while advancing business growth, regional progress and success.

Cesar Trabanco is VP of Member Services at Global Chamber®, based in Puerto Rico.

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Adding Artificial Intelligence (AI) to the Connecting Process

by Doug Bruhnke, Global Chamber®

Global Chamber® has partnered with Gazelle.ai based in Montreal, Canada, to facilitate international trade and investment for our members. Gazelle.ai’s AI-enabled sales intelligence platform is now being used by Global Chamber as part of our daily “warm connections” process to research companies and industries on behalf of members worldwide, and then to make just the right introductions.

Global Chamber provides members with connections and information to help them connect with customers, partners and trusted resources globally to accelerate their growth and reduce risk.

Gazelle.ai is the only sales intelligence platform to use AI to forecast a company’s expansion potential and generate heatmaps of industry growth clusters. That means more of our connections are to companies that are growing and therefore make great clients!

We’re excited to fully deploy Gazelle.ai on behalf of our members to help identify growth opportunities and prospective clients and partners around the world. The unique AI capabilities of Gazelle.ai tell us which companies are growing the fastest and are most likely to be expanding, and are therefore more interested in engaging with our members. Those companies also make great members of Global

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Global Chamber®

Chamber because they’re growing and are seriously interested in growth.

Gazelle.ai is an award-winning sales intelligence platform deploying custom-built AI capabilities to forecast company growth and expansion. Gazelle.ai grew out of a desire to find a way to enhance the methods used by business development professionals to identify early-stage signals for company growth within target industries around the world. Gazelle. ai was nominated as Canada’s top AI Company for 2019. Collaborate to grow!.

Doug Bruhnke is the founder and CEO of Global Chamber®.

International State of the PHX Metro 2020

by Doug Bruhnke, Global Chamber®

How is the metropolitan Phoenix region doing with international business? That’s the question we answer annually with our International State of the Metro, held in metro regions around the world — and in Metro Phoenix annually since 2007, predating Global Chamber®!

Many metro areas are hot for business, meaning that companies are thriving, growing and continuing to arrive (invest). Some are not, and Phoenix was definitely not when we started doing these discussions in 2007 during the second Great Depression, and predating regional focus on international opportunities. Now, Metro Phoenix is HOT, HOT, HOT — and growth is regional, including the cities of Phoenix, Scottsdale, Surprise and Peoria attending this time.

At International State of the Metro events, we don’t just talk about international business over wine and cheese, we grade it and put a report card together. We also connect the global tribe to new global leaders, information and opportunities. This year for Metro Phoenix, we were pleased to have Rob Millar, director of Economic Development for the City of Scottsdale, provide the report card. This special assignment is passed year to year to regional experts, with annual grading on key topics that include exporting, tourism, foreign direct investment and more.

This year, Metro Phoenix was graded an overall B+, with each of the specific subareas graded as well. Contact us for more

information, including previous years’ results. This year’s event was sponsored

by Cresa, Spencer Fane, Harvard Group International and Bank of America. Thank you all. And thank you to all our attendees!

Doug Bruhnke is founder and CEO of Global Chamber®.

Keynote Speakers 2020 Mayor Jim Lane at City of Scottsdale - Welcome Rob Millar at City of Scottsdale - Metro Phoenix International Report Card Barbra Coffee, Director of Economic Initiatives at City of Tucson - Southern AZ Kevin Youngblood, President at Youngblood Works - Don’t Forget the West Side David Adame, President/CEO at Chicanos Por La Causa - Community Development Sidnee Peck, Chief of Staff at Zero Mass Water - Product Export Success Jeff Golner, President/CEO at STEM Sports® - Service Export Success Hank Marshall, City of Phoenix & Doug Bruhnke - Export League Ruth Sanchez, Executive Director at Project C.U.R.E. - Update on Progress GlobalChamber.org

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Chapter Spotlight: Global Chamber San Antonio

by Christopher Herring, Global Chamber® San Antonio

We regularly host Young Global Business Leaders in San Antonio, Texas, in collaboration with the Department of State’s International Visitors Leadership Program managed locally by San Antonio Council for International Visitors (SACIV). I would like to thank everyone for their time, energy and efforts to make these visits successful and rewarding!

For the recent visit shown here, we had leaders from 10 countries — Columbia, Morocco, Netherlands, Saudi Arabia, Seychelles, Sri Lanka, Tunisia, Turkey, West Bank and Zimbabwe — looking to learn and exchange ideas and opportunities.

We encourage you all to connect to Global Chamber® and 525 metropolitan regions around the world — everywhere! We’re the only chamber of commerce in hundreds of locations that works with companies to connect them with good people across metros and borders that can help them grow business — clients, partners and resources.

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Our vision is a world where selling across the world is as easy as selling across the street.

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Global Business Innovation Summit Wrap-up

by Mike Langley, Global ChamberÂŽ Phoenix

We held a fast-paced and interactive discussion on growing the global business innovation ecosystem in metro Phoenix, from technology to talent, exporting, financing, logistics and more. The event featured 20 keynote speakers along with panels and groups of attendees connecting through breakouts and report-backs. The event supports the region to develop a stronger foundation for international business growth.

Lee & Associates, Victor Assad Strategic Consulting, City of Phoenix, City of Scottsdale, City of Peoria, City of Surprise, ENP Institute, JP Morgan Chase, Spencer Fane and Arizona Relocation Association.

Watch for more in 2020!

Mike Langley is deputy director of Global ChamberÂŽ Phoenix.

The keynote speakers included Senator Kyrsten Sinema, and we thank the Senator for her leadership and involvement, along with her long-term support of the Export-Import Bank of the U.S. and of Arizona exporters. Jamie Casap, chief education evangelist at Google, also delivered another extra-special presentation. Casap kicked things off for us and set the tone squarely on innovation, technology and progress.

We also thank our sponsors Thunderbird School of Global Management, Weichert Workforce Mobility, Gary Covert Consulting,

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Global Chamber®

Global Chamber Phoenix and Tucson Global Chamber® is a growing and collaborating community of CEOs, executives and leaders in 525 metro regions around the world taking on global business and advancing growth and success. Contact us at info@globalchamber.org or (480) 595-5000.

International Jazz Day in Scottsdale April 4th

by Doc Jones, Jazz Musician and Executive Director at Jazz Day AZ Foundation

The International Jazz Day AZ Foundation is bringing a special concert to Scottsdale on April 4th in the Civic Center concert area. Come out for an afternoon of jazz with the strongest group of jazz artists that we’ve ever assembled in Arizona. Jazz is a truly American art form, exported and appreciated around the world. Thank you to the honorable Alfredo Molina of Molina Fine Jewelers for the support this year and every year. Also thank you to Mayor Jim Lane and the City of Scottsdale plus all our other sponsors, making it easy for you to attend. Join us!

Life in the Age of Corona

by Maimun Mustafa, Executive Director of Global Chamber® Barisal

Gabriel García Márquez wrote in his renowned novel, Love in the Time of Cholera, that “wisdom comes to us when it can no longer do any good.”

Indeed, the coronavirus has presented the global community with such a dilemma. The world has been so reliant on its sourcing from China that the disease has put major markets on a standstill as China shuts its door to the world and vice versa. However, there are positives to integrate from the status quo into Business 4.0 and Industry 4.0.

Not many can disagree that the Sustainable Development Goals (SDGs) go hand-inhand with the 4th Industrial Revolution. If commercial entities take this “jolt” from the global pandemic as a cue to be more proactive rather than reactive in the future, the global tribe can fully scale Business 4.0 and reap the full benefits from Industry 4.0. To have a more sustainable world, an attitude shift that says “we will” rather than “we have to” may just be the difference for a happy ending in the love story between Mother Earth and the world of trade and technology.

Maimun Mustafa is a serial entrepreneur and the executive director of Global Chamber® Barisal.

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Global Chamber®

Chairman/CEO Sponsors BMO Harris Bank Spencer Fane Bank of America Squire Patton Boggs Thunderbird School of Global Management President Sponsors Cresa BBVA Compass Bank Dickinson Wright American Express R&A CPAs Special Global Advisors Sanjeev Khagram, Thunderbird Hank Marshall, UK Honorary Consul in Arizona Melissa Sanderson, Freeport McMoRan Leila Aridi Afas, Toyota Michael Patterson, Spencer Fane Jimmy Douglas, Tesla Electric Cars David Farca, International Business Group Susan Shultz, The Board Institute

Committees All Metros, Industries and Regions Contacts CEO/Founder: Doug Bruhnke, doug@globalchamber.org Business Services: Cesar Trabanco, cesar@globalchamber.org Membership: Yvonne Luker yvonne@globalchamber.org Global Marketing: Esteban Cepeda esteban@globalchamber.org

Abdo, Amy, 26

Eikenberry, Kevin, 39

Hill, Kristi, 42

Naor-Weinstock, Meirav, 20

Shoemaker, Terri, 10

Altman, Matt, 12

Ellis, Shawn, 32

Hill, Travis, 56

O’Duinn, John, 39

Sipes, Stan, 12, 52

Bernhard, Rebecca, 12, 40

Fleck, Jolean, 32

Hoke, David, 32

Orient, Jane M., M.D., 25

Skindelyté, Kristina, 31

Brown, Mike, 32

Fleischmann, Howard, Sr., 32

Jacobs, Ayan, 26

Ostermeyer, Michael, 17

Smith, Charlie, 46

Bruhnke, Doug, 59

Fleischmann, Patty, 32

Janefalkar, Anand, 15

Pacheco, Travis, 26

Sonne, Michael, Ph.D., 29

Butler, Tyler, 48

Fulton, Doug, 18

Katz, Beth, 18

Patel, Jyoti, M.D., 18

Thomas, Maura Nevel, 66

Caracciolo, Liz, 29

Gildner, Gil, 39

Kutz, Randy, 30

Pedrini, Bruna, 26

Touché, Charles S., 20

Carr, Haley, 42

Gilroy, Mark, 29

Lilaité, Raminta, 31

Pierce, Shannon, 26

Urban, Ruth, 44

Cetone, Liselle, 32

Gonos, Joanna, 32

Lydon, Anthony, 18

Post, Jessica, 26

Vet, Ryan, 10

Craddock, Maggie, 38

Greenawalt, Mike, 54

May, Carol, 10

Poston, Jane, 11

Waldrop, Travis, 16

Curtis, Ryan, 42

Haller, Andrew, 11

McCann, Josephine, 21

Procter-Murphy, Janice, 26

Weber, Bruce, 46

Dreitzer, Richard, 26

Hannon, Maureen, 21

Miller, Eric, 10

Rogers, Eileen, 50

Drew, Dillon, 14

Heap, David, 42

Morgan, Ann, 26

Savage, Shaun, 11

11Eleven Consulting, 48

Community Tire Pros, 32

JLL, 18, 49

Scotwork North America, 30

AirDev, 11

CORE Institute, The, 13

JobReferences.com, 13

Snell & Wilmer, 3, 13

Alerus, 68

Cox Business, 56

KatzDesignGroup, 18

Sportiqe, 12

American Physicians and Surgeons, 25

Cox Communications, 29

KiteRocket, 67

SPR, 29

AppZan, 21

d’Lite Healthy On The Go, 58

Landsea Homes, 16

Tratt Properties, 18

Arizona Commerce Authority, 45

Delta Dental, 32

Lincoln Property Company, 16

TruWest Credit Union, 13

Arizona Diamondbacks, 29

Department Phoenix, 41

LIV AZ Realty, 14

UJET, 15

Arizona Food Bank Network, 10

Desert Financial Credit Union, 57

Lovitt & Touché, 20, 32

UnitedHealthcare, 2

Arizona Gives Day, 7

Divvy, 8

Maricopa Community Colleges, 21

Universal Health Services, Inc., 20

Arizona Integrative Medicine & Spa, 18

Dorsey & Whitney LLP, 12, 40

MyAbilities, 29

Veyo, 12, 52

Association of Arizona Food Banks, 10

Dressing Room, The, 58

On the Money, 44

Volvo, 56

Ballard Spahr, 17

Enterprise Bank & Trust, 6

One Creative View, 50

WaFd Bank, 29, 32

Blue Oceans PR, 31

Equality Health, 5

OpenWorks, 29

Walmart, 32

BMO Harris Bank, 53

Fennemore Craig PC, 26, 42

PADT, 10

Weber Group, 46

BOK Financial, 47

Fornetix, 29

Phoenix Children’s Hospital, 20

Wisdom Natural Brands, 10

Boon, 11

FSW Funding, 5

Plexus Worldwide, 13, 32

Workplace Relationships, 38

Bunker Labs, 14

Fulton Homes, 18

Polsinelli, 62

XpertHR, 12

Cake, 19

Gallagher & Kennedy, 13

Primrose Schools, 16

Cancer Treatment Centers of

Global Chamber, 59

Promineo Tech, 21

GoShare, 11

Pro One Media Productions, 51

HonorHealth, 20

ProteinHouse, 58

IMNA Solutions, 120

Redirect Health, 55

J2 Media, 11

Rosendin, 54

Jive Communications, 6

Salad and Go, 58

America, 48 Canopy by Hilton, 16 Centers for Disease Control, 24 CenturyLink, 29 Cigna, 43

In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.

Bold listings are advertisers supporting this issue of In Business Magazine.

CHECK US OUT

/InBusinessPHX @InBusinessPHX www.inbusinessphx.com

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Mentoring in the Workplace: A Modern Approach A well-planned approach fits into good time management

by Maura Nevel Thomas Model Ideal Behavior Some ways for leaders to model ideal behavior are: • Make time for exercise, and ensure the team knows.

• Disconnect from work after office hours.

• Take all of one’s vacation time and encourage the team to take theirs.

• Provide healthy snacks and opportunities for employees to have restful breaks during the day.

Maura Nevel Thomas is an award-winning international speaker and trainer on individual and corporate productivity and work-life balance, the most widelycited authority on attention management, and creator of her proprietary Empowered Productivity™ System, in use by thousands of companies in virtually every industry. She is a TEDx Speaker, founder of Regain Your Time and author of three books.

She’s also a regular contributor to Harvard Business Review. maurathomas.com/ empoweredproductivity

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Mentoring relationships in the workplace are key to ensuring long-term employee success, strengthening both the people and the organization. After all, workplace mentor programs not only demonstrate that the organization cares about its people and their development, but they also give workers a safe space to grow.

But with aspects like invasive technology and the shift to open floor plans, leaders often struggle to manage their workload past the distractions, leaving little time to be an available and effective mentor.

A New Approach to Mentoring in the Workplace Mentoring is even more important in the modern workplace because knowledge work is affected by an employee’s satisfaction with their work, and their relationship with their manager is a key component to this satisfaction. Here are five ways to effectively mentor knowledge workers.

Set the team up for success by clarifying decisionmaking power. Without clarity, it’s difficult for employees to decode which decisions fall within their role and what requires outside approval. Leaders need to clearly define roles and responsibilities so employees can act with confidence.

In turn, this autonomy creates a solutions-oriented culture, empowering employees to solve problems independently.

Trader Joe’s employees, for example, know their goal is to build a community of food-lovers. To build this culture, they know they have the freedom to do things like open packages in the store for customers to taste, creating more loyal customers.

Dedicate time for regular weekly meetings for direct reports. Most leaders adhere to the “open door policy,” but often mistake this as being available at all times. In fact, it’s quite the opposite, and doing so only fuels the fire of constant distraction. More effective workplace mentoring means setting boundaries to make sure that, not only is there time for mentoring, but leaders can manage their attention, having an opportunity for more undistracted work time and to be more present in discussions with team members.

One solution is to schedule time each week with direct reports, and keep those commitments. When employees have dedicated, one-to-one time with their boss/mentor, they are more likely to save up non-emergency problems to discuss at the meeting. Overall, this means more time for workers to develop their own solutions and less interruptions for the leader throughout the week.

Don’t be too available. When leaders aren’t always accessible, it challenges employees to solve their own problems, building skills and confidence in developing solutions rather than seeking answers. This reduces distractions for leaders, distilling down issues to the key concerns where their expertise is needed. Mentoring in

CLARIFY DECISION AUTHORITY DEDICATE TIME FOR STAFF

MENTORING IN THE WORKPLACE

LIMIT AVAILABILITY

MENTOR IN HINDSIGHT

MODEL HEALTHY WORK-LIFE BALANCE HABITS

the workplace doesn’t mean doing the work for people; it’s teaching them to do it themselves.

One caution: Leaders need to be careful not to be so unavailable that their team feels “shut out.” The “regular meetings” idea prevents this issue, and leaders should always designate a communication channel for urgent and timesensitive requests only, such as a text to their personal cell phone.

Mentor in hindsight. An important function of mentoring in the workplace is building a strong talent pool. However, employees learn better when they have the opportunity to experience successes and failures in their own way, rather than by getting preemptive advice. When leaders allow workers to “fail forward” and give space for processing these growth opportunities afterward, it helps build top talent.

Leaders can open meetings and discussions with staff by asking about challenges faced that week, what was done to address them, and then discussing with their team how it worked out. This allows leaders to “mentor in hindsight” by offering advice when reflecting back with the employee, instead of allowing themselves to be interrupted “on the front end” to answer questions and solicit input. We know that “experience is the best teacher,” so leaders can be a better mentor when they provide role clarity, as discussed above, let their employees learn from experience and reflection, strengthen the lesson with reflection and advice after the fact, and leave the employees prepared to apply these lessons to future challenges.

Model overall health and wellness. “Actions speak louder than words” is never more true than when it comes to mentoring in the workplace. The behavior leaders model can often be a more effective mentoring technique than what they say. Mentors who take time to nourish their own mental and physical health show the team that work-life balance and wellness are important.

Good leadership changes with the shifting needs of an organization; mentoring in the workplace is no different.

Taking these five simple steps can accelerate a leader’s impact in a mentoring role and build stronger future leaders to sustain great companies and great cultures in a modern workplace.

Organizations that invest in developing a workplace mentoring program experience a significant number of benefits.

These benefits range from increased employee productivity and decreased turnover, to reduced learning costs and more comprehensive knowledge transfer. In fact, nearly 70 percent of Fortune 500 companies have a mentoring program in place.

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