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XPO Logistics Acquires Norbert Dentressangle

XPO Logistics, Inc. (“XPO”) today announced that it has consummated the previously announced agreement to purchase all of the shares of Norbert Dentressangle SA held by Mr. Norbert Dentressangle and his family, representing 67% of the company`s outstanding shares, at a price of 217.50 euros per share.  Bradley Jacobs, chairman and chief executive officer of XPO Logistics, said, “We`re delighted to welcome the customers, employees and suppliers of Norbert Dentressangle to XPO. This combination is an important step in the continued execution of our growth strategy.”


If you love your job, don’t read this.

We wouldn’t want to tempt you with our great  new job opportunities 


July 4TH 

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Variously known as the Fourth of July and Independence Day, July 4th has been a federal holiday in the United States since 1941, but the tradition of Independence Day celebrations goes back to the 18th century and the American Revolution (1775-83). In June 1776, representatives of the 13 colonies then fighting in the revolutionary struggle weighed a resolution that would declare their independence from Great Britain. On July 2nd, the Continental Congress voted in favor of independence, and two days later its delegates adopted the Declaration of Independence, a historic document drafted by Thomas Jefferson. From 1776 until the present day, July 4th has been celebrated as the birth of American independence, with typical festivities ranging from fireworks, parades and concerts to more casual family gatherings and barbecues.

When the initial battles in the Revolutionary War broke out in April 1775, few colonists desired complete independence from Great Britain, and those who did were considered radical. By the middle of the following year, however, many more colonists had come to favor independence, thanks to growing hostility against Britain and the spread of revolutionary sentiments such as those expressed in Thomas Paine’s bestselling pamphlet “Common Sense,” published in early 1776. On June 7, when the Continental Congress met at the Pennsylvania State House (later Independence Hall) in Philadelphia, the Virginia delegate Richard Henry Lee introduced a motion calling for the colonies’ independence. Amid heated debate, Congress postponed the vote on Lee’s resolution, but appointed a five-man committee–including Thomas Jefferson of Virginia, John Adams of Massachusetts, Roger Sherman of Connecticut, Benjamin Franklin of Pennsylvania and Robert R. Livingston of New York–to draft a formal statement justifying the break with Great Britain.

Did You Know?
John Adams believed that July 2nd was the correct date on which to celebrate the birth of American independence, and would reportedly turn down invitations to appear at July 4th events in protest. Adams and Thomas Jefferson both died on July 4, 1826—the 50th anniversary of the adoption of the Declaration of Independence.

On July 2nd, the Continental Congress voted in favor of Lee’s resolution for independence

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Five Common 'Fibs' Told by Job Applicants on Resumes and Applications

“By Lester S. Rosen,”

Every job applicant has the right to put their best foot forward and to accentuate the positive. However, when such efforts cross the line into fabrication and fantasy, employers need to be concerned. Based upon many years of performing background checks, here are five common “fibs” told by job applicants during the hiring process:

1.Employment Inflation: Applicants give themselves a promotion in position by claiming an inflated job title or responsibility. An applicant may enhance a previous job from an assistant position to a management job, even though they never supervised anyone.

2.Covering up Employment Gaps: Unexplained employment gaps are critical for employers. Without knowing where someone has been, it makes it harder to perform criminal checks and opens the possibility that an applicant may in fact have been in custody for a criminal offense. Stretching out job dates to cover up gaps in employment is a big problem.

3.No Degree: There is a growing problem with applicants claiming degrees they do not have. This can stretch from claiming a degree for a school the applicant never attended, to turning some units into a BA or a BA into an advanced degree. Beware of applicants who claim the school made a mistake and then provides an authentic-looking degree. There are websites that will give anyone with a credit card a “genuine” imitation degree. When in doubt, send a copy of the supposed degree to the school for verification.

4.Degrees from Fake School: Anyone with an e-mail address receives almost daily the opportunity to obtain a degree instantly- it only takes a credit card. Beware of diploma mills and phony schools. Some of the diploma mills are so sophisticated that they have even invented fake accreditation agencies. However, diploma mills should not be confused with legitimate distance learning schools that provide an education opportunity.

5.Denying Criminal Records: It is critical to ask all applicants on both an application form an

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Jurassic World: Workplace Intentions Can Go Horribly Wrong 

“by Jeremy Kingsley,”

If you break it down to its prehistoric DNA, the plot of blockbuster Jurassic World and its predecessors resembles anybody’s bad day at the office: You set out to do something with good intentions and high hopes. Something goes wrong, but no big deal — there are systems to deal with it.

But, systems fail. Plan B is launched. Unintended consequences ensue. Repeat with Plans C, D, and E until you conclude that maybe the entire concept is flawed.

Even when no dinosaurs are involved, it’s a frustrating spiral. But short of casting an action figure to come in and save the day, what can you do when a plan you’ve worked to bring to reality goes horribly wrong? 

How to avoid your plan going wrong

  • Plan and plan again. First, back up to the planning stage. Prevention is always better than repairs. While everything’s still on the drawing board, begin looking for the points where you’re less confident of the outcome. Search for cracks in the foundation and fix them before you put up walls. Bring in a trusted associate to serve as devil’s advocate to challenge every point.
  • Build a problem-solving culture. To solve problems on the fly requires an organizational culture that is candid and rewards honesty and reasoned risk-taking — a tone that you, as the leader, have to set from the top. You never know who will shine under pressure, so watch for problem-solving talent even in unexpected places.
  • Give it all you’ve got. When a problem does emerge, assign your best people to deal with it and make it their only priority. Do your troubleshooters have all the resources they need? Are there redundant systems to cover for the routine tasks that need to be maintained until the problem is solved and everyone goes back to their regular routine?
  • Keep communication open. A good flow of communication and data is essential to any enterprise, especially when things go wrong. Are channels open and well organized with no silos? Does everyone know where to go and what to do with what information? Good communication allows you to deal with issues before they turn into problems, but it takes work.
  • Think solutions through. The last thing you want is a solution that creates more problems than it solves. Don’t overlook secondary issues because you’re against a tight deadline.
  • Ask yourself what you’re missing. Is there a major flaw somewhere you might need to revisit? If you suspect that may be the case, put everything on hold and spend some time in analytical mode. It may even be — hard as it is to think about — that the entire concept just isn’t workable

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Is Your Supply Chain Safe From Cyberattacks?

“by Drew Smith,”
Information has become a critical supply chain asset, making it increasingly important to protect your data. That means paying more attention to suppliers’ security practices.

Technology has fundamentally transformed the way businesses transact commerce. Because of the Internet, mobile devices, applications, and cloud computing, companies and their suppliers can now share a large amount of data at the click of a button. Today, information about everything from order volumes and capacity status to activity-based management protocols and transportation metrics—to name just a few possibilities—is electronically transmitted between business partners.

These information flows and symbiotic connectivity in an organization’s supply chain have become critical components of reducing costs and developing integrated profit centers. In fact, today’s global supply chains rely upon the rapid and robust dissemination of data among supply chain partners.

But this exchange of information brings with it a certain degree of risk. The flexibility, scalability, and efficiency of the technology that enables information sharing has created additional points of access to an organization’s proprietary information, increasing the risk that the corporate knowledge that drives profitability may fall into the wrong hands. Particularly vulnerable are those processes and activities that involve the sharing of information between external supply chain partners.

That is why supply chain managers must play a larger role in cybersecurity—the measures taken to protect a computer, computer network, or data from unauthorized access or attack. They need to be aware of what the risks are and of which areas of their supply chain may be vulnerable to cyberattacks. And they must make sure that not only their own company but also their suppliers are following best practices in cybersecurity.

A growing threat
The danger to businesses and their customers from hacking and cyberattacks has become pervasive. Indeed, the list of cyberattacks and data breaches seems to grow by the week. In the United States, such large companies as Home Depot, Sony, Target, and the managed health care company Anthem, among others, have been victims of well-publicized cyberattacks.

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Supply Chain Universities: The Employers' Top 15

“by Kevin O’Marah,”

The defining reality of our information age is its impact on the pace of learning.  For working professionals in supply chain this often feels like an accelerating treadmill with ever shorter request-to-response cycles driven by digitally empowered customers.  Many find that the traditional comfort zone of continuous improvement can’t keep up with this steepening learning curve.  It is hardly surprising that some people just can’t make it.

For kids in school however, this same tornado of learning is not only natural, but bracing.  Raised as they have been in the sensory cacophony of perpetual fresh information, today’s university students seek challenge and change.  For those pursuing careers in supply chain the greatest thrill is tackling complex problems across the extended network.

In fact, one gets the sense that the last thing they want is a perfect forecast.

Learning to Love Change

Each year we survey hundreds of supply chain executives around the world and ask, among other things, which universities they look to first as a “marker of talent”.  The tally of this data, collected from 528 respondents in 2014, boils down to a ranking of how employers view the talent pools coming from graduates entering the workforce.  The list is dominated by universities with practical, instead of philosophical approaches, and in particular seems biased toward those able to keep pace with industry, where almost all of the real innovation is happening.

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What Successful People Do in The Last 10 minutes of The Workday

“by Jacquelyn Smith,”

Perhaps you spend the last 10 minutes of your workday staring at the clock, counting down the seconds until you’re free.

Or, maybe you bury yourself in your work until the very last minute — then you grab your stuff and run for the door without saying goodbye to your colleagues.

If either of the above scenarios sounds familiar, it may be time to reassess your end-of-day routine.

“How you finish the workday is very important,” says Michael Kerr, an international business speaker and author of “You Can’t Be Serious! Putting Humor to Work.” “It can set your mood for the rest of your day; it may impact your personal relationships, overall level of happiness, and how well you sleep that night; and it will set the stage for the next day.”

1. They Update Their to-do Lists

Successful professionals always keep an eye on their ever-changing to-do lists, explains Lynn Taylor, a national workplace expert and the author of “Tame Your Terrible Office Tyrant: How to Manage Childish Boss Behavior and Thrive in Your Job.”

“But the last 10 minutes is when they also check their final progress against that day’s objectives,” she says. “They revise their final list accordingly while in the moment, rather than abruptly leave and hoping they’ll remember all the nuances of that day in the morning.”

2. They Organize Their Desk and Desktop

Your projects take much longer to complete when you’re not organized. “Having an orderly desktop and desk will help you think more clearly and prioritize more effectively. It’ll also help you quickly find important documents when you need them,” says Taylor. “File digital and hard copy documents for easier access and greater efficiency when you need them next.”

3. They Review What They Achieved

Taylor says in addition to focusing on what you still need to do, it’s important to look back on what you’ve done.

Kerr agrees. “Taking even one minute to review what you achieved can give you a sense of accomplishment, and on a particularly trying and busy day it can remind you that you got more done than you realized,” he says. “Happiness research tells us that doing a simple routine like this, and taking the time to reflect on what you accomplished, is a key way to boost your overall level of happiness.”

4. They Take A Moment to Reflect on The Day

Successful people not only think about the projects they’ve handled that day; they try to analyze when and why things went right and wrong. “Savvy professionals know that if they’re not learning, they’re not growing,” says Taylor.

5. They Vet ‘Urgent’ Communications

You’re down to the wire on your day, but the communications keep flowing; some urgent and some not — but all at the last minute. “This is when your time management skills are put to the test,” says Taylor. “Successful people are able to decide what requires a response and what can wait.”

You want to defer long conversations that are sensitive until you and your colleague are at your best: in the morning. “Consider a response that suggests the discussion be held at a specific time the next day,” she says. “Otherwise, the matter could last well into the evening when your mutual energy is low and you feel rushed. This deferral also gives you overnight to step back and think through your immediate reaction.”

6. They Stay Focused

“This is a classic time when your mind can drift,” Taylor explains. “Typically, you’re not as sharp at the end of the day.” Try not to allow yourself to get distracted or caught up in non-work related activities at the very end of the day.

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10 Questions to Ask Before You Take a New Job 

“By Natasha Burton,”

What are your expectations for This Role?

You need to get a sense of what you’re in for with this new position, particularly what will be expected of you during the first three months on the job. “Asking about quarterly goals for the position is key to setting yourself up for success before you even accept an offer,” says Lindsay Shoemake, founder of career lifestyle site That Working Girl. “If your interviewer or potential manager doesn’t seem to provide a clear answer, that might be a red flag that they haven’t set clear expectations for the position.”

A related follow-up: “What is the biggest challenge I would face in this position?”

“Many interviewers will respond to this question by providing you with an honest overview of company politics that will help you to evaluate whether you can succeed,” says Joe Weinlick, senior vice president of marketing for “If the answer is, ‘You won’t have any challenges,’ beware! There are always challenges, and you may want to dig deeper before accepting a position.”

What Personalities Flourish Here?

This question is a must. Most managers can easily identify the type of person who would be successful in their organizations. Their answer will give you a better sense of whether you would be a good fit within the organization, says Jenn DeWall, a certified career and life coach. “It’s best to know this early on versus fighting to fit in and be the type of personality you’re not,” she says.

What Personal or Professional Development Opportunities Exist?

Learning about a company’s commitment to development can signal how much the organization values its employees, says Maria Katrien Heslin, founder of Business Boostcamp. “For example, there are some organizations that do not provide training or time off for professional development. Some have overly strict policies on employees being able to attend conferences,” she explains. “Organizations like this most often are pretty old-school in their management approach.”

What’s the Typical Career Path for This Position?

“For those who are goal oriented, it’s important to know up front what you’re working toward,” DeWall says. “If you are eager to climb the corporate ladder and develop your resume and an employer indicates there aren’t career advancement opportunities, the position may be a dead end for you and your career goals.” Definitely something you’d want to know before taking a position that could lead you nowhere — and back on the job hunt in a couple of years.

What’s the Company Culture Like?

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How to Lead a Team Meeting

“by Dan McCarthy,”

One of the most important responsibilities of a manager is being able to plan and run an effective team meeting. Many managers never learned how to run an effective meeting because they’ve sat through too many poorly run meetings (lack of role models) or they’ve never been to a training program on how to run meetings.

Follow these 10 tips for planning and running effective team meetings:

1. Have a positive attitude about meetings. This is the single most important thing a manager can do as a leader to improve team meetings! I’m appalled at how many managers are proud to proclaim their hatred of meetings. In order to achieve significant results, solve problems, make decisions, inform, inspire, collaborate, and motivate, managers need to work with people. That means occasionally getting those people together in a room or on a conference call and actually talking to them. Managing isn’t about sitting in the office with the door shut sending emails.
As a leader, try looking at meetings as the manifestation of leadership. Its leadership show time, not something to dread like a trip to the dentist.

2. Own the meeting. Don’t delegate the agenda planning to an admin or another team member. As a leader, it’s your meeting. It’s your job to plan and run the meeting. If you hate your own meetings, there’s no one to blame but yourself.

See 10 Things a Manager Should Never Delegate for more on what not to delegate.

3. Prepare an agenda. I’m sure every article you’ve read on effective meetings mentioned agendas. Yet, we still show up to meetings where there is none to found. “Planning” is the other thing that’s often missing. Take the time to think about key decisions that need to be made, information that needs to be communicated, who needs to be at the meeting, timing, etc…. “Winging it” is a waste of your team’s time and tells them you don’t really care.

4. Ask for input on the agenda. Although it’s the manager’s primary responsibility do the agenda, team members can be invited to contribute agenda items. Send out a call for agenda items a few days before the meeting.

5. Spice it up! Put a little variety in the format. Here are a few things you can do to spice up your stale team meetings:

  • Invite guest speakers
  • Celebrate something
  • Do a “learning roundtable” – have team members take turn teaching each other something
  • Watch a Ted Talk that’s relevant to the meeting agenda
  • Do a team-building activity
  • Change locations; go off-site
  • Bring in some fun or interesting food
  • Have a “single item agenda” meeting
  • Do lighting round updates
  • Do some brainstorming
  • Switch chairs; switch anything to break up the monotony!


6. Allow some “white space” for creativity and engagement. Don’t try to cram so many items into the agenda that there’s no room for discussion or spontaneity.

7. Use team meetings to collaborate. Instead of just sharing information, try solving a problem, making a decision, or creating something. Yes, it’s challenging and can be messy, but that’s where we get the most value from meetings. Be ready to just roll the dice and be open to any outcome.

8. Lighten up. Being the leader of a meeting isn’t about flaunting authority or abusing power. Chastising someone for being late in front of the team is an example of doing this. Have a sense of humor and humility.

9. Follow-up. Keep track of action items and make sure people do what they say they are going to do. It’s frustrating to show up to the next meeting and find out half the team didn’t bother doing what you stayed late the night before completing. Follow up and inspect before the meeting, and hold individuals accountable.

10. Be a role model leader. Team meetings are not a time to let your guard down and kick back with your team. Hold yourself and your team to the highest standards of conduct, which means no off-color jokes, picking on team members, cynicism and sarcasm, or bashing other departments or management. Think about the kind leader you want to be known for, and then show up to each and every meeting being that leader.


How Team of Leaders Helps Deal With Difficult People

“by Stewart Liff and Paul W. Gustavson,”

Difficult people are everywhere. They’re in line in front of you at the bank, shopping with you in the supermarket, and next to you on the highway in rush hour.

In most circumstances, the best way to deal with the troublesome people around you is to ignore them, especially if they have little to no bearing on your life. Unfortunately, it’s not quite so easy to ignore the difficult people in the workplace.

Whether you work directly with challenging individuals or experience them in passing, few things are more frustrating than sharing a professional domain with individuals who are not an active, willing part of a team. As a hardworking employee, it can be very challenging to see a drain on the system in an area where productive team members are standard.

Identifying difficult people in the workplace

Difficult people come in many forms, all of which are counterproductive in a workplace setting. They may be lazy, late, slow or slackers, but the imposition they create in a professional environment can be troublesome, if not toxic. Rather than contributing to an endeavor, these individuals are a drain

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Leaders Need a Daily Reading Habit

“by, George Ambler,”

It’s frequently said that those who lead, read. Research has shown that reading keeps leaders smart, creative and social. For those who want to lead, reading is not a nice to have or a luxury, reading is a habit successful leaders consider critical to their success. “In my whole life, I have known no wise people who didn’t read all the time – none, zero. You’d be amazed at how much Warren(Buffett) reads – at how much I read. My children laugh at me. They think I’m a book with a couple of legs sticking out”.” – Charles T. Munger, Poor Charlie’s Almanack: The Wit and Wisdom of Charles T. Munger

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