September 17, 2025 • 36 mins
TMSA’s On the Move Podcast – Featuring Nicole Glenn
Nicole Glenn, founder and CEO of Candor Expedite, brings two decades of logistics expertise and a deeply personal leadership philosophy to the Executive Summit stage. Known for her problem-solving grit, transparent communication, and people‑first approach, she founded Candor in 2017 to deliver honest, precise, and high‑touch logistics solutions. As keynote speaker for this year's summit, Nicole will inspire attendees with stories of resilience, culture-building, and leading through volatility—all while demonstrating how authenticity can transform both teams and businesses.
Check out the Transportation Sales and Marketing Association (TMSA) website or engage with us on LinkedIn.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:22):
Hello everyone and welcome to On the Move, a show
where we share transportationsales, marketing success stories
.
I am Jennifer Karpus-Romain,executive Director of the
Transportation Marketing andSales Association, which is a
trade nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics, and today on the
(00:43):
show, I'm very excited that wehave Nicole Glenn, founder and
CEO of Candor.
How are you doing today, nicole?
Good, I'm so happy to be here.
I'm so happy to have you hereand to get to interview you and
learn more about you.
I love doing these interviewsbecause you know people, you've
met them, you've talked to them,but then you get to do like a
deep dive and learn more aboutthem, so it's always fun.
(01:05):
So you began your logisticsjourney back in 2000 in
operations and then you kind ofrose through executive ranks to
launch Kander Expedite in 2017.
Correct, right, that's what Igot off your list.
What pivotal moment led you?
(01:25):
to take that leap Like you'vebeen in the industry, but no,
now I want to start somethingmyself.
Speaker 2 (01:34):
Well, there was a company that I worked at.
It was called K&L Freight andit became like this intangible
child to me.
You know I was dedicating mylife to getting on the road and
then managing people and it wasone of those things that I
always knew that I wanted to bean entrepreneur.
I mean, when I was like 18, 19,20, I was going to my dad with
(01:56):
all these different franchisesgoing dad, look at this one,
look at this one, maybe we cando this one.
Can I have your retirementmonies?
We can.
And he was always like get outof here.
Speaker 1 (02:04):
No.
Speaker 2 (02:07):
So it was one of those things that I kept
pressing.
But you know, there's justsometimes that it's not the time
, it's not the place for theperson that owns the company,
you know.
So it was a really, reallytough decision.
I still love that company.
I still very close to the owner.
But it was one of those where Iwas like OK, I think it's time
for me to get very uncomfortableand spread my wings.
(02:31):
And the funniest part was Ididn't even that's what I
thought I was going to do, andthen I went and worked somewhere
else.
And then I worked there for ayear and then it was finally
like OK, no more, stop being soscared to actually do this.
And so then I actually took theleap and became an entrepreneur
, and it was, you know, kind ofsurreal to me at first.
Speaker 1 (02:54):
What made you kind of go to take the leap and take
that step back and then finallyconvince yourself it's time?
Speaker 2 (03:02):
Oh, man, I mean, it's just, I think, something that
I've just always wanted to do.
You know, it was one of thosethings that I've been working
towards.
I had these little minicompanies that I would make,
like there was one calledEverlasting Image, where you
know, like you would go toanniversary party in the early
two thousands and you would see,like on the screen, all the
(03:22):
pictures of the family and musicplaying and I was like I can do
that.
And so I started that type ofcompany and I just kept
researching different thingsthat I could get into, and so I
don't think it was a matter ofif it was one Right.
So the actual leap part wasmore of OK, I think I'm just
(03:45):
ready.
I kept asking for theopportunity, you know, and I
would go, okay, what is it?
We sit down to a meeting.
We'd go have a lunch meetingand it was like almost my review
and I would go what is it thatI need to do?
And it was you need to learnmore.
And I'm like, how am I going todo that if I don't do it Right?
And so I think it was justthese tiny little like seeds
(04:06):
that just kept getting planted.
I did fall in love with managingpeople too, so I think that was
a big spot.
I would always been operationsand sales, and then sales
teaches you to be like greedyright it does.
It's like go out there, get thebusiness, make the money, you
know all the things.
And then when I actually stepback into operations management
(04:28):
and had to actually have peopleunderneath me, then that
transition from just me, me, meto them, them, them and watching
them grow it was, it was hard,right, it was kind of a struggle
on some of the things, but whenthey would actually like take
that step or do the right thingor be proud of themselves and,
you know, hit a goal, there wasnothing like that feeling.
(04:50):
You know, I was like, okay,this is like multiplier.
Now You're not just this singleperson, you know, that's trying
to do something for themselves.
And so, again, like I thinkthere were many, many moments,
right, that things would happenand I would go, okay, like I
would learn how to read a P&Land start getting more on the
financial side of things andstart understanding insurance.
(05:14):
And so there was just alwaysthis working behind the scenes
of running the business that Igot to like taste.
You know I wasn't fully incharge of all the things, but it
was like, okay, I, I got that.
And I was probably cocky in myhead, going I do this, I do this
, I can do this, you know, but Idid.
(05:35):
But at the same time, it's likeanybody who you probably have
in the seat they go.
I just kept continuallylearning because whatever I knew
then was definitely not enoughand whatever I know today is
definitely not enough, and soit's just that mindset of what
else can we do, what else can Ido to move this forward.
So again, I think it's justtiny little things, little teeny
(06:00):
, tiny seeds.
And then I don't know whathappened one day.
It was just I went, you knowwhat, and it was kind kind of a
wind jumper.
I was like I have to resign.
He had gone on a trip.
He would go on a monthly or abeginning of the year trip and
he came back.
And the day came back, therewas like this gnawing feeling
and I'm like I love you, but Igotta I to go.
(06:20):
And so I did.
And it was really hard and sad,but at the same time it was a
great step for me.
Speaker 1 (06:31):
I think it's always funny how we never really know
what's going to be those stepsor those things, and so many
times it's the opposite of whatwe think.
As you were just telling thatstory I was thinking about, I
always had the entrepreneurialbug too, but was always
terrified to do it.
And then I previously neverwanted to be a mom.
(06:53):
But then when I got pregnantand I was working like a nine to
five I was like, oh, this isnot going to be flexible enough
for what I need to do when thisbaby comes, and I resigned in my
third trimester and then Istarted my own company and then
(07:15):
I started with likeproject-based stuff and then I
got into software stuff and theneventually got into
transportation and then it tookme to TMSA.
But it's funny because I don'tthink my career would have
catapulted the way that it didif I didn't cut the cord to nine
to five and like reallypressure myself and I always
(07:37):
thought that like being a momwould minimize my career, which
is why I was hesitant to do it.
But like really being able tofind a way to balance motherhood
and professional life is whatpushed me to be a better
professional.
So it's like always funnybecause you don't anticipate
those markers, those pivotalmoments, to be what they end up
being.
It's always something totallydifferent.
Speaker 2 (07:57):
Yeah, you don't.
I mean, it's one of thosethings that I think we have
expectations on every lifesituation, every career decision
, and we build the story in ourhead right, and then you
actually start living it andyou're like, wow, that is not at
all what I expected.
Speaker 1 (08:13):
But again.
Speaker 2 (08:14):
I think everything is what you make of it, right.
So you had made a decision.
I'd made a decision, eventhough you don't know what
you're hopping into.
You just go, I have to makethis work.
You know I have to do this andyou don't know what you're
hopping into.
You just go, I have to makethis work.
You know I have to do this, andI don't even think you say that
.
I think it's just this tinylittle behind the brain pressure
that you know you just do, youjust go.
(08:35):
Okay, there is no other choice.
This is what I'm signed up forand I got to go forward and you
just do.
You do all the things you canto make it, make your baby grow
and life and business Right.
Speaker 1 (08:48):
And so when it was time to then launch your own
company, you named it Kandor,and I heard that it was because
you wanted there was a lack ofhonesty in the industry not
everywhere, but pockets of itand you wanted to make sure that
your company didn't representthat.
And so I love that so much.
And how has this guidingprinciple then really shaped
(09:09):
your brand and your clientrelationships?
Speaker 2 (09:12):
It's so funny because I was cleaning out my notes on
my phone the other day and I sawthe names of the company.
It was in 2016, beginning of2016, that I had started writing
company names down and it saidcandor or something along the
lines, and so the idea was whenI wanted to step in this space.
(09:33):
I mean, like you said, there isdishonesty like pepper
throughout.
You know, being a brokeragefirm, you know the drivers.
The driver ultimately didn'tend up taking the load.
Oh, he had a flat tire, oh, theso that.
And so I wanted to be able toapproach clients not only with
honesty on that, but I alsowanted to approach the clients
(09:53):
on honesty on what's not workingin their business, and I wanted
that to be like, you know, tohave these discussions that
would actually make them betterfor themselves.
And so, you know, most peoplego oh, you can't tell a customer
what they're doing wrong.
You can if it's somethingthat's going to actually be
constructive and maybe somethingthey just don't know.
(10:15):
Right, they don't know thatsomething could be better.
They only know what they knowas well.
So then you know, obviously,hiring individuals joining our
team, I remember we had one lady.
She was like I'm just going totell her, the truck broke down
and I was like, or, you couldtell her the truth, that's,
that's who we are.
She couldn't believe it, youknow.
(10:35):
She was like, oh, wow, I haveto.
I'm like, yeah, that's that'skind of how, how we operate.
And so it's a core value thatwe celebrate.
You know it's.
We want to show up doing theright thing.
You know, there's times youhave to have tough discussions
and discoveries of things, butthen there's also the goodness
of bringing the honesty part ofeverything, because then people
(10:59):
have the ability to be heardRight.
Because the word candor, if youlook it up in the dictionary, it
says blunt and forthright, andso sometimes blunt can be rude,
but it doesn't have to be right.
It can be this is what I'mexperiencing, or this is where I
want to go in my career path atthis company, or this isn't
(11:19):
working in the organization andit's preventing me from being
successful to our customers.
And so I mean we talk aboutthat every single meeting that
we're having between sales andops ops themselves, sales
themselves because that's thewhole thing.
I mean we're all a domino.
I tell my team that all thetime, like if we can't be
(11:39):
aligned and sometimes bringingin the heat right to make things
actually move, then we'll justbe stagnant and be the same.
And so that domino effect is bywhatever that person does, it
all affects everybody else.
So I think we all need to beopen, honest and aligned on
everything that we're trying todo.
Speaker 1 (12:02):
And so over time, then, candor has grown from
expedited services to final milesolutions and I think that
really reflects an adaptabilitywhich I think is great.
That's a lot of what ourbenchmarking studies have shown,
but that's how people arekeeping business in the market
is being able to adapt tocustomer needs and really show
(12:22):
up in the ways that they needthem to.
So I'm curious what kind ofsignals or client feedback kind
of guided your company'sevolution throughout the years?
Speaker 2 (12:32):
I think that you need to be able to say yes Now, not
yes to everything.
You know, if someone comes tome and asks me to do something
crazy, specialty flatbed, I'msending them to Liz Wayne at
Able Transport, no-transcript,you're double or triple the
(13:09):
price and I'm going.
That can't be possible.
You know so because I know thatwe're a competitive company.
And so I'm like how are youactually routing this?
And so then he's like oh, we dothese sweeps and this freight,
even though it's classified asexpedited, you know, because it
does need to get there, it's notmoving exclusively, so there's
(13:30):
other freight on the truck andso instead of saying okay, yeah,
sorry, we bid that too high, wewere, you know, let us have a
chance at that.
Let us quote that white glove,let us quote those types of
shipments.
And so we did.
And then we started, you know,just talking to different
companies and clients and then,you know, building out a full
(13:53):
white glove division, and now Ihave installs that we're doing,
and then we've added on airfreight, we're doing truckload,
but again still staying in thatniche.
You know, like you want tostill be who you are, but at the
same time, not always saying noto your customers and
dissecting.
You know, like, is thissomething that we can service
(14:15):
and service well, um?
So I think it's really askingyour teammates like, how do we
feel about this?
But then also being honest withyour customers.
I mean, there's been times thatwe have customers that come to
us and we're like we've neverdone that, but we totally will
try and this is how we have toapproach it.
So I think if you're open andyou're asking for the
(14:36):
opportunity and then you putsomething behind it, I think
people are willing to give you achance and then that organic
growth comes, and then you justkeep learning more and more on
how to keep going.
Speaker 1 (14:48):
Absolutely.
I mean, I think that's reallyimportant, like you still wanna
know who the core of yourcompany is and the best ideal
customers that you serve, andthen figuring out how to be
agile and adapt to those twothings without like changing the
core of those two things,because I do see you know people
want business and so sometimeswe will then step so far out of
(15:11):
what we can do.
Like you said, can we servethis and can we serve it well,
which I think is such a keypiece, like yeah, there's a lot
of things we can do, but is thatgoing to come at a cost to us?
Is that going to make ourreputation in the market bad,
because we were really bad at it, because it was so far out of
scope of what we do?
Speaker 2 (15:30):
so I feel like those things are really important and
a really smart approach to howyou did that that's why I even
even said, you know, like aspecialty flatbed, because
there's been times that we'llget somebody that reaches out
and says that and my thoughtprocess is, if I can't cover it
again in the middle of the night, or I don't know where to go, I
(15:50):
don't have people in my cellphone directory that I can reach
out to, I really don't want it.
I really don't want to do it,because then it's like I'm stuck
, I'm a fish in the water, youknow, I'm just dead right there,
we can't recover it.
And so I think that's theimportant part, and if you find
somebody that joins your team,that has all that ability and
(16:12):
they're like, yes, I can do that, I'll then go interview the
carriers.
I mean, last week I was inChicago and I'm going to see
companies that we want on board.
You know, I want to meet theowner, I want to understand what
they stand for, and so, again,it's when you step into
something new, educate yourself,you know, and and ask the right
questions, so that way it canbe as successful as possible.
Speaker 1 (16:36):
And you guys were able to kind of maneuver all
that even through the height ofthe pandemic, where things were
really complicated and reallydisruptive and really needed
change, and fast.
How were?
How were you you and your wholeteam really able to remain
agile and pivot the way youneeded to then?
Speaker 2 (17:02):
I think we just rolled up our sleeves.
I mean, I think that's where weidentified that there were
issues out there for some of ourclients.
So I've started candor coolchain in regard to that as well.
So we saw some obstacles thatour customers were coming to us
with and some of the prices thatthey were paying and I
literally would go there has tobe a better way.
Um so, even though at the heightof everything going and and
(17:24):
growing, it's one of thosethings that you should always be
focused on solving, right.
So someone comes to you with adeep-rooted problem that affects
the industry.
Spend that time right.
Spend that time to learn who'sout there, network yourself and
I think that's a big piece.
Is the networking side right,because we are as good as the
(17:47):
people that we can talk to,mentor us, lead us to the next
things, and so I spent a ton oftime during the pandemic like
networking and finding out howcan I do this?
Where can I do this?
Give me your insights.
So it became learning,mentorship, networking it was a
great time to really dive intothat, especially when we were
(18:08):
stuck at home in the beginningwent like full force, like how
can I?
What else can I do?
Who can I talk to?
And I started doing a ton ofreach outs and asking
audaciously.
I remember going to kevin nolan, who's way way bigger than you
know myself, especially at thetime of, like starting up this
business, and I'm like, can Ihave 15 minutes?
(18:30):
And he was awesome.
He's like, of course.
So I think it was a lot of that.
And then I mean constantlytalking to the team what do you
need?
What can we do?
What do you need, what do we do?
So I kind of miss that, thatchaos.
It feels like everything's kindof slowed down now.
Speaker 1 (18:45):
Yeah, I was like you had a much more productive time.
I made a lot of bundt cakes.
Speaker 2 (18:58):
Like I cause, I had a bun to pan but I was like who
actually uses this?
Speaker 1 (18:59):
and so that's how I always make a cake, only cake.
I make it's so because it's sodelicious and it looks so nice
and you don't have to do thefull frosting, right.
Speaker 2 (19:09):
I know, and it cuts well, just yeah, you get the
nice triangle right there.
Yeah, they're so good.
Speaker 1 (19:15):
I make like a good banana bundt cake and I have
like an apple crumb one and thenyour normal like vanilla.
Speaker 2 (19:22):
I will say I do do one non-bunt and I make a
homemade from scratch TresLeches cake and it is incredible
, incredible.
Yeah, I'll have to share therecipe.
Speaker 1 (19:36):
Yes, please do.
I do a lot of cupcakes becauseI've somehow become um the
master of the cupcakes.
My family, I have to make themall and they're not like easy,
so like, and I make regularcakes too, but they don't like.
My son for his birthday, helike specifically wanted a
minecraft cake and I had to make, like the diamond sword, that
like sat on top and then my oneniece, she.
(20:00):
So I know all of the flavorprofiles of my nieces and
nephews.
She doesn't have a flavorprofile.
She wants everything to berainbow.
So I've like, actually madelike a seven layer rainbow cake
with, like.
She then always wants fruitypebbles as the sprinkles.
It's a lot.
And then, yes, I will behosting my niece's 11th birthday
party and she's read all of theharry potters and so it will be
(20:21):
a full harry potter likewelcome to hogwarts, and I have
to make her cake and share thesepictures.
Speaker 2 (20:29):
I will, I will.
Speaker 1 (20:30):
I actually yes, this has been like the fun fact and
like, slowly, like throughout mytime at tmsa, people have
learned this about me andthey're always like, please, all
these photos.
Yes, I've done, uh, I've madelike a mini mouse dress.
I won, uh, the year of kobe.
There was a lot of poop emojicakes.
That was like they really likeit, really embraced that,
(20:51):
because you know they werelittle and couldn't see anyone
that because you know they werelittle and couldn't see anyone.
Speaker 2 (20:59):
Yeah, I did do one, one time where I made a bowling
ball and a bowling pin.
Speaker 1 (21:01):
Oh, and I thought that was pretty impressive for
me.
Speaker 2 (21:04):
That is cut out.
Yeah, I was like, look at me gofavorite.
Speaker 1 (21:09):
So the one year I made a dragon and then I made
donut.
I made homemade donuts, whichwas my favorite because my
sister's like I didn't knowDunkin' Donuts had this flavor
donut.
Because they don't, it'shomemade.
Then the dragon was in a castleso the donuts were the outside
of the castle.
Then I got those littleChessman cookies that have the
(21:33):
rice and stuff.
They stood on the outside of thedonuts as as like the castle,
and then, um, like oreo cookieswere helping to make like the
ends, like the sides of thetowers, if you will, yeah, and
all the kids ate all of thenon-homemade cookies and the
(21:53):
donuts and then, just like, thewhole dragon cake sat in the
middle, which is fine, but oh,uh, anyway, I got really excited
about baking there for a minute.
But I I do, like how much youtalk about like, being growth as
a leader is like growingyourself and growing your team
and how, when you started yourcompany, it really became this
move from being selfish, likeI'm a salesperson and I'm making
(22:15):
all the money and doing all thethings, to being a selfless
leader and teaching everybodyhow to do that.
So how has that really shapedwho you are as a company?
And, like, what kind offeedback from your team do you
get from that shift and thattype of leadership?
Speaker 2 (22:32):
Well, I mean we have a great culture.
Well, I mean we have a greatculture.
So I mean we do surveys, wedon't, and everyone seems to be
happy.
I've definitely watched peoplegrow into those types of next
step roles, like we had someonethat came in for HR and she's
now our general manager.
She's phenomenal.
So the feedback that I get isgood.
(22:55):
I would love to have more right.
I would love to have morefeedback and I would love to
have more people be vocal aboutwhat they want, because we have
a lot of people on our team nowthat they're operators, so
they're like moving freight, andthen you'll throw out an open
position and you really won'tget a lot of people applying
internally.
So it's one of those where Ithink you have to just keep
(23:18):
talking and asking the questions, and we've tried to really
further map out people's roles.
Um, from when start?
Like, we will start people as,like, an operations specialist,
and it's funny because peoplewill call that like an entry
role job, but it is literallythe backbone of our business.
It's how we communicate to ourcarriers and our customers all
(23:40):
at once.
It's tracking, it's issueprocessing on.
You know what's going on here,escalations up to leadership,
and so I think it's treatingevery single position and
showing them the importance ofthat role, but then also being
like, hey, you need to getuncomfortable a little bit,
you're ready for that next thing, you know.
(24:02):
So if I can give people advicethat are listening, it would be
you know, ask for those nextthings that you want to do,
don't be afraid.
Would be you know, ask forthose next things that you want
to do.
Don't be afraid to say you knowthis, this job is where I think
I am going to stay.
And unless they say what you'relooking for, you know,
interview the company that maybeyou're starting at and going.
(24:24):
How is that progression?
So I mean, it's something thatwe're we're trying to
continuously do encourage peoplelike don't be afraid, apply for
that account management job,apply for that CSR position.
And then we also do some thingswhere we start like almost
internship programs.
So when you go and say opsspecialist, you have the ability
(24:46):
to become a CSR intern.
So then you're learningdifferent things.
You have the ability to becomea CSR intern, so then you're
learning different things.
So I think it's bits and piecesat people.
But again, I think thefeedback's good.
You know, I don't.
It's one of those.
As the owner, you have an idea,you hear things, but then you
also see all the things.
So there's been times where I'mlike, did I deliver that
(25:08):
message too harsh?
Did this come out this way, andthen you know my leadership team
is always like no, we need to,you know, so it's.
I have no words when I say that.
Because you know, I think wealways second guess ourselves as
people and you know I sometimesI'll be like man that that had
(25:30):
to be really hard for someone,and they're like no, I learned
from that.
Speaker 1 (25:33):
Thank you, you know you pushed me so yeah, I mean, I
think that leading with candorit's really important and, um, I
think there's a lot ofvolatility in our market right
now and things are reallyconfusing and, like, I just
always prefer when people areblunt and honest and tell me
what I need to know so I canmove forward, and I think there
(25:54):
is a authenticity and an honestywith that that people can
really appreciate, because we'reall weeding through all of the
other stuff right now and sobeing able to do that I think is
really important.
And I was actually going to askyou too, like, with all of that
in mind, how do you build, like, what are the most critical
(26:16):
leadership traits for building aresilient team and culture?
And it sounds like part of thatis just having that
transparency and honesty withinyour company.
Speaker 2 (26:24):
I mean we share financials with our team.
You know everybody knows wherethat is.
You know they know the greatdays, the not so great days,
because it's been crazy, likeyou said, it's like I feel like
we do this right now.
I would love for it to just belike this, but it's, it's very
much, and so walking throughthat with them, right.
(26:45):
So we're all in the same boatand we're all trying to hit
those goals and climb.
So again, it is tried and truethat transparency, but then it's
also like spending time withpeople you know and making
things matter.
So we really try to encourageour people to have a voice.
I don't know if you've everheard of EOS.
(27:06):
It's entrepreneurial operatingthat we operate our business on
that.
So they see, everyone sees weall have level 10s, which is the
way that we are very organized.
So we're not meeting crazy,right, but we have those set
meetings.
They see their metrics, theyhave their own scorecards, you
know.
It's again showing people whatthey need to do to be successful
(27:29):
.
And one of the things I wish Iwould have done earlier was
maybe not be so nice in somethings, right, maybe be more
focused on the accountabilitypiece, because it's kind of like
your kids, right?
I know for me if I don'tsometimes go check to make sure
my kids clean their room or madetheir bed.
Speaker 1 (27:51):
Yeah, mom, I got it.
Got to test that toothbrush.
It's not, you didn't do it.
Speaker 2 (27:57):
Seriously, yes, and sometimes I know that sounds so
funny to think that you need todo that in business, but
everybody needs sometimes alittle check, you know, a little
accountability check, so thatway they go.
Okay, right, this is how we dothings, um, so I think it all
starts with accountability,transparency and then again
(28:20):
really trying to invite peopleto the conversation.
You know, um, so that way theyhad their herd, and I think
that's probably the biggestpositive feedback I can get is
when people go.
I feel really hurt at thiscompany.
That's to me important, right,because I don't know everything.
I don't even know one tenth ofthe things None of us do, but
(28:41):
it's, you know, some of thepeople living the day to day or
have been somewhere else thatmaybe had a different process.
So when we say the candor way,it's, we literally go.
The candor way is the evolvingway, so there's nothing that's
just and that's it forever.
We're always trying to evolveand I think letting people be a
(29:01):
part of those building blocks isit's important for them.
Speaker 1 (29:07):
Absolutely.
And I think too, like if, ifsomebody listening to this is
afraid to do that accountabilitycheck, like just remember that
it's not that you are doing itonly because you don't like
quote unquote trust youremployees or something, but like
there may be a disruption inyour training process in which
the people don't know thatthey're doing something wrong or
(29:27):
they're not equipped with thethings that they need to be
successful.
So it's also part of yourself asa leader, of being accountable
that you've given themeverything that they need to
succeed, because if they'redoing it wrong or not the way
that they're supposed to, it maybe because there's a hiccup in
the system and not just becausethey don't want to.
(29:47):
And so that accountability goesfor everybody when you're doing
that kind of thing.
And I know that, like foremployees I've had, they've
appreciated when you have donethe accountability check,
because they're like oh, wow, Idon't know what I don't know.
And thank you so much forexplaining that to me or
teaching me an easier way to dothat, because that just took me
twice as long to do it my way.
And so I feel like I knowpeople get scared to do that
(30:11):
because that just took me twiceas long to do it my way, and so
I feel like I know people getscared to do that or don't want
to do that because they don'twant to not be nice or whatever,
but sometimes it's really justmaking everybody more efficient,
more heard and being able tomove forward better.
Speaker 2 (30:20):
And when we do annual reviews with our people, we are
going based upon the corevalues that we have.
But then there's also thebottom section.
It's just two sections Rateyourself on core values and then
rate your manager.
So, and it's not, the managerpiece is more question-based,
where it's like you know, do Ihave all the tools to do my job
(30:42):
properly, you know, do I haveone-on-one meetings?
Do I feel heard in theorganization?
And there's no anonymous there.
And there's a reason for that,because we do do anonymous
surveys sometimes, but at thesame time, it's I feel like that
is something that we need to dois speak up.
(31:04):
And again, it doesn'teverything Cause it's even if
you had to say you know, I don'tfeel like I have all the tools.
That's not bad, you know, and Ithink that's the way that you
have to kind of look at it, asbe open to that self-assessment
yourself, you know and go.
What else can we do to?
To lift people, lift thisenvironment, and I think again,
(31:26):
we keep saying the word truth.
That's where it all comes from.
Speaker 1 (31:29):
Yeah, and I obviously love all of these pieces of
what we're talking about so muchthat I'm very excited that you
are going to be our keynotespeaker at our upcoming
executive summit, which will beOctober 22nd through the 23rd in
Chicago, and that session istitled Leading with Kinder
Building Resilient Teams andCulture in a Turbulent
Transportation Economy.
Through the 23rd in Chicago,and that session is titled
(31:49):
leading with candor buildingresilient teams and culture in a
turbulent transportationeconomy.
So I'm so excited, like you'vebeen just talking with you today
, I want to go.
This is going to be so goodbecause it's it's the things
that people are afraid to talkabout or afraid to push a little
deeper on, and it's all thethings that we should be doing
now.
So I'm so excited to have youthere.
(32:10):
What are you looking forward tofor the executive summit?
Speaker 2 (32:16):
Well, I want to.
I've never been and I've seenthis for several years and I've
always said that I would.
But you know, I want toactually experience going to it
and hearing some of the otherspeakers and getting to see some
people again.
I feel like I've been going toit and hearing some of the other
speakers and getting to seesome people again.
I feel like I've been going toa lot of more customer focused
things.
So you know, people will belike, hey, are you attending
(32:36):
this or and I have not, I'vebeen in that lane.
So to get back in a network andto see people and then just
just learn.
I plan to be at the entirething and hear everyone else
speak too.
So I'm excited to deliver thistoo, because, as much as it is,
you know, some insights, I dowant it to be like a
conversation.
I want to get everybodyinvolved and hear what they
(32:59):
think, and I think it's going tobe a great time.
Speaker 1 (33:02):
Absolutely, and for our listeners, we are offering a
coupon code so you can registerat eventstmsatodayorg and you
can use the code MOVETOSUMMIT10.
And again, that is theExecutive Summit for TMSA,
October 22nd through the 23rd,where Nicole Glenn is our
(33:23):
keynote speaker.
I'm really excited about it.
I was really pumped.
You are one of those names thatwe've tossed around for a while
, being like oh, do we thinkthat we could get her to come
speak at a show?
Speaker 2 (33:33):
And when you responded almost immediately
with a yes, we're like oh, andso the day before I was talking
to somebody and she was like youneed to get back out there and
put yourself back out there, andI'm like you're right, it's
been a minute, you know.
And then your request came andI'm like I seriously think the
universe heard me and heard ourconversation, because it went no
(33:56):
way.
I immediately like text her,I'm like guess what Like?
And she's like so funny, wejust talked about that.
Speaker 1 (34:02):
So, it was great, so I think it'll be amazing.
Well, I appreciate that you'recoming to Executive Summit and
that you spent the time to talkwith me today on the Move.
I have one last question foryou, and it is the question that
I ask everybody who comes onthe show, and that is if you
could go back in time and advisea younger Nicole anything,
either personally orprofessionally.
(34:23):
When would you go back to andwhat would you tell her?
Speaker 2 (34:26):
I would, I would probably go back pretty far and
I would say I would I mean, Idon't even know, maybe like
junior high, high school andjust say fear is not real and
it's something that we makeourselves and we need to just
keep marching towards it,because we make our own fears
(34:47):
and if we just pull back some ofthose and just go forward, you
can have the biggest life thatyou, that you want, you can
craft out what you want.
Speaker 1 (34:56):
I think that is great advice, both for your younger
self and anyone that's listening.
I love that question.
It's such a diverse answer.
Like most of it is like goingback to our younger selves to be
like, yeah, don't be afraid,just push yourself, it's going
to be okay.
No one thinks they're great.
Everyone's faking it All that,and so I hope that our younger
(35:18):
listeners realize that we usolder, more seasoned
professionals still don't knowwhat we're doing.
We're still pretending to getthrough it, but we're just, you
know, more confident inadmitting it now.
Speaker 2 (35:32):
I agree, I literally agree.
I just wrote a post on that.
Speaker 1 (35:37):
So, funny.
Well, thank you so much forjoining me on the show.
Our guests can join us nextweek where we talk to Gustin,
who is with Mitsubishi powers,and he will be on our shippers
panel at executive Summit and heis such a breath of fresh air,
always has great things to sayand excited to have him at the
show and at the Executive Summitas well.
(35:58):
So thank you again for joiningus, excited to see you in
Chicago next month, october 22ndthrough the 23rd.
See you then, thank, you.
Jennifer.
Hello everyone and welcome to On the Move, a show
where we share transportationsales, marketing success stories
.
I am Jennifer Karpus-Romain,executive Director of the
Transportation Marketing andSales Association, which is a
trade nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics, and today on the
(00:43):
show, I'm very excited that wehave Nicole Glenn, founder and
CEO of Candor.
How are you doing today, nicole?
Good, I'm so happy to be here.
I'm so happy to have you hereand to get to interview you and
learn more about you.
I love doing these interviewsbecause you know people, you've
met them, you've talked to them,but then you get to do like a
deep dive and learn more aboutthem, so it's always fun.
(01:05):
So you began your logisticsjourney back in 2000 in
operations and then you kind ofrose through executive ranks to
launch Kander Expedite in 2017.
Correct, right, that's what Igot off your list.
What pivotal moment led you?
(01:25):
to take that leap Like you'vebeen in the industry, but no,
now I want to start somethingmyself.
Speaker 2 (01:34):
Well, there was a company that I worked at.
It was called K&L Freight andit became like this intangible
child to me.
You know I was dedicating mylife to getting on the road and
then managing people and it wasone of those things that I
always knew that I wanted to bean entrepreneur.
I mean, when I was like 18, 19,20, I was going to my dad with
(01:56):
all these different franchisesgoing dad, look at this one,
look at this one, maybe we cando this one.
Can I have your retirementmonies?
We can.
And he was always like get outof here.
Speaker 1 (02:04):
No.
Speaker 2 (02:07):
So it was one of those things that I kept
pressing.
But you know, there's justsometimes that it's not the time
, it's not the place for theperson that owns the company,
you know.
So it was a really, reallytough decision.
I still love that company.
I still very close to the owner.
But it was one of those where Iwas like OK, I think it's time
for me to get very uncomfortableand spread my wings.
(02:31):
And the funniest part was Ididn't even that's what I
thought I was going to do, andthen I went and worked somewhere
else.
And then I worked there for ayear and then it was finally
like OK, no more, stop being soscared to actually do this.
And so then I actually took theleap and became an entrepreneur
, and it was, you know, kind ofsurreal to me at first.
Speaker 1 (02:54):
What made you kind of go to take the leap and take
that step back and then finallyconvince yourself it's time?
Speaker 2 (03:02):
Oh, man, I mean, it's just, I think, something that
I've just always wanted to do.
You know, it was one of thosethings that I've been working
towards.
I had these little minicompanies that I would make,
like there was one calledEverlasting Image, where you
know, like you would go toanniversary party in the early
two thousands and you would see,like on the screen, all the
(03:22):
pictures of the family and musicplaying and I was like I can do
that.
And so I started that type ofcompany and I just kept
researching different thingsthat I could get into, and so I
don't think it was a matter ofif it was one Right.
So the actual leap part wasmore of OK, I think I'm just
(03:45):
ready.
I kept asking for theopportunity, you know, and I
would go, okay, what is it?
We sit down to a meeting.
We'd go have a lunch meetingand it was like almost my review
and I would go what is it thatI need to do?
And it was you need to learnmore.
And I'm like, how am I going todo that if I don't do it Right?
And so I think it was justthese tiny little like seeds
(04:06):
that just kept getting planted.
I did fall in love with managingpeople too, so I think that was
a big spot.
I would always been operationsand sales, and then sales
teaches you to be like greedyright it does.
It's like go out there, get thebusiness, make the money, you
know all the things.
And then when I actually stepback into operations management
(04:28):
and had to actually have peopleunderneath me, then that
transition from just me, me, meto them, them, them and watching
them grow it was, it was hard,right, it was kind of a struggle
on some of the things, but whenthey would actually like take
that step or do the right thingor be proud of themselves and,
you know, hit a goal, there wasnothing like that feeling.
(04:50):
You know, I was like, okay,this is like multiplier.
Now You're not just this singleperson, you know, that's trying
to do something for themselves.
And so, again, like I thinkthere were many, many moments,
right, that things would happenand I would go, okay, like I
would learn how to read a P&Land start getting more on the
financial side of things andstart understanding insurance.
(05:14):
And so there was just alwaysthis working behind the scenes
of running the business that Igot to like taste.
You know I wasn't fully incharge of all the things, but it
was like, okay, I, I got that.
And I was probably cocky in myhead, going I do this, I do this
, I can do this, you know, but Idid.
(05:35):
But at the same time, it's likeanybody who you probably have
in the seat they go.
I just kept continuallylearning because whatever I knew
then was definitely not enoughand whatever I know today is
definitely not enough, and soit's just that mindset of what
else can we do, what else can Ido to move this forward.
So again, I think it's justtiny little things, little teeny
(06:00):
, tiny seeds.
And then I don't know whathappened one day.
It was just I went, you knowwhat, and it was kind kind of a
wind jumper.
I was like I have to resign.
He had gone on a trip.
He would go on a monthly or abeginning of the year trip and
he came back.
And the day came back, therewas like this gnawing feeling
and I'm like I love you, but Igotta I to go.
(06:20):
And so I did.
And it was really hard and sad,but at the same time it was a
great step for me.
Speaker 1 (06:31):
I think it's always funny how we never really know
what's going to be those stepsor those things, and so many
times it's the opposite of whatwe think.
As you were just telling thatstory I was thinking about, I
always had the entrepreneurialbug too, but was always
terrified to do it.
And then I previously neverwanted to be a mom.
(06:53):
But then when I got pregnantand I was working like a nine to
five I was like, oh, this isnot going to be flexible enough
for what I need to do when thisbaby comes, and I resigned in my
third trimester and then Istarted my own company and then
(07:15):
I started with likeproject-based stuff and then I
got into software stuff and theneventually got into
transportation and then it tookme to TMSA.
But it's funny because I don'tthink my career would have
catapulted the way that it didif I didn't cut the cord to nine
to five and like reallypressure myself and I always
(07:37):
thought that like being a momwould minimize my career, which
is why I was hesitant to do it.
But like really being able tofind a way to balance motherhood
and professional life is whatpushed me to be a better
professional.
So it's like always funnybecause you don't anticipate
those markers, those pivotalmoments, to be what they end up
being.
It's always something totallydifferent.
Speaker 2 (07:57):
Yeah, you don't.
I mean, it's one of thosethings that I think we have
expectations on every lifesituation, every career decision
, and we build the story in ourhead right, and then you
actually start living it andyou're like, wow, that is not at
all what I expected.
Speaker 1 (08:13):
But again.
Speaker 2 (08:14):
I think everything is what you make of it, right.
So you had made a decision.
I'd made a decision, eventhough you don't know what
you're hopping into.
You just go, I have to makethis work.
You know I have to do this andyou don't know what you're
hopping into.
You just go, I have to makethis work.
You know I have to do this, andI don't even think you say that
.
I think it's just this tinylittle behind the brain pressure
that you know you just do, youjust go.
(08:35):
Okay, there is no other choice.
This is what I'm signed up forand I got to go forward and you
just do.
You do all the things you canto make it, make your baby grow
and life and business Right.
Speaker 1 (08:48):
And so when it was time to then launch your own
company, you named it Kandor,and I heard that it was because
you wanted there was a lack ofhonesty in the industry not
everywhere, but pockets of itand you wanted to make sure that
your company didn't representthat.
And so I love that so much.
And how has this guidingprinciple then really shaped
(09:09):
your brand and your clientrelationships?
Speaker 2 (09:12):
It's so funny because I was cleaning out my notes on
my phone the other day and I sawthe names of the company.
It was in 2016, beginning of2016, that I had started writing
company names down and it saidcandor or something along the
lines, and so the idea was whenI wanted to step in this space.
(09:33):
I mean, like you said, there isdishonesty like pepper
throughout.
You know, being a brokeragefirm, you know the drivers.
The driver ultimately didn'tend up taking the load.
Oh, he had a flat tire, oh, theso that.
And so I wanted to be able toapproach clients not only with
honesty on that, but I alsowanted to approach the clients
(09:53):
on honesty on what's not workingin their business, and I wanted
that to be like, you know, tohave these discussions that
would actually make them betterfor themselves.
And so, you know, most peoplego oh, you can't tell a customer
what they're doing wrong.
You can if it's somethingthat's going to actually be
constructive and maybe somethingthey just don't know.
(10:15):
Right, they don't know thatsomething could be better.
They only know what they knowas well.
So then you know, obviously,hiring individuals joining our
team, I remember we had one lady.
She was like I'm just going totell her, the truck broke down
and I was like, or, you couldtell her the truth, that's,
that's who we are.
She couldn't believe it, youknow.
(10:35):
She was like, oh, wow, I haveto.
I'm like, yeah, that's that'skind of how, how we operate.
And so it's a core value thatwe celebrate.
You know it's.
We want to show up doing theright thing.
You know, there's times youhave to have tough discussions
and discoveries of things, butthen there's also the goodness
of bringing the honesty part ofeverything, because then people
(10:59):
have the ability to be heardRight.
Because the word candor, if youlook it up in the dictionary, it
says blunt and forthright, andso sometimes blunt can be rude,
but it doesn't have to be right.
It can be this is what I'mexperiencing, or this is where I
want to go in my career path atthis company, or this isn't
(11:19):
working in the organization andit's preventing me from being
successful to our customers.
And so I mean we talk aboutthat every single meeting that
we're having between sales andops ops themselves, sales
themselves because that's thewhole thing.
I mean we're all a domino.
I tell my team that all thetime, like if we can't be
(11:39):
aligned and sometimes bringingin the heat right to make things
actually move, then we'll justbe stagnant and be the same.
And so that domino effect is bywhatever that person does, it
all affects everybody else.
So I think we all need to beopen, honest and aligned on
everything that we're trying todo.
Speaker 1 (12:02):
And so over time, then, candor has grown from
expedited services to final milesolutions and I think that
really reflects an adaptabilitywhich I think is great.
That's a lot of what ourbenchmarking studies have shown,
but that's how people arekeeping business in the market
is being able to adapt tocustomer needs and really show
(12:22):
up in the ways that they needthem to.
So I'm curious what kind ofsignals or client feedback kind
of guided your company'sevolution throughout the years?
Speaker 2 (12:32):
I think that you need to be able to say yes Now, not
yes to everything.
You know, if someone comes tome and asks me to do something
crazy, specialty flatbed, I'msending them to Liz Wayne at
Able Transport, no-transcript,you're double or triple the
(13:09):
price and I'm going.
That can't be possible.
You know so because I know thatwe're a competitive company.
And so I'm like how are youactually routing this?
And so then he's like oh, we dothese sweeps and this freight,
even though it's classified asexpedited, you know, because it
does need to get there, it's notmoving exclusively, so there's
(13:30):
other freight on the truck andso instead of saying okay, yeah,
sorry, we bid that too high, wewere, you know, let us have a
chance at that.
Let us quote that white glove,let us quote those types of
shipments.
And so we did.
And then we started, you know,just talking to different
companies and clients and then,you know, building out a full
(13:53):
white glove division, and now Ihave installs that we're doing,
and then we've added on airfreight, we're doing truckload,
but again still staying in thatniche.
You know, like you want tostill be who you are, but at the
same time, not always saying noto your customers and
dissecting.
You know, like, is thissomething that we can service
(14:15):
and service well, um?
So I think it's really askingyour teammates like, how do we
feel about this?
But then also being honest withyour customers.
I mean, there's been times thatwe have customers that come to
us and we're like we've neverdone that, but we totally will
try and this is how we have toapproach it.
So I think if you're open andyou're asking for the
(14:36):
opportunity and then you putsomething behind it, I think
people are willing to give you achance and then that organic
growth comes, and then you justkeep learning more and more on
how to keep going.
Speaker 1 (14:48):
Absolutely.
I mean, I think that's reallyimportant, like you still wanna
know who the core of yourcompany is and the best ideal
customers that you serve, andthen figuring out how to be
agile and adapt to those twothings without like changing the
core of those two things,because I do see you know people
want business and so sometimeswe will then step so far out of
(15:11):
what we can do.
Like you said, can we servethis and can we serve it well,
which I think is such a keypiece, like yeah, there's a lot
of things we can do, but is thatgoing to come at a cost to us?
Is that going to make ourreputation in the market bad,
because we were really bad at it, because it was so far out of
scope of what we do?
Speaker 2 (15:30):
so I feel like those things are really important and
a really smart approach to howyou did that that's why I even
even said, you know, like aspecialty flatbed, because
there's been times that we'llget somebody that reaches out
and says that and my thoughtprocess is, if I can't cover it
again in the middle of the night, or I don't know where to go, I
(15:50):
don't have people in my cellphone directory that I can reach
out to, I really don't want it.
I really don't want to do it,because then it's like I'm stuck
, I'm a fish in the water, youknow, I'm just dead right there,
we can't recover it.
And so I think that's theimportant part, and if you find
somebody that joins your team,that has all that ability and
(16:12):
they're like, yes, I can do that, I'll then go interview the
carriers.
I mean, last week I was inChicago and I'm going to see
companies that we want on board.
You know, I want to meet theowner, I want to understand what
they stand for, and so, again,it's when you step into
something new, educate yourself,you know, and and ask the right
questions, so that way it canbe as successful as possible.
Speaker 1 (16:36):
And you guys were able to kind of maneuver all
that even through the height ofthe pandemic, where things were
really complicated and reallydisruptive and really needed
change, and fast.
How were?
How were you you and your wholeteam really able to remain
agile and pivot the way youneeded to then?
Speaker 2 (17:02):
I think we just rolled up our sleeves.
I mean, I think that's where weidentified that there were
issues out there for some of ourclients.
So I've started candor coolchain in regard to that as well.
So we saw some obstacles thatour customers were coming to us
with and some of the prices thatthey were paying and I
literally would go there has tobe a better way.
Um so, even though at the heightof everything going and and
(17:24):
growing, it's one of thosethings that you should always be
focused on solving, right.
So someone comes to you with adeep-rooted problem that affects
the industry.
Spend that time right.
Spend that time to learn who'sout there, network yourself and
I think that's a big piece.
Is the networking side right,because we are as good as the
(17:47):
people that we can talk to,mentor us, lead us to the next
things, and so I spent a ton oftime during the pandemic like
networking and finding out howcan I do this?
Where can I do this?
Give me your insights.
So it became learning,mentorship, networking it was a
great time to really dive intothat, especially when we were
(18:08):
stuck at home in the beginningwent like full force, like how
can I?
What else can I do?
Who can I talk to?
And I started doing a ton ofreach outs and asking
audaciously.
I remember going to kevin nolan, who's way way bigger than you
know myself, especially at thetime of, like starting up this
business, and I'm like, can Ihave 15 minutes?
(18:30):
And he was awesome.
He's like, of course.
So I think it was a lot of that.
And then I mean constantlytalking to the team what do you
need?
What can we do?
What do you need, what do we do?
So I kind of miss that, thatchaos.
It feels like everything's kindof slowed down now.
Speaker 1 (18:45):
Yeah, I was like you had a much more productive time.
I made a lot of bundt cakes.
Speaker 2 (18:58):
Like I cause, I had a bun to pan but I was like who
actually uses this?
Speaker 1 (18:59):
and so that's how I always make a cake, only cake.
I make it's so because it's sodelicious and it looks so nice
and you don't have to do thefull frosting, right.
Speaker 2 (19:09):
I know, and it cuts well, just yeah, you get the
nice triangle right there.
Yeah, they're so good.
Speaker 1 (19:15):
I make like a good banana bundt cake and I have
like an apple crumb one and thenyour normal like vanilla.
Speaker 2 (19:22):
I will say I do do one non-bunt and I make a
homemade from scratch TresLeches cake and it is incredible
, incredible.
Yeah, I'll have to share therecipe.
Speaker 1 (19:36):
Yes, please do.
I do a lot of cupcakes becauseI've somehow become um the
master of the cupcakes.
My family, I have to make themall and they're not like easy,
so like, and I make regularcakes too, but they don't like.
My son for his birthday, helike specifically wanted a
minecraft cake and I had to make, like the diamond sword, that
like sat on top and then my oneniece, she.
(20:00):
So I know all of the flavorprofiles of my nieces and
nephews.
She doesn't have a flavorprofile.
She wants everything to berainbow.
So I've like, actually madelike a seven layer rainbow cake
with, like.
She then always wants fruitypebbles as the sprinkles.
It's a lot.
And then, yes, I will behosting my niece's 11th birthday
party and she's read all of theharry potters and so it will be
(20:21):
a full harry potter likewelcome to hogwarts, and I have
to make her cake and share thesepictures.
Speaker 2 (20:29):
I will, I will.
Speaker 1 (20:30):
I actually yes, this has been like the fun fact and
like, slowly, like throughout mytime at tmsa, people have
learned this about me andthey're always like, please, all
these photos.
Yes, I've done, uh, I've madelike a mini mouse dress.
I won, uh, the year of kobe.
There was a lot of poop emojicakes.
That was like they really likeit, really embraced that,
(20:51):
because you know they werelittle and couldn't see anyone
that because you know they werelittle and couldn't see anyone.
Speaker 2 (20:59):
Yeah, I did do one, one time where I made a bowling
ball and a bowling pin.
Speaker 1 (21:01):
Oh, and I thought that was pretty impressive for
me.
Speaker 2 (21:04):
That is cut out.
Yeah, I was like, look at me gofavorite.
Speaker 1 (21:09):
So the one year I made a dragon and then I made
donut.
I made homemade donuts, whichwas my favorite because my
sister's like I didn't knowDunkin' Donuts had this flavor
donut.
Because they don't, it'shomemade.
Then the dragon was in a castleso the donuts were the outside
of the castle.
Then I got those littleChessman cookies that have the
(21:33):
rice and stuff.
They stood on the outside of thedonuts as as like the castle,
and then, um, like oreo cookieswere helping to make like the
ends, like the sides of thetowers, if you will, yeah, and
all the kids ate all of thenon-homemade cookies and the
(21:53):
donuts and then, just like, thewhole dragon cake sat in the
middle, which is fine, but oh,uh, anyway, I got really excited
about baking there for a minute.
But I I do, like how much youtalk about like, being growth as
a leader is like growingyourself and growing your team
and how, when you started yourcompany, it really became this
move from being selfish, likeI'm a salesperson and I'm making
(22:15):
all the money and doing all thethings, to being a selfless
leader and teaching everybodyhow to do that.
So how has that really shapedwho you are as a company?
And, like, what kind offeedback from your team do you
get from that shift and thattype of leadership?
Speaker 2 (22:32):
Well, I mean we have a great culture.
Well, I mean we have a greatculture.
So I mean we do surveys, wedon't, and everyone seems to be
happy.
I've definitely watched peoplegrow into those types of next
step roles, like we had someonethat came in for HR and she's
now our general manager.
She's phenomenal.
So the feedback that I get isgood.
(22:55):
I would love to have more right.
I would love to have morefeedback and I would love to
have more people be vocal aboutwhat they want, because we have
a lot of people on our team nowthat they're operators, so
they're like moving freight, andthen you'll throw out an open
position and you really won'tget a lot of people applying
internally.
So it's one of those where Ithink you have to just keep
(23:18):
talking and asking the questions, and we've tried to really
further map out people's roles.
Um, from when start?
Like, we will start people as,like, an operations specialist,
and it's funny because peoplewill call that like an entry
role job, but it is literallythe backbone of our business.
It's how we communicate to ourcarriers and our customers all
(23:40):
at once.
It's tracking, it's issueprocessing on.
You know what's going on here,escalations up to leadership,
and so I think it's treatingevery single position and
showing them the importance ofthat role, but then also being
like, hey, you need to getuncomfortable a little bit,
you're ready for that next thing, you know.
(24:02):
So if I can give people advicethat are listening, it would be
you know, ask for those nextthings that you want to do,
don't be afraid.
Would be you know, ask forthose next things that you want
to do.
Don't be afraid to say you knowthis, this job is where I think
I am going to stay.
And unless they say what you'relooking for, you know,
interview the company that maybeyou're starting at and going.
(24:24):
How is that progression?
So I mean, it's something thatwe're we're trying to
continuously do encourage peoplelike don't be afraid, apply for
that account management job,apply for that CSR position.
And then we also do some thingswhere we start like almost
internship programs.
So when you go and say opsspecialist, you have the ability
(24:46):
to become a CSR intern.
So then you're learningdifferent things.
You have the ability to becomea CSR intern, so then you're
learning different things.
So I think it's bits and piecesat people.
But again, I think thefeedback's good.
You know, I don't.
It's one of those.
As the owner, you have an idea,you hear things, but then you
also see all the things.
So there's been times where I'mlike, did I deliver that
(25:08):
message too harsh?
Did this come out this way, andthen you know my leadership team
is always like no, we need to,you know, so it's.
I have no words when I say that.
Because you know, I think wealways second guess ourselves as
people and you know I sometimesI'll be like man that that had
(25:30):
to be really hard for someone,and they're like no, I learned
from that.
Speaker 1 (25:33):
Thank you, you know you pushed me so yeah, I mean, I
think that leading with candorit's really important and, um, I
think there's a lot ofvolatility in our market right
now and things are reallyconfusing and, like, I just
always prefer when people areblunt and honest and tell me
what I need to know so I canmove forward, and I think there
(25:54):
is a authenticity and an honestywith that that people can
really appreciate, because we'reall weeding through all of the
other stuff right now and sobeing able to do that I think is
really important.
And I was actually going to askyou too, like, with all of that
in mind, how do you build, like, what are the most critical
(26:16):
leadership traits for building aresilient team and culture?
And it sounds like part of thatis just having that
transparency and honesty withinyour company.
Speaker 2 (26:24):
I mean we share financials with our team.
You know everybody knows wherethat is.
You know they know the greatdays, the not so great days,
because it's been crazy, likeyou said, it's like I feel like
we do this right now.
I would love for it to just belike this, but it's, it's very
much, and so walking throughthat with them, right.
(26:45):
So we're all in the same boatand we're all trying to hit
those goals and climb.
So again, it is tried and truethat transparency, but then it's
also like spending time withpeople you know and making
things matter.
So we really try to encourageour people to have a voice.
I don't know if you've everheard of EOS.
(27:06):
It's entrepreneurial operatingthat we operate our business on
that.
So they see, everyone sees weall have level 10s, which is the
way that we are very organized.
So we're not meeting crazy,right, but we have those set
meetings.
They see their metrics, theyhave their own scorecards, you
know.
It's again showing people whatthey need to do to be successful
(27:29):
.
And one of the things I wish Iwould have done earlier was
maybe not be so nice in somethings, right, maybe be more
focused on the accountabilitypiece, because it's kind of like
your kids, right?
I know for me if I don'tsometimes go check to make sure
my kids clean their room or madetheir bed.
Speaker 1 (27:51):
Yeah, mom, I got it.
Got to test that toothbrush.
It's not, you didn't do it.
Speaker 2 (27:57):
Seriously, yes, and sometimes I know that sounds so
funny to think that you need todo that in business, but
everybody needs sometimes alittle check, you know, a little
accountability check, so thatway they go.
Okay, right, this is how we dothings, um, so I think it all
starts with accountability,transparency and then again
(28:20):
really trying to invite peopleto the conversation.
You know, um, so that way theyhad their herd, and I think
that's probably the biggestpositive feedback I can get is
when people go.
I feel really hurt at thiscompany.
That's to me important, right,because I don't know everything.
I don't even know one tenth ofthe things None of us do, but
(28:41):
it's, you know, some of thepeople living the day to day or
have been somewhere else thatmaybe had a different process.
So when we say the candor way,it's, we literally go.
The candor way is the evolvingway, so there's nothing that's
just and that's it forever.
We're always trying to evolveand I think letting people be a
(29:01):
part of those building blocks isit's important for them.
Speaker 1 (29:07):
Absolutely.
And I think too, like if, ifsomebody listening to this is
afraid to do that accountabilitycheck, like just remember that
it's not that you are doing itonly because you don't like
quote unquote trust youremployees or something, but like
there may be a disruption inyour training process in which
the people don't know thatthey're doing something wrong or
(29:27):
they're not equipped with thethings that they need to be
successful.
So it's also part of yourself asa leader, of being accountable
that you've given themeverything that they need to
succeed, because if they'redoing it wrong or not the way
that they're supposed to, it maybe because there's a hiccup in
the system and not just becausethey don't want to.
(29:47):
And so that accountability goesfor everybody when you're doing
that kind of thing.
And I know that, like foremployees I've had, they've
appreciated when you have donethe accountability check,
because they're like oh, wow, Idon't know what I don't know.
And thank you so much forexplaining that to me or
teaching me an easier way to dothat, because that just took me
twice as long to do it my way.
And so I feel like I knowpeople get scared to do that
(30:11):
because that just took me twiceas long to do it my way, and so
I feel like I know people getscared to do that or don't want
to do that because they don'twant to not be nice or whatever,
but sometimes it's really justmaking everybody more efficient,
more heard and being able tomove forward better.
Speaker 2 (30:20):
And when we do annual reviews with our people, we are
going based upon the corevalues that we have.
But then there's also thebottom section.
It's just two sections Rateyourself on core values and then
rate your manager.
So, and it's not, the managerpiece is more question-based,
where it's like you know, do Ihave all the tools to do my job
(30:42):
properly, you know, do I haveone-on-one meetings?
Do I feel heard in theorganization?
And there's no anonymous there.
And there's a reason for that,because we do do anonymous
surveys sometimes, but at thesame time, it's I feel like that
is something that we need to dois speak up.
(31:04):
And again, it doesn'teverything Cause it's even if
you had to say you know, I don'tfeel like I have all the tools.
That's not bad, you know, and Ithink that's the way that you
have to kind of look at it, asbe open to that self-assessment
yourself, you know and go.
What else can we do to?
To lift people, lift thisenvironment, and I think again,
(31:26):
we keep saying the word truth.
That's where it all comes from.
Speaker 1 (31:29):
Yeah, and I obviously love all of these pieces of
what we're talking about so muchthat I'm very excited that you
are going to be our keynotespeaker at our upcoming
executive summit, which will beOctober 22nd through the 23rd in
Chicago, and that session istitled Leading with Kinder
Building Resilient Teams andCulture in a Turbulent
Transportation Economy.
Through the 23rd in Chicago,and that session is titled
(31:49):
leading with candor buildingresilient teams and culture in a
turbulent transportationeconomy.
So I'm so excited, like you'vebeen just talking with you today
, I want to go.
This is going to be so goodbecause it's it's the things
that people are afraid to talkabout or afraid to push a little
deeper on, and it's all thethings that we should be doing
now.
So I'm so excited to have youthere.
(32:10):
What are you looking forward tofor the executive summit?
Speaker 2 (32:16):
Well, I want to.
I've never been and I've seenthis for several years and I've
always said that I would.
But you know, I want toactually experience going to it
and hearing some of the otherspeakers and getting to see some
people again.
I feel like I've been going toit and hearing some of the other
speakers and getting to seesome people again.
I feel like I've been going toa lot of more customer focused
things.
So you know, people will belike, hey, are you attending
(32:36):
this or and I have not, I'vebeen in that lane.
So to get back in a network andto see people and then just
just learn.
I plan to be at the entirething and hear everyone else
speak too.
So I'm excited to deliver thistoo, because, as much as it is,
you know, some insights, I dowant it to be like a
conversation.
I want to get everybodyinvolved and hear what they
(32:59):
think, and I think it's going tobe a great time.
Speaker 1 (33:02):
Absolutely, and for our listeners, we are offering a
coupon code so you can registerat eventstmsatodayorg and you
can use the code MOVETOSUMMIT10.
And again, that is theExecutive Summit for TMSA,
October 22nd through the 23rd,where Nicole Glenn is our
(33:23):
keynote speaker.
I'm really excited about it.
I was really pumped.
You are one of those names thatwe've tossed around for a while
, being like oh, do we thinkthat we could get her to come
speak at a show?
Speaker 2 (33:33):
And when you responded almost immediately
with a yes, we're like oh, andso the day before I was talking
to somebody and she was like youneed to get back out there and
put yourself back out there, andI'm like you're right, it's
been a minute, you know.
And then your request came andI'm like I seriously think the
universe heard me and heard ourconversation, because it went no
(33:56):
way.
I immediately like text her,I'm like guess what Like?
And she's like so funny, wejust talked about that.
Speaker 1 (34:02):
So, it was great, so I think it'll be amazing.
Well, I appreciate that you'recoming to Executive Summit and
that you spent the time to talkwith me today on the Move.
I have one last question foryou, and it is the question that
I ask everybody who comes onthe show, and that is if you
could go back in time and advisea younger Nicole anything,
either personally orprofessionally.
(34:23):
When would you go back to andwhat would you tell her?
Speaker 2 (34:26):
I would, I would probably go back pretty far and
I would say I would I mean, Idon't even know, maybe like
junior high, high school andjust say fear is not real and
it's something that we makeourselves and we need to just
keep marching towards it,because we make our own fears
(34:47):
and if we just pull back some ofthose and just go forward, you
can have the biggest life thatyou, that you want, you can
craft out what you want.
Speaker 1 (34:56):
I think that is great advice, both for your younger
self and anyone that's listening.
I love that question.
It's such a diverse answer.
Like most of it is like goingback to our younger selves to be
like, yeah, don't be afraid,just push yourself, it's going
to be okay.
No one thinks they're great.
Everyone's faking it All that,and so I hope that our younger
(35:18):
listeners realize that we usolder, more seasoned
professionals still don't knowwhat we're doing.
We're still pretending to getthrough it, but we're just, you
know, more confident inadmitting it now.
Speaker 2 (35:32):
I agree, I literally agree.
I just wrote a post on that.
Speaker 1 (35:37):
So, funny.
Well, thank you so much forjoining me on the show.
Our guests can join us nextweek where we talk to Gustin,
who is with Mitsubishi powers,and he will be on our shippers
panel at executive Summit and heis such a breath of fresh air,
always has great things to sayand excited to have him at the
show and at the Executive Summitas well.
(35:58):
So thank you again for joiningus, excited to see you in
Chicago next month, october 22ndthrough the 23rd.
See you then, thank, you.
Jennifer.
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