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Beyond the Convention Halls and Centers, Hotels, and Conference Facilities – Willwork, Inc. Exhibit & Event Services Delivers It Expertise and “energy” in Many Other Types of Venues and Places

Willwork, Inc. Exhibit & Event Services is distinguished for the quality of its labor – and its creativity, ingenuity, work ethic, attention to detail, and professionalism.

 Fenway Park

In 2011, Willwork, Inc. Exhibit & Event Services served as the general contractor for the first tradeshow held inside Fenway Park. Shown here is a portion of the show floor of that event (photo credit: Willwork, Inc. Exhibit & Event Services)

Companies and other organizations that range in size from the largest, most established, and most prominent multinationals, to small companies that only recently launched, rely on Willwork for I&D labor, event and show planning and contracting, permanent installation contracting, props, audio-visual production, lead retrieval, data capture … and more.

Willwork knows exhibits, and we know events, and we enjoy a challenge and an opportunity to do what other companies are unable to do – or are even unwilling to take on and attempt to do.

Please click here to be taken to a page at the Willwork site where you can find a roster of the services and products we provide.

And in the more than a quarter of century we have been in business, among our most fun and fulfilling work has been installing and dismantling exhibits and properties exceptional in beauty and creativity of design.

Also integral to the success of an event is the space in which it is held. Of course, Willwork has worked in event halls and convention centers around the world – with most of our operations in the United States.

NASCAR

Willwork has delivered its Energy at the NASCAR Hall of Fame (photo credit: NASCAR Hall of Fame)

We have worked in all of the major halls and convention spaces in this country.

Willwork also has a broad and long writ of accomplishment in delivering and exercising our “energy” – from coast to coast – in other types venues, including colleges and universities, hospitals and medical centers, parks and stadiums, museums, intermodal facilities, malls and stores, and corporate offices.

Among the thousands of venues in which Willwork has demonstrated its energy are the following:

Wherever … and whenever …. as needed and as our clients request … Willwork organizes, plans, coordinates, designs, installs, sets up, takes down, dismantles, packs, transports, maintains, and refurbishes better and more efficiently, and with more skill and creativity and focus, than any company anywhere. 

In recruiting, when organizations limit themselves to hiring only the candidate with precisely and all the right skills and experience, they often miss out on landing the all star employee unmade

“If we’re growing, we’re always going to be out of our comfort zone.”

 

JOHN MAXWELL

 

Forces and trends in business are accidentally collaborating to stymie and hamper people and organizations reaching their full potential.

The economy of our country and the economies of households within it are hurting as a result.

Not recognizing and developing potential – not providing opportunity – contributes significantly to unemployment and under-employment remaining high, and record numbers of people dropping out of the work force – even as many jobs remain unfilled.

What is going on?

It is all tied to a widespread lament of managers, and something bemoaned widely, that jobs remain open because companies can’t find or recruit candidates qualified enough to whom a job can be offered. Many enterprises like to blame our schools and education system for not churning out enough candidates with the right education and know-how.

Willwork, Inc. Exhbit Services – a national leader in the tradeshow, meetings, and events industry, with offices across the nation – sees things and operates a bit differently.

Willwork knows that a solution to this problem is for companies to think more creatively, focus more on possibility and potential … and to not be so centered on what a candidate is now, and the lack of skills or experience of that person – and to pay more attention and consideration to the skills and experience that he or she may develop and acquire with the right guidance and mentoring.

All of this is a cultural and operational mindset of Willwork, Inc. Exhibit & Event Services – a company founded 25 years ago that today and throughout our history has consistently built a winning team of people diverse in high-level skills, talents, education, and training – and dedication to providing its customers with increasing value and competitive advantage.

Our people – our most important resource – are renown for the quality and excellence of their services across many areas, including the following:

 

  • installing and dismantling exhibits
  • handling, from start to finish, all contracting and logistics of meetings and events – ranging in scope from a single room and a single afternoon to several buildings over several days
  • adapting and developing technology to save our customers money, and to improve the return on investment and advantages they receive from participating in a show or event; an example is our premier, next-generation lead retrieval and customer tracking devices and systems
  • designing, engineering, and building award-winning audio-visual and multimedia walls and displays
  • operating road crews that travel from city to city – to museums, stores, malls, recreation areas, and other venues … unloading, building, installing, and monitoring exhibits and displays … then breaking all of it down, packing it all, and shipping all the property to the next place where we begin again.

 

In recruiting and hiring, Willwork is not constrained by convention, not afraid, … and is open-minded and inspired by possibility. Like every company, we hope to find the perfect candidate – and we are always on the lookout for that person, one with all the right experience and skills – but we don’t spend an inordinate amount of time in that search.

We do place a premium on identifying and training people who are competitive, problem solvers, hard workers, honest, loyal, who will work cooperatively with others, and who are receptive to teaching and coaching.

Willwork also places top of mind that it is difficult to too highly estimate the importance of character and determination.

In the fall of 2011, an op-ed published in the Wall Street Journal, titled, “Why Companies Aren’t Getting the Employees They Need: The conventional wisdom is that our education system is failing our economy. But our companies deserve a lot of the blame themselves,” received widespread attention and provoked widespread discussion.

Author of the piece was Dr. Peter Cappelli, one of the most sought after thinkers and advisors on human capital, and the George W. Taylor professor of management at the University of Pennsylvania’s Wharton School and director of Wharton’s Center for Human Resources.

When the story ran, the national unemployment rate was at about 9 percent. Yet, still, many jobs remained unfilled.

Here is an excerpt from Mr. Cappelli’s op-ed:

“To get America’s job engine revving again, companies need to stop pinning so much of the blame on our nation’s education system. They need to drop the idea of finding perfect candidates and look for people who could do the job with a bit of training and practice.

“There are plenty of ways to get workers up to speed without investing too much time and money, such as putting new employees on extended probationary periods and relying more on internal hires, who know the ropes better than outsiders would.

“It’s a fundamental change from business as usual. But the way we’re doing things now just isn’t working.”

Please click here to be taken to the full story.

Willwork fully subscribes to the “need to drop the idea of finding the perfect candidates and look for people who could do the job with a bit of training and practice … and relying more on internal hires, who know the ropes better than outsiders would.”

We look for specific, relevant, and applicable experience, of course – but we also look for and evaluate potential, for someone in whom an investment will pay off. We do this whether we are hiring for entry or senior level, for floor labor or office support or management.

Willwork Exhibit & Event Services has found a winning formula in dedicating extra effort and resources to helping the right person acquire the right trade and workplace proficiencies and abilities.

We also appreciate the accuracy of the quote above from John Maxwell – that the essence and nature of growth requires that we become uncomfortable and arrive in areas and meet up with responsibilities with which we are unfamiliar.

Constantly and smartly training and practicing is necessary to become familiar with new territories and to expertly take on and handle new responsibilities. This is a reality whether you are in day one on your first job, or in the twilight of a career in which you sit as CEO.

Olympic gold medalist, Jim Craig, goalie for the 1980 U.S. Olympic hockey team, is today a leading motivational speaker and sales and marketing coach. Among the topics he writes and speaks about are his nine Gold Medal Strategies for business success.

One of the nine strategies is “Great Teams Remain Young in Spirit and Outlook.”

And, as Jim explains, if you aren’t growing, getting uncomfortable, constantly training, learning, and looking for ways to do things better, then you are getting old and complacent – and you have abandoned and left young in spirit and outlook behind.

Willwork Exhibit & Event Services believes that Jim Craig is right on with this reflection, and not just because we share a personal and cosmic connection with him in that he is native of, and grew up in Easton, MA, the same community in which Willwork has its corporate headquarters.

Willwork provides workers individual training and mentoring so they are fully practiced and expert in all requirements, skills, and procedures.

Our veteran and experienced trades personnel and labor organizers mentor and oversee and direct training.

Fifteen years ago, Willwork Exhibit & Event Services pioneered training and education in our industry with the launch of Willwork University, a twice-a-year three-day skills and hands-on learning seminar in which Willwork foreman and senior management teach and demonstrate proper techniques and procedures for all aspects of exhibit installation & dismantle and show general contracting.

One session of Willwork University is held at our corporate offices in the Boston area – and the other session is held at one of our satellite offices in another region of the country. Show and event laborers travel to Willwork University from all parts of America to learn, ask questions, and perform the work and tasks required of a fully qualified and capable exhibit and installation professional.

“Students” successfully completing Willwork University even receive a diploma.

Willwork believes in promoting from within, in helping and assisting people to climb the ladder in our organization, to, as Mr. Cappelli recommends, rely “ … more on internal hires, who know the ropes better than outsiders would ….”

It is a policy that allows for pathways to career advancement and success not commonly seen in the corporate world. Consider that well represented on our operations and management staff are those whose first job at Willwork was on show floor, performing the most noble labor, physically intensive labor, such as rolling out carpet and unpacking freight and installing and dismantling exhibits. And, for sure, the hands-on labor end of things at our company is one that offers steady and high-paying work, and there are those who would never leave the show floor to work in an office or spend more than a minute behind a desk – but, for those, who would choose a different route, it is available to them.

This is also the case with our sales team. We have found that working from the floor up – figuratively and literally – supports a successful transition to selling and taking care of customers. To whatever degree necessary, Willwork abets and supports this transition, training and teaching selling techniques, account management and relationship building (customer and sales management technology best practices), and business writing skills.

Willwork Exhibit & Event Services doesn’t fault a company strategy of looking for just the right candidate – at just the right time. Again, we ourselves hope that we could find a superstar everyday.

But that strategy should only be one recruitment strategy – and it should be pursued with the understanding that too much reliance on that plan of attack frequently contributes to teams that “aren’t deep in talent” and companies that give up ground and lose to the competition.

And weave in to the broader strategy the search for diamonds not yet polished, talent not yet cultivated, potential not yet realized, and all star employee not yet made.

WHAT AN “ASSEMBLY OF TALENT” – IN EASTON, MASSACHUSETTS, WHERE THE CORPORATE HEADQUARTERS OF WILLWORK, INC. EXHIBIT & EVENT SERVICES IS LOCATED.

 Oakes Ames Memorial Hall; designed by Henry Hobson Richardson (photo credit: Paul Keleher)


Oakes Ames Memorial Hall; designed by Henry Hobson Richardson (photo credit: Paul Keleher)

Willwork, Inc. Exhibit & Events Services is a national leader in installation and dismantle labor, event contracting, permanent installations, and audio visual production.

And from coast to coast, we are renowned for our professionalism, highly skilled labor teams, work ethic, personalized service, and ability to innovate and resource to do things right, on time, and on budget.

Rockery Arch

The Rockery (view of arch); designed by Frederick Law Olmsted (photo credit: Ross A. Muscato)

The industry in which we work is one in which creativity, design, and architecture are fundamental and vital to success. Exhibit houses, show producers, and event specialists are in the business of developing pleasing and eye-catching aesthetics and functionality – and reconciling the two.

A major component of the work of Willwork, Inc. Exhibit & Events Services is supporting designers, decorators, and planners – and serving as caretakers and guardians of what they have created – and making happen what they have envisioned.

Willwork also has an in-house creative team that is highly accomplished in signage, audio visual, show-floor layout and space planning, and marketing-communications.

Willwork highly admires design and structures and messaging resulting from the gifted and inspired.

Those working in our corporate headquarters, about 25 miles south of Boston, in Easton, MA, don’t have to travel far to see in person and up close, and receive inspiration from, the designs and architecture of some of the most revered and esteemed artisans in U.S. history

For it is within Easton, about two miles from our offices, in an area of the community called North Easton Village, where one finds the work and expressed genius of Gilded Age luminaries: architect Henry Hobson Richardson, landscape architect Frederick Law Olmsted, architect Stanford White, painter and stained glass decorator John LaFarge, and sculptor Augustus Saint-Gaudens.

Photo Credit: Daniel P.B. Smith

Figure of Wisdom” stained glass window; at Unity Church; designed by John Lafarge (photo credit: Daniel P.B. Smith)

This cultural largesse is all owed to the patronage of the Ames family – American aristocracy which made Easton its primary home. Ames family members built a shovel and tool empire; invested in, and stewarded, a major portion of the construction of the Transcontinental Railroad; held local, state, and federal political office; and were prominent philanthropists.

Chet Raymo, distinguished science writer, author, and Professor Emeritus at Stonehill College (in Easton) described North Easton and its architectural treasures, writing, “Seldom has a single village benefited from such an assembly of talent.”

The North Easton Historic District, added to the National Register of Historic Places in 1972, encompasses North Easton Village and more than 160 buildings on approximately 5,000 acres.

With five H.H. Richardson designed buildings – Ames Free Library, Ames Gate Lodge, F.L. Ames Gardener’s Cottage, Oakes Ames Memorial Hall, Old Colony Railroad Station – Easton holds approximately 10 percent of all H.H. Richardson buildings in the world.

H.H. Richardson Historic District, on which the five Richardson buildings are located, and which is within and surrounded by the North Easton Historic District, was declared a National Historic Landmark in 1987.

Frederick Law Olmsted, who had already designed Central Park in New York City, and who frequently partnered with H.H. Richardson on projects, designed a Civil War Memorial called The Rockery, located across the street from Oakes Ames Memorial Hall, which sits on land for which Olmsted created the layout.

Ames Gate Lodge

Ames Gate Lodge (photo credit: Donald Corner and Jenny Young; slide from photographers’ collection)

Olmsted designed the landscapes for the Old Colony Railroad Station, and for four estates the Ames family built in Easton: Sheep Pasture, the land of which (only the stone outline of the foundation of the stately home once on the site remains) Elise Ames Parker donated to the Natural Resources Trust of Easton; the Governor Oliver Ames Estate (now a public park held by the Trustees of Reservation); Langwater, a private property that borders the Governor Ames Estate; and Queset, located behind the Ames Free Library, and on which stands the magnificent Queset House (now owned by the library and soon to be renamed the Fanny Holt Ames Center).

Intricate and beautifully designed gargoyles on the outside of the Ames Free Library are the design of Stanford White; so too is the ornately designed fireplace carved out of Portland stone, and the distinctive barrel vaulted ceiling, made from butternut wood, in the stacks section of the library.

Augustus Saint-Gaudens created the medallion inlay for the Stanford White designed fireplace in the Ames Free Library. The Ames Gate Lodge has a sandstone fireplace, carvings decorating the porch, and a wellhead, all the design of Saint-Gaudens.

John LaFarge designed stained glass windows for Unity Church of North Easton. Please click here to read about LaFarge’s Unity Church windows.

In future posts in this space, discussed will be specific features and design elements of the work of Richardson. Olmsted, White, Saint-Gaudens, and LaFarge.

D-DAY AND WINNING THE LOGISTICS

lo-gist-ics  noun plural but singular or plural in construction

\lō-ˈjis-tiks, lə-\

: the things that must be done to plan and organize a complicated activity or event that involves many people

: the aspect of military science dealing with the procurement, maintenance, and transportation of military matériel, facilities, and personnel

: the handling of the details of an operation

From Merriam-Webster Dictionary

“You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.”

GENERAL DWIGHT D. EISENHOWER

 

Successful tradeshows, meetings, and conferences  do not happen without effective and well coordinated logistics. Logistics are the bedrock and foundation of the events industry.

People, freight, decorating, electronic communications, audio visual, lighting, marketing … and many other elements … must be transported and brought together and synchronized precisely and on time and on budget.

Willwork, Inc. Exhibit & Event Services is a national leader in exhibit installation & dismantle, event general contracting, event production and management, retail and museum installations, advanced sales lead capture, and audiovisual production and installation.

A project or event for which Willwork is engaged may involve only one area of our suite of services – or all, or any other combination and number, of our services.

No matter what is required, and for what Willwork is called upon, logistics are at a premium and of the highest priority.

Landing on D-Day

Landing on D-Day

On this day, June 6, 2014, the 70th anniversary of D-Day, Willwork Exhibit & Event Services looks back to that epic event in world history, and highlights the sacrifice – and logistics – that were necessary to successfully execute what was at the time the largest and most complex amphibious invasion in history.

D-Day was the commencement, from the north, of the Allied invasion of German-held fortress Europe. This Allied force moved southward – as Allied armies (which had landed in Italy three months prior) moved northward, and Allied Soviet armies moved from their homeland eastward, creating an ever-tightening three-sided vice that would eventually crush the Third Reich.

“Operation Overlord” was the codename for the invasion of France; “Operation Neptune” was the codeword for the assault phase of the operation.

On D-Day, Allied forces, spearheaded by American, British, and Canadian troops, transported 160,000 men across the English channel toward beaches along the coast of Normandy in northwest France. By the end of the day, all five beaches (Gold, Juno, Omaha, Sword, and Utah) in northern France had been secured – at a terrible cost to Allies: 4,414 dead, and a total of at least 12,000 casualties.

Over the course of June 1944, 875,000 Allied soldiers – representing the U.S., England, Canada, Australia, Belgium, France, Czechoslovakia, Greece, New Zealand, the Netherlands, Norway, and Poland – landed in France.

First and foremost, D-Day was successful because of heroism, unshakable belief in the mission, and love for fellow comrades in arms. Yet, for sure, had the Allied logistics not been so precise and well orchestrated, the invasion could have been a disastrous failure.

Consider the following sampling of D-Day logistics statistics:

Excerpt below from a story, titled, “D-Day 60th Anniversary: Training, Logistics, Build-Up, Deception,” that ran 10 years ago at Culture24, a British website:

…. The first US military formation (4,500 men from the 34th Division) arrived in Northern Ireland in mid-January 1942. Under a programme codenamed Bolero, within two and half years more than 1.5 million US military personnel had arrived in the UK – around 700,000 between January-June 1944 alone – and were scattered in thousands of camps and air bases across the country.

On 6th June 1944 more than 5 per cent of this total landed in France. Within the next six months almost all US ground troops had left Britain for mainland Europe.

The British Army over the same period doubled from its 1940 strength of 1.5 million men. In addition more than 250,000 Canadian troops were in Britain, as were many thousands of French, Polish, Dutch, Belgian and Czech personnel deployed in national contingents.

The amount of supplies required to sustain, arm and equip this huge number of troops was immense. Much of what was needed to outfit, feed, and arm millions of soldiers, sailors and airmen was shipped across the Atlantic.

The invasion and follow-on forces required 16 million tonnes of supplies, 4,200 tanks and other tracked vehicles, 3,500 artillery pieces, 140,000 transport vehicles and 12,000 aircraft ….

Please click here to be taken to the full story.

Excerpt from, “The Logistics of Invasion,” by Major Frederick V. Godfrey:

Preparations for the World War II invasion of France began 2 years before the actual operation. From January 1942 to June 1944, the United States shipped over 17 million tons of cargo to the United Kingdom. Included in the shipments was everything from general supplies and equipment to 800,000 pints of blood plasma, 125 million maps, prefabricated harbors (known as Mulberries), a replacement rail network, cigarettes, and toothbrushes.

Please click here to read the full story.

On the importance of encryption and deception; here are excerpts from a story, titled, “70 Years On: the facts you may not know about D-Day,” that ran in euronews:

… early on D-Day morning “Ruperts” – dummies dressed in paratrooper uniforms complete with boots and helmets – were dropped in Normandy and the Pas-de-Calais. The dummies were equipped with recordings of gunfire, while the real troops supplied additional sound effects to create the illusion of a large scale airborne attack. This operation, code-named “Titanic,” was designed to distract the German military while the main forces landed further to the west ….

…. The ENIGMA machine was an encrypting device that the Germans had used since the 1920s. The ingenious machine has more than 200 trillion possible letter combinations and was t hought to be unbreakable. However, in the lead up to D-Day, unbeknown to the German Wehrmacht, the Allies had cracked the code with the help of Polish cryptologists. The breakthrough proved invaluable to the D-Day plans because the Allies were able to gather significant intelligence from the decrypted messages. It also allowed them to see if the Germans were buying the deception operations ….

Please click here to read the full story.

The Mulberry Harbour, brilliant – and so critical to D-Day success. Here is an excerpt from the History Learning Site about the Mulberry Harbour:

The Mulberry Harbour was actually two artificial harbours, which were towed across the English Channel and put together off the coast of Normandy. One, known as Mulberry A, was constructed at Omaha Beach and the other, known as Mulberry B (though nicknamed ‘Port Winston’), was constructed off Arromanches at Gold Beach. Put together like a vast jigsaw puzzle, when both were fully operational, they were capable of moving 7,000 tons of vehicles and goods each day.

Each of the two artificial harbours was made up of about 6 miles of flexible steel roadways that floated on steel or concrete pontoons. The roadways were codenamed “Whales” and the pontoons “Beetles”. The ‘Whales’ ended at giant pier heads that had ‘legs’ that rested on the seabed. The whole structure was protected from the force of the sea by scuttled ships, sunken caissons and a line of floating breakwaters. The material requirements for any part of either Mulberry A or B were huge – 144,000 tons of concrete, 85,000 tons of ballast and 105,000 tons of steel.

Please click here to read the full story.

D-Day

D-Day Letter from Supreme Allied Commander Dwight D. Eisenhower to Members of the Allied Expeditionary Force

In 1946, after the Allies won the war, the Axis were defeated, and the most devastating conflict in history had ended, U.S. Fleet Admiral Ernest J. King wrote in a report to U.S. Secretary of the Navy James Forrestal, “The war has been variously termed a war of productions and a war of machines. Whatever else it is, so far as the United States is concerned, it is a war of logistics.”

Willwork, Inc. Exhibit & Event Services says thank you and honors all those who participated in and suffered and sacrificed – some giving the ultimate sacrifice – in taking those beaches 70 years ago, and securing a foothold to take back a continent and save the world.

For more information on D-Day, including multimedia education on the invasion, please click here to be taken to the website of the National D-Day Museum.

“DON’T BE AFRAID” – ONE OF HISTORY’S GREATEST INNOVATORS AND INVENTORS ISSUES A CHALLENGE

Steve Jobs

photo credit: Steve Jobs, Apple

Two days ago posted in this space was a commentary on greatness achieved and history made.

As described in the post, the epic … the extraordinary … can be attained when people and companies are issued great challenges, when they are asked to do the seemingly impossible – and when people and companies respond to those challenges with full energy and commitment.

Willwork, Inc. Exhibit & Event Services thrives on challenge; we are motivated to do what the competition can’t do. We have little patience for cynicism and a defeatist attitude.

Willwork, Inc. Exhibit & Event Services admires drive, indomitable spirit, and competitive fire – qualities that inventor and entrepreneur Steve Jobs exercised day in and day out in building Apple, the company that developed and made products that people loved and had to have.

Consider how in 2005, while the first iPhone was being planned, Jobs decided that a plastic face for the phone would not do; it would not be elegant enough for the type of style of device that Apple customers craved, and to which they were loyal.

Steve Jobs wanted a glass face for the iPhone. Indeed, Jobs – who received a patent for the glass staircases featured in Apple stores – was semi obsessed about glass in design.

But was there a glass that had the aesthetics, but also the durability needed in a phone that would be dropped, slammed, dragged, and sat on?

John Seely Brown, a friend of Jobs, who sat on the board of Corning Glass, based in upstate New York, recommended that Jobs speak to Wendell Weeks, the CEO of Corning Incorporated. After some starts and stops, Jobs and Weeks connected and sat down to talk.

Jobs told Weeks what he was searching for in glass. Weeks thought he might have a solution.

Weeks told Job that in the 1960s, Corning had developed a highly resilient and tough glass, which it called, because of these qualities, Gorilla Glass. Yet the company had not found it a commercially viable product, and it had not pursued manufacturing it for market.

Wendell Weeks showed Steve Jobs a sample of Gorilla Glass. Jobs surveyed and evaluated the glass, and decided that was the glass Apple needed for the iPhone.

Steve Jobs issues Weeks and Corning a challenge. He said that Apple wanted as much Gorilla Glass as Corning could make in six months. Weeks replied, “We don’t have the capacity. None of the plants make the glass now.”

Jobs responds to Weeks, and the story continues, in this excerpt from the book, Steve Jobs, by Walter Isaacson:

“Don’t be afraid,” Jobs replied. This stunned Weeks, who was
good-humored and confident but not used to Jobs’s reality distortion field.
He tried to explain that a false sense of confidence would not overcome
engineering challenges, but that was a premise that Jobs had repeatedly
shown he didn’t accept. He stared at Weeks unblinking. “Yes, you can do
it,” he said. “Get your mind around it. You can do it.”

As Weeks retold this story, he shook his head in astonishment. “We
did it in under six months,” he said. “We produced a glass that had
never been made.” Corning’s facility in Harrisburg, Kentucky, which
had been making LCD displays, was converted almost overnight to make
gorilla glass full-time. “We put our best scientists and engineers on it,
and we made it work.” In his airy office, Weeks has just one framed
memento on display. It’s a message Jobs sent the day the iPhone came out:
“We couldn’t have done it without you.”

Gotta love the words of the challenge that Steve Jobs directed toward Wendell Weeks: “Don’t be afraid …. Yes, you can do it. Get your mind around it. You can do it.”

Willwork, Inc. Exhibit & Event Services knows that fundamental to successfully completing the job that can’t be done, and masterfully accomplishing what can’t be accomplished, is not to be “afraid” and to get our “mind around it” and to believe totally that we “can do it.”

WILLWORK, INC. EXHIBIT & EVENT SERVICES UNDERSTANDS THAT GREAT ACHIEVEMENT IS THE CHILD OF GREAT CHALLENGE

Willwork, Inc. Exhibit & Event Services is renowned from coast to coast for its “can-do” attitude, and for achieving “results,” and not looking for “reasons” that projects can’t be accomplished.

Indeed, our corporate mantra – “Experience the Energy” – speaks directly to our drive, focus, determination, and ability to get things done, which oftentimes requires us undertaking the most challenging, daunting … even borderline impossible … tasks.

We also fully appreciate that setting almost impossibly high standards and goals that might, at first, seem out of reach, is fundamental to greatness.

franklin-d-roosevelt-paintingPresident Franklin D. Roosevelt seems to have understood this concept, as Peter Drucker, the father of modern business management theory, recounted in an interview he gave journalist, Bill Moyers, in the late 1980s.

In the following excerpt from the interview, Drucker discusses a challenge that President Roosevelt issued in the early days of World War II, and how the United States and its industries responded:

I’ll never forget when Roosevelt announced that we would build thirty thousand
fighter planes. I was on the task force that worked on our economic strength, and
we had just reached the conclusion that we could build, at most, four thousand.
We thought, “For goodness sakes, he’s senile.” Two years later we built fifty
thousand. I don’t know whether he knew, or he just realized that unless you set
objectives really high , you don’t achieve anything at all.

President Roosevelt, paralyzed from the waist down, and in frequent pain, led a nation through the Depression and a war that the U.S. fought on two fronts.

Like the nation he served, he embraced the epic and most trying – and he demanded of America that it go beyond itself, and that it exceed and sacrifice beyond what at one time may have been imaginable.