Annual Cost (CONT’D FROM PAGE 10)
with you and extended loyalty to you, who trusted you. It's about the communities that embraced you as you grew your businesses. It’s the satisfaction of knowing you were present in your community. And finally, it's about the peo- ple who advocate for you long after you're gone.” In closing, Eichmann posed a series of questions: “If you were gone for 90 days, you got sick or incapacitated or whatever, would your standards still hold? If your peo- ple understand the standards, would they still hold? Would your decisions get better or would they stall? Would your margins remain relatively stable or prone? Would your people feel steady or would they be exposed?” While the audience was thinking about those deep questions, Eichmann stressed that “legacy” is going to start with the “next action you take” and offered four things for attendees to think about for the rest of the week: • Recommit to one standard that you have let slide. It doesn't matter which one it is.
we know that higher engaged teams outperform lower en- gaged teams in just about every metric you can measure. They produce more profits. They are safer. There's lower turnover, etc. And the big takeaway is that the leader is directly responsible and attributable for the attitude and the health of that team. You can see that. “Every business in this room, including my own, has a future. The question becomes, are we allowing that future? Are we coasting into it? Or are we intentionally taking steps to prepare?” Food For Thought Legacy in action is really about the leaders that you choose to develop day in, day out, Eichmann insisted. “It's about the employees who found stability and were able to build wealth, contribute to their families, do their work with you. Legacy in action is about the customers that stayed
• Find a way to remove yourself from a “bottleneck” situation—we all have them— and let someone else make a call. • Coach somebody who protects your margin. There's a lot of people working in your business that don't see the P&L or the cash flow statement. Find ways to introduce those statements to those people and teach them about it. • Pick one leader to invest in and tell them. “And if you remember nothing else from what I've just been pontificating about over the last 15 minutes, please remember this,” Eichmann concluded, “Legacy happens on every single shift. It happens at every single moment. Think about that.” Morelli Presents To Women In Packaging Tonya Morelli of The Morelli Group deliv- ered a message that felt familiar to many in the room at last Monday’s AICC Women in Packaging Breakfast: Leading at a high lev- el requires deliberate choices, and without them, it can be easy to lose yourself along the way. A University of Illinois Chicago graduate with a background in communications and broadcasting, Morelli did not begin her ca- reer in corrugated. She entered sales first, gaining early experience that shaped how she listens, builds relationships, and han- dles rejection. These skills would later carry into her work in packaging and print. More than 20 years into her career, she has worked across many roles, helping
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12 April 20, 2026
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