Recessing. Reversing. Retaining. overcoming. The patrern that takes place when one hits rock bottom. One seeks to confront hardships. Resilience and patience are scaled to balance out the frustration caused by the dilemma. Endurance helps carry out this process, allowing the seeker to withstand he or she’s circumstances. It is not until these interests equalize at the least, to see one hurdle over their troubles.
Phrases from cross-country runners are conceivably the most relatable to this motif. Running can act as second nature after for some. The freedom to gauge whether it is personally challenging or universally competitive is what gives this activity solitude and professionalism. Willpower, narrow vision, and silent motion simply revolve in a marathon runner’s mind as they strive toward a goal, like a swan wading through a body of water.
“It’s really a neverquit mentality, you have to just keep fighting, not get discouraged, not get down on yourself… and keep pushing as much as you can,” Galen Rupp said.
Rupp, an experienced Olympic long-distance runner, and Bank of America Boston Marathon participant, sums up the key characteristic that is vital no matter how tedious and lacklustrer a subject matter may be. Contrasts between the media’s connotation on the UO alumni runner and his post-performance behavior had been the primary point within the article. Highlighting the athlete’s pure sportsmanship, Rupp’s values truly shined with dedication. It is this persistent theme that is valued even here. The mentality and determination.
Similar to a runners mindset the same can be said for small businesses during financial hardship or recessionary periods.
The alluring cultural trends of the 1970s had stealthily hovered over a crisis. Primarily, oil shocks and inflation had dented the United States economy, causing industries to operate at higher prices. Production costs spiked up ultimately leading to mass unemployment.
According to Donald R. Williams’, Kent State University’s assistant professor of economics, analysis at the time, they found that the peak of this recession had continued until July 1981, with men having significantly higher unemployment rates. It was as if a stream of dense fog rolled in, dulling city dwellers’ visions on predicting where the market would go.
In the midst of this, Eugene’s local lumber company, Seneca Mills, braced itself for the recession. Hearing that nearly a quarter of the population in Oregon had become unemployed, Seneca crew members knew that these would be challenging times. Executive members could not hire others nor create jobs, and workers in the mills feared of being laid off. It would have been too much for the Eugene-based company to not see their peers the next day. Fortunately, economical and resourceful sustainability were two characteristics that held them together.
With the cooperation of the Oregon Employment Department, Seneca Mills had figured out a way to disperse their finances and laborers. They decided to stretch each employee’s work schedule by assigning three work days per week, hence balancing out an equal payroll for every worker.
“This action enabled us to give money from safe employment, retain seniority and benefits, and empower them to take care of their communities,” stated Senior Vice President of Public Relations, Casey Roscoe, as she brushed up on the topic as the founder’s granddaughter.
She proudly noted that this was an administrative decision that allowed Seneca Mills to retain every single crew member. They were the only lumber mill in the west that was capable of doing this. It was from the founding members’ dedication to keeping their peers and the business together no matter what. Everyone was thus, successfully kept in contact and had become the ‘pillars to their communities’ during this crisis of unemployment.
High tension bandsaws replaced circular table saws, which efficiently processed as much lumber as possible without waste. Implementing these were already in motion and only helped the lumber mill save every bit of resource they had. Sawdust and branches that had been left out were sent to Biomass plants. These minor supplies were the source in generating both electricity and thermal energy.
Combining these scraps, channelled the steam through wind turbines, and condensing the vapor into water tanks, allowed every piece of lumber to be recycled into clean energy through a three-step process. Such an effort gave Seneca Mills the spotlight of being at the forefront as one of the most environmental conscience lumber mills as well. This innovative chase for handling resources skillfully is without a doubt, the essence of Seneca Mills.
Today, the 140-acre lumber company is in the business for its’ second generation. There are 92% more staff members than in the past 25 years and there are more women working in executive positions as well. Without the sense of community in the lumber mill and the drive to have every employee as a team member, Seneca Mills may not have their loyal workers who have 40 years of consistent experience in the industry. It is both a continuous story and theme of theirs to innovate, be sustainably productive and to be the horizon for other lumber mills to look up to. Like a runner, Seneca Mills recessed, revised, retained and overcame the struggle during the 80s recession. Hence, it is courageous to be singleminded during ominous times.
