Oct 1, 2026
Staffing is bigger than just hiring the “right people”.
Not long ago, staffing was under a microscope. Starting around March-April 2020, a global event turned the workplace upside down – COVID. Protocols like 2-weeks away to slow the spread, shelter in place, essential versus non-essential workplaces, the six-foot rule, and, in some instances, no mask and no vaccine meant no job. Federal, state, and local mandates structured how businesses should run – and those that were customer-facing came under very specific guidelines.
Staffing got disrupted accordingly. What became more interesting to observe was how employees and their employers responded to the nature of the job and how both looked at employment.
The Great Resignation
The Great Resignation was an economic trend coined by Texas A&M University professor Anthony Klotz beginning in early 2021. Here’s the boiled-down backstory:
- Millions of workers quit their jobs during the COVID-19 pandemic to find higher pay, better benefits, and more flexible work. People began to reflect on what they were doing, why, and whether the proverbial grass was greener somewhere else.
- The U.S. Bureau of Labor Statistics tracked record quit rates, peaking at 4.5 million quits in November 2021. In total, over 40 million U.S. workers quit their jobs across 2021, a record later surpassed in 2022.
- Hardest-hit sectors with the highest turnover were hospitality (food service), healthcare, retail, and education.
- Employers sought to figure out how best to keep the staff they had. In response, many firms offered large bonuses and high salaries to attract new staff during the abnormally tight labor market.
Something happened shortly after – from 2022 to 2023. Many job-hoppers realized their new roles were not what they expected or anticipated, leading to the Great Regret where a large percentage wished they had never left their old jobs. In fact, surveys show that up to 80 percent of workers who switched jobs had some level of regret, and about 70 percent of those unhappy job-hoppers tried to get their old jobs back.
This suggests it’s not just one thing that drives employment numbers up or down, and staffing is more than a result of “good” company culture. It will always be a balance of employees knowing what they want and employers providing what they have. Staffing, or the managerial process of finding, choosing, and hiring the right people for the right jobs in an organization, is what happens when all the elements successfully come together.
So, are we ever fully staffed?
No, not really. Even with a full headcount for the number of team members needed at the location, there is always a need for recruitment, hiring, and staffing. We are always looking for talent. More on that another time. Another reality is that we are always one resignation away from “short-staffed again” – compounding the difficulty of executing company initiatives and meeting every customer, every time.
I contend “fully staffed”, while certainly a good thing and desired outcome, isn’t truly attainable. Yet in a state of being “partially staffed”, focus shifts to leveraging coverage and scheduling to support the needs of the business. At such times, leadership may need to step in, or key people may have to shift to support another location. We pivot resources to ensure the best possible customer experience. This becomes mission-critical in select times of the year.
Staffing is pivotable.
All of this to say: we are coming into a season for selling where staffing is key. Fourth Quarter or Holiday Selling is where a majority of businesses enjoy their most profitable part of the year with the increase of customer traffic. The scale and speed of business ramp up during this time, and terms like “all-hands-on-deck” become a rally call to drive operational efficiencies, customer interactions, and sales performance.
We prepare for the “busyness” by making sure we have enough people to cover all the needs of the business. Knowing we are going to be in the whirlwind from about Thanksgiving through the end of the year, right now, in October, represents the best time to get a staffing plan squared away.
Here’s the catch. Staffing is not just about having enough people to fulfill the desired schedule. We have to consider the full process, the bookends – recruiting and hiring on one end, onboarding on the other. I have found the more important target in “fully staffed” is ultimately about quality, not quantity. How are we ensuring we have enough candidates and, once hired, enough “fully trained up and equipped” team members?
We may have a target to have hired and staffed enough people by Halloween for the Holiday Season. Where are we finding them and then what about their skills, abilities, and knowledge to do the job well? I have certainly seen my fair share of businesses that have enough bodies on the floor. But a pulse does not guarantee performance.
Our Take-Away
People are our greatest asset in business, and having enough of them is one thing. Yes, we need people on the schedule to support the needs of the business. But this is what the Great Resignation taught us: As employers, we need to (1) ensure the applicants know what they are getting into and (2) demonstrate a culture where people are valued – where hiring turns into an open door of opportunity in the onboarding process. Employees who make up our staff expect and deserve to be seen, heard, and appreciated.
We also owe it to the customer to have team members who can suit up, show up, and successfully deliver on expectations of the job, regardless of the time of year. Having staffing squared away now makes it easier to provide the best customer experience when the chaos of the season takes center stage.
It’s October. Are you fully staffed and fully squared away, or is this the first you’ve thought about it?
#RussellCellular #Perspectives #LeadershipMatters #StaffingBeyondHeadcount #OpportunityValueTeam #HolidayHiring
Read other insightful leadership articles at the RC Blog and RC Connections.
Sep 24, 2026
Russell Cellular Area Vice President of Sales Anthony Badalamenti knows the impact of charitable causes firsthand. When Hurricane Sandy struck his New Jersey community in 2012, he witnessed how the RAINE Foundation, a local nonprofit, worked to distribute food, clothing, and necessities to families in need. That’s why when RC Cares was founded in 2018, it was a “no-brainer” for him to continue his personal efforts with the RAINE Foundation and similar charities by raising awareness with his team.
“When my team sees or hears about my family and me helping in the community – whether it’s delivering Thanksgiving meals or Christmas toys for the RAINE Foundation – it stops being just another corporate initiative and becomes a shared human mission,” Anthony says. “It’s about taking that personal empathy and using our organizational structure to turn it into a collective impact for the neighborhoods we serve.”
Another way Anthony encourages employees to boost RC Cares sales is by raising money alongside them cycling with the Great Cycle Challenge, which benefits the Children’s Cancer Research Fund. While he raised over $10,000 through his efforts with the GCC, his area has raised almost $376,000 with RC Cares in almost the same time span.
Anthony says that while it is easy to become bogged down in metrics, RC Cares keeps sales work grounded. “RC Cares is what gives all of that hard work a real purpose,” he says. “It defines who we are beyond the numbers.”
#RCCares #BetterTogether #CareForEveryPerson #LeadershipMatters #LeadingThroughGiving #ThanksAnthony
Check out more RC blog articles and RC Connections profiles, or learn more about RC Cares.
Sep 18, 2026
Tool Belts & Bow Ties, the annual fundraising gala hosted by Habitat for Humanity of Springfield, Missouri, took over the Oasis Hotel & Convention Center this spring with a “Dockside Dreams” theme of food, music, décor and an easygoing vibe that resulted in real community impact.
A standout moment was seeing a framed home built inside the convention center before it was moved to become a future Habitat house for a local family. It gave attendees a glimpse into the building process and to picture it as a completed home.
Funds raised will help build a safe, affordable home for the Haskett family in Springfield.
“Russell Cellular has supported Habitat for Humanity for seven years and worked with our Springfield chapter for five,” says Ron Wallace, Director of RC Cares. “RC has donated to this event for three years now, helping to build homes for local families.”
Events like this are what turn a night out into something that actually changes lives.
Read more about the gala.
#RCCares #HabitatForHumanity #SpringfieldMO #ToolBeltsAndBowTies #BetterTogether #CareForEveryPerson
Read more about RC Cares on our blog.
Sep 11, 2026
At Russell Cellular, every new sale is an opportunity to build meaningful connections and make a lasting difference. Through the RC Cares Round Up initiative, customers can support individuals and families facing challenges right in their local communities by rounding up their purchase to the nearest dollar.
The impact of RC Cares is made possible through a partnership between generous customers and dedicated Russell Cellular team members. At checkout, employees invite customers to participate in the Round Up program, creating a simple way for small contributions to add up and help neighbors in need.
“We’re not trying to fix people’s problems with money,” says Ron Wallace, Director of RC Cares. “We’re just trying to take away some stresses, relieve some stresses, and show people that we care. It’s not for accolades, it’s not for show, it’s not for recognition. It simply gives people an opportunity to make a difference in their community.”
#RCCares #BetterTogether #CareForEveryPerson
Check out more RC blog articles.
Sep 1, 2026
“People don’t resist change. They resist being changed!”
This call-out comes from Peter Senge, American systems scientist, senior lecturer at the MIT Sloan School of Management, and founder of the Society for Organizational Learning. In this quote, Senge highlights the presence of resistance in change. Not in actual change. We naturally embrace transformation, growth, and new experiences, and, specifically, when we choose change, we’re good. Resistance seems to be triggered by a feeling of lack of control or loss of autonomy. When leadership or external forces impose decisions on us without our input, it can trigger a defensive reaction.
That’s not all; those feelings can be tempered by a lack of context or no clear “why.” It might be the ubiquitous fear of the unknown and uncertainty. It might be something lingering from a past change with past negative experiences creating skepticism. Maybe the “the way we’ve always done it” is being replaced by an unfamiliar new normal and we’re uncomfortable. It could be a lack of confidence fueling a fear of failure or being judged during change. It’s not the change. It’s what the change requires, especially if it wasn’t our idea.
Change is not really the goal.
It’s not the change; that’s just what we’re going through. It’s the stuff that makes it happen that’s important. Change provokes a process to be navigated. We embrace the change. We acknowledge and accept it, and then we set goals. Is having goals enough? I contend “no.” While it is essential we know the vision and mission behind the goal (our why), we must devote time and energy into all of the essential, elemental steps (our how) that get us to success.
First off, goals will naturally expose projects and tasks that make up the goal. Then, secondly, tools, resources, and systems need to be identified that will help with the projects and tasks. And lastly, the key ingredient that I believe to be the most critical – clarifying the daily habits. These are the specific behaviors that we execute every day. Some are mindset, some are skill set. All require a focused dedication and relentless pursuit. In a way, when change is required and goals are set, we identify the specifics for each one – top down. Goal…Tasks…Resources…Habits.
If that makes sense, consider some questions. The answers may very well help to provide the way forward. Into and through change. What’s the goal (vision, mission, reason)? What are the projects and tasks associated with that goal (sub-goals, strategies, objectives)? What are the tools, resources, and systems available to support (apps, checklists, people with experience)? What are the daily habits that drive execution and success (behaviors, routines, standards)?
Then, simply identify the answers and work back up. Execute the daily habits flawlessly and resolutely. Use the tools and resources in hand, while engaging in the various projects and tasks, in pursuit of achieving the desired goal. If it were that simple, everyone would do it, right?
But, what if it’s all a big “NO”?
The plan is in place and what if we don’t want to change? What if someone we lead pushes back?
I have found that resistance and pushback during change is a normal human threat response to uncertainty and a perceived lack of control. How that threat response is demonstrated… well, that seems to be the hard part to navigate. It’s one thing to fear change or what it entails, it is quite another to say “no.” While it might not necessarily be stubborn resistance, it could be behavioral resistance, or maybe a skill issue. Based on experience, when I encounter pushback, I use the lens of “skill or will.”
I have found it’s that tension that creates a challenge in managing and leading through change. To help with this, I designed seven questions in logical sequence that can illuminate potential reasons for behavioral resistance or pushback.
As it pertains to the change and expected behavior(s), have I…
- Clearly defined?
- Trained?
- Followed up to check understanding?
- Observed and Coached?
- Followed up to check performance?
- Made follow through part of an ongoing development plan?
- Removed obstacles?
So, consider the questions. And then ensure the answers. Because where there is “no,” this is a skill issue. You’ll see it and work on that; like clarify expectations. Train and do a knowledge check. Observe and coach behaviors. Be consistent with ongoing observation, coaching, and follow-up. Eliminate the obstacles and clear the way to success.
However, if all are ‘yes,” it’s a will issue and comes down to a choice: are we or is the individual willing to engage in this change and deliver the expected behavior? If it’s still “no,” change is not the issue, and it becomes a different conversation.
Our Take-Away
Bottom line, there’s going to be something you and I need to change or figure out in change. It’s natural and inevitable. Our day-to-day has big and little change wrapped into every action item. Will we push back, or will we step into the uncertainty knowing that growth is available on the other side? Even if we’re a little resistant, will we be honest, curious, and open enough to pursue our opportunities? If it is required, will we challenge and question respectfully to seek understanding? If others are involved, will we support them in their adoption and adaptation? And at the end of the day, will we own our responsibility?
It begs a final question: are we willing to engage this change and deliver the expected behavior?
Read other insightful leadership articles at the RC Blog and RC Connections.
#RussellCellular #Perspectives #Leadership #ChangeManagement #EmployeeEngagement #GrowthMindset
Aug 21, 2026
Voluntary Contributions to Employee Emergency Fund Help Teammates in Need
When Ron Wallace stepped into his Director of RC Cares position nine years ago, he learned he would not only be uplifting communities through the organization but also directly serving the Russell Cellular family with its Employee Emergency Fund, or EEF. 
The EEF, managed and facilitated by RC Cares, was established by CFO Robert Lister, along with Jeff and Kym Russell, to help team members and their families in times of emergency such as the death of an immediate family member, a house fire, being a victim of a violent crime, and acute medical situations.
Money for the fund is raised by team members, with RC matching every donation. A way that many associates choose to give is by making donations through paychecks.
“If you speak to team members that have been impacted by it, they’re very thankful,” Ron says about the EEF. “It’s always come at a time when they’ve needed it.”
Under Ron’s direction, the fund has expanded its eligibility for use, including adding family members to those who are considered immediate family and support for families who have had a miscarriage. Because of this, more team members can access the fund.
Those wishing to request funds from the EEF may do so by filling out the EEF application found in Zipline, Ron says. To donate to the fund, there is a Dayforce form in team members’ personal sections, or associates may email Ron directly at [email protected].
#RCCares #BetterTogether #CareForEveryPerson
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