Carl Hughes

Leaders of propane operations should make time for important decisions.

Evaluate your company’s performance with reliable, applicable metrics.

There are various ways for shareholders to analyze their investments.

I want to take this opportunity to pass along what others in the industry are saying as I have traveled around the country as the chairman of the National Propane Gas Association.

In my cross-country travels as NPGA chairman, I have learned of a broadly held industry concern regarding long-term propane supply availability.

Because change comes slowly in this industry, we often don’t notice it, and therefore the need for us to change is perhaps not as obvious.

It seems appropriate that since this is my 100th column I would review some of the better columns I have offered over the past several years.

Here are some worthwhile ideas you might want to consider as you step into a new role.

Over the years of writing my LP Gas Magazine columns, I have attempted to balance my focus between two broad business issues – the easily measurable category we call “hard” issues and the more touchy-feely side of business we call “soft” issues.

This is an attempt to bring developmental ideas to an industry that is managerial intensive and where few in leadership positions ever get introduced to leadership training.