You're Never Done Building Your Team

You’re Never Done Building Your Team

I’m Serious

Many thanks!

After 54 years (54! WHAT?) I have achieved a specific level of success which I have arrived at after some effort, failed attempts to start something, many long hours, wandering aimlessly, being a procrastinator, lacking focus, having focus, hours of planning, no planning, many assessments of peers and co-workers, and some damn decent luck. No matter the effort I have or have not put forth, I’ve had some damn good people help me along the way. The list is long and I’m certain some people will be missed or offended if I forgot them, sorry, but here we go; Mom and Dad (you know why), Jackie, Joe, Heather, Jen, Mike, Shada, Ronald, Lashonda, Terra, Antonette, Nick Foy, James Craven, Doug LaRoche, Bob Prowant, Rob Wiggs, John Colson, Rich Hernandez, Chris Johnson, Edgar Reyes, Frank Cruz, Don Muzzy, Ken Ruffin, Larry Siwula, Jimmy Benso, Tony Cooper, Kathy Dam and not lastly but certainly most importantly, my beautiful wife Debbie who has been crazy enough to put up with my restless bullshit for more than 34 years. Yes, I know I missed a lot of people, but I suffer from C.R.S. (my wife will gladly verify this fact).

Preface

Who’s this idiot telling me that I’m never done building my team?

?That’s a fair question, and one I would certainly ask after seeing the title of the article. So, I’m John Perez, a guy who spent more than 30 years working in the electric utility field and management roles while performing many different jobs for many different people and many different companies in multiple States. Along the way I realized the old saying that; everyone comes into your life for a reason, either to teach you something or to show how to never be, is truer than many of us believe (not sure I got the quote completely right). There have been many times I have worked with or for someone I hope to never see or work with or see again, but I learned something each time. One of the patterns which seemed to emerge was the constant addition and subtraction of people or the continual development of others, which meant that each team, whether I was part of it, or they were crews who worked for me, were always changing, and growing, sometimes painfully. I’ve learned, I’ve observed, I’ve criticized, I’ve taught, I’ve trained, I’ve been trained, I’ve been dumb, occasionally I’ve been smart, I’ve been both lucky and unlucky, I’ve definitely put my foot in my mouth, I’ve bitched and moaned, and I’ve done more than a few things half-cocked. In summary, I’m just another idiot from the field who has learned a lot of crap along the way and feels compelled to share some of these lessons. But, during these various times I have put together some good teams, and I’m currently surrounded by an amazing team who each have individual strengths and weaknesses which have helped create a strong team of brothers. While many other people are going to share ideas for building teams from a management perspective, and some with impressive college degrees, I only know how it was done from the field. So, you can read on if you choose hoping to learn something, or you can decide that I am an idiot, and you will not learn anything. But, either way, you will learn (hopefully).

I.???????????????????Different

So, I should preface this whole deal with the fact that my teambuilding methods are rooted in ideas from my years of field work and my love of philosophy while being part of various crews, and some ideas are unconventional and maybe even impractical for some. There are a few concepts I hold to which have served me well in recent years and some of these ideas stem from books which were published by other, but I believe are spot on. Steve Farber has some great books about leadership and team development. I recommend the three books, “Love is Just Damn Good Business”, “Greater Than Yourself”, and “The Radical Leap”. I also recommend reading books on subjects other than leadership and team building. Knowledge can never be taken from you, so read other books which pique your interest. The more engaged your brain is in learning and absorbing knowledge the better, since your brain is a muscle which needs to be exercised. “It is difficult to understand the universe if you only study one planet.” Miyamoto Musashi. Now, just because you have decided to become a manger, leader, team lead, crew leader, foreman, etc... that doesn’t mean you have to immerse yourself in one subject, continually learn, but know the subject matter you will be responsible for. And know it well since there are times in the field where your knowledge will be the only direction followed that day. “Be Obsessed or Be Average” from Grant Cardone is another good book about self-improvement. “Extreme Ownership” from Jocko Willink and Leif Babin is a very good book about leadership, learning, and follow through. While a controversial book for some, “48 Laws of Power” from Robert Greene holds some great lessons about many things related to life, business, leadership, follow through, history, and perceptions. You can see that I’m kind of all over the place with books, and that’s not even touching on my library of other subjects. “The Art of War” – Sun Tzu, “Creating Affluence” – Deepak Chopra, “18 and Life on Skid Row” – Sebastian Bach, “The Lost Symbol” – Dan Brown, “Powershift” – Daymond John, “Tools of Titans” – Tim Ferriss, “Atomic Habits” – James Clear, history books regarding the Knights Templar, and Philosophy by the likes of Epictetus, Heraclitus, and Aurelius. The collection of “The Great Courses”. Yeah, my mind is all over the place which explains the reference to aimlessly wandering in the preface of this book. I guess I fall into Gen X, depending upon who you ask, which may be why my mind tends to wander. I blame the damn video games…

?Developing a team from the ground up, re-aligning a team, or running a safe and successful crew requires some effort, thought, and a plan for the type of results you desire. Saying, “I want a team that’s on the same page.” is not a plan, or “I just want everyone to work well together.” Again, not a plan. Those are hopes and wishes, and you know what they say about wishes and your two hands. What is the plan for the crew or team you wish to assemble to achieve a common goal of shared success? You need to write down that goal, message, or mission statement so everyone understands the same goal, message, or mission statement. Having everyone understand the direction which has been chosen is a major accomplishment to begin with, and the reason for having it written or displayed, is to curb misunderstandings. Besides the common goal, what is the culture you hope to create? Will the environment be competitive? I don’t recommend that. Will it be collaborative? Too much of that can lead to indecision and quagmire. Should it be authoritarian? That usually leads to feelings of resentment and not being heard or appreciated. My personal favorite (NOT) is the iron fist inside the velvet glove. Where someone acts as the compassionate and helpful person who values everyone’s help and input, but then ignores every opinion or ounce of input and subsequently just tells everyone what to do, regardless. Then points the finger the second the most minute problem goes sideways. Let’s not forget the person who trusts in your every word and opinion, and then takes all of those words and then distorts them with the client, then blames you and the twisted words when it all falls apart. I could drop a long list of actual names here (so tempting).

?Anyway, I’m a little bit off track again. I believe there are three important things to decide; What kind of leader will you be? What is the mission statement? What will the culture be? Outside of the crew or team and culture you’re building, you should have some guiding principles which are designed to align with your personal beliefs. Yes, your business and personal beliefs should align to prevent personal conflicts which could lead to unhappiness in the long term. If you’re work / job do not align with your beliefs, then you’re likely to be unhappy and disengaged which will infect the team and harm your own health. Yes, yes, I understand that not everyone gets to hold a dream job or be happy at work, but you should at least try to have a job you like. The common belief that your job should be nothing more than a place where you go to provide support for your family is a long dead belief. Strive for more or settle with the result of not trying. “If you want something for nothing, you take what you get. A virgin whore in a dirty wedding dress.” – Lamb of God. The lack of a plan will almost always lead to failure. Also, try to compromise on your vision as little as possible, some advice I need to give myself sometimes. Wait, did I forget to mention that I’m far from being perfect? DAMN! I probably should have also mentioned that in the preface. Sorry. I mentioned some books earlier which may help you reach the answer to these questions, but some things you need to decide for yourself. As you consider these questions, depending upon your personality, take some time to ponder the answers without overthinking, and again, write them down and read them aloud. If the answers don’t make sense to you after you read them aloud, then they likely will not make sense to others. Answer these questions from your core beliefs and you should be guided to the answers. But remember that not all of your associates will agree, and there again lies another dichotomy for you to solve. By the way, if you immediately get this right, let me know, I still need some help! What the hell did he just say?? He’s arrogant enough to give me some advice but he’s still asking for help?? What a hack!! YEP! Like is said, you should never be done learning.

?II.?????????????????What kind of leader will you be?

?Think about your journey through this life to date. I mean it! Who were the people you learned from or who helped you while asking for nothing in return? Do you believe these people gave you some valuable gifts or passed along useful knowledge? Of course, they did. If they had not, then these people would not have come to mind for you. The people I could list here are many. From my time in the field, many people have helped me and passed along some good information as well as tips for being a good Cable Splicer, the best Cable Splicer in the world by the way…. Okay, maybe not, but damned close! I hope by this time you understand that you shouldn’t take me too seriously when I talk about myself. Yeah, yeah, I know I’m completely off track again! Back to the people you worked for in the past who have helped or taught you. What was the quality in those people you admired? Was it their patience? Their desire to teach you. Was it the manner they used to deliver their message? Was their work ethic impressive? ?Did they fight fiercely with other crew members to be sure you were able to do work, which was out of you apprentice classification, because they knew you would be a Splicer in a couple of years? Now, thinking about these people; were they Crew Leaders, Foreman, Superintendents, Equipment Operators, or the senior Splicer on the crew? Yes, some of you are shaking your head and looking through job classifications for these titles in your company, but they likely don’t exist. I’m referring to classifications found in construction, not offices. As part of my apprenticeship, I had to learn from people who worked in all of these classifications. Another lesson I learned from a person, who I hope to never see again, is to treat everyone with the same amount of respect and they will gladly help you. He never did this by the way. Treating someone like an idiot simply because they have a “lower” job classification will not get you very far. I must say here; when you begin to think about good leaders who you may desire to model yourself after, you MUST eliminate any celebrity or politician (just my personal opinion), with the exception of some of our Founding Fathers. They don’t reside in the really real world and thus can lead NOTHING. “Rhetoric is the Prince of Politicians.” – Machiavelli. While you consider the people who helped you learn your trade, and again you should be writing this down, are you still able to contact them and seek advice? I also believe your advice should be found in more than one stream. If all of your help or advice comes from the same source, it will generally be skewed. Another great method for seeking advice is to ask someone within your company, don’t be afraid to reach far up the chain, for a half hour of their time once a month for a mentoring session. You’ll be surprised how many “execs” would be happy to impart some knowledge to you. But if you never ask, then you will never know. Remember that almost every question of this type is 50/50, a clear “yes” or “no” answer. And believe me you will be surprised by how many times you will hear “yes” as the answer. Think about the multiple resources surrounding you which you can learn from, including past Journeyman or Foreman who helped you during your apprenticeship. Maybe they are Foreman or General Foreman by now and can help even more. Hell, in the digital age you could reach out to people on LinkedIn and likely get some solid advice. The recent shift in “Leadership” and “Mindfulness” has made many more high-level people accessible and willing to help, so take advantage. Okay, what kind of leader do you intend to be? Write down the answer, and no, I can’t answer this one for you. Hopefully the answer was obvious and didn’t require many hours of thought. Okay, now that you have decided the rest is simple. Just be that person! Inside, you have a guiding voice that has been talking to you for the duration of your existence, take some time and listen. “Lead, Follow, or Get Out of the Way.” – Thomas Paine. The theory is simple. If you realize that deep down you don’t want to be a Crew Leader, Foreman, Superintendent, etc.… then you should not put yourself and those around you in a position to fail. To be clear, there is no shame in saying you’re not interested in a role which places you in charge. I know many people who spent their entire career as a Journeyman Splicer simply because they didn’t want to shoulder the burden of being responsible for one or many crews and their safety and quality on a daily basis. Alright, so here’s a quick description of the role of Crew Leader / Foreman. They are the person responsible for the safety of the crew, work quality, job specifications being followed, equipment reports, red-lining job prints, interacting with both the customer their company works for as well as the customer whose property they are working on, timesheets, daily progress reports, communications with Dispatch, having the proper equipment onsite, public safety, and a few other things. A long list, and the preceding list is not complete. For many people in my business, this is their first “leadership” role, and many will tell you that the first few months can be a tough learning curve. And like many other businesses, this is where my industry falls down. We promote the guy who appears to be most qualified or eager, assign him a truck, a computer and phone, a crew, and then turn them loose with little to no training for the job we just gave them. Yes, I completely understand how ridiculous that is, but it’s just a fact and improvement in this area is much needed as well as overdue. There are other businesses which do close to the exact same thing. The person who seems to put forth the most effort gets promoted and generally receives very little training for the role they received. Okay, now that you have decided and written down the type of leader you want to be, what is the next step? I would write down a quick S.W.O.T assessment of your decision. Strength, Weakness, Opportunities, Threats. What are the inherent Strengths for your leadership style and personality? Will you greet all of your people daily, regardless of classification, every morning at the show up yard? This can build trust, inclusion, and respect for all. Will you spend your mornings in the job trailer doling out instructions to your Crew Leaders / Foreman and almost never interact with crew members? This will likely show people you’re a bit arrogant, isolated, and cannot make the time to listen to or interact with the people who are key to your future success as well as the success of the company where you work. Being from the field I understand that if the crews in the field are not successfully “turning wrenches”, guys like me who teach, oversee multiple jobs, and multiple crews simply don’t exist. If the company where you work cannot cover their “overhead” costs, then who needs you? Without the crews being profitable a company could easily sink, so the crews performing the work are extremely important and MUST be treated with the respect they are due. What is the Weakness of your chosen style? Will you be easily run down by your crews or other strong leaders because your style is a bit soft? You better believe this will happen! Sharks in the water will sense your weak position and then walk all over you, your words, and your authority without compunction. What are the Opportunities of your chosen style? Will your friendly and easy style make it easier to create lasting connections and trust? But easy going and open can also lead to people wanting to take advantage of you. Use a grain of salt here when considering the various “asks” for favors you will receive. Will more opportunities be created for yourself through this style? What are the Threats of your chosen style? Will being an authoritarian leader create friction and mistrust? Yes, most likely. Will other Superintendents see your friendly, yet firm, but inclusive, and listening style as a threat to their job? Who knows? But there are many factors to consider when you decide the style you will use. Since you didn’t ask… I am guided by four factors which are:

?The Four Factors

???????????Happiness – My happiness should make me happy. Thus, making my happiness infectious to my family and those around me. My happiness will lead myself and those whom I affect to success.

???????????Success – My success should be a part of my happiness. My success should be used to help those around me obtain their own success. My success should also be measured by the manner in which I help my family and others achieve wealth.

???????????Wealth – My wealth is measured and affected by my ability to help my family and others achieve their own happiness, success, and wealth. My wealth should be generously shared with others so that they may achieve affluence.

???????????Affluence – My affluence is created and affected by helping others to create their own affluence. A network of affluence among family, friends, and others will provide happiness, success, and wealth to all.??

John M Perez / 2017

Yes, quite a mouthful, but these Four Factors have served me well. My personal leadership style is a mixture of standing out and identifying with an ancient symbol of power, being certain the people who work with and for me understand the value of their input and skills and treating my people like family. I tell them regularly, tongue in cheek, that I love them “like the brothers I never wanted.” I’m firm on mutual respect while putting a stop to rumors, bullshit, and backstabbing with another simple phrase, “If you have a problem with me, and you don’t tell me, then you don’t have a problem.” I also tell them this applies to each other. When a disagreement arises, sit down, and settle it like men. “You can agree to disagree or reach an agreement. I don’t care if you need to throw hands to settle the issue but do settle it. Friction over simple or complex disagreements will surely lead to animosity, and we simply don’t need it.” One for the most important messages, I believe, is that if you need to head home for a family issue, then do so without worry of retribution. Family will ALWAYS be far more important than anything we’re doing in the workplace. There’s another old field saying which may not relate to some office situations, but it goes, “I was looking for a job when I found this one.” I expect my people to call me and say something like, “I’m outta here. Family emergency.” I should never hear, “I’m dealing with a family emergency, is it okay if I leave?” If that is the way you want to operate then I will give you fair warning that you may be standing alone in a short amount of time. Besides, is that how you would want to be treated? I also do my best to make certain my messages are clear and understood, you should be able to figure out why that is so important. And lastly, I love to joke around and have fun with my people. If I’m not having fun anymore, then it has become time to move on. Jokes and lighthearted insults and “shots” at each other happen on a near daily basis, which also helps build a stronger team. If you’re going to take yourself a bit too seriously and may be offended by comments or jokes made at your expense, then clearly you don’t want to engage in this last part.

?Another great piece of leadership I always pass along is the handwritten note. Another gem I stole from Steve Farber. This may seem outdated in the digital age, but I have learned that many of the handwritten notes I have given to people over the years are still being held. Taking the time to place the pen or pencil on a piece of paper to let someone you work with know how valuable they are is a BIG FUCKING DEAL. The simple act of telling someone you appreciate them, and their efforts is important. Doing so by paper and pen, impactful.

?Now that you have chosen what kind of leader you will be and have completed your S.W.O.T. analysis (you did write this down, right?) you must do your research, seek the advice you desire, and then embody the idea. Lead by example and be sure to be firm when and where it is required. PIECE OF CAKE! Next….

III.???????????????What is the mission statement?

?This is a relatively simple question, just like the first question. Mission Statements may already exist where you work, but they are generally an overall company statement. Your Mission Statement should be directly related to your department or work group, and as the leader of that group, you should have a statement for your people to follow. Simple. Much like choosing your leadership style, be guided by your principals and knowledge while aligning that with your company’s overall statement. The two cannot clash since that will only lead to problems and further misunderstanding among your crew or team, as well as be detrimental to your future with the company. What is the work scope you and your people are assigned to? Does your work include other work groups? It is extremely common for crews who specialize in a specific job skill to require the help of another crew with different specialized job skills. Many times, this can include different Labor Unions and different Collective Bargaining Agreements. How will you serve the other customers you work with? Yes, other work groups are your customers. If part of your job involves regularly talking to a Dispatcher, and you are respectful and helpful much the way you would like to be treated by people who serve you (restaurants, hotels, airlines, etc.), then in turn they will feel respected and willing to helpful to you. But the Cardinal Rule applies here; Respect must be earned and given. Just because someone gave you a shiny new title, does not mean the respect that title is expected to come with is instant. For the vast majority of the world, respect must be earned which is done through your actions and words. And speaking of you word, take some time to measure them before you speak. “You are the master of your unspoken words, but a slave to the words you have spoken.” Winston Churchill. Errant words can build or tear apart bridges and relationships in a short amount of time, so use them wisely. On the other hand, sometimes emotions get the best of you and your words can escape unbridled. This has happened to me more than a few times. Afterward, take the time to rebuild the bridge or relationship because you may need to work with someone who you have upset sometime in the future. Words truly can hurt. Sorry, off track again. Back to the Mission Statement. They can be simple or used to cover a few key points. The mission for my crew when I first became a crew Foreman was simple; Perform our job as professionals, treat all customers with respect, compete all work to the highest standards per the customer standard, be efficient. Fairly simple. The other thing I should point out here, from the field perspective, is the K.I.S.S. (Keep It Simple Stupid) method is best for all of these items. Overthinking or overcomplicating anything is not productive. Here is my current Mission Statement. The company name has been removed.

??----------------------------------------------- is a support and advisory group for all ---------- Operating Units who are performing URD, Underground Secondary Voltage Networks, or Heavy Underground construction and maintenance.

We will train all students to the best of our abilities and do so with integrity, knowing that all students may not pass or be able to rise to the high standards that ------ has set forth. ------ will support all Op U's through after training and field support. ------ training, quality, and work standards will be setting the standard for the industry as world class and will change the very face of underground electrical work across North America and beyond.

---------- Advisors will always operate as consummate professionals who will always seek out and help define the best standards and practices which will help to elevate and standardize the Underground electrical field while instilling Underground Pride and Craft in all candidates to ensure lasting quality.

?That’s what spilled from my brain when I put some thought to the responsibilities of my work group and how to express them. I don’t think it’s too complex or too simple but helps everyone understand what we do and intend to do. This document is posted in a few places in the building where I work. Some people read it and comment, other people don’t. But that isn’t the intention of posting our shared Mission Statement. So, you ask, does my mission statement need to be that long? No. Is there a normal length for a Mission Statement? No. I’m willing to bet you could find some online templates or suggestions where you only need to add your own words to a pre-written statement for the business or trade you may be in. You may want to keep it as short as a simple slogan. “Training today for tomorrow’s challenges.” That’s what it says in my email signature. Obviously, you have some options here, many options, just don’t be too complex. If you’re truly unable to come up with a Mission Statement you like, there are people who can do that for you, for a small fee of course. But I’m certain you are far more creative than you give yourself credit for. Remember the guiding voice you have had your entire life, which generally we shut off as we get older, to help you along this process. I must warn you that another company where I worked hired a Consultant to write the Mission Statement and the result was largely a disaster. Just about everyone who read the Statement shook their heads with either confusion or disbelief and that certainly is not what you want to happen. As I said earlier, once you write this out, read it aloud. Sometimes the written word sounds more eloquent than the spoken word. Don’t forget the K.I.S.S. (keep it simple stupid) method for this as well so you don’t get mired down with too many words. Too many words can simply confuse or cloud the message you know is crucial to your success and you don’t want that. If the people who work for you are confused about the Mission Statement, then you may spend a fair amount of precious time explaining a simple concept. “If you can’t explain it simply, you don’t understand it well enough.” – Albert Einstein. We may, at times, enjoy feeling witty or creative but, don’t let this take over as you create. Remember (this statement is just truth and not meant to insult) the majority of us working in the field were not the kids in the front of the class, so again, don’t overcomplicate this.

IV.??????????????What will the culture be?

?Is “Culture” as important as many people say? Yes! Beyond a shadow of doubt the answer is yes. It may be called a few different names in different places but, it helps shape the attitude of employees and customer’s views of your group. What are some options for the kind of culture you want in your work group? These can be similar to your leadership style, with some minor differences. How about a “competitive” culture? Competition can be good for some types of businesses since some people thrive under competitive situations, especially sales and business development. Now, almost naturally, in the outside construction trades there is a fair amount of chest beating and inherent competition but that doesn’t mean a competitive culture. Some of this competition comes from the pride of wanting to be known as the best Splicer, Lineman, Equipment Operator, etc… on the crew or in the reporting center / yard. The caution here is that some people may cut corners or skirt specific safety rules and work practices to be the first to complete the day’s work and show hollow greatness. Yes, I say this, because I have done this. There are many people who like this culture but are willing to turn a somewhat blind eye to the underlying problem, which can lead to future problems, injuries, “go backs”, or worse. There can be a positive side to the competitive culture. By viewing the competition among your direct reports, from a somewhat clinical perspective, you should be able to see who rises to the challenges as well as who crumbles to the pressure. One piece of free advice, “Free advice is worth the price you pay.”, keep an eye on the people who tend to get quality work done without the bragging and boasting, they may be your best people. Sometimes the silent “killers” who just do their job and never bitch or complain are there in the background and usually become great leaders who understand the old axiom of “Lead by example.”

?The “teamwork” culture is popular and works well with a good leader and a team that understands and strives for a common purpose but has the pitfall of becoming bogged down in the struggle of pleasing the team’s multiple voices and opinions. Yes, this is a fine line where you need to be careful not to fall to the side of the fence that slows all progress while creating infighting over various “right” or “wrong” opinions. Compromise is required here for team members. If you are the Crew Foreman and the crew isn’t really onboard with the plan for the day, it may come down to telling your crew members, “This is the plan and that’s how we’re going to get it done.” While running a crew is a big enough responsibility, taking the reins and stating, “This is how it will get done.”, places a fair amount of responsibility squarely on your shoulders. Yes, this will create some friction with your crew or team, but sometimes that is exactly what needs to be done. “Heavy is the head who wears the crown.” – Unknown. Don’t forget that no matter the leadership style you chose earlier, it will not be a bed of roses. I know, I know, it told you it would be a piece of cake, but I have yet to find anything which is, well, except for an actual piece of cake. Chocolate with chocolate frosting tends to be my favorite. Off subject again!! DAMN!!

?The “Authoritarian” culture where, “You will do as I say.” tends to be a bit counterproductive, though there are times it is required in your role as Crew Foreman, General Foreman, Superintendent, etc… As a general daily practice for running a crew or team, it has the tendency to erode attitudes over time. If this is the culture, I advise you closely observe your team. When the people around you become quiet and no longer offer any input to any tasks, they are definitely looking to move along to another crew, job, or company. I’ve been around long enough to know if the people who do the work in the field stop or slow “turning wrenches”, then the people who are considered “overhead” burden to running a company will likely be the first who are shown the door when times become lean. Yes, I have seen this more than once before. Also, if you are the cause of multiple people moving from your crew, Division, or especially your company, your time in the leadership role may be fairly short lived. If you are dead set on running a crew or team like you are the boss, then it may be in your best interest to find a crew or team who wants to be run without any meaningful input. I mean, the guys who perform their work “from the neck down”. But in my experience, it has been hard to find workers interested in being there “from the neck down” and offering zero input to how the work should be done, or the best methods for performing the work. Good luck here, you will need it. Should you manage to successfully remain a Foreman or in a leadership role with this culture, you will likely have a continually changing team which will lead to much personal frustration and possibly a poor reputation.

?Having a “Gentle” culture can be inclusive but may leave some crew members feeling as though you are patronizing or “talking down” to them. Having people under your charge feel as if you are talking to them as if they are not capable of understanding simple instructions will likely create some rifts. The more respect you show to your crew members or members of other crews you may or may not work with, will get you a little further than talking to anyone like they are not as smart as you. The old days and line of thinking that emotions do not have a place in business have long since passed. You can take care of your people while still running a successful crew or Division. Yes, there may be a bit of extra effort on you in dealing with continually changing schedules and crew member rotation, but that is the cost of being a leader who people want to work with, who can produce results, and consistently turns over high quality and profitable jobs.

?So, you can see that much like choosing your leadership style, the Culture you want may not be easy as you think, or is it? Don’t forget that the Leadership style and Culture are there to benefit the success of a team and not solely for the success of the individual leader and must work together in synchrony as well. A solid team with a good leader who is respected and in turn respects their people is likely to be more successful than a team which does not work well together. Choose the leadership style, mission statement, and culture wisely. The combination of these three things working well together and being well communicated should help produce a crew or Division that can be productive and cooperative while also being profitable and providing a great work environment.

V.?????????????????Next

?So, now that the easy part of deciding how to lead, how to express your leadership as well as mission, and the culture you want is done, the rest is easy…. Not! How do you attract quality people and then convince these same people to stick around and work together as a fully functioning team? Well, simple, just put them in the same room and explain everything, then sing songs of love and happiness! No…you don’t think that will work?? You are correct, that definitely will not work! The best part about a strong team is that they will work well together and get along fairly well. The bad part about a strong team is the strong opinions that come with the strong people, but don’t fret, it can be done and has been done many times in the past. If you stack your crew or team with people of similar characteristics and strengths, you are more likely to have some friction within the group. If your crew or team is made up of strong and open minds who are each strong in different areas of the field, you will likely find a crew or team which understands the need to work together and help each become stronger where they may be weak. This model usually has a group of people who do not resent the strength, in one area or another, of crew or team members, but understand the need to help each other learn while building a better all-around team. A volleyball team is likely not completely made up of members who are the best at holding the line while blocking and spiking the ball. There are team members who are better at service than defense and those who are better at defense than serving. There is no shame in admitting that another team member is a more competent server that defenseman. You may have one or two people in your group who are a whiz on the computer where other crew members struggle a bit, which usually will spur the people who are competent on the computer to help those who are not, with a good bit teasing. Same goes for writing manuals or creating Customer presentations. Take the time to recognize the strengths and weaknesses of your people. Hell, ask them when they come in for an interview. Most people are honest about the skills they may lack or need to improve, at least it has been that way in my experience. The complex act of finding qualified employees or crew members is not at all easy. Depending upon the company where you work, you may have Recruiters and other people to help you find the best candidates. But, even then, the applicants must understand your Mission Statement and must not be the kind of crew member who will upset the balance within the group. My very simple, yet maybe not practical, solution to this is to have the person around for more than just a short interview timeframe. A luxury I’m currently afforded since my candidates are usually required to spend one night at the training center where we work. Also, I will have at least one other member of my team, usually not the same person each time, present for both the formal interview and the time spent just talking after the interview. I know, I know, not everyone has this option, but if you are capable of doing so, I highly recommend doing so. Once the interview is complete, maybe head out for a cup of coffee or an after-hours dinner. The relatively small expense of dinner or coffee can easily outweigh the cost of a mistaken hire. My favorite activity is the after-dinner cigar and drink. All of the world’s problems can be solved here, plus it gives the other person to interact with myself on a less formal basis. Don’t be afraid to work a little outside of the box here, after all, the people you hire, and the quality of their character will have a tremendous impact on your crew or team and the future of everyone involved. During the interview process, don’t ask the same questions that anyone would ask. Pose a question which has meaning to you as well as the job they are being hired for. Some simple character questions added to the standard questions will reveal a great deal about the person you are speaking with. Also pay attention to how long it takes the candidate to answer a question about character. While on the hunt for quality candidates, your reputation will come into play as well. I work in the outside electric utility field, and it is the smallest big business you can find. Your name and reputation will arrive at the job long before you will. It is not uncommon for a candidate to call around to the people they know in the business to ask about your reputation in the business. There’s an old axiom which states, people don’t leave a bad job they usually leave a bad boss. This is far truer than most people are willing to believe or admit. I myself have left more than one job for this very reason and will do so again if need be. If people believe that you are a tyrant and difficult to work for or with, then they likely will not apply for the job, or will simply refuse the job if offered. “So Much Depends on Reputation – Guard it with your Life.” – Robert Greene. Now, the other side of this coin is just as true. If you are presented a candidate who has a terrible reputation, you are likely to either pass on the interview or never hire them. It could be that the reputation piece is not as important or dominant in the big business world, but in the field, where I work, it is huge! You could literally be a screw up in a place like New York, and then say, “I’ll pack up and head to Cali where no one will know me.” Before you make the first three hours of the drive, your reputation will have arrived in California, and you will be hard pressed to change that reputation. It can take many years to repair your reputation even if it was ruined by nothing more than rumors. Trust me on this one. But as a side note, I will say that you should always judge the person for yourself, regardless of what you may have heard. I have had more than a few very good crew members work with me whom other people said were not worth a damn. Sometimes the person with a damaged reputation is looking for a way to re-build that reputation, and you may be the catalyst for that change. Don’t discount everyone based on reputation.

?Now it is time to hire your dream candidate who will help you create and maintain an amazing team or crew and make your life super simple through their dedication and work ethic. WOW! I made that sound good! Well, we both know that simply is not true. Choose your candidate carefully and do not let the Recruiters do the work for you. Remember, the people you choose for your team must be a good fit with your existing team and yourself. Again, your business and personal beliefs must have some alignment. I can tell you again from experience, do not settle on any candidate just to fill the gap until the shinning white knight arrives, ‘cause that ain’t never gonna happen! The search may take a bit of time and you likely will reject a few applicants, and there is nothing wrong with that. When you chose a significant other, did you just look around the place you were looking at and then say, “Meh…that one over there will do just fine…” I highly doubt you did. So, earlier I said to ask a question with some meaning during the interview. My favorite is, “Who is your personal hero?” While there really is no right or wrong answer, for me if the applicant points to a celebrity or someone similar, we are not likely going to work well together. Not that I hate celebrities, I just do not believe they are good enough to be a hero to anyone. Another off-track question is, “What was your favorite subject while you were in high school.” During high school most of us still had ideas of grandeur and knew who we wanted to be before the outside world made us somewhat jaded and pushed us in a different direction that we planned. This question is a good indication of how they felt then. Another question I love is, “What have you always wanted to do but still have not?” Now, hopefully your applicant answers these questions with honesty so you can glimpse their personality without the outside armor being in place. Once the interview is complete and you have a good sense of the applicant (you did write down the answers to the questions you asked as well as your first impression, right?) and you believe they are a good fit, have another in depth conversation in person. I’m fortunate enough to have a captive audience during interviews, so if I believe someone is a good fit, I will invite them for a cigar and some further conversation after dinner. And, in case you didn’t already know, all of the world’s problems can be solved during “cigar observations” without much fuss. Anyway, if you are willing to spend a bit of time finding the right fit for you and your team, you will likely find what you are looking for. Remember, find people with different strengths to build a solid and cooperative team. Keep an eye out for the obvious signs of friction and do not hesitate to address these problems when they arise. No problem is solved by turning the blind eye, ever. I have found that if there is friction between two members, ask then to sort it out calmly and through an intelligent conversation. If the calm conversation is a failure, then “dad” will get involved and then the outcome may not be favorable for either person. Don’t run the crew with an iron fist, but don’t let the crew run you, maintain your place as the leader, but also let them make some decisions for their own growth. Showing your people that you trust them to complete their assignments without constant supervision can be quite the morale boost. Plus, showing your crew or team that you have confidence in them can ease your burden since you likely will not have to constantly supervise a good group. “Great things in business are never done by one person. They’re done by a team of people.” – Steve Jobs. Now that the team is in place and running smoothly, it’s time to disrupt things a bit.

VI.???????????????Keep Building

?Here you are, and things are running smoothly, as a matter of fact, so smoothly that you have impressed even yourself. The group you have assembled is well oiled, understand the mission, like the manner in which you lead, and are all working together to reach the common goal set forth. Time to put your feet up on the desk, peruse the paper or newest trade magazine, to keep yourself up to speed on the industry, and toss some bon-bons down your gullet as a sign of comfort and success. YES!! Not so fast there Sparky! As I’m certain you already know, since you are reading a trade magazine while eating bon-bons, a leader must be continually educated about the newest trends, tools, methods, equipment, etc…, so it goes for your crew or team. Are they staying educated and up to date with their skills? Perhaps even more important, (this goes for you also) are they educating themselves about interests outside of work? YES! There are interests outside of work and they should be nurtured. The interest may be photography, art, pottery, writing, gardening, politics, cigars, bourbon, I mean, who the hell knows. This list could fill more than a hundred books. But part of building your skills and your teams is reading or learning about other things of interest. Narrow focus can be blinding. Whether you have family, kids, wife, too many damn friends, or whatever, you need to set aside a bit of time for yourself. Again, trust me here, I speak from experience. Part of building a building involves multiple pieces, parts, trades, managers, suppliers, raw materials, etc... If the architect who designed the building concentrates on the beauty of the first-floor lobby and then just decided to stack ten or eighteen more floors on top of the beautiful lobby, the rest of the building may suffer from design flaws as well as constant criticism about being short-sighted.

?As an intelligent leader, like I previously pointed out, you read a lot of books, trade magazines, articles, or other items which interest you. You are aware that the brain is a muscle which needs to be challenged in order to grow and not atrophy. Well, tell your crew members about the book you recently read that you thought was great. Drop a few nuggets of philosophy every now and then. Quote your favorite line from a movie, “I was laying on the tracks and that stupid train kept running me over.” A slightly modified version of the John Lequizamo line from the original Spawn movie where his character the Violator said to the Spawn character, “You were laying on the track and that stupid train kept running you over.” Show your personality to the people you lead. You do not have to present your life story and pour out your heart and all of your troubles on a daily basis, but just be who you are. The false face being the one you present can easily be seen through. Always remember that the vast majority of people just are not stupid, they can spot a phony. Part of being genuine and a good leader should have already guided your leadership style, mission statement, and culture, so just follow along with it. A bit of bad news for you here, in case you didn’t already know, there are going to be bad days no matter what. The day may be bad for you, your team, someone on your team, or your company as a whole. These are the times where it may be hard to focus or to keep the path in sight. You must persevere, others are counting on you. If the manager of a baseball team does not get up and contest a call or multiple ball and strike calls, the team may doubt the fire in his belly and may be defeated before the game ends. Rise up when needed and stand for your people. If you do not, you will be seen as weak which will also make the team feel weak or demand a new leader who can stand up for them. Keep an eye on your people. When the crew member who is the solid rock arrives at work one day appearing a bit emotional, say something. Show concern for that person and try to be a counselor if possible. Sometimes people just need another person to “vent” to. Be there.

?Back to the subject at hand, the need to keep building. Education and mentoring are the two key methods for ensuring your team or crew are and remain successful. As the leader, you must educate your team and help them rise to the next level. Like most, you will eventually find the person who is your “Right hand man” and begin to delegate more authority or tasks to this person. Nothing wrong with that. But don’t just hand out advanced tasks and responsibilities, nurture their need to learn and grow into the role you want them to hold. Do not assume they know what you want or how you want it done. Give clear direction without being overbearing and essentially doing the work for them. Let them learn and make a few mistakes. This is the path to learning and not forgetting the lesson. “Your pain is a gift” – Brent Smith. But don’t intentionally let them fail, that is just stupid. Assign the people to the task that fits them well, not a task you know they will struggle with. Also, keep the team mentality and let those who desire to help the other team members, be helpful. As each of the members learn from each other and teach each other, the bond becomes closer and the willingness to work together easier.

?Wait, I did mention before that it is time to disrupt things a little, yes? Well, here we go, and this is part of why you’re never done building your team. Pay close attention to this project once you start it. Twice a year ask your team to write personal and peer evaluations. Also, be sure they write an evaluation about you. PUT A TIMELINE ON THE ASSESSMENTS!! One week should be enough time to scribble out a few thoughts about themselves, their peers, and you. These assessments will likely have a fair amount of praise for peers, a bit of self-criticism and a few choice words to pay attention to. But pay more attention to what IS NOT said. Most times people are reluctant to criticize others over themselves. Be sure to pay attention to their self-criticism since that can lead to self-doubt and a slippery slope of failures. Like I said before, you do not want our people to intentionally fail. And if you can see the potential for failure in their own words, stand there and help, DO NOT turn the blind eye hoping anther peer will help them along. Their peers likely don’t see the self-doubt people may express in their self-evaluation. The peer assessment s can be very revealing about the team or crew dynamic. Too many kind words could mean that someone is feeling left out or does not prefer to rock the boat. To many harsh words is an obvious problem which needs to be addressed. The complete lack of words can mean that one of your team members has become disengaged and apathetic, which is clearly a problem to quickly address. Apathy spreads quickly and can affect others, even though they don’t realize the effect. These bi-annual assessments are a key piece of keeping a well-functioning team together and should not be discounted or glossed over A smooth-running team which has a group of people who seem to get along well still needs to be monitored, mentored, and nurtured. Don’t lose focus! “Your life takes on the color of your thoughts. – Marcus Aurelius. Keeping a good team on task is fairly easy as long as you keep paying attention. Try not to let too many outside influencers misdirect you and your crew. If you know your team is solid and they are working well together, don’t let the person who loves to “stir the pot” take your attention. If someone tells you “in confidence” that someone on your team is unhappy or planning to leave, let your own eyes and ears be the judge. Don’t haphazardly pull someone aside and accuse them of being a traitor or a fly in the ointment. See for yourself if the person is truly unhappy. If the person is truly unhappy and you believe they are a valuable member of your crew, then just talk to them. You never know what they might say. Maybe they just needed some time to vent a bit of frustration, or a personal problem has taken their focus. Open and honest communication is the key to keeping your people together and happy and will in turn make you happy.

??But wait, there’s more! Now that your people have sent in their evaluations of their peers and you, it is time to return the favor. Write an assessment of your people and be honest about it. You don’t have to be brutal, but you must tell the truth. For example, if you have a person who needs to improve their presentation skills in front of a group or audience, then let them know and then sit in an empty room with them and help them improve their skills. Maybe they like to look down at the floor instead of owning the room and making sure they are heard and that the subject they are teaching is understood and well communicated. After the assessments are written and delivered to each person, sit down with them, and explain what you wrote. Many times, the written word can be misunderstood or cannot convey the nuance of the spoken word. “You have to put up with the risk of being misunderstood if you are going to try to communicate.” – Edie Sedgwick. Do your best to ensure that your people understand your words and their true meaning and be sure they know how you feel without question. Remember, miscommunication is not your friend.

?I guess I could drag this out for a few more pages or so, but I think I made my point (maybe). In the immortal words of Stan Lee, ‘nuff said!

The opinions and views expressed here are solely mine and do not reflect the opinions of Quanta Services or any of its known affiliates.

?

?

?

?

?