CoatingsPro Magazine

SEP 2018

CoatingsPro offers an in-depth look at coatings based on case studies, successful business operation, new products, industry news, and the safe and profitable use of coatings and equipment.

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Page 19 of 83

20 SEPTEMBER 2018 COATINGSPROMAG.COM Contractor's Corner Trust is the foundation on which you build your culture. If there is no trust, nothing else matters. I f you have had more than two jobs in your career, you have probably had several different types of bosses. Most manager personalities can be broken down into three categories. I like to call them my "A-Team" because they all begin with the letter A. e first type of boss is the awesome boss. W hen you think about your favorite boss of all time, what characteristics does that person possesses? Some common traits include "trustworthy," " has my back," "challenges me," "approachable," and " fun to be around." e second kind of boss is the average boss. For this boss, you proba- bly worked hard enough so that you didn't get fired, and you were probably paid precisely enough so you did not quit. is type of boss is neither inspi- rational nor offensive. He or she did not really make a positive or negative difference in your career. e third type of boss is, of course, the awful boss. Words that describe this person often include "plays favor- ites," "unfair," " backstabber," "takes all the credit" — you get the picture. W hether you own your own coatings company or you're a foreman or project manager running your own crew, using the following techniques will help you to become the "awesome" boss that you would have liked to report to earlier in your career. Here are three ways you can create a culture of appreciation in your workplace. 1. Build Trust Tr ust is the foundation on which you bui ld your cu lture. If there is no tr ust, nothing else matters. Your company cu lture took a long time to get to the point that it is r ight now, and it 's not going to change over night. W hat of ten happens to leaders is that they suf fer f rom a cond ition ca l led "BSO," which stands for the Br ight Shiny Object Sy ndrome. A f ter attend ing a seminar, conference, or indus- tr y event, they d iscover "the next big idea" to increase engagement. Managers then excited ly implement these new strateg ies, but when they don't see immed iate resu lts, they d iscontinue the prog ram. One frequently used example is conducting "Lunch and Learns." Don't get me wrong: having Lunch and Learns can be a terrific idea. You have people from your organiza- tion gathering, learning new ideas, and having the same conversation. A fter the program, they can help and support each other in taking action. Terrific, right? Unfortunately, here's what often happens instead. T he idea of a Lunch and Learn is proposed, and management gets all excited about it. Managers promote the event. T hey post f liers ever y where. T hey splurge for lunch or snacks for the session, and they may even bring in an outside trainer. T he big day arrives, and three people show up. T he manager in charge By Lisa Ryan, Engagement and Retention Speaker for Grateg y How to Make Your Workplace a Great Place to Work

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