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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COATINGSPRO SEPTEMBER 2018 21 figures, " Well, that didn't work. We're not going to do that again." Instead, what if you asked those three attendees, "W hat did you like, and what can we do better next time?" Be interested in their feedback, imple- ment their ideas, and try it again. Maybe the second time, you' ll have eight people show up. Ask that group the same thing: "W hat did you like, and what can we do better next time?" is is how you build a program — over time. Because employees are used to managers chasing BSOs, they know that it only takes a few weeks for things to go back to "normal." Employees won't trust you until they see consistency in your actions. Trust takes a long time to build, and it can be erased in a moment. e deadly eye roll, the lack of follow- through, and not setting the example that you want to see within the organi- zation are all things that destroy trust. W hen you, as a leader, commit to making a change, no matter how long it takes, you are well on your way to creat- ing a culture of trust. 2. Invest in Training Help your employees become better tomorrow than they are today. is means investing in their personal and professional development. Out of all the attributes that potential employees are looking for in their next job, one of the most important is the opportunity to grow and develop. Some managers feel that spending money on training is a waste of resources. ose managers may say, "W hy should we spend money to train our employees? ey're just going to take what they learn and leave anyway." And, while in a few cases that is true, here is a little food for thought: W hat if you don't train them, and they stay? W hat you' ll find is that when you invest in your employees, they will work harder for you. W hile speaking at a conference, I asked the participants what they did to invest in their employees. One woman shared that they offer each employee $2,500 per year to invest in his or her own personal and professional devel- opment. ere was a collective gasp in the room as several people blurted out, "I have way too many employees to be able to spend that kind of money in training. We'd go broke if we did that." So I asked her, "W hat percentage of your employees take you up on this generous offer?" and she responded, "About 3 to 5 percent of them." e employees who do take advantage of your financial support for education are the ones to watch. ose people are your future leaders. W hen trying to figure out the best ways to invest in your employees, you may directly ask them what they would like to see in that training or profes- sional development program. You' ll also want to change the conversation when it comes to training. Most employees, who are being "sent" to training, look at it as punishment. If instead, you let that employee know that you see something in them and would like to help them expand and grow their capabilities to help them grow both personally and profession- ally, you have a better chance of that employee taking full advantage of the educational program to which you are sending them. 3. Acknowledge Positive Action Catch your employees in the act of doing things well. In other words, find ways to acknowledge, appreciate, and applaud the efforts of your team members. Mother Teresa once said, "We are more starved for appreciation than we are for bread." Showing appreciation Contractor's Corner Re ad e r In qui r y at co ati n g sp ro m a m /i n q0918

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