CoatingsPro Magazine

MAY 2017

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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26 MAY 2017 COATINGSPROMAG.COM Contractor's Corner T he number one driver of employee engagement and workplace performance is culture, so why do so many companies fail at establishing one that wins? W hen your workplace culture is working, it is something that the senior leadership propagates and leverages as a competitive advantage. However, when your company culture is not functioning properly — or not working at all — it becomes a deter- rent to productivity, innovation, and employee morale. Since the culture you construct at work is one of the most pivotal cogs driving the success of your business, why, then, do so many companies fail at building one that w ins? It begins w ith you, as a leader. You must become the M.O.R .T. A .R . that holds it all together. Motivate Leading begins with clearly envisioning the overall mission and then communi- cating that vision and purpose in a way that moves, touches, and inspires your employees. You want them to align with and support that vision. A leader who creates a compelling vision and articulates that vision to move people into alignment and action is a leader who gets high quality, mission-fulfilling work done through others. ere are two keys to creating a culture of people who are intrinsically motivated and deliver on the purpose of the enterprise. e first is the leader's capability and commitment to communicating the vision to his or her people in a way that generates enthusiasm, inspiration, and align- ment. e second is the leader's ability to link each individual in the organiza- tion to the purpose of his or her specific role, as well as linking the purpose of that role to the overall purpose of the organization. W hen this happens, people accomplish great feats and enjoy themselves while they are doing it. Onboarding W hen a new hire comes on board, the most powerful way to connect him or her to the bigger purpose and vision is to make it a priority for the business leader to share the purpose of the business. e leader also needs to share the reason that the company exists as well as the core operating values that all employees are expected to demonstrate in their day-to-day imple- mentation of their roles. W hen a new hire begins with the end in mind and formulates an early connection to his or her role as it pertains to the fulfillment of the mission of the business, the employee is taught from the get-go that it is about much more than the task at hand. Rein in Negativity Ever y business deals w ith setbacks, challenges, breakdow ns, and disap- pointments. T he real difference between leaders who carr y their people through those tough times and leaders who have carnage to clean up along the way is involvement. T he leader who takes the time to check in w ith how people are feeling and inter venes to reverse any negativity w ill be more successful. W hen it comes right down to it, all negativity stems from one of three incidents: 1. an unfulfilled expectation; 2. a thwarted intention; 3. an undelivered communication. W hen managers are present, they will be aware of their employees' feelings and work styles and, therefore, will know when someone is off kilter or upset. Astute leaders are right on top of those upsets and provide support for their people to overcome and get through these motivation killers. Great leaders who foster alignment and engagement in employees do this by inspiring people to bring their best self to work. erefore, leading others long term requires that you are able to recognize and bring this energy to your company. People become inspired when they start believing they have more abilities than they originally thought they did. Train Every person needs some level of training and development. e rate of innovation is accelerating at a mind-numbing pace, and no matter what role a person holds, the skills of today will become insufficient for the work of tomorrow. T he development of the workforce must be a core tenet of any w inning workforce strateg y. T his may be train- ing employees for a particular job, such as after a jobsite hazard analysis; broadening an employee's skill set w ith a new technical expertise, such as spray application; or training an employee for a management position, such as a foreman. e greatest gift that you can give as a leader is the gift of helping to develop your people professionally. By Magi Graziano, CEO of Conscious Hiring and Development Building a Winning Workplace Culture

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