Two new employees (first day on the job) are excavating around the perimeter of the job site one afternoon. Due to terrain and existing obstructions, they are manually excavating a trench with shovels and picks. Eventually, the trench becomes a footing for a small stone retaining wall alongside exterior concrete walkways. Even standing on the other side of the job site, the grumbling and muttering between the two excavators along with their frequent questioning stares around the area at the activity of others is a sure indication of some issue.
The Supervisor (also a new employee) and I are discussing plans and logistics in a "quiet" spot. The drama implicit in the actions of the two newbies grumbling their way through the sticky, black clay is demanding more and more of my attention. After we decide the planning and logistical questions, I ask the Super how the two new employees are doing. He shakes his head, lowers his eyes, staring soulfully at the tip of his boots, saying, "I just don't know. They seemed sharp enough--and, maybe they are. They claimed they were ready to work but... well, they might not pan out."
"You want me to have a talk with them," I quietly suggest?
"Sure," he says looking up, "Maybe you can talk some sense into them."
So I make the rounds of the job site, wandering a bit and casually talking with crew and subs while incrementally approaching the two shovel wielding newbies. When I reach them, I introduce myself, shake hands, and ask them how their first day is going.
Their initial response is a rather dismal, "OK, I guess," without any eye contact. To continue the conversation and draw them out I ask, "What are you building here?" pointing to the excavation.
The answer is stunning. They both simultaneously exclaim, "That's the problem: We don't know!"
Yes, that is certainly a problem: Sound familiar?
It happens a lot in every area of human endeavor. Instead of bringing new people on board through the sharing of vision, goals, and desired outcomes, a different approach is taken. One that involves unilateral command, disciplinary action, and micro-management. It goes something like, "Dig a hole from point A to point B at a depth of C with a width of D. Get it done today or don't come back tomorrow."
That is a recipe, as a manager, for long fruitless hours, stress, heart attack, poor outcomes, and failed projects. A machine might be "managed" in that way but people must be led.
So, I gave 30 minutes of time to the new employees discussing our company, our organization and the project we were working. Not "laying down the law," instead having a frank and open discussion. When they understood the basics and questions were answered, we reviewed the details of this specific excavation. We pulled out plans and discussed what the client wanted, where, and how we expected to make it happen. I showed them where what they were doing today fit into the plan, why it was so important, and how we were depending on them to achieve the desired outcome.
They "got it." Done.
When they understood the goals and had a clear picture of the outcome expected, they went back to work without grumbling, without questions, and continued to do excellent work for the remainder of the project. The excavation was finished that day ahead of schedule and without any need for rework or any further conversation.
When I explained the situation to the Super and showed him how it worked on subsequent occasions, he became a skilled mentor in bringing people on board and a highly valued member of the organization. The two excavators, last I heard, were quite successful as owners of their own businesses.
People who are talented and capable, people who are committed, engaged, and on board with the goals will self organize to achieve those goals.
Posted by: William W. (Woody) Williams
Posts
