Being The Boss: Tough and Caring?

It’s not just possible to be both tough and caring, it’s optimal, if your goal is building a solid team of workers at your construction business. No matter what data you look at, one fact rises up—-recruiting and retaining the next gen labor force is essential for success. Construction industry pros underscore that up and comers bring new expectations and interests to the workday and telling them to just get over it is unlikely to move the needle. Read on for insights.  

Adapting To the Times

Construction Dive reports that the imperative of onboarding the next generation is upon us, and doing so requires adapting: “About 41% of the current construction workforce is projected to retire by 2031, according to a National Center for Construction Education and Research….As nearly half the workforce exits, they will be replaced by a generation with different expectations about leadership, development and workplace culture. If companies fail to adapt, they won’t just struggle to recruit talent but to keep it.” At Well Built Construction, consultant Matt Verderamo points out that for many construction business owners and leaders, successfully bringing in next generation workers requires not just recruitment efforts, but a mindset shift:

• One of the greatest challenges construction business owners must face in the coming years is adapting their culture to fit the next generation of the workforce. Traditionally, construction culture has valued hard work, following direction and leaving emotions at the door. The business is expected to be profitable, and decisions are made accordingly.
• Meanwhile, the next generation…often values soft skills, meaningful development and a clear vision for the future. They want defined career paths, growth opportunities and work-life balance. They place significant emphasis on leadership integrity and the overall people experience within the business.
• Neither mindset is right or wrong. But if construction companies want to remain competitive, they must learn how to integrate both.
• Becoming a “construction company of the future” requires finding the proper balance between profit and people. This is not a choice between being tough or being caring. It is about building a culture where excellence and development coexist.

While working toward a balanced business, in which both people and profitability count, it’s key not to overcorrect in either direction. Too much flexibility, and too little emphasis on project goals can turn out to be bad for both workers and the business. Conflict avoidance in the name of keeping everyone happy is unwise too. Ultimately, as Verderamo reminds us: “Profitability is what funds growth, opportunity and long-term stability. A company that cannot generate profit cannot sustainably invest in its people.” Accordingly, six tips for integrating the development of both people and profits include: 

1. Making excellence nonnegotiable.
2. Building systems and SOPs that support scalable growth.
3. Holding people accountable to their roles and responsibilities.
4. Creating an environment where high performers want to build a long-term career.
5. Demanding integrity and transparency from leadership.
6. Establishing a clear vision and strategic plan that every team member understands and supports.

Good To Know: What Is Company Culture?

Do people want to work for you, day in and day out? If the answer is yes, chances are you are more of an expert in company culture than you may believe. If you are not sure about your response, however, chances are you’ve got some work to do—-but don’t worry, you don’t need to rush out and invest in new t-shirts with niftier slogans. 

Nick Howell of T&N Asphalt Services shares this practical understanding of culture on the job, in real time: 

Company culture is the way your people work together and how it feels to be part of your organization. It’s the attitude in the yard first thing in the morning. It’s how your crew reacts when a job goes sideways. It’s your crews’ concern for productivity. It’s the pride—or lack of it—that they carry into each project and on to each jobsite….Crews who are treated well take more pride in their work. They have better attitudes on the jobsite. They problem-solve better. They communicate better. And customers absolutely pick up on that. 

For Howell, the root of culture is demonstrating to employees that they matter. At For Construction Pros, he shares that at his company, “culture shows up in simple, practical, easy-to-implement and in some cases obvious ways,” and offers these examples:

• It starts with wages, and we are more than competitive in that area. It’s difficult to get employees to feel like part of your company and buy-in to its culture if they don’t feel like they are compensated fairly. We check that box right from the start.
• We buy pallets of bottled water every spring. We keep a snack table stocked with drinks, protein shakes, jerky — and even healthy stuff! We ask them what food or beverage they’d like to see on the table — and we get it for them….
• None of this costs much, especially compared to the morale and culture benefit, and it’s all there for the taking. And it sends a message: “We notice you. We appreciate you. You’re valuable to us. We care.”

Growth Requires Solid Partnerships

Team up with Colonial Surety Company for ever more success. The Partnership Account® for Contractors empowers strategic growth. As soon as you qualify, you’ll get an edge on the competition with:

• Written Bonding Limits: Receive your single and aggregate bonding limits in writing.
• Instant Bid Bond Issuance: Use our power of attorney to issue your own bid digital bonds within minutes.
• Real-Time Visibility: Log in to view your underwriting profile and financial scores in real time.

Just for completing our easy pre-qualification, construction company owners receive Free Business Credit Scores full of insights to leverage right away.

Of course we’re here to help smaller contractors too. Try our Hometown Bond Program, which offers local builders credit based underwriting bonds for up to $250k—with no financial statements required.  

Surety Bond programs for construction businesses of every size are right here: Bonding Programs at Colonial Surety Company

Founded in 1930, Colonial Surety Company is a leading direct seller and writer of surety bonds and insurance products across the USA. Colonial Surety Company is rated “A Excellent” by A.M. Best Company and U.S. Treasury listed. Let’s connect today: Colonial Surety Company.