Partners in Progress Vol 16 No 2

PartnersINProgress SMACNA & SMART—Building a Future Together

February 2022

SMACNA and SMART work together to boost recruitment efforts

PartnersINProgress SMACNA & SMART—Building a Future Together

JOSEPH SELLERS, JR. AL LABELLA Co-Publishers

8 CONTENTS

February 2022 - Volume 16, Number 2

3 MAKE TIME TO CELEBRATE PARTNERSHIP Big wins, small victories, crowd-pleasers, inobvious glory—we want you to

celebrate it all.

KAARIN ENGELMANN editor@pinpmagazine.org Editor-in-Chief JESSICA KIRBY jkirby@pointonemedia.com Editor POINT ONE MEDIA INC. artdept@pointonemedia.com Creative Services

4 MANY HANDS MAKE LIGHT WORK The Dayton, Ohio, JATC brings SMACNA and SMART together to boost

Partners in Progress is a publication of the Sheet Metal Industry LaborManagement Cooperation Fund.

6 STRONG PARTNERSHIPS BUILD RESILIENCE SMACNA St. Louis and Local 36 partnered to show that nothing—not even

All contents ©2022 by the Sheet Metal Industry Labor-Management Cooperation Fund, P.O. Box 221211, Chantilly, VA 20153-1211.

recruitment.

a pandemic—can hold them back.

8 PARTNERS IN SUCCESS Poynter Sheet Metal is SNIPS Contractor of the Year, thanks to

communication, team building, and a strong partnership with Local 20.

10 ARTICULATING SUCCESS Articulation agreements and equipment upgrades at Local 100 make the

future even brighter for the Local and Choose Bigger Mid-Atlantic.

12 HOW EFFECTIVE IS THE LEADERSHIP TEAM AT YOUR ORGANIZATION? Ready for a brutally honest assessment of your leadership team?

Find Partners in Progress online at pinp.org or at issuu.com/ partnersinprogress. An archive of all issues is available and printed copies may be ordered for a minimal fee.

For comments or questions, email editor@pinpmagazine.org.

14 LEADERSHIP TIMEOUT: CREATING AN ENVIRONMENT Looking to build a great team? It all starts with a great practice.

16 LEARN TO WRITE ACCOMPLISHMENT STATEMENTS AS SUCCESS STORIES

Get brave and share your success stories. Your teams will thank you—with loyalty and productivity.

18 MY JOURNEY: TED KUCZYNSKI

Ted Kuczynski has known from day one that the life of a sheet metal worker was the life for him.

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S HE E T M E TA L | A I R | R A I L | T R A N S P O R TAT I O N

Make Time

To Celebrate Partnership

We all know how to celebrate the obvious victories in business and in life. We win a project, make a good hire, graduate from an apprenticeship, get a promotion, land 25 new recruits—those kinds of victories are absolute and easy to measure, especially if voicing that celebration means paying someone else a compliment.

But sometimes it can be difficult to recognize small victories—crossing of the last item off of a to-do list, making a difficult phone call, attending yet another Zoom call with the same enthusiasm and grace as the first five—and it can be especially difficult if the victory is our own. But celebrate we must, because if we recognize our own progress and victories, we make better partners and are more open to celebrating our joint efforts and successes.

This issue of Partners in Progress looks at several ways to celebrate your company’s or your Local’s successes and, most importantly, the hard work and commitment you do together to make the industry a better place.

Our cover story, “Many Hands Make Light Work”, looks at how contractors and the Local in Ohio have come together to tackle recruitment challenges. When the labor pool shrank, the area came together with not one but three training centers, all committed to strengthing the industry with a skilled and eager workforce. They couldn’t have done it without a strong partnership, which they describe on page 4.

In the pages of this magazine, we have discussed many reasons for strong partnerships, the most important of which is building resilience. If grit is the drive to do the tough stuff, then resilience is the determination to do the tough stuff over and over again to build strength and long-term success, usually in the face of adversity. While the pandemic caused global issues with the supply chain, project delivery, and labor, SMACNA St. Louis and Local 36 demonstrated resilience and built their partnership even stronger. Find out how in “Strong Parternships Build Resilience” on page 6.

When Poynter Sheet Metal was named SNIPS Contractor of the Year, one of the first parties to extend congratulations was Local 20, because the organization knows that success is never one-sided in the sheet metal industry. Peer-supported recognition has a ripple effect on SMACNA members, Local members, and the signatory sheet metal industry in general, and Poynter and Local 20 are definitely celebrating this success as a team. See page 8 for more.

Articulation agreements bring the expertise of different organizations together for shared resources and knowledge and mutual advancement. Choose Bigger Mid-Atlantic and Local 100 are both celebrating an articulation agreement between Local 100 and College of Southern Maryland. The future is bright for this area, as equipment upgrades and additional agreements (in the works) promise opportunities for

apprentices and contractors alike. Check out page 10 to see what Choose Bigger and Local 100 have to say about these developments.

If you want the straight goods on your organization’s performance, brutally honest assessments of the leadership structure are in order. If you had to assign a letter grade to each person in your management team, would they all get an A? Would you have some Cs? Do you have the courage to address the D performers? On page 12, Mark Ernst challenges you to improve your organization’s performance by openly and honsetly evaluating your leadership team.

If you’ve ever played a sport (or followed a winning team) you will know that a great team environment starts with a good practice. On page 14, Partners in Progress Conference speaker DJ Allen and retired NCAA and NBA Coach Lon Kruger talk about how to set a team up for success by creating an environment that excites players (or your team members), that demonstrates your respect for their time, and that supports growth and development.

As you peruse this issue and read about these successes, you may feel inspired to think about your own team’s victories, large and small, one-off or incremental. Consdier Joel Garfinkle’s advice on page 16, which encourages you to write down your stories as accomplishment statements and share them with your team to boost morale and productivity. While you are at it, send the editorial team at Partners in Progress magazine a few words about your successes so we can follow up by featuring your story in a coming issue.

And last but far from least, this issue features Ted Kuczynski, former iTi administrator. He knew from day one that the life of a sheet metal worker was the life for him—read all about it on page 18.

We have heard about so much excitment around the 2022 Partners in Progress Conference—we feel like contractors, Chapters, and Locals who return to their organizations and apply even one new idea or practice learned at the conference are cause for celebration. Watch the March issue for a conference recap, stories about attendees and speakers, photos of the event, and shared successes as organizations and as partners in a collaborative process. ▪ Partners in Progress » February 2022 » 3

MANY HANDS MAKE LIGHT WORK

By / Robin Brunet Tony Stephens recalls an incident at a career center last February, shortly after he became a full-time training director for Local 24 Dayton Area JATC in Ohio.

He says, “A young man approached my predecessor Eugene Frazier—who made our apprenticeship program what it is today—and told him, ‘You gave a talk at my school when I was in grade 8, and it changed me.’ After one year of apprenticeship, this 17 year old was already working for a local company and on track to making $62,000 annually.”

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Stephens, 55, who prior to becoming an instructor worked as an estimator and project manager for Budde Sheet Metal Works (and who underwent his apprenticeship back in 1988), pauses to consider the ambitious teenager’s trajectory. “Initially, I was reluctant to become training director because it’s not an easy job. It’s time consuming, and it doesn’t pay what it should.

But, that young man is a great example of why it’s important for people like me to give back. It’s not only rewarding to see the younger generation get a firm career footing, we’re also contributing to our industry’s future success.”

Ohio is no different from any other state when it comes to labor pool challenges, but instead of reacting to them, Local 24 has taken a pro-active approach to recruiting and training new blood: by overseeing not one, but three separate apprenticeship programs for three different regions. While Stephens supervises the Dayton JATC, Cort Wayman presides over Cincinnati, and Steve Allen is the JATC coordinator in Columbus.

Apprentices in each of these districts receive classroom instruction for five years, with curriculum covering architectural sheet metal, commercial and residential HVAC, detailing, industrial welding, service and refrigeration, and testing, adjusting, and balancing.

Concurrently, Local 24 partners with ApprenticeOhio by registering its apprentices with the Department of Labor and sourcing contractors who are willing to take on newcomers.

“That really is key,” says Allen, who apprenticed after he graduated high school in 1996 and became an instructor in 2008. “We can find young people and train them, but it’s the contractors who give them the foot in the door.”

Doug Mayse, president and managing partner of Rieck Services in Dayton, agrees. Mayse, who apprenticed in 1986 at 18 and who is also the most recent addition to Local 24’s JATC, says, “Fortunately, contractors and Local 24 have always had a close working relationship, partly because both sides understand what the final goal has to be. It also helps that the business agents have all worked in the trade, so they know the challenges we face.”

The demand for apprentices is growing in the face of the so-called ‘silver tsunami’, a large number of retirements in the trades, which could result in the loss of 30% of Local 24’s members in the Dayton district alone over the next few years.

Local 24’s training directors find themselves especially busy in the new year. In Columbus, where 199 apprentices receive training in two different centers, contractors are already in hiring mode. “All of our apprentices are busy—there’s lots of work here, and the growth mode will last for at least another four years, since local construction projects include data centers that are massive in size and take many years to build,” Allen says. “In fact, we’re in the process of purchasing a new training facility to double our capacity.”

Allen adds that contractors in his region “are willing to take anyone who demonstrates a willingness to learn the trade, including large firms such as TKS Industrial Company, which has a fabrication shop in Columbus.”

Stephens says the market in Dayton is slightly different: “It’s a bit of a catch-22 whereby many contractors have carved out their niche and want to maintain the status quo. However, many want to move on and need more people, but the Local doesn’t have enough workers on tap.”

Still, Mayse thinks the mindset that for an entire generation dissuaded young workers from entering the trades is changing.

“From the recruitment end, we’re making major strides with high school principals and guidance councilors, possibly because they appreciate the high cost of college and the fact that a large percentage of enrollees never finish college,” he says. Stephens adds that the average age of his apprentices has gone up because these students have first enrolled in institutes of higher education only to realize they didn’t guarantee better careers.

Another mindset change with the potential to boost recruitment numbers is non-traditional demographics, like women and minorities. Stephens supports the union’s initiatives toward diversity and inclusion and actively approaches females and minorities at job fairs. “I give them pamphlets and other information and tell them to consider a career in our trade,” he says.

As 2022 unfolds and demand growth seems to be largely unaffected by the omicron variant, Local 24 continues to focus its energies on expanding the employment pool. “It’s gratifying that union apprentices are more valued and needed than ever before,” Stephens says. “Thanks to close ties between labor and management, our efforts are paying off.” ▪ Robin Brunet’s journalism has been published in over 150 magazines, newspapers, websites, and other media across Canada and the United States since 1982.

Partners in Progress » February 2022 » 5

Strong Partnerships Build

Resilience By / Natalie Bruckner

When COVID hit in 2020, rather than hunker down and go into survival mode, SMACNA contractors and their Locals did what they do best: they looked at ways to strengthen partnerships, keep the industry firmly on the tracks, and give back to those who need it most.

Case in point: SMACNA St. Louis introduced a feel-good initiative and worked with its contractors to come up with a rebate promotion that was offered to frontline workercustomers. The promotion, which gained full support from Local 36, offered eligible customers $100 off any service they received, or $400 off a full installation. The St. Louis chapter then reimbursed contractors through surpluses from the existing residential rebate program.

It was a win-win, says Kyle Tibbs, executive vice president of SMACNA St. Louis.

“With the hours being down, it only felt right for us to spend money on something that had good PR, where we could give 6 » Partners in Progress » www.pinp.org

back, but that would also help us keep hours up and keep some of our local members employed,” he says.

To be able to pull off an initiative of this kind required not only creativity and the ability to pivot during trying times, but also buy-in from everyone involved. This included contractors like Design Aire in Maryland Heights, Welsch Heating & Cooling, and Scott-Lee Heating.

It also required a big heart—something that Local 36 and SMACNA contractors are renowned for and one reason why, when it comes to exemplary partnerships, they are up the top of the list.

This isn’t the first time that Local 36 and SMACNA St. Louis contractors have come together to get through difficult times, and it won’t be the last. But COVID proved one thing: you can’t underestimate the power of strong bonds, especially during trying times.

“Over the years we’ve had to learn how to adapt, work together, and pivot,” says Ray Reasons, president-business manager of Local 36. “It’s something we are very proud of.

We hear about Locals that don’t have this kind of relationship with their contractors, and I just shake my head. We are in this together. Where do I go if I don’t have those contractors for my membership? The partnership is no different than a marriage.

Sometimes it takes a lot of work.”

After Reasons accepted the reigns from his predecessor, Dave Zimmerman, he was adamant to nurture the great partnership that Zimmerman had built during his 18-year tenure. “He laid a lot of great groundwork for me,” Reasons says. “He did a lot of great work to bring the relationship together, but that won’t continue if I don’t have the same mindset.”

At the core of that mindset lies open communication, transparency, and trust—three elements foundational to the success of this partnership.

“Open communication has helped us on every level because there are always going to be hiccups in the construction industry, but being on a regular working relationship with the Local has allowed us to overcome many roadblocks,” says Butch Welsch, president of St. Louis-based Welsch Heating & Cooling. Welsch has also served on the welfare and pension trusts and the local labor committee for the past 40 years.

He adds that not a week goes by where he or Reasons doesn’t pick up the phone to talk about something work related, or even just to have a general catch up. “If we hear something on the radar, I reach out to Butch and ask him if he’s heard, and then we discuss what we think,” Reasons says. And it doesn’t matter how challenging the topic is. The trust they have developed over the years allows them to chat openly about absolutely everything.

Welsch adds: “Even if Ray is going to send something out in writing, he runs it by me first and vice versa, so we are on the same page. That’s just the way we do things. Communication in writing can be misinterpreted and that causes problems. We are very diligent in putting a lot of thought into how we deliver communications.”

This approach has served them well. Welsch will tell you that since being on the pension and welfare trust in the late 70s, and chairman since the 90s, he has never had to face a closed ballot vote. “If we have an issue that comes up, we talk it out. Everyone gives their opinions. We may adjust our final response and then once we have done that and are on the same page, we have a vote. The votes are 6-0 because by then we’ve heard all the viewpoints and ironed everything out. It’s by far the best way to get things accomplished,” Welsch says.

He goes on to explain that there is no one side that continually gives in either. “We know we are trying to accomplish the same goal—to get work for our company and that means work for Local 36 members. We have the same objective, and how we get there is the key.”

This strong relationship has not only garnered respect from

those within the industry, but outside, too. The result is that SMACNA contractors are the first port of call for jobs of all sizes in the area. From May 1, 2020, to April 30, 2021, 40% of the sheet metal hours in the area were in residential, with Welsch Heating & Cooling undertaking a large portion of those jobs. “The non-union guys are pretty much out of the St. Louis area, and as a result, the big commercial guys don’t have to worry about them either, as non-union contractors usually start in residential and work their way up to commercial.”

There’s a true camaraderie among this partnership and very real human-centric focus. They care, and their passion is not only for the industry but the people in it. In fact, don’t be surprised if you find Reasons at the flea market buying Cardinal memorabilia for a business rep who happened to mention once about his love for the team!

“If we have an issue that comes up, we talk it out. Everyone gives their opinions. We may adjust our final response and then once we have done that and are on the same page, we have a vote.

The votes are 6-0 because by then we’ve heard all the viewpoints and ironed everything out. It’s by far the best way to get things accomplished.”

—Butch Welsch, Welsch Heating and Cooling “Partnerships are built on getting to know one another on a deeper level, and that means knowing when to listen,” Reasons says. “When we get a new guy in I say, ‘Just relax and listen to what the members or contractors are saying to you. It won’t always come out straight the first time they talk, so really listen and read between the lines. . . then talk.’”

Instilling this into new recruits isn’t easy, and it’s a challenge that Local 36 and SMACNA St. Louis contractors, like many across the country, face. But Reasons and Welsch agree that for the future health of their industry, the hard work involved will be worth it.

“I turn 80 in August and work pretty much full time,” Welsch says. “I have been chairman of the labor committee for this long as it’s difficult to find people who are willing to take the time and make these efforts to keep communication open. We are, however, working on a succession plan, and we’ll work it out.” And you can be sure they will.

Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog.

Partners in Progress » February 2022 » 7

Partners in Success Why Poynter Sheet Metal receiving a top industry honor is a win for labor and management

By / Natalie Bruckner Reputation is everything in business. While it’s essential for any business to build a strong reputation among customers and potential future customers, there’s something very humbling about gaining recognition from peers: people who know the industry, understand its challenges and nuances, and recognize leadership within the sector.

When SMACNA’s Poynter Sheet Metal was named SNIPS Contractor of the Year, Joseph Lansdell, president at Poynter, felt extreme pride. “This award is a testament to how hard every employee has worked to help us stand by our mission of achieving excellence as leaders in the industry and community through continuous improvement,” he says.

The peer-reviewed award celebrates HVAC contractors who complete duct fabrication and installation around the country and whose cumulative portfolio of work and company culture exemplify innovation and excellence in the HVAC sheet metal fabrication industry. For yet another SMACNA contractor to receive the award, it’s another feather in the cap for SMACNA contractors and SMART craftpersons who have been working together through these challenging times to drive the industry toward a cooperative, innovative, and exemplary future.

Scott Parks, business manager, financial secretary/treasurer at Local 20, says that this kind of recognition is great on many levels. “It is a remarkable accomplishment,” he says. “Both the management team and the members working for Poynter have worked extremely hard throughout the years. Having a third party validate these efforts demonstrates they have been on the right path for some time. The hard work, sacrifices, and investment have paid off.”

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He adds that the award also stands as an endorsement for an industry that is “not the best at tooting its own horn.”

“The exposure and earned media provided by this prestigious honor will be noticed by end-users and decision makers from coast to coast,” Parks says. “This award provides great insight on Poynter’s commitment to all-round quality and will have many thinking, ʻI want Poynter on my next project.’”

You could say Poynter exemplifies everything this industry strives toward—it has built an excellent labor-management relationship; it values its employees and is committed to their growth; and it embraces technology to excel in what they do and make everyone’s lives just a little bit easier.

And the proof of their success is in the numbers: since 2014, the company has seen its sales double to $100 million.

Lansdell attributes a big part of the company’s success to embracing technology fairly early on in the game. “We were able to see the correlation between using technology and saving time, whether it was investing in better machinery or creating a digital paperwork process,” he says. “Better machinery allowed us to do more work and save time. Digital processes also elevated administrative burdens from our employees and allowed us to grow without large increases in the staff, all while avoiding employee burnout.”

During a time where labor shortage has reached an all-time high, this focus on being able to train and retain quality staff is essential, and Landsell credits Poynter’s relationship with Local 20 for being able to overcome high staff turnover rates.

Poynter also recognizes that while fair pay is important, employees today are looking for more than that—they long

for professional growth and personal development. According to the Workforce Learning Report by LinkedIn, 94% of employees say that they would stay at a company longer if it simply invested in helping them learn.

“As a company dedicated to innovation and constant improvement, training is essential,” Landsell says. “We have adapted so much technology and have so many processes to make our work efficient; however, those two things are only successful if we use them efficiently. We have a program where we train our upcoming foreman on best practices, and 83% of the people who participated in this class are still foremen.”

For outside training, Landsell says the company encourages employees to get involved in local organizations for professional development training and partner with JATCs to encourage cross-training for field teams. “Our leadership team is also heavily involved in training outside the company,” he says.

Landsell is heavily involved in training and conducts a

“contractors’ school” at Poynter for all local apprentices.

“This two-day, in-depth class teaches the apprentices the costs of contracting,” he says. “It includes soft skills, estimating, time management, and leadership. Nick West, our VP of shop operations, serves as the chairman for the Joint Apprenticeship Board, and our general superintendent, Kyle Wilson, serves on the Joint Apprenticeship Board of Lafayette, Indiana.”

With this focus on employee satisfaction, the staff are proud to be part of the Poynter team, and Landsell continues to explore ways to ensure his people remain that way. “There are a lot of things we do internally for employee engagement, from having internal ways of sharing jobsite photos and giving kudos to project teams, to sales challenges and having a weekly scorecard that shows the hard work each department is putting in each week,” Landsell says. “Each of these practices exists to create an environment where we appreciate how hard everyone is working to make this company successful.”

This commitment to relationship building extends beyond the Poynter family, too. Their labor-management partnership

demonstrates how creating an environment for open and frequent communication results in not only a healthy collaboration, but is essential to growth.

“We currently have kick-off and close-out meetings for every project we are on,” Landsell says. “This allows us to have all parts of our business [shop, field, preconstruction, and management] together in one room, focused on any issues that may come up in a project. These meetings give our employees the opportunity to showcase their capabilities and show ownership of the parts of the projects they are involved in.”

There is no “them” and “us” as far as Poynter and Local 20 are concerned. Every human interaction is valued and respected. Without it, Landsell and Parks agree, there “would be no growth.”

Local 20 ensures that new elected and appointed officials understand the importance of a good working relationship with the contractors. Part of the onboarding process of new representatives and organizers involves a presentation on the importance of the labor-contractor relationship. “Is a combative relationship in the best interest of securing work opportunities for our membership?” Parks asks. “The simple answer is no. Are we allowed to represent our membership while maintaining a good relationship with the contractors and advancing our industry? The simple answer is yes.”

Landsell is excited about the company’s future as they use flex space to incorporate more prefabrication into their shop.

“I think it is going to give us the opportunity to serve our clients in new, and exciting ways,” he says.

And while the industry continues to face labor shortages, he is looking forward to growing labor-management initiatives and exploring new ways to attract people to the union and get them excited about the sheet metal industry.

“Not having the trained professionals to meet market demands is the worst scenario for our membership, contractors, and industry,” Parks says. “Preparing as many apprentices as possible to fill the shoes of the baby boomers who are departing our industry is priority one. We encourage all to attend the night classes that are offered in five- to ten-week blocks.”

Traditionally, the Local’s five training facilities are just as busy at night with upgrade classes as they are during the day with apprentices.

“It’s extremely important to look ahead at the demands of our industry so opportunities are not missed and expectations can be exceeded,” Parks says. ▪

Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog Partners in Progress » February 2022 » 9

Articulating Success

Equipment upgrades and articulation agreements further joint success for Local 100 and Choose Bigger Mid-Atlantic

By Jessica Kirby In 2021, Local 100 JATC chairperson Rob Delawder announced ongoing efforts to enhance training at Local 100’s JATC and an alliance with the College of Southern Maryland to establish an articulation agreement.

Choose Bigger program manager Kurt Snyder says, “It is great to see Local 100 moving forward with the College of Southern Maryland. Once our network of high school (Career Technical Education) CTE programs expands, we will truly have a robust and sustainable talent development pipeline for years to come.”

Other efforts to establish agreements with technical high school programs are still awaiting approval for maximum recruitment efforts.

Snyder also says there are two counties in Maryland ready to dedicate CTE resources and align with Local 100 for future careers and placement—the initiative is still awaiting approval with the JATC and Local 100.

“The articulation agreement is a gateway to access various pools of talent for recruitment purposes,” Snyder says.

“Additionally, the training at these educational institutions can synchronize with training at the JATC and in the field for rapid acceleration of skill sets and industry techniques.”

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Local 100’s apprenticeship program offer more than a few unique benefits to both parties, says Richie LaBille, business manager-president at Local 100.

“From the outside organization’s perspective, it offers the individual seeking job placement a direct pathway to a rewarding career with continued training, educational opportunities, and benefits,” he says. “Potential apprentices can sometimes gain direct entry or advanced placement into our apprenticeship. This allows outside organizations the ability to

offer a promising future and opportunity to their graduates.”

From the apprenticeship program’s perspective, it offers the opportunity to indenture dedicated apprentices.

“Apprentices that enter through articulation agreements come with a basic understanding of the trade and the work ethics required to be successful in their career,” LaBille says.

“Looking at the big picture, it creates a beneficial scenario for all parties involved.”

Local 100 Training Director John Dumler has multiple infrastructure and curriculum upgrades in progress, and these additions and investments into the apprenticeship training will ensure Local 100 members have the best trained and knowledgeable professionals for the 21st century.

Safety has always been a cornerstone of training and a crane signalling and rigging curriculum is being developed with the Crosby Group—a world leader in rigging, lifting, and material handling hardware. This group sets the standard for quality, training, and technical expertise in the field.

In addition, confined space training and foreperson training is also under development with the Industry Training Institute ( iTi).

“Apprentices that enter through articulation agreements come with a basic understanding of the trade and the work ethics required to be successful in their career... Looking at the big picture, it creates a beneficial scenario for all parties involved.”

—Richie Labille, business manager-president, Local 100 “There can never be enough training on safety,” Snyder says. “Earning safety certifications to ensure the safety of all employees within a company is paramount. However, the classroom-based education on new equipment and safety will position Local 100 ahead for years to come.”

The JATC has approved multiple equipment upgrades, including a new jet drill with a stand, an adjustable gantry crane to support the rigging curriculum, a Milwaukee electric chain hoist to also support the rigging class, and a manual chain hoist to support the rigging curriculum. The Local recognizes that investing in professional training and knowledge will continue to set union professionals apart from others in the industry.

Snyder says these equipment upgrades are important because they will keep all evolving industry familiarizations and proficiency ratings high.

“Local 100 is constantly studying and evaluating the market requirements of our signatory contractors,” says LaBille.

“Using up-to-date information, we are able to strategically and efficiently assure our contractors and membership that our training remains cutting edge and current with the industry.

Anytime new equipment is needed to maintain the highest

level of training possible, our JATC will make the necessary purchases and implementations.”

Labor-management cooperation is an important component of articulation agreements because the agreements mean combining the expertise of organizations. With two different perspectives, at times both parties will bring different priorities to light for further introspection and ultimately a solution.

“However, being independent from one another is a short-term approach and is not viable for a strong and lasting partnership,” Snyder says.

LaBille agrees. “These relationships offer insight from both parties on the needs and future expectations of the training program,” he says. “This enhances economic success in the workplace for union members and contractors.”

In fact, Local 100 strives to maintain relationships with all relative career technical education providers. Through outreach efforts, recruiting, and organizing, the organization works diligently to display the opportunity for a rewarding and life-long career.

“Anytime it is possible to be involved with a job fair, career fair, offer a tour of our training center, or discuss opportunities with educational leaders, Local 100 is eager to participate,” LaBille says.

“The strategic value of the labor-management partnership is essential,” Snyder says. “Both labor and management are in the same biosphere of the economy, and when one wins so does the other. Conversely, when one party is affected in a negative way, more than likely the other party will be, as well. Having a well thought out plan is the critical enabler to a successful journey of growth and sustainability within the sheet metal industry.”

Choose Bigger of the Mid-Atlantic has been working with administrators of various educational facilities and organizations for nearly three years, and timely efforts are the cornerstone of successful recruitment initiatives. “Bringing the future workforce into the industry cannot wait until a person has had several jobs over a few years,” Snyder says. “The industry is losing too many skilled professionals with a wealth of knowledge and expertise.”

The organization has specifically focused on the scholastic CTE programs with neighboring school systems. Currently, two high school educational systems are extremely interested in working with Choose Bigger and, ultimately, Local 100.

“There are a few other school systems who are in the early stages of interest,” Snyder says. “Our goal at Choose Bigger is to provide myriad recruitment opportunities and, most importantly, to keep the talented, future workforce gainfully employed immediately upon graduation with Local 100 organizations.” ▪ Jessica Kirby is a freelance editor and writer covering construction, architecture, travel, and sustainable living for myriad publications across Canada and the United States.

Partners in Progress » February 2022 » 11

How effective is the leadership team at your organization?

A brutally honest assessment guide of leadership at sheet metal industry organizations

By Mark Ernst Many organization managers know their leadership team has shortcomings, but they often minimize their impact. They make excuses for the weak team member and often feel “the devil you know” is better than the risk of making a change.

Problem is, the devil you know might be driving down leadership credibility, workforce morale, productivity, and overall business results.

If you’re a shop owner or union leader, imagine I am sitting with you in your office. I begin by drawing an organization chart that includes only you and the senior leaders who report directly to you. Now, get ready to ask yourself the same tough questions I would ask you if we were together—and have the courage to be brutally honest.

How to Start

On that org chart, include the incumbents’ names and years in the position. Next to the chart, write information about the company size, including annual sales volume and number of employees. Now, assign each leader a letter grade, A to D. Again, be brutally honest.

Over the past 18 years, I’ve helped company owners and CEOs perform these assessments, watched their responses to questions, and looked for nonverbal cues. They’re quick to identify their top-performing managers. Brigitte gets an A. Bill is a solid A-. After that, things typically slow down.

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The CEO looks at the chart, then almost grudgingly continues the assessment. Sam is a C+. More time passes. George is a C-, but he’s been here a long time. Following a longer pause, often with pained facial expressions, the CEO says, Sarah is a C-, and she too has been here a long time. She started as an administrative assistant. Watching the CEO’s face, I ask if it would be fair to give Sarah a D. The CEO, unable to say “yes” out loud, slowly gives an affirmative nod.

How long have Sarah and George been C or D performers? The CEO pauses and makes more pained facial expressions. Sarah has been here between eight and ten years, and George for about the same.

What has been their impact on the leadership team? The CEO answers truthfully. Our other senior leaders complain that commitments aren’t kept, that weak leaders make excuses for poor performance and results, and they make us look bad.

They hurt our credibility with employees, too, because we have inconsistent messages, and our words don’t match our actions.

The next question is even more telling: What has been the impact on you? Now, the CEO really begins to open up. I have to make excuses for them. I have to manage some of their problem people or make decisions that need to be made in those departments. I have to listen to employees complain about their boss. I have even seen good people quit. It keeps me up at night worrying about what might come next.

What have you done to help the person get better, to improve their performance? I have talked to them over and over. I have threatened to demote or fire them. I have transferred them to other jobs only to move them back or add people around them to help carry the load.

How would your life improve if Sarah and George were performing at an A or B level? My life would be so much easier.

I would have to work less. The leadership team would be more aligned. We could get so much more done.Why are they still here? Sarah is going to retire next year. George has been with us since high school and I feel loyal to him. I could have fired them, but I might end up with someone a lot worse.

Or maybe someone a lot better? Maybe, but hiring takes a lot of my time, and it’s hard to pick real performers.

Remembering When

How many C- and D players are in your organization, and why are they still there? Do you understand the impact weak leaders have on the workforce and your credibility? The “tone from the top” drives the company culture and overall results. It is not what you say but what you do.

Remember back when you were just a regular employee, not a team leader or manager. Did you know who the high performers were? Did you know who you could ask for help and who was willing to lend a hand? Of course you did. Did you know who the slackers were? Yes, you did. Did you always wonder why their managers tolerated their poor performance?

In truth, those managers were also slackers, but in a different way. They didn’t handle their job responsibilities by promptly addressing performance or behavioral issues.

They were probably never trained to handle performance or behavioral issues correctly, nor were they held accountable for not addressing those problems. That lack of accountability for first- and second-level managers belongs to the leadership team and, ultimately, the business owner or Local management.

The person at the top must model the correct behavior. If they don’t, accountability failures cascade through the company, and top performers typically become frustrated and quit.

Overall performance drops because everyone sees that putting in extra effort and “doing the right thing” don’t matter.

A September 2021 article, “Future Employer: Planning and Preparing for Employee Skills Gap in the Post-COVID Future of Work,” published by the law firm of Seyfarth Shaw, says, “In order to ensure that workers have the skills necessary to perform the jobs that employers need filled, employers need to take responsibility for employee training—both on-the-job training and training prospective employees—in a way they never have before… Indeed, if nothing else, training should be viewed as a constant, ongoing process of ensuring workers have the skills necessary to both meet the changing needs of the employer and be successful in their position.”

To that I add, managers must be included in the need for ongoing training to be successful in their position and meet

the evolving needs of the organization. This represents a massive change in the economy. The days when CEOs could think employees should be grateful for their jobs are gone. The real question owners and business managers face is, “What should I do if I want to make my organization attractive to the workforce?”

A Road Map for Change

As an organization leader, what should you do to make a change so that people want to work and hold their teams accountable? First, change begins at the top. Get a referral to a strong consultant or executive coach who can help you with a development plan.

Second, train your leaders to ensure they become effective managers, which includes how to manage people effectively and model the correct behavior. This includes recognizing and rewarding workers who perform well and holding them accountable for poor behavior or performance.

Third, take action against anyone who does not behave according to the organization’s policies and values.

Fourth, show workers they are valued and you care about them.

That includes ensuring pay and benefit plans are competitive.

Pay must be competitive and linked to performance. Benefit plans need to recognize employees’ needs and be structured and priced to provide cost-effective options that really help employees meet their needs.

Fifth, train managers to be effective coaches who continually work to help develop and train workers. Again, training should be a constant, ongoing process. This shows that you care about them and their career aspirations.

Sixth, recognize and reward workers who do a good job. For ideas on how to do this, check out, Appreciate: Celebrating People, Inspiring Greatness by David Sturt, et al. You will see how managers’ small changes make a big difference to the workforce.

People Vote With Their Feet

There are now more reasons than ever for owners and union leaders to examine and improve their own leadership and management skills and those of the leadership team. Recruiting and retaining the best workers for your organization depend on having leaders who are well-trained and know how to value and manage the workforce.

Workers have choices when it comes to where they want to work and train, and how they want to be treated, especially in this economy. This is a worker's market. Gus Faucher, chief economist at PNC, recently told CNN, “If you’re unhappy with your job or want a raise, in the current environment it’s pretty easy to find a new one. We’re seeing people vote with their feet.” ▪ This article was originally published at thefabricator.com/thefabricator/ article/shopmanagement/how-effective-is-the-leadership-team-atyour-manufacturing-shop.

Partners in Progress » February 2022 » 13

Leadership Timeout: Creating an Environment

By D.J. Allen and retired NCAA and NBA coach Lon Kruger

The following lesson is from Allen and Kruger’s book, The Xs & Os of Success: A Playbook for Leaders in Business & Life. Allen will be a presenter at the Partners in Progress conference March 1 & 2 in Las Vegas.

Pre-Game

Too many times we allow the results from our performance to dictate the environment in which we operate. In reality, strong leaders emphasize the importance of the environment in which we operate to dictate the actual results produced.

People perform better in situations where they want to be. As coaches, we want to put our players in situations they want to be in to allow them to better maximize their potential. Thus, it all starts with practice.

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Gametime

Our team’s success during a season is a direct result of our performance in workouts from the middle of September through March. While we may play close to 35 games in a season, we may actually practice as a team (including walkthroughs on game days) nearly 150 times during that same season.

As coaches, we are responsible for creating an atmosphere at practice that our players enjoy. Our players should look forward to coming to practice. It should be a place they want to be.

Creating this type of an environment at practice is crucial for several reasons. Primarily, it ensures an enhanced dedication from members of the team. Players will come early and stay

Simple question: Do your team members look forward to coming to your organization? Chances are, if the answer is no then they are not performing at their maximum potential, and neither is your team. late if they are in an environment they enjoy. This additional time allows for us not only to improve as a team, but for our players to improve individually. It also helps to avoid the potential distractions of players having to be disciplined for being late or even missing a practice.

A lively and upbeat practice environment also leads to a better environment for learning and teaching. After all, this is what practice is about. When players are more upbeat they are more receptive to learning. We focus on positive reinforcement throughout most of our practices; however, we do offer feedback for improvement when necessary. Our expectations are consistent and very high so, obviously, there is need to offer this analysis.

A key element to creating this desired environment is to set high expectations for each practice session and, as important, be consistent with those expectations. We expect a lot from our players on a daily basis during our practices, and it is unfair to all of us if those expectations vary. Players need to know what to expect each and every day from our coaching staff.

Finally, it is imperative we are being as efficient with our players’ time as possible. The No. 1 way to damage an environment is to have someone believe your actions are a waste of his or her time.

We have an efficient plan for each and every practice. We limit “the standing around” to a minimum, something we know our players appreciate, and also stay away from the long, drawn-out speeches. Our practices are action-oriented for our players, and this helps to protect the lively, upbeat mood we are seeking and enhances our conditioning.

Our practices are demanding. However, we never lose sight that our players must look forward to coming to these practices every day. They are basketball players, and they must continue to enjoy playing the game they love.

And the more they enjoy it, the more dedicated and the more receptive to learning they will be.

Post-Game

Your overall focus as a leader is to impact results. Thus, your immediate focus should be to create and maintain a positive working environment for your team.

A business can only maximize its potential if all of its team members are performing at optimum levels. This occurs when the daily environment for all of the team members is a positive one.

Leaders cannot control every detail inside their respective organizations, nor should they try. However, what we do have

control over is the environment in which our team members work on a daily basis.

Simple question: Do your team members look forward to coming to your organization? Chances are, if the answer is no then they are not performing at their maximum potential, and neither is your team.

There are four elements to keep in mind when developing a positive environment: 1. Be upbeat — People want to be around people that make them feel good. They are also more receptive to learning in a lively, upbeat environment.

2. Be consistent — People want to know what is expected of them every day. Set high expectations — that is fine as long as you are consistent with them.

3. Be a communicator — Provide constant feedback working to achieve 80% positive reinforcement with 20% feedback for improvement. Inform your team of goals and how to best accomplish them.

4. Be efficient — Don’t be perceived as someone who does not value the time of your team members. Get in and get out.

You will find success in your results if you spend time creating the proper environment. ▪ D.J. Allen is a performance & communication coach, speaker, and author. He is the founder of Xs & Os of Success—a leadership, organizational and professional development company that uses the platform of sports and its teachings to help individuals and teams maximize their potential in business and life.

Partners in Progress » February 2022 » 15

Learn To Write Accomplishment Statements as Success Stories

By Joel Garfinkle I’m a big believer in documenting your achievements, but I realize that it can be hard to talk about yourself and your successes in a positive but professional light. Just the idea of sitting down to write about and take credit for work makes many people uncomfortable.

In my presentation, “Career Advancement: Release Untapped Potential in Your Underutilized Leaders,” I outline the various ways you can coach hidden talent to truly shine and put their best foot forward when discussing their achievements.

I often suggest you think about your successes as miniature stories, with a setup, a plotline, and an outcome. It can be a lot easier to talk about yourself with a bit of structure to your outline. If you need a place to start in breaking down your own accomplishments, read on for some of my tips.

Step No. 1: The overview

Write a brief overview of the problem you faced or project you managed. Think about it from a company perspective: what 16 » Partners in Progress » www.pinp.org

was the issue at the outset? What was the negative situation or state, or the undesirable outcome, that you were looking to improve? Whenever possible, explain the financial or time implications of the problem you were tackling.

Mention when a certain aspect of the operation was unreasonably expensive, time-consuming, or a source of frequent errors in the organization. It’s best to outline the problem in measurable terms.

Set the stage for the actions you took by describing the issues in a way that will resonate with the audience—in this case, people invested in the smooth operation of the organization.

When they see the problem for themselves through your description, their minds will begin turning with the various ways they would have tackled it, and they’ll be interested to hear how you came to approach the issue.

Step No. 2: The approach

List the key actions you took to address the problem or

Still not sure this method will work for you? Concerned about “tooting your own horn” or seeming too egotistical? Try the above steps with your least exciting, most basic achievement.

Chances are you will find that documenting the results in detail, using simple financial terms, will not only look surprisingly impressive; it will also be easier to write. Give it a try, and after a few attempts, it will become less daunting.

Adding a bit of emotional distance by writing this way can not only make the process easier, but you will also create better, more compelling results. Documenting your accomplishments will be easy to add to your regular monthly or quarterly habits. Be sure to make it a regular task in your career advancement routine to keep your skills in documenting sharp.▪ © Canstock / Violka08

“Think about the various skills, experience, and talents you have that came into play in tackling the issue or project. You might even consider mentioning avenues that might have seemed obvious, that you investigated before abandoning, and why.” the specific approaches that were the scope of your project.

Explain how you were thorough in taking on the problem or project, and be sure to take every opportunity to highlight your role in finding the solution.

This isn’t about details. It’s about using the situation to illustrate your strengths. Think about the various skills, experience, and talents you have that came into play in tackling the issue or project. You might even consider mentioning avenues that might have seemed obvious, that you investigated before abandoning, and why.

Think about taking the reader (or listener) on a journey through the steps and get them invested in the story.

Step No. 3: The results

Detail the measurable results that underscore the impact your accomplishment had on the organization. You set these up in your first step; make sure you use the same terms of reference to show how you’ve improved the company’s bottom line or created meaningful growth at your organization. This is how you really shine as a leader who brings value to the organization in simple, quantifiable terms.

Your example of your leadership and your success in completing the project, or overcoming the project is exactly the sort of story that interests your audience most—it’s a success story that involves them, too. This will really resonate with senior leadership, who are always thinking of the organization in hours, dollars, and cents. As a bonus, it will likely be easier for you to outline your accomplishments using this unemotional method without feeling boastful.

Joel Garfinkle provides corporate training, webinars, and executive coaching. He is recognized as one of the top 50 coaches in the United States. He has worked with many of the world’s leading companies, including Google, Amazon, Starbucks, Deloitte, Eli Lilly, the NBA , and The Ritz-Carlton Hotels. Garfinkle is the author of 11 books, including Getting Ahead. More than 10,000 people subscribe to his Fulfillment@Work newsletter.

Tell Us Your Stories!

Partners in Progress wants to hear your labormanagement success stories. Have you completed a great project with your Local or a SMACNA contractor in your area? Have you lobbied for change with your industry partner? Do you work with your labor or management partners to create recruitment opportunities, develop new markets, or apply for joint funding? Tell us about it! Send us a few sentences about your labor-management success story, and we will follow up to feature it in a future issue of Partners in Progress magazine.

Send us an email at press@pinp.org Partners in Progress » February 2022 » 17

MY JOURNEY: TED KUCZYNSKI Former iTi administrator Ted Kuczynski’s life set out on its course from the moment he joined Sheet Metal Workers Local 18’s apprenticeship program in 1971. He began teaching part time soon after his apprenticeship graduation in 1976. On the job, he took an interest in industrial ventilation and enjoyed his time at Butters-Fetting, a mechanical contractor in Milwaukee, working “on anything the office sent down,” he said.

In 1985, he took the job as Local 18’s training coordinator, a position he held until he was elected business manager of the local in 1990. In 1999, he was chosen as the International Training Institute administrator.

“By the time I got to Washington [D.C.], I’d been through it all,” he said. “I had an amazing career.”

Today, he splits his time between Wisconsin and Southwest Florida, and when he’s not spending time with his grandkids and family, he enjoys riding his bike and a game of golf.

Q: What is your fondest memory of your time as administrator?

A: It was having the opportunity to meet and work with members from the entire SMWIA [the Sheet Metal Workers International Association, now SMART] on training issues.

“My vision for the future of the unionized sheet metal industry is continued growth.”

Q: What was the largest hurdle you had to face as administrator, and what is the largest step the iTi has taken since that time?

A: Probably the hardest hurdle was introducing change.

Change is always hard to accept but a critical part of growth.

Q: Since you left the position, how has the iTi progressed the most?

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A: Since my retirement, the iTi has developed training for markets that didn’t even exist, thereby keeping our members in the forefront of our industry.

Q: What is your vision for the future of the unionized sheet metal industry?

A: My vision for the future of the unionized sheet metal industry is continued growth. In retirement, conversation tends to go to, “What did you do?” When you mention the word “union,” people usually ask, “How is it doing?” My answer is always, “Great and growing.”

Q: What is a good piece of advice for those who would like their careers in the industry to include leadership positions?

A: My advice for those seeking leadership positions in the union is to talk to your fellow members and listen to what is important to them. Work to make your local better. You never know when an opportunity to lead will come. ▪

Recruiting Resources Available YOUR MESSAGE.

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Put the SMACNA/SMART Resource Center to Work for You The SMACNA/SMART Best Practices Market Expansion Task Force has developed recruiting resources for contractors, chapters, locals, and JATCs that can be used to supplement and support local recruiting efforts. The resources include posters, handouts, and flyers for guidance counselors, parents, and students.

The materials are designed in multiple versions and languages (English and Spanish) and are customizable so that local groups can get their message out and appeal to the largest talent pool possible.

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