Find Partners in Progress online at pinp.org or at issuu.com/ partnersinprogress. An archive of all issues is available. Issues may be downloaded and printed for no fee.
For comments or questions, email editor@pinpmagazine.org.
GENERATIONAL Differences
The construction industry has never been a one-man or onewoman show. Its very nature requires several trade specialties to work together (concurrently and consecutively) to create something larger than everyone working on the project. It is hard, technical, demanding work—but no one in history has ever stood back and regretted a job well done.
The people working in construction draw from a vast pool of technical, academic, and lived experience to bring some of the most dynamic and important skills into creating the structures society depends on. Considering this, there is no end to the number of factors that can disrupt the mojo of a system that relies on this kind of cooperation, but never in history has any one factor influenced construction like the meeting of generations.
There was a time in history when apprenticeships were the only option, and families stayed in the same line of work for generations without even thinking about it. No more. Fastforward a few hundred years and we have so many options and so much information just tap away, there is no guarantee (or even reliable insight) on where young people are going to end up in their careers (which, by the way, change an average of six times in their lives, as opposed to previous generations who stuck with the same job or a close derivative for their entire lives).
Today, generational dynamics have the potential to drive projects forward—think about Baby Boomers with decades of experience, Gen X’s fierce independence, and Gen Z bringing fresh perspectives and technological savvy—but there can be a learning curve. Baby Boomers are natural leaders but don’t want to text feedback (or give too much of it, if it feels forced). They value hard work, loyalty, and dedication to their craft, and they often prioritize job security and stability.
Gen X spent so much time alone as kids that they feel entitled to independence, and they are known for being adaptable and entrepreneurial in spirit. They are comfortable with new tech, but they also respect a good face-to-face experience. In many ways, they are the bridge between the generations before and after them.
Millennials—or Gen Y—changed the game. They value diverse perspectives, have a tech-savvy mindset, and they want work that serves a purpose. They were the first generation to prioritize flexibility, inclusivity, and social responsibility over financial gain in the workplace, and their all-out anthems on work-life balance are inspiring for every generation.
Generation Z is just starting to enter the construction workforce. They’ve never known a world without the internet and obliquitous connectivity, so they are passionate about digital fluency and innovation. They are used to instant access to information and communication, and a workplace that values diversity, authenticity, and social impact is their dream space. They want to grow, develop, and be mentored, and they
can struggle with face-to-face interactions, preferring digital communications.
Undeniably, the way forward requires wise and generationally specific information transfer, inclusive, two-way mentorship, revolutionary understanding and awareness of each generation’s communication preferences, and a collective approach to workplace expectations.
This issue of Partners in Progress features stories on generational differences and insights. It looks at examples of labor-management cooperation across generations, shares insight on how Gen Z is the most pro-union generation in decades, and on how to understand generation differences so that we can exploit their benefits. It also includes an important message on partnership from SMART General President Mike Coleman.
As you peruse these pages and read about how your colleagues and labor-management partners are tackling the most prominent generation gap in history, consider this:
Intergenerational collaboration requires both organizations to create opportunities for knowledge sharing. This might mean cross-generational training programs or workshops, light teambuilding activities, or regular meetings—preferably outside the shop or office—where team members can mingle and get to know each other on a personal level.
Consider flexible work arrangements—spoiler alert, some Baby Boomers actually enjoy remote work—and scheduling that implements work-life balance for all team members. No matter what generation a worker represents, he or she will have diverse needs, preferences, and obligations outside of work that could benefit from this kind of set-up.
Foster a culture of diversity, equity, inclusion, and belonging. The bottom line is that success requires buy-in and buy-in hinges on respect and relational harmony. No one on your team is going to be on board if they don’t feel like a member of the team. So, start here. Read the stories, visit smacna.org, smart-union.org, and be4all.org for pro tips, and get started on building the kind of organization that is going to master generational differences and last into the future. Celebrate the uniqueness, welcome different perspectives, address biases, and encourage open, feedback-driven communication that drives collaboration and teamwork. You won’t regret it. ▪
GEN Z Offers Crucial Support for union and SMACNA membership
Union membership across North America has been dropping for decades, but Gen Z may change that trend forever.
By / Sheralyn Belyeu
Gen Z, the generation born between 1997 and 2012, is the most pro-union generation living. They are skeptical of authority, passionate about fairness, eager to belong, and they are bringing their enthusiasm to a union hall near you.
Elizabeth Moses of Local 280 in British Columbia is one of them. “I think unions are great, because I was non-union for a long time, and it was really hard to set boundaries,” she says.
After years of struggle in another trade, Moses listened to a friend who advised her to join SMART. Moses was so impressed that she persuaded her younger brother, Machot Moses of Windsor, Ontario, to join SMART, as well.
“Unions allowed me to have more freedom, and you don’t have to negotiate wages,” Moses says. “There are people out there who aren’t paid very well because they weren’t able to negotiate, or they were underpaid compared to their coworkers because of who they are in their identities. Unions guarantee that you have a foundation to build your life on instead of constantly worrying about the future.”
“In a union, you can’t just get fired,” says Amanda Filpo, a trustee and the women’s committee president for Local 28 in New York City. “There are rules. Once you become a journeyperson, you get a minimum pay, which goes up with our contract negotiations. You can change companies, you can travel, you can take time off. As long as you keep up your union dues, you can always come back.”
Free education is another huge attraction for Gen Z. “We get paid to learn,” Filpo says. “Some of the people I graduated college with are not even making half of what I make, and the price of living is the highest it’s ever been. Why would Gen Z go into debt to go to college where there’s not a job at the end?
In the union, you do an apprenticeship, you’re paid to learn, and you come out with zero debt. Then you have a job and you have skills. Since we’re part of our International, if you ever need to move, you can take your skill to another local and have that retirement package.”
Aaron Schoonbaert, chief operating officer at Price
Industries in Atlanta, says the Gen Z is asking for direction on soft skills early. “Back in the day, employees received leadership and listening skills further into their career, but now it’s being asked for right off the bat,” he says.
Young trainees meet once a month for about a year, with training in the mornings and team building in the afternoon. “The team building exercises we get the best feedback on are the ones where they participate in a charitable event,” Schoonbaert says. “When young employees find out that supporting those in need locally really matters to us, they connect a little better to the company.”
Filpo finds that some people leave industries when they don’t see opportunities for growth. “In sheet metal, we have different avenues,” she says. “We create, we fabricate, we have the political side, and we have teaching careers, so you can end up being an instructor. There are so many different ways you can go with your career. If somebody wants to stay in the industry, there’s a lot of growth.”
Moses appreciates the career growth she has found with SMACNA contractors. “Having to fight to find training is hard,” she says, “but some companies make sure that you get those skills, so when you’re done, you’re not struggling to find the next job.”
Mark Miller, general manager for Spectrum Sheet Metal in Richmond, BC, says Gen Z is easy to work with. “If they’re treated fairly and not treated like ‘old school’, they’re going to hang around,” Miller says. “As long as they’re part of the group and they’re looked after fairly, they will stay in the industry.”
When Miller hires a Gen Z who comes to Spectrum from non-union, he says, “It’s not the work they’re leaving. Whether they work here, they work in Calgary, or they work in California, the basics of what we do are the same. They’re not quitting work; they’re quitting an employer or a person.”
Unfair treatment in her previous trade convinced Moses to join SMART. “When I have an issue with somebody, the union will look into it,” she says. “They’ll check in on you, see how your situation is, and see what they can do for you. They help you find another job if it’s not a suitable environment.”
She goes so far as to say union support has changed her life. “I can be more involved, and I feel valued,” she says. “I work
““Probably the biggest challenge we run into is that Gen Z is not as motivated by money,”
Miller
says.
”on the executive board now, and I have a position where I can speak up for other apprentices.”
Miller notes that working with Gen Z is a little different from working with older generations. For the most part, members of Gen Z are not motivated by money.
“Probably the biggest challenge we run into is that Gen Z is not as motivated by money,” Miller says. “Every generation prior has been motivated by money, so if you’re going to penalize them, you take money away and if you want to show them appreciation, you give them more. That was acceptable up until now.”
Of course, Gen Z needs money to live, but it’s not as high a priority as acceptance and inclusion. “What motivates Gen Z is the sense of belonging and being part of a group,” he says. “They don’t really care to put in all the extra efforts to be the champion, but they do want to feel like part of a family.”
In New York, labor and management work together to build a sense of community with Gen Z. Contractors and unions cosponsor family picnics or parades aimed at showing employee appreciation.
“We do workshops on mental health and addiction and host mentorship programs,” Filpo says. “We agree that unionism is a family by looking out for each other and protecting our work to make sure that the work continues to build.”
Miller looks for natural ways to strengthen relationships on the worksite, which benefits all generations, not just Gen Z. One simple practice is allowing team members to grill their lunches together about once a month. Earlier this year, an employee took advantage of this tradition to throw himself a retirement party.
“He put a barbecue on,” Miller says, “Not just for our group, but he took the entire job site, and they all felt, ‘Now we’re all together. Now we work together.’”
The lunch was very simple and cost around CA$200. “Who cares for 200 bucks? If you can take a group of 100 people and they work together for only a week, what you’ve gained for that $200 is probably an unmeasurable amount of progress on the site.”
“Let’s bring these younger ones in,” Miller says. “Let’s get them trained the best that we can, so that in four or five years, they are running a lot of the areas around here. They’re going to be the senior people. Let’s make sure they can do their job, and do it well, and find a way to make it work for everyone.” ▪
A Colorado native, Sheralyn Belyeu lives and writes deep in the woods of Alabama. When she’s not writing, she grows organic blueberries and collects misspellings of her name.
Bridging the Communication Gap
From Baby Boomers to X, Y, and Z, every age bracket has put its mark on the sheet metal industry. Here’s how two workers and two owners navigate the different ages in the workplace.
By / Michael McConnell
By / Michael McConnell
Harold Dills didn’t have hobbies. He didn’t have interests outside of work—except for his family. After Dills started ACP Sheet Metal in 1977, making it succeed was his No. 1 priority.
“My dad was from the Great Depression generation, and he grew up very poor,” explains Nathan Dills, Harold’s son and the current president of Oklahoma City-based ACP Sheet Metal. “He would work every Saturday, and he would work Sunday afternoon between morning church services and evening church services. He only knew work.”
Dills says his father’s focus was common. “I noticed that with several guys of his generation,” he says. “They didn’t have hobbies because they worked. Their job was to provide for a family. So, if they had to work 60 hours this week to do that, that’s what they were going to do.”
Many sheet metal and HVAC company managers say it’s hard to find workers today with that level of dedication. Younger generations have different expectations about how
their work lives fit into their personal lives, and communication can be challenging. But despite those differences, 20- and 30-something Gen Y and Gen Z workers are bringing fresh perspectives to an industry that can be slow to change. And as one company owner in his eighth decade acknowledges, every generation has put its mark on the industry.
Nathan Dills, the 54-year-old president of Oklahoma Citybased ACP Sheet Metal, says younger generations have different ideas about work-life balance than his generation.
Gen X owner tries a different approach
Nathan Dills took over his father’s company in 2008. A 54-year-old Generation X member, he approaches work differently than his father. “I looked at my father and decided I wasn’t going to spend every Saturday or Sunday afternoon over here. I still took stuff home and worked a lot at night and at home on the weekends, but I was not at the office all the time.”
Dills says ACP Sheet Metal has a mix of Gen X, Millennial and Gen Z workers, and a few Baby Boomers. When it comes to communication styles, he’s definitely noticed a difference between his generation and younger employees. “I would much rather have a face-to-face conversation,” Dills says. “They do everything as ‘keyboard warriors’ via text or email.”
And work-life balance is important to his Gen Y and Gen Z employees. Some aren’t willing to work overtime or weekends. It’s a concept Dills says his Silent Generation father wouldn’t have understood.
“They will tell you, ‘That’s my time,’” he says, adding, “I get it. I raised three kids. They had Saturday morning soccer games. I played college baseball, and my dad never got to see me play a game because they were in the middle of the afternoon, and he was at work.”
Dills doesn’t mandate his employees work on the weekends, but with the chance to make time-and-a-half or more in exchange for giving up a Saturday or Sunday, he doesn’t typically have any problem finding staff to work overtime.
“You dangle $65 an hour in front of a kid who’s normally making $30 an hour, and he’s in,” Dills says.
Millennial makes changes as he advances
Frankie Ball, Local 124 member, is considered a Millennial
by some demographers and Gen X by others. But at 44, he’s definitely well into his career as a project manager at ACP Sheet Metal. When he started two decades ago, most supervisors weren’t interested in asking younger workers about how they thought a task should be tackled. “They were pretty direct with everything,” Ball says. “It was going to be done their way. It was always more aggressive.”
““I wasn’t going to talk to people in the same way... I wanted to do things differently as I started going up in management. I wanted people to feel like maybe they were more a part of a team.”
It makes for a more collaborative environment, he adds.
“It gives them a chance to learn if you let them make some decisions. Even if you correct the decision, at least it’s getting them thinking.”
— Frankie Ball, 44, Local 124 member
”As a young worker at the time, that didn’t always sit well with Ball. So, when he began to advance in his career, Ball decided he was going to use a different approach. “I wasn’t going to talk to people in the same way,” he says. “I wanted to do things differently as I started going up in management. I wanted people to feel like maybe they were more a part of a team.”
It makes for a more collaborative environment, he adds. “It gives them a chance to learn if you let them make some decisions. Even if you correct the decision, at least it’s getting them thinking.”
Learning how to talk to Gen Z
At 58, Local 33 journeyperson Chris Schnell is technically a member of Gen X, although as one of the oldest members of that age group, he sometimes identifies more with the Baby Boomers who came just before him. As a senior project manager at T.H. Martin Inc., in Cleveland, Schnell interacts with a lot of sheet metal workers just finishing their apprenticeships.
Schnell says he’s had to adjust his technique when talking to younger sheet metal workers. “I just approach them to get a sense of their personalities,” he says. Are they easygoing or easily offended?
Either way, Schnell says he wants to see them succeed. “I tell them I’m going to help them as much as I can because we need them in our workforce,” he says. “I try to make them understand what it means to be a tradesman and be in this type of work.”
“The older generations definitely had a better work ethic,” Welsch says. “There’s just no doubt about it. The younger generation, in general, is a little harder to convince that working a full week or a full month is something that they’re expected to do.”
”‘Mind the gap’: A
quick
primer on the generations in the workplace
Although some demographers disagree over the exact date when one generation ends and another begins, their cutoffs are rarely more than a couple of years apart. According to Tonia Morris, the founder and CEO of Simply HR Inc., most people still in the American workforce are either Baby Boomers or members of generations X, Y and Z.
Each generation has common experiences that shape their outlook on life and impact how they approach their careers. Here’s how Morris, who gave a presentation on bridging the generational communication gap at the 2024 Partners in Progress conference, separates them and what she says are some of the traits unique to these workers.
Baby Boomers. This 76-million-strong group is sometimes broken down into Early Boomers (those born before 1956) and Late Boomers (born before 1965). The older boomers experienced the upheaval of the civil rights movement and Vietnam War. Often seen as idealists, they value personal growth and like teamwork. Many put in long hours to advance their careers.
Gen X. Born between 1965 and 1980 or so, 65 million Gen Xers experienced the political and economic instability of the 1970s. With many having parents who worked full-time outside the home, they’re used to being on their own. Independent and self-reliant, they appreciate work-life balance.
Millennials (aka Gen Y). At around 43, the oldest members of the 73 million who make up this age bracket are entering middle age. The internet played a major role in their development, but many can remember a time before everything and everyone was online. They support diversity and seek work that allows them to have a positive impact on the world.
Gen Z. There are about 69 million in the United States who belong to this generation. The oldest members are around 27 years old. The youngest, just 12. Often called “digital natives,” they don’t remember a time before the internet and instant access to information. Social causes are important to Gen Z, and many would like to own their businesses. ▪
The ‘Silent Generation’ not afraid to give opinions
Eighty-three-year-old George “Butch” Welsch has worked with six generations at Welsch Heating & Cooling Co., his family’s 129-year-old St. Louis-based residential service firm. As company president, Welsch, a Silent Generation member, has dealt with everyone from first-year apprentices to senior managers with more than three decades of experience. He agrees with those who say younger workers aren’t as committed as prior generations.
George “Butch” Welsch, 83, has worked with six generations at Welsch Heating & Cooling Co., his family’s 129-yearold St. Louis-based residential service firm. As company president, Welsch says every generation approaches work differently than the ones before it.
“The older generations definitely had a better work ethic,” Welsch says. “There’s just no doubt about it. The younger generation, in general, is a little harder to convince that working a full week or a full month is something that they’re expected to do.”
Those expectations can lead to conflict, he adds. Last summer, one of the company’s biggest construction customers asked Welsch to put in extra time to keep a project on schedule. But even at time and a half, Welsch says the company had a tough time finding employees willing to work Saturdays. “In the old days, I think guys’ eyes would have lit up if they’d had a chance to work on a project like that,” he says. “Now guys stop to think about it: ‘Do I want to go to the lake? Do I want to go fishing?’ There’s a decision to be made, which wasn’t the case in the old days.”
Despite such complaints, Welsch is quick to point out that younger workers are an asset to the industry. Their comfort with technology has boosted his company’s productivity. With smartphones and tablets, service technicians can now look up parts and get tips on how to solve installation problems without having to leave the customer’s home. “That’s been a big help,” he says. “You don’t want to have to leave a message for someone to call you back in two hours.”
Dills agrees. Younger workers have an almost instant comfort around new tech that prior generations lack. “It’s impressive,” he says. “I think millennials were the first generation that had information at their fingertips. They understand technology. They’re not afraid of it.” ▪
Michael McConnell’s experience encompasses B2B and B2C copywriting, online journalism, and newspaper reporting. The former editor of a monthly magazine for HVAC and sheet metal contractors, he’s always interested in finding out the stories behind interesting people and projects. Contact him at mrmcconnell36@gmail.com
Strength in Numbers
The Local 66 Women’s Committee in Washington state is redefining leadership and inclusion in the sheet metal industry with support from SMACNA-Western Washington.
By Natalie Bruckner
With a mission that extends beyond recruitment and retention, this trailblazing group is proving that bold ideas, fierce determination, and a commitment to mentorship can transform the trades for the next generation of women.
What sets this committee apart is its fearless approach to tackling tough issues, powered by a relatively young group of leaders. They bring together individuals with differing perspectives, fostering open dialogue to address challenges head-on and inspire meaningful change. It’s a strategy that requires devoted commitment, with each member dedicating an average of 10 hours a month to advancing the committee’s goals.
By partnering closely with SMACNA-Western Washington, the committee has driven initiatives ranging from training to impactful inclusion movements, all while fostering stronger ties between labor and management. Together, they kicked off the committee’s mentoring program by bringing mentors and potential mentees together in one room for networking and relationship building. SMACNA-Western Washington plans important events for Women in Construction Week that include Local 66 members, and the chapter provided three
sponsorships for sister members to attend the Tradeswomen Build Nations Conference in 2023 and again in 2024.
Their cooperative work has earned national recognition, with the SMART International Women’s Committee commending their progress at the 2024 Partners in Progress Conference.
So, what is the women’s committee’s secret to success?
Co-Chair Allison Ostenberg, training coordinator at the Western Washington JATC, and board chair Tammy Meyen,
recruitment and retention specialist at the ITI, credit their success to a strategic mix of structure, passion, and a commitment to collaboration. “We tried several times before to launch a women’s committee, but it wasn’t until 2016 that everything truly came together,” Meyen explains.
The turning point came when a sister member approached then-business manager Tim Carter. His unwavering advocacy became the bedrock of their progress. “Tim didn’t just say, ‘Okay, go start a committee.’ He said, ‘If you’re going to have a committee, you need to have clear goals and a purpose.’”
In Carter’s guidance, they found an ally and a mentor. “Tim did not and does not tolerate any kind of discrimination,” Meyen says. “He has no problem with speaking up against a bully, and he refuses to be a bystander.”
Carter has attended the Tradeswomen Build Nations Conference, sharing with other brother members his experience and encouraging them to attend as allies for the opportunity to see things from a different perspective. Although he moved on to become president of the Northwest Regional Council, Carter ensured the committee would have the continued freedom to grow and spearhead new projects.
“Tim is also a girl dad,” Meyen says. “He was able to see first-hand what women are capable of. He knows, without a doubt, that we can do whatever we put our minds to.”
In fact, Carter’s constant support played such a crucial role in getting the committee off the ground that he was awarded the 2024 Champion of Change Award by Washington Women in Trades.
With mentorship established as its first core mission, the committee found its footing. This opened doors to new possibilities, including career fairs, volunteer initiatives, and importantly, attracting diverse membership. “In all honesty, it was because of Tammy that I joined,” Ostenberg says. “Her commitment and passion were inspiring. I saw areas that could be improved and realized change happens from the inside.”
Ostenberg’s first mission upon joining the committee was working alongside board members and Lance Deyette, thenpresident of Northwest Regional Council, to develop the committee’s bylaws. This introduced much-needed structure, enabling the committee to assign specific roles to dedicated volunteers, including leads for mentorship, collaboration, personal and professional development, and outreach.
“One of the things we do well is actively seek out people who are not like us,” says Meyen. “By bringing in new members, we ensure fresh ideas and perspectives. That adaptability is what keeps us thriving.”
Ostenberg and Meyen agree that such collaboration wouldn’t be possible without support from partners like SMACNA-Western Washington and advocates like Julie Muller, the SMACNA chapter’s executive vice president. Muller, who also serves on the JATC committee, has driven practical changes, including feminine hygiene products on job sites and portable lactation stations. “Julie saw the lactation pods at the airport and thought, ‘Why don’t we have this for job sites?’” Ostenberg says.
Once Muller found a manufacturer, she asked the women’s committee, Local 66, and the JATC if they were interested in joining forces to bring the pods to construction sites. “Now we have a portable station that can be sent to different sites,” Ostenberg shares.
“This way our sisters know that they’re cared for and valuable members of the team,” adds Muller. “During an industry event years ago, I met a young journeywoman with young children of her own. We exchanged stories about motherhood, and she said the only way she could continue to breastfeed her baby was to go down to her car parked on the jobsite, cover the windows with sheets, and use the cigarette lighter to pump. I instantly realized the inequality and that it was much easier for me to return to work with an office job than it was for her, working on a construction site. The pods
are a way to change that, and I knew a partnership with Local 66 was the way to make it happen.”
In an era where many committees prioritize social media for outreach, the women’s committee demonstrates that personal connections can be more impactful. “I mainly speak with leadership, which tends to be from a particular generation, and they prefer email or phone calls,” Meyen says. “For younger generations, though, you can send them an email and they won’t read it for weeks, so I’ll always follow up with a text to make sure.” Their tailored, hands-on approach challenges the assumption that digital channels are the only way to engage effectively.
However, the committee recognizes the importance of executing social media effectively and plans to involve a dedicated, skilled member to lead the effort. While they maintain a private Facebook group, expanding their broader social media presence remains a work in progress.
“I’m an organizer, not a creative type,” Meyen admits. “If someone can put together a TikTok or Instagram video, I can support it, but I’m not the one coming up with it as that’s not my specialty.” In the meantime, their hands-on communication style continues to yield strong, direct connections with members and partners, showcasing the power of personal engagement.
While the committee continues to refine its strategies, its impact already extends far beyond Washington state. By sharing its bylaws and inviting other groups to observe its meetings via Zoom, the committee has become a valuable resource for women’s committees across North America.
“We’re happy to share what worked for us, but more importantly, what didn’t,” Meyen says. “We understand that failures are often where the real learning happens. It’ll look different in every area, but by sharing our experiences, others have a starting point to build from.”
Looking ahead to 2025, the committee plans to expand its mentorship program and make training available to other locals in the region. They’re also prioritizing leadership development, encouraging women to apply for key positions.
“When Allison and I decide it’s time to step down, we want to ensure there’s a strong team ready to take over,” says Meyen. “We’re sharing everything we’ve learned—the successes and the failures—to help the next generation of committee members thrive. Our ultimate goal is to one day reach a point where a women’s committee is no longer needed.” ▪
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.
Successful Labormanagement Partnerships
SMART General President Mike
Coleman shared his vision for successful labor-management partnerships with SMACNA contractors at the 2024 SMACNA Convention
By Deb Wyandt
“Nobody will ever convince me that we, as labor and management, are better separate than we are together,” said SMART General President Michael Coleman, addressing hundreds of contractors at the Labor Forum at SMACNA’s National Convention in October. Coleman, General SecretaryTreasurer John Daniel, and Assistant to the General President, Tom Wiant made it a priority to attend SMACNA’s convention to meet with contractors and learn of the opportunities and challenges they are facing in their local markets.
Coleman views the sheet metal industry as a “three-legged” stool. “One leg is the employers, a second is the union and its members, and the third is our training programs,” he said. “If we lose any of the three legs, our industry fails. We all have an obligation to make that stool stand.”
From his meetings with SMACNA contractors and SMART Local members, Coleman is aware that some areas embrace the concept of labor-management partnership very well, while other areas still struggle to do so.
Coleman suggested that areas that wish to have a successful labor-management alliance employ the “90/10” rule, noting that contractors and the union have a lot of common interests. The 90/10 rule asserts that contractors and union members are “lockstep” agreeing whole-heartedly on 90% of the issues that the sheet metal industry faces. Five percent of issues are “somewhat controversial,” and 5% of issues are those for which there will always be inherent differences between labor and management. In a successful partnership, the parties focus on the 90% and do not allow 5% or 10% of the issues derail progress on the 90%.
“Hard feelings stop progress on the 90%,” Coleman said. He added that the following attributes create a solid labormanagement partnership:
• Honesty and integrity – The team members across the table need to be able to trust that your words and actions are based on information and facts that you believe to be accurate at the time.
• Accountability – You’re not always going to be right. When you are wrong, admit it and “own it.”
• Trust – “There is no room for ‘gotcha’ moments in this industry. We work on slim margins and there is no time for gotchas. Lie to your partner and see how long it takes to get trust back… It takes forever. “My father had a good analogy on the importance of trust,” Coleman said. “Trust is lost in buckets but regained only in drops.”
• Respect – We need to be respectful about the 5% of items on we will never agree upon. Instead of emotional “eye-rolling” and “tsks,” ask the other parties why they feel that way. We may never agree on these issues, but better understanding may lead to some progress.
Coleman has a long record of successful partnership efforts at the national level and at the local level in Cleveland, Ohio, where he served as business manager of Local 33. He shared how the National SMACNA-SMART partnership contributed to
• a successful pandemic response effort;
• improved funding status for the National Pension Fund, which has been in the green zone for the last three years;
• a successful project to provide workers to staff industry megaprojects;
• joint lobbying on common issues like indoor air quality and the CHIPS Act;
• a maternity leave program; and,
• the BE4ALL program, which lets all know that they are welcome in our industry regardless of race, gender, religion, or sexual orientation. “Our industry is growing faster than ever before,” Coleman said. “We need all hands-on deck to recruit and retain like we have never done before.”
“We’ve checked a lot of boxes on successful partnership efforts,” Coleman explained. “But there is a lot more to accomplish. If we don’t work together, we are absolutely going to fail. We have an opportunity to change our industry like never before. We need to seize the moment and come together as leaders of our industry.”
Coleman promised to make it a priority to promote local labor-
management partnership and improve the culture of Locals and implored contractors to likewise do so on their end when they return home. “Our industry is too valuable to compromise for any reason,” he said. “We all have fights, we all have separate views, but we are never better without our partners. Working together is our responsibility for the future.” ▪
Launched in December 2021, the BE4ALL initiative is a joint effort of SMACNA, SMART and the International Training Institute. BE4ALL seeks to positively impact the unionized sheet metal industry’s work culture so that we can attract and retain the best, most skilled sheet metal workers—and in doing so, affirm the dignity of every person who walks through our doors.
BE4ALL ensures that we are an industry that embodies professionalism—not only in our technical skills, but also in the respectful work environments we create: free from harassment, discrimination, bullying, and hazing. BE4ALL ensures that we are an industry where our members and contractors can do the best possible work efficiently and effectively. These are all critical ingredients to creating a thriving culture and industry, and we believe BE4ALL is the vehicle for how we make this happen.
BE4ALL strengthens our workforce, benefits our communities, and makes the unionized sheet metal industry stronger and more competitive by reflecting the communities where we operate and the people we serve. BE4ALL helps our contractors and our members meet the real-world demand for the best and most qualified workforce available and also reinforces union solidarity.
The leadership of SMART, SMACNA, and the ITI share this vision for transforming the industry. Together, we can create an environment of welcoming, belonging and excellence for all. Learn more at beforall.org ▪
Nick Saban’s Leadership Secrets
By John Millen
If you know the name Nick Saban, you may have strong feelings of love or hate depending on your college football allegiance.
If you don’t know Nick Saban, he retired in January 2024 as football coach at the University of Alabama. But more than that, Saban leaves a legacy as one of the most-winning college football coaches of all time, taking home six national championships and a record of 201-29 over 17 seasons at Alabama.
While being interviewed at HIMSS24, a healthcare conference, Saban offered fascinating insights into his leadership secrets of success. Even if you’re not a football fan, keep reading to learn how to be a more effective leader.
Transactional leadership
Saban said he’d spent the early part of his 34-year football career as a “transactional” leader until a single game transformed his leadership style and his life.
“I actually changed my style as a leader,” Saban recalled. “I was always a transactional leader. I was a very result-oriented person. Winning the game was most important, not how you played the game.
“If we won, I patted people on the back. I was happy. I gave them positive self-gratification—which everybody needs, and it was good. But if we lost? I was very critical. It was always somebody’s fault. ‘How are we going to fix this?’ Everything was based on results. If you’re negative with people, and there’s no teaching involved, it kills people’s morale. You don’t really want to be that way.”
Saban’s profound realization came in his fourth season as the coach at Michigan State University. “In 1998, we go to play Ohio State,” he said. “They’re undefeated. They’ve been number one since preseason. This is the 10th game of the year. And we’re 4-5 at Michigan State. We’re average. And Ohio State is a dominant, really good team. And I said, ‘We got no chance to win this game.’ No chance.
“I actually changed my style as a leader,” Saban recalled. “I was always a transactional leader. I was a very result-oriented person. Winning the game was most important, not how you played the game.”
“I didn’t know what approach to use with the team. I didn’t know how, because I was transactional. How are we going to win this transaction, when I think we have no chance to do it? So I call a psychiatrist. And he says, ‘You need to tell the players to play one play at a time. Like it has a history and a life of its own. Don’t look at the scoreboard. There’s no external factors. There’s no crowd, there’s no nothing. Just go have fun and compete. And after that play is over, focus on the next play. Never look back. So, it’s nothing about results. It’s just one play at a time. Very process oriented. Very focused, not on the outcome but on what would you have to do to get the outcome, and how would you have to compete to do it?’
“And guess what? We won. We won. We got behind 17-7 in the game, but nobody got frustrated. Nobody did anything. Everybody just kept playing. And it actually frustrated our opponents because they were used to people sort of melting.
Transformational leadership
“I became a transformational leader from that moment on. If you look at that game and before, I was a very average coach. From that time on, I have been very successful as a coach.
“Transformational leadership means you’re going to set a good example. You’re going to be somebody that somebody can emulate, and you care about other people to help them for their benefit, not your benefit.
“You care. You have a vision, you have a plan. You’re willing to inspire and teach them everything that they need to do to be able to be the best version of themselves. It wasn’t transactional anymore. It was transformational. It just completely changed.”
“I think that that type of leadership is much more effective in this day and age than the other.”
From my assessment of Saban’s talk, here are three actions you can take to build long-term success:
1. Help people with personal growth
Saban’s leadership style revolves around vision, inspiration, and genuine care for his team members’ growth. By setting an example and imparting valuable lessons, he galvanizes individuals to realize their full potential.
Saban believes in empowering his players to take ownership
of their success and that of the team. He underscores the importance of relentless self-assessment and discipline in executing daily goals.
“We show everybody that they’re the best version of themselves, that they’re going to create value for their future, which will benefit their quality of life and their chances of being successful in life,” he said.
2. Grow a high-achieving culture
Central to Saban’s leadership philosophy is the cultivation of a cohesive organizational culture. “The number one thing is culture,” he said. “And the culture comes from the individuals that make the team what it is.”
“Everybody’s got to do what they need to do to be a part of the team. I’ve said before: Mediocre people don’t like high achievers; high achievers don’t like mediocre people. You can’t establish principles and values in an organization and a standard and not have everybody make a commitment.
“Because if you let those two things coexist—mediocre people and high achievers in the same organization—you’re never going to have any togetherness, you’re never going to have any teamwork.”
3. Focus on the process
Within that culture, Saban and his coaches develop specific, repeatable processes to achieve their goals. Players are taught to focus on the process rather than fixating on outcomes, thereby inspiring his team to excel beyond expectations.
“Most people want to do that,” Saban said. “But a lot of people don’t know exactly how to do it, so they need someone and something to follow a plan.”
It’s clear that Saban’s principles transcend the realm of football. They offer all of us invaluable lessons on achieving success with the power of transformative leadership. ▪
John Millen, storytelling and communication coach, conference speaker, and course creator, has more than 25 years of communication experience, including serving as VP of Communications for Fortune 100 companies Nationwide and The Hartford. His purpose is to help leaders and entrepreneurs grow their businesses and careers by developing their storytelling and communication skills. Learn more at johnmillen.com
My Journey: Chris Schneider
Executive
Director,
SMACNA Oregon & Southwestern Washington
By Jessica Kirby
Chris Schneider, executive director of SMACNA Oregon & Southwestern Washington, was raised in Michigan. After high school, he attended and graduated from Western Michigan University with a degree in English. Originally, he planned to make the world a better place by becoming a high school teacher. Ultimately, he decided to go to law school.
Growing up, Schneider’s grandmother was an inspirational figurehead in his life and the community. As a judge, her vocation helped guide the public and influenced Schneider’s decision to pursue a degree in law. He focused on labor law at Wayne State University.
“In metro Detroit, both newspapers had a labor reporter and contract negotiations were often front page news,” Schneider says. “I was just kind of absorbing labor relations without really knowing what it was.
“After graduation, I took a job working for the Teamsters union first in DC and then in Chicago, and I just knew I was in the right field,” he adds. “I made a transition to representing management in the steel manufacturing industry. This led to a natural transition into sheet metal.”
He moved to Portland, Oregon, where he led the labor relations program for PacifiCorp. Upon Jerry Henderson’s retirement in 2021, Schneider was hired as executive director at SMACNA Oregon & Southwestern Washington. His focus is on workforce development, promoting the benefits of joining SMACNA, and encouraging trade education.
“SMACNA membership provides a tremendous training advantage in recruiting employees into our industry,” he says. “Our training program is world-class and is absolutely free for those who become apprentices. This training opportunity is a clear path toward a career with significant earning potential on day one.”
SMACNA and its member companies are committed to recruiting the next-generation workforce, and they are
particularly excited to continue career outreach to women, minorities, and people of color.
“Our sheet metal family is welcome to all,” Schneider says. “It’s exciting to think about the diversity of opportunities that it offers.”
He launched his career with SMACNA by working with the trusts to ensure the health and longevity of those programs and by working with his labor partners to resolve ongoing conflicts.
“I am committed to exploring and expanding how SMACNA can better represent our members,” he says. “Through collaboration and communication, difficulties can be resolved in a win-win outcome for all parties.”
Though his journey took an interesting trajectory from a career in law to a SMACNA executive director, Schneider never gave up his vision of working to make the world a better place. “My current role allows me to bring people together,” he says. “Sometimes it’s bringing contractors together to discuss the challenges in their business. Sometimes it’s working through an issue across the table.”
His advice to young people or anyone considering a career in sheet metal is to find a union signatory sheet metal contractor or a local SMART union hall and start asking questions and making friends.
“Whether you wish to work in the field or in an office, there are tremendous opportunities in this industry,” he says. “Sheet metal is a bit of a hidden trade compared to other trades but one where there are tons of opportunities.
“Our job is to shine a light on it.” ▪
Jessica Kirby is editor-publisher for Point One Media, a small but sturdy family-owned trade magazine creator representing some of North America’s best construction associations. She can usually be found among piles of paper in her home office or exploring British Columbia’s incredible wilderness.
