Training Supervisors— Investing in Professionals

By / Robin Brunet

It’s a testament to Kevin Dougherty’s effectiveness as a motivational coach that he is extremely hard to pin down. If he’s not getting ready to board a plane to conduct a seminar in one state, he’s busy training new and experienced supervisors in another.

But pinning him down is worth the effort because his message to the sheet metal sector is alarming. “The organized sheet metal industry faces numerous headwinds,” he says. “We have an aging workforce, not enough new people coming into the trade, and our market share nationwide is only 18% compared to nonunion shops.”

While none of this is news to industry veterans, Dougherty caps his comments with a revelation. “A big part of the problem is that we’re failing to create leaders. Currently, we have an intense focus on apprenticeships, which is good as far as recruitment goes, but the system doesn’t take people to the next level.”

In other words, you can be the best craftsperson in the world, but that doesn’t equate to success as a leader. After all, how many sports Hall of Fame players went on to become Hall of Fame coaches? Very few.

“So, we’re doing a good job of producing sheet metal workers, but we need to turn them into mentors and coaches by investing in proper training,” Dougherty says. “And until that shortcoming is addressed, we’re going to continue losing market share.”

Dougherty, who has taken time to discuss this issue from an airport departure lounge in his home base of Florida, has spent the past 20 years enhancing the efficiency of America’s construction industry. Via his Supervisor Training Academy, he has coached thousands of people from coast to coast, and his clients range from family-owned businesses to corporate conglomerates.

Audiences describe Dougherty’s speaking style as aggressive, realistic, and open minded, and he points out that forthrightness is required to shake some companies out of their doldrums. “There’s a widespread assumption that, over time, as journeypersons gain more on-the-job experience, they naturally evolve into leaders,” he says. “But that’s not the case. Instead, too often bad habits develop. One of the most troubling is showing up late for work. And journeypersons who are true professionals have so much on their plates, they often don’t have the time to mentor promising would-be leaders.”

And professionals they are, though they seldom receive the credit they are due. “In my capacity consulting for SMACNA and SMART, I’ve stressed that these people should be treated like professionals, because they’re really working engineers with a great understanding of technology and are far more capable than they’re credited.”

However, a well-rounded foreperson or supervisor is crucial to any business’s bottom line. “Every dollar your company makes or loses runs through the supervisor’s fingers,” Dougherty explains. “His or her ability or inability affects profits. There is no single thing that can make more of an impact on the bottom line than having an efficient and effective supervisor who understands the need to maximize labor efficiency.” and building them back up. It’s a tough process somewhat akin to Marine Corp training, but it gets results,” he says. “People are better than they think, and I make them realize it. All the while, I reinforce the job elements that should be non-negotiable—such as showing up on time.”

He references the Marines because, like that military institution, he is looking to influence a cultural change. “This is not about checking a series of boxes, it’s about developing a specific mindset along with skills,” he says.

The program also covers planning, material handling, negotiations, conflict resolution, accountability, communication, time management, documentation, and people skills.

“The Supervisor Training Academy is not for the weak,” he says. “We start fast and finish fast, and the content is real world and tangible.”

Video recorded role-plays augment the program, and attendees received a ‘bullet’ journal to help them plan, organize, and effectively execute time management skills over the long haul.

Dougherty tailors his training approach depending on the company and sector, but for the HVAC/sheet metal realm he recommends his program for forepersons, shop forepersons, superintendents, and other critical managers.

Dougherty’s flight is suddenly announced over the airport loudspeaker, and he apologizes for having to dash. But before he hangs up, he says leadership training is imperative.

For example, 75% of a project’s value can be attributed to labor and material. Labor cost affects profits, and decreasing labor cost by a mere 5% can increase profitability by 20%. “Finishing the job in 19 days instead of 20 days can increase profitability by 20%,” he says. “Using the right crew mix—bringing in 19 workers as opposed to 20, for instance—makes a dramatic difference. All these issues and opportunities can and will be made at the frontline supervisor level. A $1 million job with a 5% profit is $50,000. It does not take much to change the bottom line one way or the other. If we cut labor cost by $25,000 through better supervision, that savings goes directly to the bottom line and increases profitability.”

Typically, Dougherty spends two days working with between 20 and 25 new and experienced supervisors, “breaking them down

“I’m optimistic because leadership development is happening,” he says. “There’s no question that contractors and Locals who provide employee education and training reap the rewards of their investment. Professionals want to work alongside other professionals, and when you have that kind of culture you cannot help but succeed.” ▪

Contact Kevin Dougherty at salesacademy@verizon.net to learn more about the Supervisor Training Academy. SMACNA chapter executives can coordinate with Bridgette Bienacker, SMACNA’s Senior Director of Education, bbienacker@smacna.org, to request approval for a local presentation. If approved, SMACNA National will cover the costs of the speaker fee.

Robin Brunet’s journalism has been published in over 150 magazines, newspapers, websites, and other media across Canada and the United States since 1982. He is also the best-selling author of two books: Red Robinson: The Last Deejay and Let’s Get Frank, as well as the upcoming The Last Broadcast.