PartnersINProgress SMACNA & SMART—Building a Future Together
November 2023
SMACNA and SMART members reach new heights with active Women in Construction groups
PartnersINProgress SMACNA & SMART—Building a Future Together
MICHAEL COLEMAN CAROL DUNCAN Co-Publishers KAARIN ENGELMANN editor@pinpmagazine.org Editor-in-Chief
6 CONTENTS
October 2023 – Volume 17, Number 4
3 CONFLICTED: COLLABORATIVE PROBLEM SOLVING FOR THE WIN Where there are people there is conflict, but working together is the best way
forward.
4 WOMEN’S GROUPS TACKLE MOUNTAINS Women’s groups are helping address barriers to entry into the sheet metal industry.
6 TOGETHER, WE DO IT BETTER SMACNA and SMART agree: joint advocacy efforts can boost chances for success.
9 RESOLVING DIFFERENCES ON THE JOB SITE Clinical psychologist Dr. Sally Spencer-Thomas shares top tips for keeping your cool on the job.
JESSICA KIRBY jkirby@pointonemedia.com Editor POINT ONE MEDIA INC. artdept@pointonemedia.com Creative Services
Partners in Progress is a publication of the Sheet Metal Industry LaborManagement Cooperation Fund. All contents ©2023 by the Sheet Metal Industry Labor-Management Cooperation Fund, P.O. Box 221211, Chantilly, VA 20153-1211. 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.
11 RECRUITMENT, RETENTION, AND DEI ON THE HORIZON A New Horizons grant offers a key opportunity for SMACNA and SMART to collaborate on recruitment and retention best practices.
13 UNLEASHING THE HERO P artners in Progress Conference keynote speaker Kevin Brown defines “inner hero” and encourages you to unleash yours.
15 MY JOURNEY: STEVE DAVIS Local 280 organizer Steve Davis hit the ground running and continues to make headway in recruitment efforts.
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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
© Can Stock Photo / JohanH
Conflicted
Collaborative problem solving for the win It is inevitable—where there are people, there is conflict. Approaches to handling conflict can vary dramatically, which really complicates things because incompatible conflict resolution styles can end up driving parties further apart. Despite years of training and experience in dispute resolution, I’m a bit embarrassed to say that when conflict rears its ugly head, I am still initially tempted to avoid it at all costs. I have found out the hard way that the problem with sticking one’s head in the sand is that it leaves one’s butt exposed and prevents you from seeing where the next hard kick is coming from. The ostrich approach isn’t an effective one because it allows a conflict to fester and grow. Some people absolutely thrive on conflict. People with a combative personality style never think of burying their heads when they see sand—they are too busy drawing a line in it. This model of conflict resolution equates to using as much power as possible to “win” despite the costs. The downside is that those on the losing side of the equation do not get any of their needs met, and they typically have exceptionally long memories. This model is effective for a “one and done” conflict with someone you never have to interact with again, but it often has a nightmarish impact on those with whom you have longer-term relationships, such as family members, employers, employees, or labor-management partners. Rolling over and accepting the alternative position in its entirety is similarly ineffective in resolving a conflict. While those using this method of conflict resolution appear to be accommodating, they are likely harboring ill will because their needs and concerns have not been addressed. Feelings of resentment may negatively impact future problem-solving endeavors. Collaborative conflict resolution is by far the most successful approach to problem-solving for important longterm relationships, including labor-management partnerships. It requires focusing on the problem, not the people, and listening with an open mind. This allows all parties to view an issue more easily from one another’s perspective and look past “positions” to identify underlying needs and concerns. The more parties understand each other’s concerns, the easier it is to brainstorm a variety of options that could meet the interests of everyone involved. Once you have mastered collaborative conflict resolution, you may be able to join those optimists who maintain that conflict is not always negative. Constructive conflict can expose serious problems, drive change, and foster creativity. Collaborative conflict resolution is not easy; but fortunately, it involves skills that can be learned and refined. It is one of the key components in developing a constructive labor-
management partnership. SMACNA and SMART strive to share stories and examples of labor and management successfully tackling issues to improve the industry and increase market share. We provide examples and insight on successful conflict resolution in every issue of Partners in Progress, including this one. For live education on this and other partnership best practices, join industry leaders at the February 27-28, 2024, Partners in Progress Conference in Orlando, Florida. Visit pinp.org/conferences/2024pinp to learn more. ▪
BE4ALL CALENDAR 2023 The 2023 BE4ALL Calendar is a tool your members, employees, and colleagues can use to learn more about the different cultures and faiths that make up our everevolving industry. Each month highlights several of the important holidays and observances your peers may take part in and even a few that might be less familiar. In addition to noting the exact date of the observance, an explanation of that particular day’s significance and history can be found directly below the calendar. Please post this calendar in a public space, such as a break room, lunchroom, or other communal meeting area. We hope you can use this resource to start meaningful conversations that will enable you to learn more about your colleagues and develop a new understanding of the different cultures, ethnicities, and faiths that make up the sheet metal industry. Scan the QR code to visit the BE4ALL website and view the calendar. Click on individual observances to learn more about the history and tradition associated with those important days. ▪ Partners in Progress » November 2023 » 3
Women’s Groups Tackle Mountains A model program in California is empowering women and transforming the status quo. By Natalie Bruckner
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powerful movement is happening within the sheet metal industry that is helping revolutionize the landscape, break down barriers, and pave the way for inclusivity and diversity. Meet the Women in Construction (WIC) program of Bay Area SMACNA in Northern California—a formidable force driving positive change. With its unwavering determination, WIC exemplifies the spirit of initiatives such as BE4ALL, which is a collaborative effort by SMACNA, SMART, and the ITI intended to positively impact the industry’s work culture to allow SMACNA contractors to attract and retain the best and most skilled workforce, regardless of race, gender, religion, sexual orientation, ethnicity, or nationality. The WIC program has grown into a model program that celebrates women’s achievements, propels their success, and breathes life into a dynamic work culture. WIC emerged approximately seven years ago, sparked by the visionary leadership of Angie Simon, a member of the executive committee and past-president of SMACNA National. “I remember looking around at our board, and I was the only woman,” she says. “We knew there are a lot of good women in the industry, but we just weren’t seeing them. I realized we needed a way to support and encourage women and help them feel like they belong in this industry. After chatting with Kathy deYong, who is in charge of labor for SMACNA in the Bay Area, we said, ‘Let’s get something going.’” And so, WIC was born. Its goals were to recognize the untapped potential of talented women in the sheet metal industry, provide a support network to address unique challenges, and boost confidence. By fostering a community of mutual support, WIC also aimed to bridge the confidence gap and empower women to pursue leadership positions and reach new heights in their careers. Its purpose emerged as a beacon of hope and empowerment. “I remember folks asking, ‘Why do women need a separate committee?’” Simon adds. “Women make up 51% of the population and 9% of all construction workers, yet they don’t
really feel included in construction. Sometimes we need to help and build confidence in each other. Not to mention, we often face specific obstacles and lack the support needed to excel in the industry.” WIC wasted no time in making its mark. Its inaugural luncheon received an overwhelming amount of support. More than 40 individuals filled with anticipation gathered to witness the birth of a movement. “We were excited, the union ladies were excited, but more than that, we also received a very positive response from the men, too,” Simon says. “WIC actively encouraged all individuals to participate and become allies in the journey towards inclusivity.” The success of the luncheon demonstrated the hunger for change and the desire for a more inclusive industry. While WIC is primarily about events, mentorship opportunities, and support, another area of focus is community outreach. Through collaborations with organizations like Rebuilding Together Peninsula (an organization that provides housing repair services) and Local 104, the program has further demonstrated its commitment to inclusivity. WIC members have engaged in initiatives like SheBuilds (an organization that builds safe and beautiful homes and promotes gender diversity). With the support of Local 104, WIC helps make a tangible difference in the lives of others. Connie Rivera, a site foreperson at Western Allied Mechanical and member of Local 104, describes one example of how labor and management have come together to make WIC work. Rivera was one of 20 volunteers to join WIC at the SheBuilds event. “It was one of the biggest builds yet, and together we were able to accomplish the project’s goals,” she says. “It’s important to have programs like this so women know there are other women like them out there in the field who support them. These are women they can contact, and we
can help each other through challenges and opportunities.” WIC’s growth has been nothing short of remarkable. The program expanded its reach during the challenging times of the pandemic, finding new ways to connect and engage with its members. Hikes, virtual presentations, and collaborative events with other regions allowed WIC to build a robust community, even in times of physical distance. Their mailing list now boasts more than 300 members. “We really hit our growth pattern when the pandemic hit,” Simon explains. “We never sat back. Our hikes were very popular. They included both men and women and gave everyone a chance to feel included during challenging times of social distance. People felt part of a community.”
Rivera’s husband, Ben Rivera, Local 104 training administrator, also plays a vital role in supporting women’s programs like WIC. Long before he and Connie became a couple, he was actively involved in women’s groups to further promote and support an all-inclusive industry. His continued collaboration with WIC, SheBuilds, and other women’s initiatives has played an important part in the evolution of inclusivity at Local 104. As WIC continues to evolve, inspired by the commitment of all individuals involved, it serves as a model program inspiring change and shaping a future where gender equality and inclusivity will become the norm in the sheet metal industry. “My goal for the future? I hope in 10 years we don’t need to have a WIC group because we will have 35% to 40% women in the industry,” Simon says. “Yes, there will always be special requirements for women—as women bear children—so we deal with some different challenges. But by then, it shouldn’t be a case of women needing special initiatives to be seen and heard.” ▪ 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 » November 2023 » 5
‘Together,
we do it better’ Joint advocacy efforts can boost chances for success. By Michael McConnell
In 2019,
after years of effort, Local 49 and SMACNA of New Mexico officials finally saw the fire life safety bill they had been supporting signed into law by the governor. In addition to improving public safety, it would mean more work for members of both groups. A few years earlier in Pittsburgh, SMACNA of Western Pennsylvania and Local 12 built a fire simulation room to show council members just how quickly a fire can spread through an HVAC system. The result? A new fire life safety ordinance—and more work for association contractors and the Local. And in the 1990s, when Precision Air Balance Co. Inc. President Karen Fox discovered that California schools were shutting down vocational education programs—eliminating opportunities to promote construction careers to students—she
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worked with union officials to stop it. Those are just three examples of what SMART and SMACNA can accomplish when they advocate together on important issues. Officials with both organizations point out that management and labor on the same side can boost appeal to Republican and Democratic lawmakers, improving the chances of a bill’s passage. For example, SMACNA and SMART officials credit bipartisan appeal for the success they’ve had enacting laws requiring training and certification to inspect fire and smoke dampers. New Mexico was first to pass a statewide law that added vital requirements to the state’s fire code. The law mandates that the dampers and smoke control systems in apartments and public buildings be inspected and tested to National Fire Protection Association standards.
It was a long-time priority for the union and SMACNA in the state, says Isaiah Zemke, Local 49 business manager and financial secretary. It’s also a public safety issue, since malfunctioning dampers during a fire can send toxic smoke throughout a building’s HVAC system. That’s why manufacturers recommend that dampers be regularly tested by trained inspectors. “That wasn’t being adhered to prior to this legislation being enacted,” Zemke says. “These systems will now have to be inspected. This is one extra layer they’re going to have to follow to get the certificate of occupancy for their building.” Zemke said the law should lead to more work for union members, since its fire life safety training program is accredited by ANSI (American National Standards Institute). In Pittsburgh, which passed a similar ordinance in 2016, the smoke simulator housed at the Local 12 training center made an impact on city council members, says business manager Greg Blose. It demonstrated the importance of inspection and maintenance. “We did many, many tours where we brought in groups of politicians, and it really opened their eyes to how fast a room can fill with smoke and how dangerous it is,” he says. “We had several of them say, ‘This is what really changed my mind.’” In the seven years since the ordinance passed, Blose says the union and SMACNA of Western Pennsylvania have secured inspection and repair work, which is what they were hoping for. He encourages other locals and SMACNA chapters to pursue similar ordinances, since they touch on two things most politicians care about: public safety and creating jobs. “Why would a politician not go for that?” Blose says. Similar legislation has been signed into law in Nevada, Illinois, and Washington state. Proposals are working their way through legislatures in other states, including Alaska, where hearings were held in 2022. Cities such as Cleveland have also enacted ordinances requiring damper inspection by certified technicians. In Fox’s case, efforts on behalf of the industry in the 1990s led to her becoming more involved on issues on the state and national levels. She became active on topics such as pension reform and securing tax credits to fund critical infrastructure projects. “Such issues are important to labor and management,” she says. “We’re talking about things that are good for the industry as a whole.” Her ongoing work led to Fox being recognized as the 2022 SMACNA Legislative Contractor of the Year. The fact that SMACNA chapters and Locals have seen success jointly advocating for important issues doesn’t surprise Stanley E. Kolbe Jr., SMACNA’s executive director of government and political affairs. It’s a trend he’s followed for decades. The long-time lobbyist says the contractor group and union have worked closely on a number of important federal issues, such as apprenticeship training standards, maintaining project labor agreements, and funding to upgrade public school HVAC systems.
Greg Blose
Tiffany Finck-Haynes
“There’s an old expression,” Kolbe says. “‘Together, we do it better.’ I really appreciate that SMACNA and SMART have common views on a lot of these issues.” The opportunities for SMACNA contractors and union sheet metal workers today are “booming,” he adds. Projects in infrastructure and semiconductor chip manufacturing represent the kind of complex work at which SMART members excel. Kolbe notes that the Inflation Reduction Act signed by President Joe Biden in 2022 “is loaded with hundreds of billions of dollars in tax incentives for high-efficiency and high indoor air quality standards work.” Tiffany Finck-Haynes, a SMART government affairs representative, says she’s been educating developers on the generous tax breaks that projects can get if they use SMACNA contractors. And it’s been working. Union workers are involved in eligible HVAC construction and duct fabrication projects around the country. “There are big electric vehicle battery facilities that SMACNA contractors and SMART members are working on in Ohio, Tennessee, and Georgia—all over the country,” she says. Finck-Haynes says that when labor and management are on the same side of an issue, lawmakers notice. Partners in Progress » November 2023 » 7
‘Together, We Do It Better’
“I think it’s very helpful when we can demonstrate that labor and management are coming together and advocating for the same policy,” she says. “It just helps us in showing that we have a united front.” The combination of labor unions and management associations both advocating on the same side is powerful, she adds.
“We are in this together,” Fox says. “So, whatever it takes to get legislation passed, we need to work together.” ▪ Michael McConnell’s experience encompasses B2B and B2C copywriting, online journalism, and newspaper reporting. The former editor of SNIPS, he’s always interested in finding out the stories behind interesting people and projects. Contact him at mrmcconnell36@gmail.com.
‘Be patient’
Advocating for industry change is not a short-term effort. Here’s how to secure long-term change, together. Karen Fox says the keys to government advocacy are patience, persistence, and a willingness to work across the aisle. “Whether it’s writing letters or inviting local lawmakers to a business open house, you have to be willing to put in the effort to get your voice heard,” she says. An encyclopedic knowledge of industry issues doesn’t hurt, either. Fox would know. She’s president of Precision Air Balance Co. Inc., in Anaheim, California, and for over 25 years, she has made it her mission to ensure legislators from California to Congress know about the topics important to SMACNA members. She regularly travels to the California state capitol in Sacramento, as well as Washington, D.C., to speak to senators and representatives on subjects such as pension reform and prevailing wage legislation. She writes letters, drafts emails, and meets with representatives from her Southern California district whenever she’s able. Greg Blose, business manager at Local 12 in Pittsburgh, says working together is the best chance at creating real change. Local 12 and SMACNA of Western Pennsylvania representatives spoke to Pittsburgh city officials numerous times in their joint push to get a fire life safety bill passed in 2016. “All politicians like to see that something is a joint effort between the union and the contractor management,” Blose says. Fox and Blose agree that getting started in joint advocacy can be overwhelming if organizations aren’t sure where to begin. “Approaching politicians to lobby for the first time can be intimidating,” Fox says. “But it’s not so scary if you’re prepared.” Here are some tips for SMACNA and SMART members who want to take their partnership to the advocacy level. Know your issues. Lawmakers are impressed by people who are knowledgeable about issues they’re passionate about. You need to know your talking points and be prepared to answer their questions. “You’ve really got to know what you’re presenting to these legislators,” Fox says. “Legislators are busy and most won’t be able to give you much time. You’re lucky if you get 10-15 minutes to present maybe four or five different issues.” Cultivate relationships with local politicians. How well do you know your state senator or representative? He or she could have a major impact on legislation that’s critical to your organization. If you’ve established a relationship, lawmakers are more likely to listen to your side of an issue. “Get involved in their local events,” Blose says. “Just step up and introduce yourself if you have a chance. Let them know that you support what they’re doing.” Be active at all levels of government. Whether it’s at the local, state, or national level, join a group—such as a SMACNA or SMART legislative committee—with positions you support. The larger your group, the more influence you have. “There is strength in numbers,” Blose says. “We may be representing different groups, but we both need to work for the betterment of the industry.” Be patient. Legislation often moves at a slow pace. Other issues take priority or a supporter leaves office. Don’t get discouraged. It’s part of the process. “You have to go back year after year and educate over and over and over again,” Fox says. “And it’s not that you always get to see your legislator. You learn that you have to work with their staff.” Don’t be partisan. It may be challenging in today’s hyper-political environment, but don’t dismiss lawmakers with different political beliefs than your own. They may be an ally on some issues. “You have to reach across the aisle,” Fox says. “We talk to not only Republicans, but also to Democrats. We’re talking about things that are good for the industry as a whole. “While some legislators will never change their minds about an issue, others can be convinced it’s in the best interest of their constituents. The combination of labor unions and management associations both advocating on the same side is powerful.” “We are in this together,” Blose adds. “So, whatever it takes to get legislation passed, we need to work together.” ▪
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Resolving Differences on the Job Site
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By Sheralyn Belyeu
teve Langley, business manager for Local 85 in Atlanta, was an apprentice on a worksite when he saw two apprentices from other trades in a heated argument. The general contractor stopped the fight and told them to shake hands and make up or he would send them home. This effort to make peace backfired when one of the apprentices pulled out a razor knife and cut the other. “The plumber had to have about 35 stitches in his face,” Langley says. The aggressor was fired immediately, but 18 years later, that plumber still has a visible scar. Differences between trades are a leading cause of conflict on a worksite. “All the subcontractors are fed into buildings through a hallway,” says John Ilten of Ilten’s Inc. in Grand Rapids, Iowa, and a member of the National Joint Adjustment Board. “That’s a tight area to work in. When the schedules get compressed, everyone is fighting for the same limited space.” Disagreements also arise when crew members don’t come to work or need to improve their workpersonship. One key to handling conflict is recognizing when individuals need a break. “We’re not using rational minds when we’re that activated,” says clinical psychologist Dr. Sally SpencerThomas. “Getting the brain to calm down so you can see other possibilities is a good thing to do.” The next step is actually taking the break—for example, a brisk walk. “Send them to opposite sides of the job for 30 minutes or an
“One key to handling conflict is recognizing when individuals need a break. “We’re not using rational minds when we’re that activated,” says clinical psychologist Dr. Sally Spencer-Thomas. hour and let them cool down,” Langley says. Contractors may feel obligated to fire someone after an argument, but Langley finds that most of these employees can be saved. “Send them home for three days and see how they do,” he says. Some disputes are so complicated that it’s hard to know what happened. Contractors can call SMART for help with sorting things out. A good business representative will investigate allegations, take written statements, and give the contractor an objective report. “We have to defend our members, but the members can get out of line,” Langley says. “Sometimes we sit them down and give them a scolding ourselves, and the company doesn’t have to do anything. We work with companies to keep the job site safe and keep troublemakers off the job.” Resolving problems may demand some very difficult conversations. When Ilten was president of SMACNA, one of the most controversial topics he addressed was the decision to raise annual dues by 60% during his tenure. “As I traveled Partners in Progress » November 2023 » 9
Resolving Differences on the Job Site
5
Five Steps for Taking a Problem to Your Superior:
1. Pick your battles thoughtfully. 2. Start with the importance of the relationship and mission. 3. Acknowledge your own side of a problem and share ways you want to improve. 4. Explain how the other person’s actions have impacted you negatively. Be as specific as possible. 5. Invite brainstorming for improvement. ▪ around the country, I knew that was going to be a contentious issue, so I always started by laying out my position and the reasoning behind the decision,” he says. “If you let somebody else define your position, then you’re in trouble.” If others don’t agree with certain decisions, sharing the background information can prevent misunderstandings. “There are no secrets in this industry, so if you have to have difficult conversations, it’s better to have them on your terms rather than on somebody else’s,” Ilten says. Dr. Spencer-Thomas recommends listening closely in challenging conversations to ensure that you understand what the other person is concerned about. “Really try to suspend judgment and see things from their perspective,” she says.
“Find a semi-private or private place that feels safe to them when you talk.” Body language can be more important than the words you say. “Are you towered over somebody with your arms crossed or looking judgmental?” she says. “Or are you sitting side by side trying to understand them? Listening sincerely will deescalate situations and can create space for new ideas.” Conflicts are unpleasant for a senior person, but they can be even more threatening for a junior employee or apprentice. “You’re vulnerable because people may misunderstand what you say, use it against you in the future, or think you can’t cut it,” Dr. Spencer-Thomas says. “It takes a lot of courage for someone in a subordinate position to speak up in this way.” Dr. Spencer-Thomas advises junior industry members to have a plan when initiating a challenging conversation. “Pick your battles,” she says. “If a difficult issue is worth bringing up, start the discussion with how important the relationship or the work is. Be sure that the other person can tell you aren’t just complaining or trying to be hurtful, and acknowledge some way that you can improve your own behavior or attitude.” After those steps, explain what actions are causing a problem. Be as specific as possible, and remember that very few people set out to deliberately hurt others. “Usually, it’s not their intent to ruin someone else’s life,” Dr. Spencer-Thomas explains. “The impact that a negative action has, maybe because of the tone or the words or the way the person went about it, likely wasn’t what they intended.” Invite the person or people involved to brainstorm about ways to improve the situation together. “Tell them what you’re thinking about doing and ask them to make your idea better,” Dr. Spencer-Thomas says. “Respect their life history and their wisdom. Nobody likes to be told what to do, so give people choices.” Talking directly with the other individual about an interpersonal problem is usually the right thing to do, but sometimes it’s not appropriate, and sometimes it doesn’t work. If an employee needs to escalate a problem to a higher level, Ilten prefers to let the other person know in a nonconfrontational way. If that person is dishonest, though, Ilten recommends going straight to his or her superior with the situation. Langley, Ilten, and Dr. Spencer-Thomas all agree that talking problems out honestly is ideal. “Conflict is actually good when handled well, because conflict challenges stuck thinking,” Dr. Spencer-Thomas says. “Conflicts helps us grow. Conflict itself is not bad, but how we manage conflicts can result in a better opportunity, a stalemate, or harm. We need to learn how to handle conflict.” ▪ 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.
Photo courtesy of Local 85
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Recruitment, Retention, and DEI on the Horizon A New Horizons Foundation research grant calls on SMACNA and SMART expertise in developing the future workforce. By Jessica Kirby
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arlier this year, the New Horizons Foundation—a SMACNA-sponsored research and education arm that works to advance and grow the signatory sheet metal industry— earned a Stanley Black & Decker Global Impact Challenge grant. The grant will go towards research and contractor education surrounding recruiting and retaining the next generation of sheet metal and HVAC workers—a generation that requires an about face approach. The grant proposal came out of the Foundation’s fourth iteration of the HVAC and Sheet Metal Industry Futures Study, which is typically published every four or five years but was delayed the last time by COVID. The 2022 Futures Study identified four areas of importance for moving the industry forward, one of which was workforce development. “There is a lot of effort being directed toward successful workforce development, including work of our joint labormanagement committees,” says Tom Soles, executive director of the New Horizons Foundation. “We want to report on
those successes and effective initiatives in other trades and industries.” Louise Medina, Local 256 business manager, says the workforce development research could be a useful tool in helping the sheet metal industry surpass barriers that go beyond reaching underrepresented groups, such women and people of ethnic minorities. “The next generation wants work life balance and that is something the trades don’t have,” she says. “Childcare is another issue parents run into financially.” Some of the initial outreach ideas the NHF project could pursue include creating reels and social posts that communicate the value in joining the signatory sheet metal industry. “The planned workforce element will be series of short video takes and podcasts on select workforce development and retention practices that are working among the building trades,” Soles says. The reels or short videos might depict the principal of a company talking about what he or she has tried in terms of Partners in Progress » November 2023 » 11
Recruitment, Retential, and DEI on the Horizon
onboarding, career path migration, and mentoring, or field leadership discussing the challenges of attracting field workers to leadership positions. “Some companies are successful with attracting leadership, and some are not,” Soles says. “Some think it is simply generational, but I don’t think so. Plenty of contractors have success at developing field leaders, so we would look at those successes to understand what worked and why.” Medina says leadership recruitment has to acknowledge the difference between Gen X and its “head-down and get the work done” mentality and the concerns of Millennials and Gen Z about quality of life being more important than pay. “The truth is, the younger generation will determine early on what they want and what they won’t put up with and then find a career where the things they want are offered,” Medina says. She also points to disrupting the predominantly white male demographic in leadership as well as giving new leaders the time and space to thrive in a way that reflects this generation’s values. “We have to bring in the younger generation, give them leadership roles, and let them be the advocates and the ones organizing so more young people will see, ‘This is the environment for me’,” she says. “They are not seeing that now.” The grant will also be used to further recruitment and retention with the development of a diversity, equity, and inclusion roadmap that features testimonials from contractors who have implemented successful DEI approaches. “There is a lot of work to be done in how that is impacting developing the workforce, not just as a partial solution to the labor shortage but also how the practices bring people on and build a better culture within an organization,” Soles says. Medina says the most effective social posts among SMART Locals have been produced by members on their own initiative. “It’s raw cut b-roll where the member takes control,” she says. “We see so many posts on Instagram and TikTok where young members are doing little reels throughout the day. These are the ones getting the biggest hits and best engagement.” SMACNA and SMART recently partnered to introduce the BE4ALL initiative, which focuses on practical ways to create welcoming learning and working environments in the sheet metal industry by implementing DEI principles. The challenge with determining what DEI work can be done with this New Horizons project, Soles says, will be creating something new that complements rather than duplicates BE4ALL initiatives. “We are looking at ways to take a larger view, see what has been done and what is happening in this area, and report on that in a way that is telling and has some real retention value. Our goal is to show some actionable steps that we as an industry can take.” Medina, who is a staff liaison to the SMART BE4ALL committee, says the committee recently launched a campaign based on bias and belonging that brings leadership training in 12 » Partners in Progress » www.pinp.org
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We see so many posts on Instagram and TikTok where young members are doing little reels throughout the day. These are the ones getting the biggest hits and best engagement. — Louise Medina, Busiess Manager Local 256
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this area to organizations. They also launched a “Good to Know Before BE4ALL” industry survey in which participants had to look up answers to questions about BE4ALL online. “The idea was that they would recognize that we are trying to create the right environment and that it is for them,” Medina says. So far, 200 apprentices have completed the survey. “That means we reached 200 people who didn’t previously know about BE4ALL,” Medina says. “We asked all of them if they wanted to be BE4ALL ambassadors, and about 50 said yes. It’s a great pool for the future.” Funnelling the messaging about the survey through JATC coordinators and instructors was key to the success since the apprentices learned about it directly from their mentors and saw that leadership valued their participation. “We asked about ambassadorship to see if there was interest, spread the word, and identify apprentices to be part of it,” Medina says. “Now that we have acknowledged there are people willing to be ambassadors, the best way to move forward would be to give them the tools to take on that leadership role and make it their own, rather than waiting for us to tell them what to do.” In moving the New Horizons research forward, SMACNA hopes to capture and report on SMART leading-edge initiatives at the Local level, as this is where joint initiatives tend to have the most qualitative success. “We have tremendous relationships with SMART and the ITI, and our approach will be to present our findings, research, and recommendations and learn how those organizations can also make recommendations on presenting the research and findings in the best way possible,” Soles says. Medina agrees that working together is the only way to move forward. “If we aren’t moving in the same direction, we won’t move at all,” she says. “A lot of the thinking in this generation includes a different mindset, and if we don’t include that, progress in our industry will die out. Sometimes we have a hard time changing, but we have to partner and keep working together to move the needle in the right direction.”▪ Jessica Kirby is editor-publisher for Point One Media, a small but sturdy family-owned trade magazine creator representing some of North America’s most accomplished construction associations. She can usually be found among piles of paper in her home office or exploring British Columbia’s incredible wilderness.
Unleashing Your HERO By Kevin D. Brown
D
uring the pandemic, we heard the words “hero” and “essential” on a daily basis. We watched as everyday, people in communities, families, and organizations all over the planet rose to the challenges faced during the crisis. One of the things I have noticed is that crisis never makes heroes—it simply reveals them. We have watched people and organizations use this season to create new opportunities to serve their customers. They are not bogged down trying to manage change; they are busy leveraging change and solving problems for the people they serve. They understand that the goals haven’t changed, simply the path has changed. As leaders, they have gone to work managing human realities and organizational objectives. They are focused on taking care of people and adjusting to the current circumstances while preparing to accelerate growth in the future ahead. In the past decade, I have been around the world sharing an idea called The HERO Effect® with high achievers and world class organizations. It’s an idea that all started with one simple question. A question that changed my life forever. Here’s the question: What does a hero look like at work? Heroes solve problems and serve people. They play at a high level and elevate the performance of the entire team.
From our military men and women to world changers and first responders, we all recognize and believe in heroes. In fact, if you ask most people what a hero looks like, they will define heroes as ordinary people doing extraordinary things. While that is a noble ideal, we respectfully disagree. After chasing down heroes all over the world, from every walk of life, we believe that the definition of a hero is just the opposite. A hero is an extraordinary person who chooses not to be ordinary. This changed everything. What I have learned is that heroes at work and in life do certain things better than everyone else. They show up with a different mindset and focus. Specifically, I noticed four fantastic qualities that are evident every time a hero shows up: 1. Heroes help people—with no strings attached. Everyone comprehends that heroes help people. We understand on some level that helping others is a key ingredient to success in life. We have heard from many sources that serving others is the pathway to making a difference and creating wealth. Yet, even though we are taught this idea of servanthood, it has been my experience that most people actually don’t get it. Partners in Progress » November 2023 » 13
Unleashing Your Hero
moment and know that every moment matters. They spend their time looking for ways to make it happen and produce the best possible outcome for the people they serve. Heroes take responsibility and lead by example.
However, most people try to be helpful to the extent that it’s worth their anticipated return on investment. They evaluate if it is worth their time and attention to give something more for a greater something in return. In other words, there is a motive. There’s quid pro quo. It is conditional upon another person’s action. Many people bargain, negotiate, and work an angle to get what they want. Heroes don’t do that. Heroes help people ... with no strings attached. No pretense. No conditions. No agreement. No contingencies. It’s the dot, dot, dot that separates the hero from everyone else. Heroes approach their work and their life very differently. They bring a passion and a focus on the outcome for their customer, student, co-worker, and friend that is different from almost everyone else. They are not caught up in transacting business. They are deeply caught up, however, in transforming moments and leaving the people they serve wanting more. 2. Heroes create an exceptional experience for the people they serve. Heroes make life better. They simplify things and are easy to work with. Heroes know that the easier it is to do business with them, the harder it is for the competition to take their place. Heroes dominate the emotional space between their customer’s head and their heart. They know that if they make an emotional connection, people will fight to find the logic to support their decision to work with them. 3. Heroes take responsibility for their attitude, their actions, and their results. There’s a motivational quote that says, “If it is to be, it is up to me!” How true it is. Unfortunately, many people have modified that quote to say, “If it is to be, don’t look at me!” Average people are content to move their own integrity outside of their responsibility. They look to the people around them and point the finger. They blame leadership. They spend more time looking for the reasons they can’t get it done and zero time figuring out how to make it happen. Heroes act differently. Heroes are the epitome of what it means to take responsibility for their results. They own the 14 » Partners in Progress » www.pinp.org
4. Heroes see life through the lens of optimism. Optimism is different than positive thinking. Positive thinkers are great pretenders. If they encounter a challenge, roadblock, or obstacle, they pretend that it doesn’t exist. They believe if they ignore it, it might just disappear. Optimists, on the other hand, encounter the same challenge, roadblock, or obstacle, and face it head on. They don’t pretend it doesn’t exist. They acknowledge it as a problem that requires focus and attention to conquer. Optimism gives heroes a couple of secret weapons. First, it gives them supernatural vision. It allows them to see what others cannot see. They see their jobs, their families, their communities, and their lives in a new light. They see things not as they are but as they can be—people not as they are but as they can be. They see situations and circumstances not as they are but as they should be. Second, optimism is the great equalizer. It helps us process information differently—to see what others see but apply it in a different way. Heroes use this power as leverage to stay one step ahead of everyone else and act in a manner that seems to give them a slight edge.
“Optimism is like a muscle: the more you use it, the stronger it gets.” — Robin Roberts BECOMING A HERO To serve others, heroes rise above the challenges and adversities of everyday life. They have conditioned themselves to be bigger than their problems. They lift themselves and others up and provide a new perspective. Heroes look for solutions instead of reasons that it can’t be done. They learn how to look from above the fray where they can think, create, and decide on the things that are most important to move their highest priorities forward. Each of these qualities seems so simple, right? However, if you were to be a champion of all four of these simple qualities, you would be a hero to everyone around you. That is a choice that you can make, starting now. ▪ Kevin Brown is an award-winning motivational speaker, bestselling author, and the creator of The Hero Effect®. His latest book, Unleashing Your Hero, is available at your favorite bookstore now. Visit KevinBrownSpeaks.com to learn more. Kevin will deliver a keynote address at the 2024 Partners in Progress Conference, February 27 & 28 in Orlando, Florida. Visit pinp.org/ conferences/2024pinp to register.
My Journey: Steve Davis Organizer, Local 280 By Jessica Kirby
Building the Trade
In 1997, Steve Davis started working on a permit for his parent’s company Mercury Metals Ltd., where he spent two years installing architectural sheet metal. He started his apprenticeship at this company, and in 2000 he went to Apollo Sheet Metal where he spent the next two decades. “I started getting really interested in the union a few years into my apprenticeship,” Davis says. “I started attending meetings, trying to gather more knowledge and information about what the union had available that would help my career.” January 2023 marked Davis’s 25th year in Local 280. In 2012, Davis was elected to Local 280’s executive board and from there he has served three consecutive terms. He became a negotiations committee member and participated in Local 280’s last four negotiations. Next, he was elected to the Health Benefits and Training Board as a trustee and is currently vicepresident. “I’ve always tried to be involved with the union,” Davis says. “I just felt that if there were something I could do to help or participate, then I would try.”
Up for the Challenge
As a shop foreman at a larger contractor, Davis knew about British Columbia’s ongoing labor challenges and that it could be difficult to recruit new members. He is also an extremely social person and his passion for the industry was palpable. It was the perfect storm. “Knowing that recruitment is an issue, anytime we went out anywhere I was always talking to people about our trade and trying to recruit them,” Davis says. “In the middle of 2019, I was having a discussion with my wife about how hard it was to get new people and how people didn’t really know what sheet metal was. I felt like the message wasn’t getting out there. We seemed to be an unknown trade, and I had a lot of ideas of how
Left to right: Former SMACNA-BC Executive director, Bruce Sychuk; Local 280 organizer, Steve Davis; and current SMACNA-BC Executive Director Jeremy Hallman.
we could get out into the market to bring new members into the union.” Local 280’s organizer position sat empty for several years. At the end of 2019, Davis applied for it, and he was hired in March 2020. Davis is a person who is always up for a challenge. He saw the position as one that presented a lot of those, as well as a lot of risk with minimal reward—but he was intrigued. “I love our trade, and I love what we do,” he says. “To be able to get out there to talk to people, to recruit them, to share about who we are and what we do and be paid to do it was a dream come true.”
Making Progress
Davis hit the ground running. Local 280 went without an organizer for so long, Davis knew recruitment opportunities had been missed, so he quickly sought opportunities to increase the union’s visibility and familiarity in the community. “Since I have been in this position, I have made a point of getting out into the community, attending trade shows and job fairs, visiting high schools, and working with various school Partners in Progress » November 2023 » 15
Left to right: Local 280 Business Manager and FST, Richard Mangelsdorf; former SMACNA-BC Executive Assistant Michelle Rodman; and Local 280 organizer, Steve Davis at the ASHRAE-BC Expo and Tradeshow, 2022.
board trades programs,” he says. “Anything to connect with new possible members.” He is currently on the SMART Recruitment and Retention Council, which means he’s been reaching out to old members to find out why they left and what can be done to help or keep them. “I think the biggest thing for me going forward will be to try to recruit and retain new members,” he says. “We are working with several high school trade programs to help grade 12 students get their final credits towards graduation. We put them to work part or full time. I find this job very rewarding.”
programs to expand our new recruits, and we can offer more training and support for our new pre-apprentices.” He leaves an important message with individuals considering a career in sheet metal and those just getting started. “Be proud of what you do,” he says. “We are a great trade with high wages, benefits, and a pension. It takes skill and ability to be a good sheet metal worker. Construction is a high-paying, lucrative career. Let people know what you do for a living and take pride in being a sheet metal worker.” ▪
Calling All Recruits
Davis’ focus is continued forward momentum, which includes getting out into the community with trade expos, job fairs, and making connections in more school districts. His overarching goal is to help build a trade that people want to come to as a first option. “Most of the high schools have several different Red Seal programs available, including electrical, carpentry, masonry, steel fabrication, and plumbing, but sheet metal is not mentioned,” he says. “With the help of the Sheet Metal Workers Training Centre Industry Board and our current union officers, we would really love to see sheet metal recognized in the high school programs, so when students are coming out of school, they’re looking at joining sheet metal as a first choice.” He also believes filling the required labour shortage will require a joint effort between the union and SMACNA-BC contractors. “We will need to adapt our work schedules and change our approach on flexibility for our workforce,” he says. “We can work together with school districts and youth 16 » Partners in Progress » www.pinp.org
Left to right: Local 280 organizer, Steve Davis and former British Columbia Premier, John Horgan.
BEST PRACTICES MARKET EXPANSION TASK FORCE
JOB FAIR PACKAGE If your local area is looking to attract talent, attending a job fair is a great way to do it. But preparing for a job fair can be timeconsuming and overwhelming. That's where this job fair package comes in.
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Need help customizing the content? Email info@industrialathleteoffical.org
