The Trowel - Fall 2020

The Voice of the West Coast Wall and Ceiling Industry • www.thetrowel.ca • Summer 2020

COVID and the Classroom BC Construction Soldiers On Agile Leadership Font style: Silom

Font style: Silom

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The Voice of the West Coast Wall and Ceiling Industry • www.thetrowel.ca • Summer 2020

COVID and the Classroom BC Construction Soldiers On Agile Leadership Font style: Silom

Font style: Silom

The Trowel team Jessica Kirby, Publisher / Editor 250.816.3671 • jkirby@pointonemedia.com Lara Perraton, Acccount Manager / Creatives 877.755.2762 • lperraton@pointonemedia.com

contributing writers Mark Breslin Kevin Burns Ronald Coleman Clark Ellis Jeremy S. Koch Matthew T. Potomak

09

cover photo Courtesy of BCWCA

CONTENTS • FALL 2020

Published bi-monthly by

06 COVID and the Classroom

Point One Media, Inc. The Trowel P.O. Box 11, Station A Nanaimo, BC V9R 5K4 t: 877.755.2762 • www.thetrowel.ca

Staff at the BCWC training centre have been hard at work ensuring this fall’s classes and those leading into 2021 are safe, healthy, and productive for staff and students.

09 BC Construction Soldiers On

Construction in British Columbia has fared well among daily changing health directives, multi-stakeholder projects, and restrictive regulations.

A business can follow all the rules, have the best people at the helm, and enjoy more assets than it needs, but in times of crisis only one thing matters: agile leadership.

Departments & Columns

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Printed in Canada. Postage paid at Coquitlam, BC.

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Journal of Record for

03 editorial

16 it’s the law

04 guest editorial

17 safety advice

05 industry news

18 advertiser index

15 contractors’ advice

Contents ©2020 by Point One Media Inc.

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13 Agile Leadership

While information contained in this publication has been compiled from sources deemed to be reliable, the publisher may not be held liable for omissions or errors.

The Trowel is a registered trademark of the BC Wall & Ceiling Association.

The Trowel is published six times per year expressly for members of the wall and ceiling industry.

editor’s COMMENT THE LANGUAGE OF SOCIAL CHANGE Shakespeare was a mad man with language. His work was so new, so celebrated, so fresh on the theatre scene, that when he came across a situation for which there was no explanation, he simple invented one and the vocabulary to go with it. Over his 20 years as a playwright, he invented nearly 500 words that are still in use today—bandit, critic, lonely, amazing, puking, anchovy, and elbow (as a verb) are just a few. Although it wasn’t uncommon to invent language at that time, few have created such a robust library of terms that have persevered into 2020, and that is because his work—timeless and accessible to all—created social change.

Fast-forward 400 years, and we can create a roadmap of societal change by charting the language that has changed with the times and affected our everyday banter. That road would take you all the way to 2020, when COVID-19 has changed the landscape of language, so much so that my favourite dictionary blog (Yes, there are several, and I read them. Don’t be jealous.) posted the following: As the spread of the disease has altered the lives of billions of people, it has correspondingly ushered in a new vocabulary to the general populace encompassing specialist terms from the fields of epidemiology and medicine, new acronyms, and words to express the societal imperatives of imposed isolation and distancing. It is a consistent theme of lexicography that great social change brings great linguistic change, and that has never been truer than in this current global crisis.

—Oxford English Dictionary public.oed.com/blog The interesting thing to note, however, is that the new COVID vocabulary isn’t “new” at all, at least not in the literal sense.

We haven’t invented any words, like Shakespeare did; we have invented new meanings.

For example, any of you business owners working from home (WFH, actually, which was first asserted as a noun in 1995 and as a verb in 2001), might be in self-isolation (a 1934 term) or self-isolating (1841), which today means something far different from its original application to countries which chose to detach politically and economically from the rest of the world. This might be part of a shelter-in-place order (a 1976 term used to direct the public in the event of a nuclear or terrorist attack), or you may just be taking social distancing to the extreme—but not as extreme as its 1957 meaning, which was to behave in a deliberately aloof manner and distance oneself socially (rather than physically). All of this would be, of course, in response to the coronavirus, a term used since 1968 and so-called because the virus resembles a solar corona.

Another word that has changed meaning is pivot—a term from the 1600s, which meant “a pin on which a wheel or other

By / Jessica Kirby, Editor

social distancing, 1957 (verb): “to behave in a deliberately aloof manner, to create distance from others in social gatherings and activities.” object moves” or a 1900s term in basketball—now refers to a switch in operational direction often made in response to external stress or pressure. The BCWCA’s training centre, for instance, pivoted to cancel classes when necessary, learn new software in preparation for online learning, and restructure the classrooms to maximize sanitation, which no longer means mental soundness (but certainly relates during times like these). Learn more on page 6.

Of course, the construction industry has always been a resilient entity with the men and women who make it a success committed, strong, and resilient. They “bounce back, returning to their original form” not in the literal way first invented in the 1700s, but in a figurative way that describes grit and continuity of effort despite setbacks. Because of this, the industry as a whole had remained relatively unscathed (the only way to be scathed in the 1800s was to be destroyed by fire or lightening) and will likely remain moving forward into 2021, when experts agree a vaccination (named after the cow puss used to prove the efficacy of cowpox as a vaccination for smallpox in the 1700s) will be available. Learn more about how well the industry has fared on page 9.

And finally, we look at the feature on page 13, which looks at agile leadership. Agility has referred to quick, nimble, motion since the 1640s, although at the time it meant more a physical motion than a figurative one, such as quickly and nimbly leading one’s company out of crisis—a vitally important or decisive state of things, the point at which change must come for better or worse.

While you peruse the issue and enjoy the stories, be sure to consider sending me your COVID success and struggle stories. I am interested in what you did to pivot, how you showed resilience, and how you are looking to the future. ▪ wallandceiling.ca » Fall 2020 » 3

GUEST EDITORIAL THE REWARDS OF NOT BEING AN INSECURE JERK I did not become a CEO by being emotionally healthy and well adjusted. I did not become a public speaker and talk to 400,000 people because I was interested in them as individuals. I did not embrace the idea of empowering others with fear of failure chasing me like a junkyard dog. I did not understand that success and happiness are not the same, no matter what shows up on my title or W-2.

Leaders are made a lot of ways, and not always because we were shaped by a happy, sunshine filled, ride-a-pony upbringing. More often than not, it is just the opposite. The fuel that drives leaders often times has its genesis in our early development. Our beliefs about ourselves are well-founded way before anyone gives us a shot at career advancement.

I think a lot of leaders reading this know this to be true for themselves. My story is certainly the case. My self-beliefs were steeped in a youth of turbulence, instability, and trouble.

I am frankly the last guy who should have made it this far.

Without really knowing it, I started my leadership with an emotional platform of fear and insecurity that I mistook for confidence. Ultimately, it got filed under the need to prove myself—over and over and over again. That resulted in me being a very driven, aggressive, and effective leader, as well as a grade A insecure jerk.

But through leadership trial and error (mostly error), I was able to evolve and grow, and it is this I want to share with you. The rewards of leaving that fear and ego all behind, as a leader, as an influencer, as a family member, and as a person.

Simply put, here it is: After all the striving, proving, and grinding, you just might find that happiness and success are not the same thing. As a leader, it is not about the money, title, power, or validation. They are nice rewards, no doubt, but as a leader, it’s more about each person that we can influence in a positive way in this life, and we, as leaders, truly have this obligation and opportunity.

A lot of us become top leaders because we are compelled.

Our fire burns red hot. Our need is to succeed and overcome.

Driven by what? The raw fear of failure. The hole we are trying to fill. The respect we didn’t get. The self image we are constructing to feel real. Often we are carry forward our baggage to simply prove ourselves over and over and over without resolution. We grind and push and are willing to die on the hill to show we are worthy in the eyes of others. No thanks. No one else makes us worthy. No external validation makes us real or human. Service and love of self and others is the ticket. It’s not about us. It’s about the people we love and lead, care about, and influence.

4 » The Trowel

By / Mark Breslin breslin.biz

After abandoning my endless idiotic quest for validation, I have tried, above all, to make it about anyone else but me. But my old habits and the ego die hard. It takes a lot of work. So, as a leader I have to be less “the man” and more accepting of myself as a flawed but battle scarred human with the lessons I have paid for on deposit. I have to be careful I don’t slip backwards, and I have to simply hope to see with more clarity each day.

If you are really willing to be the authentic person you are, you will reap rewards far beyond the validation, proving, and other stuff that substitutes for real impact. What this takes is three things. First, you have to do the work on yourself and solicit the painful feedback and advice that crushes your ego and builds your authentic self. Next you have to decide what’s important and act on it. Sound simple? If so, why don’t more people do it? Yeah, how many people you know are really truly emotionally healthy and secure? How many have marriages you want? How many people have a level of health and well being that you think, “Oh yeah, I want that, too.” How many people get their priorities right without epic failure as their teacher? And the third and final aspect, you have to understand that this life is short and valuable and that you better do something remarkable before it passes you by.

Hey, just want to make a load of money and play golf? Good for you. Stop reading now.

I know I am annoying some of you. There’s nothing worse than a reformed smoker or anyone who gives you advice you didn’t ask for. But in writing this I am not proud of who I was and why I was that way. The advice given is simply so you don’t travel my path or pay the price like I have.

Remember your success is not always your friend. Your amazing skills and tendencies may also be your greatest burden. Sometimes we have to risk giving up the approaches and behaviours that “made” us successful to get to a different way to influence and care about others. With that comes fear of change and failure. But it all starts – for me and for every leader reading this today – with the realization that it is not about us. It is about them. And when you see it, believe it and act on it, you will share in the greatest reward leadership has continued on page 18

INDUSTRY NEWS HISTORIC NATIONAL STRATEGY FOR WOMEN IN TRADES RELEASED In celebration of National Women’s History Month, the Canadian Apprenticeship Forum (CAF-FCA) is releasing a first-ever, National Strategy for Supporting Women in Trades. In 2019, CAF-FCA led a task force of more than 60 skilled trades stakeholders who came together to guide and inform a strategy to create measurable change for women’s representation in skilled trades careers in Canada.

The industry-driven strategy has four clear and measurable action items that are intended to generate awareness, trigger policy change, recognize best practices, and create skilled trade workplace environments where women’s representation increases.

Task force member, Lindsay Amundsen, director of workforce development at Canada’s Building Trades Unions (CBTU) states, “The SWiT National Strategy has brought together groups and organizations doing the work to recruit and retain tradeswomen in the construction industry. And together, through identifying barriers and developing strategies for success, SWiT will help change the face of construction and increase diversity within our industry.”

According to the Statistics Canada Registered Apprenticeship Information System 2018 data, when apprentice registrations in the construction, manufacturing, and transportation sectors were analyzed, women represented 4.5 per cent of apprentice registrations. The SWiT task force established a national target to increase participation and retention of women in skilled trades careers to 15% by 2030.

Another priority of the strategy was to identify tactics to create respectful workplaces. “CAF-FCA is committed to being a catalyst for diverse and inclusive workplaces.” says France Daviault, executive director of CAF-FCA. “Underrepresented groups including women, transgender, twospirited, intersexed, or gender non-binary have a fundamental right to a safe, healthy, and equitable workplace, free of harassment, bullying, and discrimination.”

The website switcanada.ca provides links to tools to assist employers, unions, educators, and tradespeople in creating healthy, safe, and inclusive workplaces. “The goal is to have best practices from across sectors available in one place,” Daviault says. “There is no need to recreate the wheel. There are some tried and tested tools out there that organizations are willing to share.”

The strategy is a national movement and call for champions who commit to making a difference through a public pledge. The pledge requires that they share their internal numbers on the percentage of women apprentices and journeypersons they employ annually in skilled trades work.

“Those who join the movement as champions by taking the #CHAMPIONS4CHANGE pledge are truly changemakers and leaders,” Daviault says. “They understand that numbers matter, and they aren’t afraid to be part of the discussion.

We are beyond rhetoric as the number hasn’t increased in years. It’s time to be bold by holding industry accountable for the numbers”. To learn more about the strategy and pledge, visit switcanada.ca ▪

NEW HOME CONSTRUCTION IN CANADA HITS ITS HIGHEST SINCE 2007 Construction on new homes surged to the highest level in more than a decade as Canada’s housing market continues to defy expectations of a slowdown.

Housing starts surged to 262,396 units in August on an annualized basis, up 6.9% from an already elevated 245,425 units a month earlier, Canada Mortgage and Housing Corp. said. The highest monthly total since September 2007 was powered by new construction in Toronto and Vancouver, particularly multiple units like condos.

It’s the latest sign of a housing market that’s booming, even as the economy emerges from the steepest downturn since the Great Depression. Prices for existing homes in the largest cities such as Toronto have climbed to record highs on the back of strong demand, scant inventory, and historically low borrowing costs. ▪

BC CONSTRUCTION ASSOCIATION ANNOUNCES NEW BOARD CHAIR The British Columbia Construction Association (BCCA) has announced the election of Mike Fawcett to the role of Board Chair for the 2020-2023 term, effective immediately.

Based in Prince George BC, Mike is a geotechnical product manager at Brock White Construction Materials, where he has worked for over 16 years. Mike is a Canadian Certified Inspector of Sediment and Erosion Control (CANCISEC) and a Certified Erosion & Sediment Control Lead (CESCL-BC). He holds a Masters in Project Management from the University of Northern British Columbia.

Mike has served on the Board of Directors at the Northern Regional Construction Association (NRCA) for 12 years and on the BCCA board for over 10 years. He previously served on the board of the Prince George Construction Association for 11 years. This depth of experience and community service means Mike is well versed in the role industry organizations play, and he understands the issues in front of the construction employers they serve.▪ wallandceiling.ca » Fall 2020 » 5

COVID and the Classroom A strange summer followed spring’s chaos and, finally, the BCWCA training centre is welcoming trainees back to school

By / Jessica Kirby 

Photo courtesy of BCWCA

ike the rest of the world, British Columbia felt the strangeness of summer settle in after the initial pandemic panic began to subside and spring faded into the distance. “The summer break was definitely needed after the chaos of the spring,” says Jeff Triggs, executive director for the BCWCA. “It’s nice to get back into a more regular rhythm with school starting here at the association again.”

L

“We were ready to start a Level 3 wall and ceiling class on March 26,” Triggs says. “On March 20, the decision was made to put a hold on the class.”

Back in March, just when COVID-19 caused most of British Columbia—including training facilities—to close, postpone, or dramatically reduce services, staff at the BCWCA was preparing for a new influx of students.

“We didn’t know a lot about the virus, society was going into lockdown, and there was no direction yet from the Industry Training Authority (ITA) or WorkSafeBC on whether we should be going ahead or not,” Triggs says. “In addition, a

6 » The Trowel

To say it was a time of real confusion for many would be an understatement. Provincial health directives were changing daily, and uncertainty around how to approach work on construction sites abounded.

“With these safety measures in mind and the blessing of the ITA, we felt confident that we could go ahead with our classes again with some slight changes,” says Jeff Triggs,

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significant portion of our apprentices was pulling out because of their concerns around catching COVID-19.”

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Over the summer break, the BCWCA’s administration got to work learning all they could and planning for the future— whatever that might look like. They learned technologies, restructured the learning spaces, and studied the requirements for operational protocol, cleanliness, and social distancing measures in anticipation of beginning again in the fall.

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Fast-forward to September, and the team is well-versed in the layers of required protection for individuals and the training facility, and a COVID-19 plan is in place in accordance with WorkSafeBC guidelines.

“With these safety measures in mind and the blessing of the ITA, we felt confident that we could go ahead with our classes again with some slight changes,” Triggs says.

Students’ desks and chairs have been moved to the warehouse where physical distancing can be maintained and ventilation is much better than in the classrooms. Each desk has its own sanitizing materials, and staff is thoroughly cleaning touch points more frequently. In any case where social distancing can not be maintained, masks are mandatory for both staff and students.

“These safety protocols are important as the school cohort represents another group of possible exposures to the apprentices and staff in addition to work, family, friends, and the community,” Triggs says.

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In the event that the situation worsens and classes are further delayed or someone becomes ill, BCWCA staff is prepared.

“We are using Zoom conferencing as a back up link to fill in where needed,” Triggs says. “We are asking apprentices and staff to stay home if they are feeling any symptoms, so the online availability supports this and lets them keep up with what’s going on in the classroom. While online meetings perpetuate participant fatigue and are not as rich a medium as in-person learning, it allows us to keep moving forward.”

The process has not been flawless, but it has been a smooth as it could have been. The online learning portion is new to the staff, opening up the potential for a steep learning curve. But that wasn’t the case for the BCWCA staff.

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COVID and the Classroom

The most current statistics place young people in the highest number of new infections, which may or may not affect the way education is delivered over the next few months.

“Our head instructor Drew Smith and I had concerns about how it would work,” Triggs says. “I have to say that Drew has done an excellent job and not missed a beat. During the summer, we updated some online resources to mirror the inclass work, in case it’s needed. A joke about old dogs learning new tricks could be put here, but I’ll leave that alone for now.”

public schools re-opened and many people headed back in the office, we are going to find out how worried we should and need to be.”

The BCWCA is looking ahead with cautious optimism. It has opened registration for a Level 1 wall and ceiling class to start in November, and staff members are starting to plan for the rest of the academic year, which carries through to May 2021.

The most current statistics place young people in the highest number of new infections, which may or may not affect the way education is delivered over the next few months. “We will find out if the demographic shift means hospitalization rates change or stay the same,” Triggs says. “Will the layers of protection keep older people safe or will the virus get passed along at home? By the end of the year—which is only a few months away—we will start to have more clarity on what lies ahead, and we may start to see vaccines and treatments arrive on the scene.

“Our society has a wide range of opinions on what will and should happen as this pandemic unfolds,” Triggs says. “With

“Either way, I am looking forward to the end of 2020 and excited to be headed toward 2021!” ▪

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BC CONSTRUCTION SOLDIERS ON

Despite changing directives and logistical challenges, the BC construction industry has remained healthy and at work these past several months

By Jessica Kirby

By / Jessica Kirby

T

he provincial government has launched a phased recovery plan for British Columbia, and businesses, schools, and institutions are opening cautiously, with vigorous plans and restrictions in place. While some businesses survived—and even thrived—others did not, and as a new horizon for BC unfolds, the construction industry is watching from a cautious viewpoint—for now.

“Declared an essential service by the provincial government, BC’s construction industry has been working through the pandemic, developing and improving safety practices and protocols that demonstrate that businesses can work safely, even as they face unfamiliar challenges,” said Mike McKenna, executive director, B.C. Construction Safety Alliance in an editorial for The Vancouver Sun. Since March, essential industries and services like construction have understood their responsibility to the province, and continued to operate throughout daily changes in health directives while implementing health and safety protocols as required.

“The BC construction industry continued to build essential infrastructure to serve its people, ensuring that construction projects already underway were taken to a point where they were safe and secure and ensuring that the core of the province’s economy continued to operate,” McKenna said.

“Given an opportunity to retrench or move forward, many construction companies and their workers continued to report for work voluntarily.”

Of course, the construction industry represents a significant number of employees in BC—220,000 workers in total,

including 183,000 tradespeople. In early March there were disruptions in the labourforce as individuals and companies struggled to understand the scenario and quell their fears, but within two weeks, most were forging forward. Despite its reputation as an industry hesitant to adopt new protocols or technology, the industry’s pivot with quick and fearless.

Its existing hinge in safety was likely a huge support as companies large and small set to the task of sourcing health and safety materials, equipping and informing their crews, and in many cases, building new health and safety practices from scratch.

According to McKenna’s article, physical distancing became the new normal, schedules were adjusted to accommodate day and night shifts where possible, facemasks were deployed, and sanitizing stations erected.

“Work crew transportation was limited to fewer workers per trip and a number of worksites introduced non-contact temperature screening to identify possible symptomatic carriers,” McKenna says. “Construction workers were also assigned to isolated work ‛pods’ in which they would only work with a small group of workers each day. If any worker believed they were infected, only the workers in that pod needed to self-isolate.”

The diligence and tenacity that defines the construction industry paid off. Despite climbing numbers in other industries, as of the end of May no outbreaks or clusters were reported in construction and as of May 13, WorkSafeBC had recorded only one incident of a construction worker contracting COVID-19 on a job site. The industry soldiered wallandceiling.ca » Fall 2020 » 9

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BC Construction Soldiers On

on into what almost seemed like recovery in early June.

By the end of July, the provincial numbers began to rise again, but the BC government gave construction sites the green light to carry on with social distancing and other measures in place, including heeding Dr. Bonnie Henry’s gathering limit of 50 people in a space where people can be 2 metres apart.

Employers had to post signs disallowing more than four in an elevator. Site meetings were held outside or in open spaces whenever possible, and common areas and surfaces were cleaned daily.

Most importantly, progress meant innovation.

“For example, how do two workers cooperate to hang a door

Construction Safety Toolkit Available The BC Municipal Safety Association (BCMSA), BC Construction Safety Alliance (BCCSA), and other organizations have partnered to develop a free psychological support toolkit available to construction workers and their families who may be struggling with mental health during the COVID-19 pandemic.

The toolkit will include information packs, checklists, and access to recordings of an industry expert summit distributed online in five parts in September and October. The BCMSA has also created an online discussion forum so the conversation about mental health and COVID-19 can continue.

“We just want to be able to support workers and employers to ensure that this is an item they are considering,” said Mike Roberts, executive director of the BCMSA. “And it’s not just about the worker. If these tools help a partner or a family member, that’s the ultimate goal—to have mental health help that people can access.”

When Roberts reached out to various industry sectors develop the program, the BCCSA was on of the first to sign on.

“Construction people don’t generally want to talk about their feelings or mental health, but this has really been brought to our attention by industry,” said Mike McKenna, BCCSA executive director. “It’s not something we have manufactured or pushed to make a salient topic. The industry has come to us.”

The team worked together to ensure the program is applicable to the construction environment and uses direct, problemsolving language that those who spend their days on jobsites are used to.

For more information visit, www.bcmsa.ca/psychologicalsupport-toolkit-for-workers-and-employers/ *Created with files from the Journal of Commerce and the BC Construction Safety Alliance.

12 » The Trowel

that measures five feet across and still achieve the goals of physical distancing?” asked McKenna in his article.

A forced air respirator proved essential to completing the task for one work team, and companies shared safety knowledge with each other, with industry associations, and with jurisdictions across the country.

“We worked closely with WorkSafeBC to establish new protocols and educate employers and workers on what they needed to do to work safely,” McKenna said. “The construction industry’s response has not always been perfect, but it has been successful to date.”

Building Trades Council executive director Andrew Mercier told the Cowichan Valley Citizen that the industry’s williness to adapt and adopt new measures quickly prevented a shutdown, and he credits WorkSafe BC for its swift and decisive action in assigning hundreds of inspectors to enforce standards that keep workers safe on BC construction sites.

“They [WorkSafe] reacted with lightning speed,” Mercier said. “You had workers staying home, you had projects shutting down [in Ontario and Quebec],” Mercier said. “The difference is policy. Without the quick response, we would have had an industry shutdown. It’s a testament to the people at WorkSafe BC.” Moving into flu season, the industry is holding strong and as the workforce settles into the new normal, early speculation on the 2021 market is cautiously optimistic.

“Despite the significant impacts of COVID-19 on our economy, the construction sector has remained active and has demonstrated its resiliency in these uncertain times,” Rory Kulmala, CEO pf the Vancouver Construction Association told The Business Examiner. “We will continue to be a key element towards our economic recovery.

“We expect total building permits could post a small gain in 2020 and a larger one in 2021. However, if a second wave occurs or pandemic restrictions extend well into next year, large surges in construction activity will likely remain low this year and possibly next year.”

A construction worker’s job is never done. As the industry continues to follow and refine provincial directives, the framework for a new normal will eventually become clear, and there is no doubt the sector will be at the forefront of progress.

“As BC positions itself for a phased re-opening over the next 18 to 24 months, the construction industry provides a template for doing so safely,” McKenna said. “We offer our hard-won knowledge as a resource so that we can work with other businesses and industries to lead an economic recovery—with a mix of optimism, caution, and expertise—together. ▪

Agile Leadership How Agility in Leadership Creates Higher Performance, More Cohesive Teams

By / Clark Ellis

I

magine a basketball player without agility. How would she play on the court, dribbling the ball off her foot, accidentally tripping her teammates? What about a football player who lacks agility? Caught flat-footed as he goes to tackle a running back or tripping over his own feet as he tries to avoid an on-rushing defensive end. It’s easy to see how a lack of agility prevents athletes in most sports to function, let alone succeed.

What about leadership? How important is it for organizations to quickly adjust their strategies and operations to take advantage of changes in the market? Does it matter if companies are not flexible enough to react to shifts in the economy, increases in material costs, reductions in the availability and skill level of labor? How crucial is it if training centers don’t implement retention plans, slack on marketing, or don’t get ahead of training for new markets?

During COVID-19, agility is clearly a virtue for most organizations—especially when it comes to leadership. With many operations going virtual, the industry needs a new way to work and the process, procedures, and software to make that happen. Enter agile leadership, defined as the craft of creating the right context for self-organization. It means organization leaders create an environment where agile teams collaborate, learn from each other, get quick feedback from users, and are focused on quality and continuous learning. Agile leaders

don’t micro-manage people nor do they create total freedom.

Instead, the focus is flexibility, productivity, and being able to shift focus on a dime with minimal loses.

Critical foundational elements of agile leadership include transparency, measurement, delegation, accountability, and failing fast. Failing fast is so important because it saves companies time and money, and it accelerates learning. It’s often what causes the pivot that results in a project being stopped or a repurposed success. Your job as a leader is to model and encourage these principles in your teams. It will be hard to adopt agile practices if your culture discourages critical thinking and feedback. When you fail fast, you usually fail small, but if people aren’t comfortable pointing out errors or fixes, you’ll fail slowly, sloppily, and at great cost.

In construction—already a cyclical working environment— agility hinges on productivity, flexibility, and the willingness to switch gears as necessary. If a contractor’s clients need solutions for temperature check stations that can be quickly and effectively disinfected, instead of new buildings, how can we shift our resources to work on that solution?

If training centers identify new markets emerging from a global pandemic, how quickly can the necessary training and equipment be implemented? Agile leadership can help us make success in those areas a reality. wallandceiling.ca » Fall 2020 » 13

Agile Leadership

Some aspects of agile do not fit construction perfectly. For example, agile is most easily deployed in situations where prototypes can be developed quickly and cheaply. It is hard to quickly and cheaply build different duct solutions or architectural metal elements that can be thrown away if they turn out to be wrong. However, what about the virtual world? The 3D modeling world is made for rapid prototyping.

Contractors who use agile principles like “sprints” and “scrums” to collaborate with their internal and external teams, can help their customers achieve the best solutions. Training centers using virtual or augmented reality training stations or product manufacturer driven programs like the ITI’s strikeforce can ensure quality, safe, and thorough training is in place when it is required.

No matter your system, knowing exactly how your resources are deployed against projects or even daily tasks is important in normal times. Today, it is mission critical. A “sprint” is a set period of time—30 days maximum—during which specific work has to be completed and made ready for review. A “scrum” refers to a project’s iteration or completion of tasks to bring it to fruition.

Using this process for agile allocation and reallocation of resources can help you minimize crew downtime, maximize productivity, and preserve capacity so that you are ready when demand increases after the lockdown. For contractors who are involved in HVAC work, testing and air balancing, and MAKE MEETINGS SUCCESSFUL Continuum Advisory Group has developed a simple framework for making meetings successful. Implement these “4 Virtual Virtues” to make meetings quick and efficient: 1. Brevity: Shorten up your normal meeting time. Virtual meetings don’t hold attention like face to face.

2. Clarity: Make sure every agenda item is well thought out and has a clear purpose and outcome.

3.

Concreteness: Strive to get real production from your interactions. Make decisions, share information, solicit feedback, summarize and distribute action items and next steps.

4. Creativity: Don’t be afraid to engage your teams with things that are not directly work related. One of our clients started a project meeting recently by asking each person to share one word that communicated how they were feeling about the crisis. It was quick, demonstrated empathy, and engaged the team for a productive meeting. There are as many ways to be creative as there are blades of grass in a field.

14 » The Trowel

controls, lots of work should be coming your way. Building owners of everything from hospitals to office buildings and retail sites are going to rethink the way that they move air into, through, and out of their facilities. A robust, agile workforce must be at the ready to learn technology and make new techniques the reality.

Another construction best practice, the daily huddle or toolbox talk, is like the daily scrum meeting. Scrum itself is a broad framework and the daily meeting is only one element.

It is a 15-minute max meeting where the team members share progress, bring problems to the table, and work out how they are going to move forward and what they will do between now and tomorrow’s meeting. The toolbox talk has always covered progress compared to plan, what could prevent us from reaching our goal, what safety concerns we see, and our goal for today.

And like the scrum meeting, an effective toolbox talk is run by the crew and features feedback from all members, people honestly sharing their concerns, problems, and roadblocks, and the team determining the path forward, including the production goal for the day. Make sure that these meetings are crisp and efficient though, keep them to 10-15 minutes and stick to the agenda.

How can we execute agile leadership in our current environment? In the short term, many of us are working with our project teams remotely. This means that you need to quickly get up to speed using virtual collaboration tools like Zoom, Microsoft Teams, Skype, and Google Meet to communicate with your people.

Leaders who implement agile principles and achieve “agileish” practices are making their organizations more resilient during the crisis and are positioning themselves as leaders in the “next normal”. Moving towards agility is a great way to build resiliency into your organization permanently. While we may move past the peak of the COVID-19 crisis in a matter of months, there will be other challenges in the future. Supply shocks are likely to occur in waves or ripples as our supply chains recover from the virus’ disruption.

Working to build transparency, data driven decisions, autonomy, collaboration, and accountability in your leadership team and other project teams is the first step in becoming a more agile organization. The better you are at measuring, sharing that data, sprinting from one point to the next, and flexing resources where they are needed, the more your business will thrive. You can be like that basketball player or football player who is prepared to react with agility to whatever their opponent or environment throws their way. ▪ Reprinted with permission from the May 2020 issue of Partners in Progress magazine. Read more at www.pinp.org.

contractors 101 COVID MANAGEMENT How has COVID-19 impacted your business, and what will the next two years look like?

We can’t expect a full return to normal until a vaccine is in general use; therefore, to survive and prosper we need to adapt to the new normal. We need to be both proactive and reactive in this fluid situation.

There is a great deal of uncertainty around managing our processes. It is essential to review your insurance policies with your insurance broker to ensure maximum protection and identify areas of potential exposure. We also need to structure our businesses for consistency around our suppliers, employees, and customers.

Developing strong relationships with these pivotal business partners is essential, not only for you, but also for them. Let’s make this a win/win!

Manage your supply chain. Ensure that your key suppliers can and will continue to provide you with an adequate supply of product at reasonable prices and in a timely manner. By supporting them you support a solid, mutually beneficial relationship, which will reduce your stress and help your business run more smoothly.

Keep as many employees as possible in ongoing work. If you must hire, check everyone for COVID-19 symptoms. Explain to your employees that they are better off staying with you than going to another company where they might not get the same level of support and protection. Employees need security now more than ever. If some are having financial difficulties, show them you care and that they can depend on you. Having good, reliable employees with a low turnover rate can be a major selling point with customers.

Your customers also need to be comfortable with the contractors they are using. They are risking exposure having contractors on-site, and the risk increases if they change contractors.

Solid, ongoing relationships minimize risks for both parties.

By / Ronald Coleman ronaldcoleman.ca/

Let them know how you are building relationships with your suppliers and employees. As wall and ceiling contractors, your advantage is not using subcontractors, granting greater control over the people who attend at a customer’s location.

So, focus on developing strong relationships with your workforce bubble. These are the people within your power of influence, and these efforts are more important than ever.

This is also a great way to increase profitability.

The type of work you do will impact how you must respond.

Apart from new construction, many contractors are involved in service, maintenance, and retrofit. In these industry segments, the situation is also critical. You must convince customers to not defer maintenance, replacement, or installation, and you must prove that calling you is their best choice. In cases where you are dealing with new customers you need to develop a script that will separate you from the competition. Become the contractor of choice.

Have you updated your website with the protocols you have in place? Have you sent emails to your customers providing them with the comfort and confidence they need to call you?

Whether you are a contractor or supplier, you must focus on cash flow. Your level of break-even sales has likely changed, and if you can’t maintain your workload, you are going to start bleeding cash. Now is the time to do some serious cash flow management. If jobs get delayed, holdback releases will get delayed, and progress billings will slow down.

continued on page 18

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it’s the LAW DOUBLE TROUBLE: DEFINING THE RELATIONSHIP BEFORE THE BILL DOUBLES When urgent construction work is required, it is all too easy to hastily move forward without properly defining the contractual relationship and terms of payment. The recent case of All Out Contracting Ltd. v. Gourlay, 2018 BCSC 481 addresses a common scenario where work proceeds under an ambiguous estimate.

The Facts In this case, the defendant homeowners owned a house in Nanaimo, British Columbia, that was adjacent to and overlooked a creek. At the back of their house was a large retaining wall that supported the bank down to the creek.

In 2015, the owners noticed the retaining wall was bulging out revealing cavities under the rear patio slab. The owners quickly retained the plaintiff as the contractor to teardown and rebuild the retaining wall.

After reviewing the site with various engineers and City representatives, the contractor provided the owners with a construction estimate (the “Estimate”), which both parties signed. The Estimate included the scope of work and referred to the contract price as a “set price cost plus” basis. The “set contract rate for the Work [was] $80,000 to $100,000” and failed to clearly articulate the basis for calculating the costplus portion. The Estimate stated further that the price was estimated and dependent on engineers and a biologist.

The contractor commenced the work, but soon encountered unforeseen complications. The fill behind the wall was unstable and part of the house was balanced on the fill. This fill needed to be removed and replaced as there was a danger that the house would settle further down the embankment without additional structural support. The owner’s homeowner insurance was in jeopardy and their mortgage was up for renewal, so they had the contractor continue with the repairs without clarifying the ongoing price.

After the work was completed, the contractor billed the owners for $206,505.80. The owners had already paid $140,000 and refused to pay the rest. The owners took the position that the

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By / Matthew T. Potomak and and Jeremy S. Koch

initial estimate of $80,000 to $100,000 was binding and that the $20,000 gap in the estimate was the amount contemplated to account for unforeseen circumstances.

The Decision The BC Supreme Court, relying on principles of equity, awarded only $22,194.50 to the contractor, in addition to what the owners had already paid. This reduction to the contractor’s fee was based largely on significant reduced labour rates.

Had the contractor clearly set out its rates at the beginning, it would have been entitled to its 15% profit margin. Instead, the court ascribed a contractor’s fee of 7%.

While the contractor took on serious risk that its estimate would be found binding, the court did find that the construction estimate was just an estimate that was subject to the express qualifications of the ongoing review of the engineers and biologist.

The court opined that all this confusion could have been avoided if the contractor had spelled out its costs and profit margin clearly from the beginning.

Lessons Learned 1) Define the relationship early and in writing. The initial agreement must include clear terms of price if the contractor wants to recover their bill. If a contractor expects to recover its profit margin charged in a cost-plus agreement, the contractor must clearly spell out a fixed percentage of profit that will be added to costs, in advance of the work.

2) Whether an estimate is binding or is “just an estimate” will depend on the facts. Qualifying the estimate by adding clearly defined and narrow contingencies may assist in preventing an estimate from being construed as a binding maximum price. ▪ This article was written by Matthew T. Potomak, lawyer, and Jeremy S. Koch, articled student, who practise in construction law with the law firm of Kuhn LLP. This article is only intended as a guide and cannot cover every situation. It is important to get legal advice for specific situations. If you have any questions or comments about this case or other construction law matters, please contact us at 604.864.8877 (Abbotsford) or 604.684.8668 (Vancouver).

safety ADVICE YOUR NEXT IDEAL SUPERVISOR MUST INCLUDE THESE TRAITS A supervisor who cares about their team, cares about their safety. A 20-year trades ticket or 20 years of job experience essentially becomes useless the moment a frontline employee becomes a supervisor. Not that 20 years of experience will no longer be needed, but largely, a supervisor does not do the frontline work anymore. They now supervise frontline work, and that requires a completely different skillset.

By / Kevin Burns

Effective supervisors need coaching skills, communications skills, people skills, management skills, and leadership skills. Eighty percent of a supervisor’s day is spent coaching, communicating, managing, leading, and dealing with people.

kevburns.com/blog/ Focused on Others Supervisory is not about how good the supervisor used to be at the job. It is about how good employees are going to be able to perform with that supervisor leading the team.

So, when companies promote one of their frontline employees into a supervisory position, are they setting that supervisor up to win?

As discussed in my Safety Communications & Coaching for Supervisors Program, the role of supervisor is not to be the hero. The role of the supervisor is to be the guide. The best supervisors are focused on helping each individual member of their teams to continuously improve and achieve.

Clarifying Questions to Select a Supervisor Before you select your next supervisor, ask yourself and your organization these questions:

• Are we clear on the specific skillset that we want our ideal supervisor to possess?

• Have we articulated that skillset and committed it to a

selection process to hire the right supervisor, and not the longest-tenured employee?

• Has the candidate already demonstrated leadership,

teamwork, work ethic, and the ability to communicate well?

• Are we prepared to support our existing supervisors in acquiring the skills and character traits to help them meet a higher standard?

When it comes to selecting the right supervisor, serious thought is required. Since the supervisor is the company spokesperson at the frontline, a frontline supervisor needs to align with the company values.

A frontline supervisor needs to embody the traits, skills, and image that the organization would like to project to their employees.

Below are five of the most necessary skills and traits an ideal supervisor should possess.

Respect If the other members of the organization do not respect the candidate, promoting them to a supervisor will not improve that. In fact, it may likely degrade the culture of the organization. And if a candidate has difficulty giving or demonstrating respect (to others, to co-workers, to the company), they are simply the wrong choice.

Safety Gene When someone is others-focused, it is impossible to not own the safety gene. Safety is how we show that we care for our teams. A supervisor who cares about their team cares about their safety. A supervisor with strong safety values will convince others to do the same.

No one in the organization has more influence over the behaviours of frontline employees than a frontline supervisor.

Employees do what their supervisors do. Supervisors need to own the safety gene.

Quality There is no pride in work unless special attention is paid to the quality of your work. When quality becomes a mindset, there are no shortcuts anymore. There are no do-overs because it gets done right the first time. And if the result of the job is going to be right, how you do the job is also going to be right.

A right mindset results in quality outcomes. Where there is quality, there is pride. And where there is quality and pride, there is safety.

Approachability Employees rarely leave a job because of the company or the senior leadership team. An employee leaves most often due to a malfunctioning relationship with their immediate supervisor. Employees want to be able to approach their supervisors to ask questions, offer suggestions, and know that the supervisor stands up for them and the rest of the team. Management and the safety department also want to be able to approach a supervisor without getting pushback and attitude. A supervisor who cannot be approached does not lead a team. Overwhelmingly, employees want to feel valued and valuable. An approachable supervisor facilitates that. continued on page 18

wallandceiling.ca » Fall 2020 » 17

advertiser INDEX GUEST EDITORIAL 101

continued from page 4

to offer—to touch the lives of many and change you for the better. ▪ Mark Breslin is an author, speaker, CEO, and influencer at the highest levels of business in North America. He has spent decades advising CEOs and senior leaders in business, government, labour, and non-profit arenas in both the United States and Canada. His five best-selling books have sold hundreds of thousands of copies and have improved leadership, accountability, profitability, innovation, and engagement for organizations and individuals. See his work at www.breslin.biz.

CONTRACTORS ADVICE

▪

continued from page 15

Cash is king! Many building owners are having serious cash flow problems particularly in the office and retail sectors. Be extra cautious in getting paid in a timely manner. Also, some new construction is being delayed and that can also negatively impact your cash flow. Keep your financial institution up to date on your financial situation and put a contingency plan in place with them in case of need.

Be proactive. Form a committee to identify the exposures your company faces and develop and implement a plan of action for keeping up to date with the federal, provincial, and municipal directives. Check the regulatory websites daily.

Now is also a great time to review your business systems and processes to maximize efficiency.

This issue is not going away soon, and the sooner we take control the more successful we will be. The industry will get back to normal over the next year or so—make sure yours is one of the businesses that comes back on top.

There are numerous government programs, both federal and provincial available to businesses and their employees. Also, your financial institution and the Business Development Bank of Canada (BDC) have options for you. Most recently the EDC BCAP Guarantee is available to exporting and noexporting business who need access to additional financing.

The Guarantee lets EDC share the risk with your financial institution. WWW.edc.ca/business-relief is their website.

Identify the relevant websites and visit them regularly for updates. The following site will keep you up abreast of Canada Emergency Response Benefit (CERB), Canada Emergency Wage Subsidy (CEWS), income tax filing and payment deadlines and a variety of other federal initiatives.

canada.ca/en/revenue-agency/campaigns/covid-19-update. html You should also log on to your provincial government website to see what support they are offering. Look to your Association for advice also.

I believe that one of the biggest exposures for many people and for businesses is going to be quarantine either because an individual becomes infected with COVID-19 or are in contact with someone who has. You must isolate if you had close contact with someone who is even suspected of having COVID-19. With schools and colleges now open the exposure is even greater. Such a situation could cause serious disruption to your business. Many of us are feeling so much stress due to the uncertainty so be calm, be safe, be kind and let’s all support each other. This is a time for compassion, understanding and fellowship. ▪

SAFETY

continued from page 17

Do Not Make this Mistake This is not an exhaustive list. There are so many other traits, skills and characteristics that could bolster frontline teams. It is important that your company decides for themselves, the traits, skills, and characteristics they would like to see coming from all supervisors.

New Call-to-Action Now here is where an organization must be careful. When determining the characteristics, traits, and skills of your ideal supervisor, do not view these through the corporate lens.

View them through the eyes of your frontline employees.

What are the skills, traits, and characteristics that frontline employees would want their supervisors to have?

What would cause employees to respond favorably in their daily interactions with their immediate supervisor?

Employees who look favorably at their workplace are more willing to work as a team and remain loyal to that workplace.

When employees care about their workplace, they are willing to stand up and protect it, and good safety performance results.

Since all initiatives, policies, process, and procedure are facilitated through the supervisor, including safety, the supervisor needs to embody the values of the organization. ▪

ADVERTISER INDEX Company Demand Products Flannery Trim Georgia-Pacific Grabber Construction Products (Canada) Inc. Steeler Construction Supply 18 » The Trowel

Phone Page 800.325.7540 7 818.837.7585 OBC 800.225.6119 10-11 800.567.8876 15 800.275.2279 8

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it’s simple.

enough said.