Leadership in the Fabrication Shop

   If you could answer that question with one word, it wouldn’t be money. The answer would be leadership.
   As owners of companies, we all deal with the challenge of keeping a good crew on a regular basis. And, leading your employees and building pride and trust will prove much more profitable than micro-managing unmotivated workers.
   Of course, money matters. Some of our competitors pay their employees under the table, and are able to do work cheaper than legitimate companies. This creates downward pricing pressure – making it difficult to offer a decent wage for our employees, not to mention benefits.
   Examine why an employee comes to work. The answer is self-evident: “I need money, boss!” The questions that merit closer examination are: Why does the employee stay? And what keeps that person happy, productive and enthusiastic about working?
   It all starts the day you hire the employee. When we hire a fabricator (greenhorn), my partner, the shop foreman and I all sit down with the new employee. We set expectations, discuss pay, and explain the performance expected to reach the next pay level.
   Building trust with your worker begins with communication. Conveying sincere interest in his future is paramount. Always set an objective goal, as it gives the worker something to strive for.
   When I start training and orientation, I strive to turn the new worker into a Full Spectrum Fabricator. Often in shops, one guy is the sawyer, one or two make the templates, and a couple of ‘em know how to install. This specialization, while the easiest to manage, can prove problematic for your business in the long run.
   Too much specialization stymies professional growth and can result in stagnation and boredom. A bored employee will demand more money to remain content. And, when a specialist calls in sick, it creates chaos. Who picks up the slack?
   A cross-trained fabricator can step up to the plate and continue the task. A Full Spectrum Fabricator is confident and proud of his skill sets. He is able to perform various tasks on demand.
   How do we find quality employees? We build ‘em from scratch!
   If I can schedule it, I like to take my new employee on a short road trip to our biggest slab supplier. While driving, I get a chance to do some one-on-one counseling. I try to impart my love of the trade onto the new worker.
   Once we arrive, I introduce the new worker to my supplier. He will usually tell my new guy how lucky he is to be working at my shop. We tour the warehouse and explain the difference between marble, granite and the many types of natural stone. I let new workers appreciate the multitude of colors and styles of stone; they’re always impressed.
   Next, we send the new fabricator to the field. I feel it’s important that the fabricator understands how templates are made, seams are placed, and (generally) what all the notes and shorthand mean.
   When an employee meets the customers while making templates, he sees and feels the customers’ expectations. The employee begins to understand the expectations that a shop must fulfill for its customers. What that employee is learning is important, and he knows it.
   After templating enough houses to get a feel for proper procedure, we move on to installation. The purpose of bringing the new guy along on installs is three-fold:
   • He learns some of the basic material handling skills and the fundamentals of a good installation;
   • He understands the importance of attention to detail, fit and finish, and why the quality of the edge work is critical; and
   • He discovers the joy and exhilaration the customer experiences when the job is done correctly and exceeds their expectations. What we do is important to someone, and our work has meaning.
   Learning to polish granite, executing advance stoneworking tasks and basically learning the ropes in a fabrication shop can be frustrating. When learning to polish, the new employee is told over and over again that they “don’t have it down yet.” That’s normal … what makes it bearable is the fact they have met customers and understand the importance of what they are learning.
   Having covered some basics on building a quality Full Spectrum Fabricator, how do we keep ‘em from leaving?
   Money is not the answer. In the past, I’ve left several well-paying jobs, and I can tell you that money is but a small aspect to consider when deciding to leave a job. Pursue things you love, and the money will find you. Pursue money, and you will find a job.
   Leadership, trust, mentoring, and delegation of responsibility are the keys to retaining quality employees. Building the self-esteem of your worker is one of the simplest and most powerful things you can do as a leader.
   When I walk the shop floor with my customers, I always make a point to stop one of my fabricators and introduce him to the clients. I tell the client that “Joe” is one of the best fabricators in the shop, and he’ll be polishing the edgework on their kitchen.
   I encourage my shop foreman and installation foreman to tell the guys they are the best in the business. My partner and I always tell our crews that no one can touch our quality and scheduling. Getting your employees to believe they are the best is the first step in creating that reality.
   We do not have a formal incentive program in our shop. If we have a really good month we kick back a little extra cash. We have purchased iPods® and Gerber knives, and taken our crew to the range to go shooting or paintballing. Sometimes we simply shut down the shop and crank up the barbecue. An unexpected perk seem to have a positive impact that’s worth more the the cost of the perk itself.
   When the time comes to discipline an employee, I try (whenever possible) to do it one-on-one. If I can, I’ll take the employee outside the shop and counsel him. It’s important to keep negativity outside of the work area.
   It’s also important to delegate responsibility and avoid micro-management. Every employee should have tasks which he must accomplish and be held accountable for the results. Individual responsibility is the key to personal growth.
   Never ask an employee to do something you wouldn’t be willing to do yourself. If an install crew is out late, we always have an owner or foreman waiting for their return at the shop. As an owner, I make a point of fabricating/polishing on the shop floor a least a couple of times per month. It gives me credibility in their eyes. When we do shop clean up and maintenance, everyone participates.
   Knowing your employees and looking out for their welfare, building self esteem and teamwork, and showing respect for the individual and his work enables you to set the foundation for a lasting, mutually profitable relationship … and not just another job.
   ‘Till next time … Mark Lauzon, stonecutter
   Mark Lauzon is a fabricator in Oregon and the administrator of www.stoneadvice.com, a Website dedicated to slab fabrication.

This article first appeared in the April 2005 print edition of Stone Business. ©2005 Western Business Media Inc.