Partners in Progress Vol 18 No 1

PartnersINProgress SMACNA & SMART—Building a Future Together

May 2024

The Future is Now for SMACNA and SMART...

PartnersINProgress SMACNA & SMART—Building a Future Together

CONTENTS

10

April 2024 – Volume 18, Number 1

3 2024 PARTNERS IN PROGRESS CONFERENCE SMACNA president Carol Duncan and SMART general president Mike Coleman

shared the heart of lasting partnerships in their address to conference delegates.

MICHAEL COLEMAN CAROL DUNCAN Co-Publishers KAARIN ENGELMANN editor@pinpmagazine.org Editor-in-Chief JESSICA KIRBY jkirby@pointonemedia.com Editor

7 FOOD FOR THOUGHT—AND HOPE Partners in Progress delegates raised much-needed funds for Second Harvest

Food Bank in Central Florida.

POINT ONE MEDIA INC. artdept@pointonemedia.com Creative Services

8

SOLVING EMPLOYEE TURNOVER WITH MENTORSHIP

Partners in Progress is a publication of the Sheet Metal Industry LaborManagement Cooperation Fund.

Industries with mentorship programs see exponential growth and retention rates. Here is what it could do for sheet metal.

11 FACING BIAS AND EXCLUSION

The Rapid Response Protocol Helps SMACNA, SMART, and the ITI prevent and mitigate intense incidents of racism or exclusion.

13 LIGHTS. CAMERA. ACTION.

Video content rules the social media stage and presents an essential recruitment, retention, and industry promotion tool.

15 MEET FOUR UP-AND-COMING EMERGING LEADERS

A program designed to foster the growth of tomorrow’s leaders sent young

sheet metal workers to their first Partners in Progress Conference. Here’s what four of them took away from the event.

All contents ©2024 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.

18 UNVEILING NEX-GEN LEADERSHIP

Leadership expert Stephen English shares three cutting-edge leadership styles that could revolutionize the sheet metal industry.

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

21 LOOKING INSIDE FOR A BETTER WORKPLACE CULTURE

Michael Barnes, trauma and addiction counselor, says leaders must recognize the signs of trauma to help build a healthy workplace culture.

23 MY JOURNEY: TAMMY MEYEN Tammy Meyen is the ITI’s recruitment and retention specialist, and she is on a mission to make the sheet metal industry welcoming for everyone.

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BETTER Together Recruitment, relationships, communication, leadership, belonging, mentoring, connection, and even the joy of Disney— these inspiring topics were the crux of the recent Partners in Progress Conference in Orlando, Florida. And it all started with wise words from SMACNA and SMART leadership.

Chapter and Local leaders typically choose to attend conferences and professional development seminars that are specific to business goals or job requirements. Partners in Progress is unique. It is the only jointly funded and attended conference committed exclusively to building cooperation and relationships in the signatory sheet metal industry. When delegates walk through the doors, they are already in the mindset to connect.

“The Partners in Progress Conference is a unique opportunity to network with peers and learn to navigate any storm we face,” said SMART International General President, Mike Colemen, in the opening address he shared with SMACNA President Carol Duncan. “It represents our shared vision to build a resilient, professional, and capable industry capable of meeting any demands.”

Duncan shared a parallel message focused on the qualities of a healthy, enduring partnership. “We must foster transparency, dialogue, and mutual respect,” she said. “That is the way forward toward an intentional, accountable, aligned vision for our industry.”

It has been a busy two years for SMACNA and SMART since the last conference. Coleman and Duncan touched on several collaborative initiatives—current and pending—that the organizations are working on to better the industry for all.

Labor and management support for infrastructure and megaproject work, for example. “These are positive for our industry but also bring challenges,” Duncan said. “We will need to embrace these collaboratively and remain focused on our mutual interests.”

The BE4ALL Committee updates included Bias and Belonging Training for leaders and organizations; release of the Rapid Response Protocol (see page 11) for SMACNA, SMART, and the ITI; menstrual kits for members; and cultural events calendars, which list days of importance and observance for a cross-cultural workforce.

All of these initiatives are designed to build connection and trust in the industry—cornerstones of a healthy partnership.

“We see eye to eye on 90% of the issues,” Coleman said. “The other 10% is in our heads. We need to be open-minded, honest, and trustworthy, because trust is lost in buckets but regained in drops.”

Duncan spoke to legislation in the United States and Canada aimed at fostering diversity in the workplace and urged all members to speak up against injustices.“When we choose to remain silent, we betray our bedrock,” she said.

Later, a packed schedule of powerful keynote speakers and general session presenters delivered a robust program in

support of the messaging Coleman and Duncan shared. Bestselling author and Hall of Fame speaker Victoria Labalme introduced leadership lessons from her theatre background to help organizations lead with noble intentions.

“Leadership happens in every scene,” she said. “You have to find your throughline—your driving force—that guides your behavior and helps you stay focused on the real intentions of leadership—service, education, sharing, and help.”

Dushaw Hockett, founder and executive director of Safe Places for the Advancement of Community and Equity (SPACEs), initiated a conversation about partnership and its deeper meaning. “The ingredients for an effective partnership are to be clear about the ‘why’, identify the right partners, challenge your preconceived notions of others, and build relationships of trust and collaboration,” he said. “Understand and build the three dimensions of trust: competency, reliability, and sincerity.”

Leadership expert Stephen English shared several key strategies for developing situationally suitable leadership (see page 18). “Those who embody more of the democratic leadership style showcase a remarkable ability to build consensus, even amidst differing opinions,” he said. “When leaders embrace a collaborative approach, recognizing the value of each member’s contribution, a culture of openness and shared responsibility emerges. This, in turn, paves the way for accelerated progress and innovation.”

When Duncan and Coleman took to the stage with closing remarks, Duncan asked, “What’s next? We are not divided by our differences but propelled by our common goals. There may be challenging days ahead, but there is strength in teams, guided by trust in the collective. Let’s move forward with the spirit of trust and goodwill and a shared purpose. Let’s embark on this next phase of our journey with enthusiasm.”

“We are better together,” Coleman said. “That has been obvious this week. What we do today will determine the next years in the industry. From job creation legacy to expanding inclusion, we have a chance to add to the signatory contractor base for generations to come. If we take advantage of the opportunities today, we can change the lives of workers for generations. I believe we can make it happen because of all of you on the labor and management sides who have committed to doing the hard work.”

Visit pinp.org to dowload conference presentations and watch these pages for stories inspired by the conference content. ▪ Partners in Progress » May 2024 » 3

2024 PinP Conference: The Future is Now “We came to take advantage of networking opportunities and to learn how to improve communication.”

— John Szymczk, operations manager at SSM Industries. Adam Renick of Renick Brothers Construction and Local 12

“This is a great opportunity to meet people from across the country—across different climates even— and get an idea of where the industry is heading.”

— Adam Sohm, MechOne Inc, emerging leader, SMART Heroes graduate

Diversity improves the workforce by making it more reflective of the community. We can all learn a lesson from people who are different from ourselves. Diversity makes us more empathetic and helps us become better people in the long run.”

— Jan Chappell, Local 85 president, SMART recruitment & retention council recording secretary, BE4ALL committee member, journeyperson

“You’ll never accomplish more on your own than you will together. If you are under stress, you can assume your counterpart is, too.”

— Mike Coleman, SMART general president

Team Local 9: Will Callahan, US Engineering Construction; Drew Yagelski, US Engineering Metalworks; Adam Sohm, MechOne Inc.; Peter Carlson, JATC training coordinator

“This conference is when we get to meet our peers and our contractors, to revisit goals, to plan together. We spend more time talking with contractors than we did 10 years ago. Our work has become a collaboration.”

— Reed Ausmus, Local 19 training coordinator, with his wife, Michelle Asmus.

Kolby Hanson of Local 55 in Pasco, Washington, comes to conferences to hear about industry standards from a national perspective. Bette Price, chapter executive of Eastern Washington SMACNA, is preparing for negotiations this year. “Labor and management are well represented at this conference.”

Team Local 85

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— Bette Price, chapter executive, Eastern Washington SMACNA

HEARD AROUND THE CONFERENCE “I’m here to learn. It’s only the second session, and I have learned so much already.” – Natasha Scott, SMART International Women’s Committee “Victoria’s talk was inspirational. I will definitely be buying her book. I hope to gather knowledge here that I can take back to my Local and help the new generation coming up build a better Local for us.” – Stacy DeMonbrun, SMART International Women’s Committee Stacy DeMonbrun, Subrina Sandefur, and Natasha Scott, SMART International Women’s Committee, Washington, DC

Let’s all assume the best of each other because that is how to build the strongest teams. We need to have trust in each other to reach the finish line, and that calls for transparency, dialog, and mutual respect. That is how we build an intentional, accountable, aligned vision for the future.

— Carol Duncan, SMACNA National President

Jonathan Perna of Local 46 and Jon Alvino of Local 9

“Top performers can get neglected. Instead of giving them ways to help them grow, we often end up putting all the things that should be done by others on them. We need to set them up for success.”

— Tara Amis, Kentucky Manufacturing Extension Partnership

We use our partnership to expand our bandwidth and achieve things we wouldn’t be able to afford or achieve alone.

– Cheryl Sprague, chapter executive for SMACNA Sacramento Valley

“There are a few of us Canadians here, and I am excited to learn and take in the information I hear and to ensure we have a healthy industry now and into the future.”

– Rob Weiler, Local 562, Kitchener, Ontario

“I’m here to learn more about how to become the best leader I can be.”

— Candice Budde, fourth generation at Budde Sheet Metal Works, Inc.

“Leadership is not for the weak.

You’ve got to get down in the ditch and get dirty. If it was easy, everyone would do it.”

— Kevin Brown, keynote speaker and author of “The Hero Effect”

Partners in Progress » May 2024 » 5

HEARD AROUND THE CONFERENCE Technology is making collaboration between the trades easier than ever. With the technologies that are out there, we can all get on the same page.”

— Andy Lambert, director of digital products at Milwaukee Tool

“We have a leadership crisis in organizations. One trillion dollars is lost every year due to low engagement. By investing in future leaders, studies show you receive a 400% ROI and dramatically improve retention.”

“When someone fails to meet the minimum score and we tell them to try again, it’s dehumanizing. We lose them. The policies we have in place aren’t working.”

— Steven English, Building a Leadership Culture: Inspiring and Developing Tomorrow’s Leaders

— Will Scott, Collaboration for Progress session

“Everything I’ve accomplished as a sheet metal worker has given me an amazing life. I want to create opportunities for the next generation.

We’re writing the rules.” — Jennifer Lohr, vice president Fisher Balancing, Be4All Committee, Newtown, Pennsylvania

“I’m hoping I can take something back home.”

— Natasha Scott-Lawson, Local 19, first-time attendee

I came to the conference to find ways to build better working relations with our union partners.”

“Unionized labor needs to stand out from the competition.”

— Tim Aley, vice president of W. E. Bowers in Beltsville, Maryland, first-time attendee

— Tish Suhr, CFO of Stromberg Metal Works, Inc, Beltsville, Maryland

“I thought it would be a good learning experience.”

— First-time attendee Brad Aldag, Aldag/Honold Mechanical, Sheboygan, Wisconsin, and his wife, Kristina

Chuck DeMore, Geoff Foringer, and Greg Bloise, Local 12

“In growing market share, labor and management have to step out of their comfort zones and have people ready to go and trained up so they can step up.”

— Joe Powell, SMART general secretary-treasurer

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Food for Thought —and Hope

SMACNA and SMART contributed generously to this year’s conference charity, Second Harvest Food Bank of Central Florida By / Jessica Kirby Each Partners in Progress Conference engages a charity organization in the host community and runs a fundraising project to benefit this group. This year, Second Harvest Food Bank of Central Florida was an obvious choice.

“When we went about looking for a conference charity, I met with various leaders across Florida who all identified Second Harvest as an innovative leader in providing services to families in need,” says Paul Pimentel, director of communications for SMART International. “The group represents the efficiency and effectiveness our partnership represents, making them a natural fit for a sponsored charity.”

A growing number of people in Central Florida are one medical problem, one car accident, or one unexpected expense away from facing hunger. Every day, these individuals and families are faced with making tough choices between food and needs.

Second Harvest, which runs out of Orlando, is on a mission to create hope and nourish lives through a powerful hunger relief network, while multiplying the generosity of a caring community. It operates to close the gap of unmet need in Central Florida in several effective ways.

“Access to healthy food is crucial and essential,” Second Harvest says. “Thanks to donor support, more than 300,000 meals are being provided every day to Brevard, Lake, Marion, Orange, Osceola, Seminole, and Volusia counties.”

Students come to Midway Safe Harbor, one of Second Harvest’s Kids Cafe sites, to participate in an after-school program for tutoring, recreation, and food. Over snacks and warm suppers, kids build relationships and expand their horizons.

“When students have a balanced, nutritious meal, they’re not hungry and they’re ready to learn,” says Quinn Byrd, director at Midway Safe Harbor.

Fresh fruits and vegetables, whole grains, and low-sodium foods are costly, especially on a limited budget. Rosa, a senior living in Seminole County, visits one of Second Harvest’s local food pantries to stock her pantry and refrigerator. She is able to afford a variety of healthy food thanks to Second Harvest’s help accessing Supplemental Nutrition Assistance Program (SNAP) benefits, formerly known as food stamps.

“I’m diabetic and use SNAP to buy the things that are good for

my health,” she says. “If I spend all the money on vegetables, there’s nothing left. I’m very grateful for all the support I get from Second Harvest.”

Through an online donation drive and an in-person cookie sale at the conference, SMACNA and SMART members raised $20,941 for Second Harvest Food Bank.

“Our basis for a charity is someone who has a direct impact on the people where we hold the event,” says Joye Blanchette, SMACNA’s executive director of operations. “Second Harvest met this in spades. Not only do they have a food bank with a delivery service for those who are home bound, but also they have job skills training through their culinary school—where we got the cookies—which puts disadvantaged individuals to work.”

Second Harvest also runs kids’ programs, the Mercy Kitchen— an expanded production kitchen and storage facility—culinary training, and nutrition education and resources.

“Lastly, we took note of the fact they also had a disaster relief program in place, which is a huge benefit to the central Florida community,” Blanchett says. “Overall, we thought they were a strong community non-profit that uses their resources well.”

In 2023, with the help of numerous donors, volunteers, and a caring, committed community, the food bank distributed enough food for 81 million meals to partner programs, such as food pantries, soup kitchens, women’s shelters, senior centers, day care centers, and Kids Cafes.

“Your trust and generosity make our relief efforts possible,” Second Harvest says. “But the work is far from complete.

Thousands of families, kids, and seniors experience hunger, with all signs pointing towards needs continuing to increase.

Thank you for trusting us with this important work and joining us in the fight against hunger.”

SMACNA and SMART would like to thank their members for their generous donations to this worth cause. To learn more about Second Harvest Food Bank of Central Florida, visit feedhopenow.org ▪ Jessica Kirby is editor-publisher for Point One Media, a small but sturdy familyowned trade magazine creator representing some of North America’s best construction associations.

Partners in Progress » April 2024 » 7



Solving Employee Turnover with

E

MENTORSHIP By / Sheralyn Belyeu • Photos courtesy of International Training Institute

mployee turnover isn’t just an inconvenience. Turnover eats into profits by limiting productivity while pushing up hiring and retraining costs. At the 2024 Partners in Progress Conference, Administrator of the National Energy Management Institute (NEMI) Lisa Davis and Recruitment and Retention Specialist for the International Training Institute (ITI) Tammy Meyen invited attendees to try the return on investment calculator at togetherplatform.com for a quick estimate of what turnover costs them every year. Depending on company size and average pay per employee, the estimates were eyepopping, ranging from hundreds of thousands to tens of millions of dollars.

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As high as these numbers look, the ROI calculator understates the impact of turnover in today’s tight job market. “We are at 1% unemployment in BC, so we have a hard time filling spots,” says Jake Jordan, business organizer for Local 276 in British Columbia.

Severe labor shortages force everyone to learn new skills.

“People who were within two to five years of planned retirement pulled the plug early due to COVID-19, which left companies with employees filling spots before they had the usual experience or training,” says Tom Montgomery, owner and strategic executive with Hermanson Company. Montgomery is a past-trustee for Local 66, and past-president of SMACNA-

“

“Younger people are being put on the fast track to fill the vacancies and voids left behind as the boomers retire or pass away. They need lessons that aren’t in textbooks.”

—Tom Montgomery, Hermanson Company

”

Western Washington. “Younger people are being put on the fast track to fill the vacancies and voids left behind as the boomers retire or pass away. They need lessons that aren’t in textbooks.”

Leaders know that mentoring programs tackle labor costs by accelerating training, but they may not realize that mentoring also reduces the turnover that leads to those high costs in the first place. A major company described in the Knowledge at Wharton podcast found that “retention rates were much higher for mentees (72%) and mentors (69%) than for employees who did not participate in the mentoring program (49%).”

The sheet metal industry cannot afford to ignore the financial benefits of mentoring. Before building a mentoring program, leaders need to clarify goals and answer basic questions.

“Plan before you start,” Meyen advises. “Otherwise, you’ll be backtracking.” Who will participate? Will there be training for mentors and mentees? Is the goal to attract and retain top talent? To increase engagement or diversity?

SMART provides free planning worksheets that locals and contractors can use to think through these and other issues.

These documents are available on the SMART International Women’s Committee website. They are listed under Priorities/ Resources along with training materials, a 78-page PDF handbook on mentoring programs within unions, and a 204page PDF toolkit on how to build a mentoring program.

JATCs are logical places to start new mentoring programs because they are jointly managed and include every apprentice.

Locals are often the best organizations to track the growth of individual members, but contractor buy-in is vital for success.

“A mentor might need time to work with mentees, a Zoom account, or space for meeting,” Meyen says. “Contractors have to be involved in the process.”

There are many ways to assign mentors, from casual conversations in the shop to hiring a professional matching service. One option is to ask apprentices who is already mentoring them.

“See who is mentioned more than once,” Davis says. “Ask those individuals if they know that they are seen as a mentor.

If these natural mentors aren’t in a formal program, at least let them go through the training.”

Mentorship programs often focus on the needs of women and minorities who are entering the trade, but assignments can cross demographic lines. “I’ve had fantastic male and female mentors,” Davis says. “Relationships will evolve over time.

Maybe at first, I really needed technical skills. Three years in, I might be thinking about bulding my career. Is my first mentor still the one I need?”

Mentoring should not be a burden. “A good mentor is not a parole officer or a parent,” Meyen says. “It can be as simple as checking up on someone through texts or having lunch together.

Managing a mentorship program is a heavier responsibility.”

Professional services like MentorshipMatters, based in Vancouver, TogetherPlatform, or Mentorloop, lighten the administrative load, but making assignments, training mentors, and tracking results will be time consuming. “If you ask someone to organize a mentoring program in their volunteer time, you might not get the results you expect,” Meyen says. “Running a mentoring program will usually be part of a formal assignment, Partners in Progress » May 2024 » 9

Solving Employee Turnover with Mentorship

Listening “Mentor training should at least touch on listening,” Meyen says. “Mentors will be more effective if they listen to hear instead of listening to speak.”

Listening is a neglected skill. In her Partners in Progress 2024 Conference keynote address, Victoria Labalme asked how many attendees had taken a listening skills workshop. Just a handful of leaders raised their hands, which Labalme said is typical. Only about 2% of executive leaders receive this training.

Angie Simon, past SMACNA president and executive director of Heavy Metal Summer Experience, is one of the few industry leaders with a listening skills workshop under her belt. “It was part of a leadership workshop that I had,” says Simon. “Listening is the number one skill leaders need to work on. Listening is a very powerful part of being a leader and mentoring.”

When she was doing one-on-ones with her young leadership, Simon would ask them within the first five minutes, “How’s the family?” and “What did you do this weekend?”

“I had notes on their challenges,” she says. “I didn’t want to talk any work; I wanted to talk all about them. We need to know each other as people.” She says listening is particularly important in a mentoring relationship.

“There’s a lot more to life than work. Mentoring somebody is helping them learn how to deal with everything in life.

It’s caring about people.” ▪

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and the program manager’s most important qualification should be caring about others.”

Montgomery runs a mentoring group in the Seattle area. He started by asking mentees what they wanted to gain from the program.

“Let them drive and lead,” he says. “Relationships are more successful if the mentees set the pace and the agenda versus a mentor trying to force-feed them something they may not be ready for.”

Small group discussions are central to his program. Every six weeks, emerging leaders from different companies join Montgomery for an hour or so of conversation. “Some of the best lessons have been exposing my mistakes to students,” he says. “You have to be vulnerable.”

Group topics have included general leadership lessons, personality tests like DISC or CliftonStrengths, and Dale Carnegie’s book How to Win Friends and Influence People.

Several future meetings will feature guest speakers from the local sheet metal industry. After each discussion, the whole group moves to a nearby sports bar for a relaxed late lunch.

Seattle companies provide resources for Montgomery’s mentorship program because they that know that strong mentors increase profits in the long run.

“Whatever it costs to start a mentoring program,” Meyen says, “it’s paid for because of what it will save on turnover costs.”

Davis and Meyen’s Powerpoint presentation from the Partners in Progress 2024 Conference is available for download at pinp.org/conferences/2024pinp/2024-conference-schedule/ building-a-local-mentoring-program-nurturing-talent-andstrengthening-our-industry ▪ 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.

Rapid Response Protocol Addresses Bias and Exclusion in Sheet Metal

Rapid Response Protocol Helps SMACNA, SMART, and the ITI prevent and mitigate intense incidents of racism or exclusion.

© iStock / melitas

By / Jessica Kirby

When the most difficult circumstances arise SMART realized the importance of having guidelines and

on the jobsite, in the shop or office, or at the training center, SMACNA, SMART, and the ITI are better prepared to handle them thanks to a new guideline developed by the BE4ALL committee.

The Rapid Response Protocol (RRP), developed to address intense incidences of racism or exclusion, sets all members of the sheet metal industry up for success with easy-tofollow prevention and mitigation measures. It contains best practices and recommendations for preventing incidences of discrimination, bullying, or harassment on the jobsite or within organizations. It is applicable throughout the entire sheet metal industry, with slightly different versions tailored for each organization’s members.

BE4ALL, the jointly-funded diversity, equity, and inclusion initiative, developed the resource after the sheet metal sector was touched by several incidents in the construction industry surrounding exclusion and blatant racism.

“These events occurred on large jobsites and involved offensive and racist acts among the trades,” says Joye Blanchett, member of the SMACNA BE4ALL committee. “There was racist graffiti and there were nooses—one of which was directed at a member of the sheet metal trade.”

The media reached out for comment, and SMACNA and

protocol in place to assist contractors and the workforce in handling these events.

“When we started BE4ALL, we started asking the committees for direction,” Blanchett says. “The ground impetus was that we needed protocol for guidance on our reaction. We wanted to be able to give folks a path to follow in these instances.”

RRP is key to an overarching push within the sheet metal industry to increase diversity and belonging, both as an essential cultural shift and as a viable recruitment tool.

“The sheet metal workers who build our industry deserve to show up each morning to a jobsite that is safe and inclusive,” says Luke Rebecchi, house counsel for SMART. “Developing that sort of jobsite requires advance preparation. Policies and practices that mitigate the likelihood of incidents of bias or discrimination need to be adopted, and steps for responding to incidents that staff is trained on need to be implemented.”

The Protocol is divided into two sections. The first section, Prevention, describes measures organizations can take to reduce the likelihood of incidents of bias involving employees, and, if an incident does occur, it provides some liability protection, so long as the recommended policies are adopted and enforced.

“Prevention requires a culture where people feel comfortable speaking up,” Rebecchi says. “Every person we recruit and do Partners in Progress » May 2024 » 11

© iStock / ajijchan

Rapid Response Protocal

“Prevention requires a culture where people feel comfortable speaking up. Every person we recruit and do not retain is money lost and results in a less reliable workforce for contractors.”

—Luke Rebecchi, house counsel for SMART

not retain is money lost and results in a less reliable workforce for contractors.”

This section includes rationale for written policy, templates for Prohibited Harassment, Belonging Conduct, Anti Bullying, Lactation, and Notification of Incident Violation policies, rationale for training, basic training resources, and other procedures to consider adopting to foster an inclusive environment.

Sample policies specific to the United States and Canada are provided, though due to the changing legal environment, users are urged to work with their legal counsel to ensure compliance with state, provincial, and local laws.

The second section, Rapid Response Protocol Guidelines, recommends steps and actions to consider and take if an incident of bias occurs that involves an organization member. It covers each party’s responsibilities, the process for establishing a Rapid Response Committee, and steps to a comprehensive investigation, including interview techniques, information analyses, implementation action, and follow-up. This section concludes with a brief overview of crisis communications.

“It is extremely important to have this kind of protocol in place because it is an opportunity and mechanism for resolving issues clearly and internally,” Rebecchi says. “Employees feel heard and empowered to resolve things with anti-harassment and anti-discrimination policy.”

The document’s first rendition is focused on contractors and SMACNA chapters and their rights, responsibilities, and options when dealing with these types of incidents.

“We acknowledge and underscore that creating respectful workplaces is a responsibility shared by everyone in our industry,” Blanchett says. “However, it is contractors who face the greatest liability exposure when this does not occur.”

Determining whether the RRP or a lesser involved course of action is warranted comes down to evaluating the nature of 12 » Partners in Progress » www.pinp.org

the event. “Minor events that involve two or fewer people and appear to be settled quickly are likely subject to an internal investigation and general international procedures for conflict resolution,” Blanchett says. “The protocol is intended for escalated situations or incidents where notifying or responding to the press is necessary.”

Both prevention and mitigation depend on establishing an inclusive, safe environment for every worker, and that begins with leadership demonstrating in clear terms what is acceptable.

“We need to set the tone on what they want those environments to be like,” Blanchett says. “If they really want to have the family culture they talk about, they have to make sure everyone is included in that and aren’t excluded because of hazing and bullying.”

Rebecchi agrees. “By being pro-active on addressing bias and discrimination, the industry stands to gain from better worker retention, improved worker morale, an improved public image and fewer work disruptions,” he says. “And as a lawyer, I would be remiss were I not to add that the law favors having a plan in place. With that in mind, SMART, SMACNA, and the ITI have developed this protocol to provide contractors, unions and JATCs with the tools they need to be prepared.” ▪ The 2024 Partners in Progress Conference held a session on the RRP hosted by Dan Kelly Felhaber Larson, outside council for SMACNA, and Luke Rebecchi, SMART house counsel. The session’s focus was outlining the protocol and helping members reduce liability and help protect the workforce. The Rapid Response Protocol is web-based and linked to other policies and procedures. Visit smacna.org or smart-union.org for your copy.

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 successful construction associations. She can usually be found among piles of paper in her home office or exploring British Columbia’s incredible wilderness.

© iStock / Svetlana Borovkova

Lights.

Camera.

Action.

© iStock

g / Urupon

Video content rules the social media stage and presents an essential recruitment, retention, and industry promotion tool

By Natalie Bruckner

When it comes to industry and social media, there’s no room for hesitation—adapt or be left in the digital dust. At the 2024 Partners in Progress Conference in Orlando, Lauren Wattie, senior vice president at Vault Communications, laid down a reality check. “Here’s the truth for 2024: Video is no longer a luxury in social media. It’s a necessity.”

During her session, “Leveraging Social Media to Boost Industry Awareness, Attract Talent, and Engage Your Membership”, Wattie delivered a punch. Eighty percent of consumers aren’t merely swayed—but undeniably convinced —to purchase a product or service after consuming a video.

Why Video is Important

The benefits of video aren’t confined to sales alone. Video content helps organizations stay competitive by showcasing industry work and capabilities. “Being active on social media helps an industry stay competitive, and it’s where you’ll find the future generation of workers,” Wattie says.

Beyond driving revenue, videos serve as dynamic recruitment and retention tools, providing a platform to showcase an organization’s culture and values. “In this digital landscape, videos aren’t just about what you’re selling,” Wattie says.

“They’re your stage to engage, educate, and attract both potential recruits and members.”

Angela White, marketing and public relations manager at Holmberg Mechanical in Washington, says social media and videos are essential. “They build credibility and help attract the best employees, especially Gen Zs,” she says. “They explore our social channels to get a glimpse of our company culture before we ever meet them. They learn what they’re getting into, the charities we support, and the opportunities that are waiting for them in the sheet metal/HVAC industry. It has been incredibly successful for us.”

Choosing the Right Platform

While getting started with video on social media may seem a little overwhelming, Wattie explains: “You do not need to be everywhere and everything all at once. Instead, strategic precision trumps ubiquity.”

Caio Torres, Local 17 sheet metal mechanic at Noble Air in Massachusetts, has been actively posting about sheet metal for many years. He says social platforms serve as more than just a virtual space—by documenting his journey, the videos on social media have secured his company new work and propelled his career.

“I’ve become my own brand, and it has opened up so many doors for me,” he says.

He champions YouTube for its intentional audience that fosters genuine engagement. “While they are great awareness platforms, I think Instagram and TikTok have a lot of random clickers,” he says. “YouTube, however, is not a place you stumble on. Those are people who are searching for that specific thing. People interact with me more on my YouTube platform and ask genuine questions.”

White agrees and emphasizes tailoring content to each platform’s language: LinkedIn for professionalism or Instagram and TikTok for a lighter touch.

“For example, if you post a video of an interesting project on LinkedIn, it will attract a higher level of views/impressions,” she says. “A video post of our company participating in a Hot Chocolate Run works great on Instagram and TikTok.” Torres also points to becoming more personable in video content, for example, showing the good living that sheet metal affords people. “We need to get it out there that I’m able to afford these things because of the career path that I chose,” he says.

Partners in Progress » May 2024 » 13

Lights. Camera. Action.

What to Post

Navigating the landscape of video content demands strategic consideration. Vince Sugrue, state legislative director at Local 104, says the organization’s major concern is repetitive content.

“We also need to tailor our content for diverse audiences, including members, potential future members, elected leaders, and contractors, which can be tricky,” he adds.

Wattie directs attention to TikTok, whose audience falls within the 14 to 29 age group, recommending a mix of posts.

“You should be sharing job openings, company culture and events, behind-the-scenes footage, and day-in-the-life content on there,” she says.

Following the ‘rule of thirds,’ Wattie provides a formula for balanced content on all platforms. “A third of the time should showcase your expertise; a third of your time you should interact with your followers, encouraging them to ask, comment, like, and share; and a third should promote your business.”

Crucially, Wattie dispels the notion of high production requirements. “You do not need super high-quality video,” she said. “Any iPhone or Android can do it. Shoot vertically and authentically, and 30 seconds is preferable.”

Partnering for Traction

The call for strategic content sharing is particularly resonant for organizations like SMART and SMACNA who are looking to partner on recruitment. “At Local 104, we cover the vast expanse of 49 California counties, and our communications department can only be in so many places,” Sugrue says. “We

Select the Right Platforms

by Lauren Wattie

Goal: To connect with customers/members Platforms: Facebook/Instagram/TikTok What you should post: Service information, Chapter news, recent projects, positive reviews, comment engagements.

Goal: Recruiting new talent Platforms: Facebook/LinkedIn/TikTok/YouTube What you should post: Job openings, company culture and events, behind the scenes, and “day in the life” content.

Goal: Grow your business Platforms: Facebook/LinkedIn/YouTube What you should post: Business updates and announcements, recent or upcoming projects and case studies.

Goal: Boost your reputation Platforms: Facebook/Instagram/TikTok What you should post: Positive reviews, details on projects, humanizing content showcasing employees.

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encourage our members, reps, and organizers on the ground to take videos, too.”

White points to creative moves like an initiative Julie Muller, executive vice president at SMACNA – Western Washington, launched during Women in Construction Week. She reached out to companies and organizations to submit nominations for the spotlight feature, stating: “This has been a strategic and valuable way to showcase, recruit, and recognize women for their contributions. This could also work well with other opportunities like Veterans Day or Black History Month.”

One promising avenue to encourage the sharing of content lies in embracing incentives, a sentiment supported by Torres, who often collaborates with sponsors in exchange for product. Torres envisions an impactful strategy, suggesting, “If SMACNA offered something like that, I think that could really work.” Recognizing the intrinsic value of education, Torres contemplates a system where sharing knowledge is not just altruistic but also compensated. His commitment to educating others, evident in his voluntary tutoring efforts and online presence, showcases the potential for a symbiotic relationship between expertise-sharing and incentivized compensation.

Embracing Change Today

The sheet metal industry possesses incredible potential to address numerous challenges Locals and contractors face. “It’s time to elevate the game and amplify your voices on digital platforms,” urges Wattie.

As the industry pioneers this new frontier, establishing clear guidelines becomes paramount. Navigating the social media landscape demands a strategic approach aligned with industry standards. “Establishing guidelines will not only streamline content creation but also ensure a cohesive and professional industry representation,” Torres says.

While advocating for this kind of collaboration, Wattie offers a critical reminder: “If you do reshare, get permission first!”

The sheet metal industry stands at a pivotal juncture. Robert Weiler, president at Local 562 and a member for 30 years, attended Wattie’s talk and acknowledged social media as a game-changer for recruitment. “It’s a fantastic way to share information on who we are as an organization, what we do on a daily basis, and the value we add to our members’ lives,” he says. “Leaders in the sheet metal industry have to shake off antiquated ideals and embrace modern technology and social platforms that maybe intimidating to older generations but a way of life for future sheet metal workers.” ▪ 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.

© iStock / kentohl

Emerging Leaders A program designed to foster the growth of tomorrow’s leaders sent young sheet metal workers to their first Partners in Progress Conference. Here’s what four of them took away from the event.

By / Michael McConnell It’s no secret the union sheet metal industry is facing a critical labor shortage. There are too few new entries to the field, experienced workers are retiring in ever-greater numbers, and current workers are sometime uncertain about responsibilities of leadership.

Emerging Leaders, a jointly-funded program, aims to address the leadership vacuum. Through it, workers under 35 who demonstrate management potential are selected in a variety of ways and co-sponsored to attend the Partners in Progress Conference.

We spoke with a few of 29 Emerging Leaders who attended the 2024 conference about their biggest takeaways, learning moments, and in some cases, where they see their careers in the future.

Adam Sohm, 35 Employer: MechOne Inc. • Membership: Local 9 Adam Sohm got his first taste of HVAC while working as a Sears repair subcontractor. Later, when he was in the US Army, he performed HVAC service on military vehicles while

stationed in the Middle East. Those experiences led him to enroll in SMART Heroes as he was preparing to leave the service. Thanks to an intensive class schedule, Sohm was able to finish his first-year apprenticeship in just seven weeks.

Today, the 35-year-old is a third-year apprentice at MechOne Inc., a mechanical contractor in Colorado Springs, Colorado.

Sohm was chosen as an Emerging Leader through SMACNA Colorado’s Elite Academy, a 40-hour program that helps train selected third- and fourth-year apprentices who show management potential.

Sohm says he was only given one instruction before heading to Orlando: “‘Mingle as much as you can.”

“I was advised to just sit down with people,’” he says. “To talk and find out what’s important to them, what their roles are, and what they have to say.” He took that advice and had a conversation with Lisa Davis, fund administrator for the National Energy Management Institute (NEMI). Davis gave presentations on opportunities for testing, adjusting and balancing, as well as indoor air quality work.

“Being on the service side of the industry, I found it eyePartners in Progress » May 2024 » 15

Meet Four Up and Coming Emerging Leaders

Emerging Leader: Adam Sohm

opening to hear what she had to say about advances and improvements in the industry,” Sohm says.

Conference attendees were very approachable, he adds.

“Everybody was super welcoming and had that eagerness to help, give guidance, and talk,” Sohm says. That included SMACNA President Carol Duncan. The CEO at Oregon’s General Sheet Metal had a 45-minute conversation with Sohm, and it impressed him. “She was attentive and eager to talk,” he says. “I appreciated that.”

© iStock / wildpixel

Cole Chaney, 26 Employer: Local 24 Like many in the industry, sheet metal work is a family tradition for Cole Chaney. His grandfather was a union sheet metal worker, and he shared with Chaney that a career in sheet metal meant steady work, good pay, and benefits.

“My grandfather set up the interview so I could come down to the hall,” he says. “He had been a member since 1964. I went through the interview process, tested, and got placed quickly.”

For about seven years, Chaney worked for DeBra-Kuempel, a major design-build mechanical contractor. But he was always interested in working for Local 24 in Dayton, Ohio—the same union his grandfather belonged to. For a year, he served as its

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Emerging Leader: Cole Chaney

president, and in 2023, he became business representative.

Chaney says he’s proud of his work advocating for members to have better working conditions, wages, and benefits.

The session on generational differences presented by Tonia Morris called “Bridging the Gap: Courageous Conversations Across Generations” was relatable, he says. “There’s a stigma about how we don’t want to work, are lazy, and are always on our phones. I’m in that generation, but I definitely don’t identify with that idea.”

The message he took away was that older workers have always complained about the habits of younger workers.

Chaney also liked the session on mentorship titled “Build a Local Mentoring Program: Nurture Talent and Strengthen Our Industry” presented by Lisa Davis of NEMI, and Tammy Meyen of the ITI. “I think that’s something that our local could really use,” he says. “We don’t currently have a mentorship program in the Dayton area. It’s something I’m going to work on developing.”

Drew Yagelski, 36 Employer: US Engineering • Membership: Local 9 Drew Yagelski had a house and a family. “My little piece of the American Dream,” he says. The one thing he didn’t have was time to enjoy any of it. A grocery store manager for 17 years, he was usually at work every Friday and Saturday night and most Sunday afternoons.

Craving work-life balance, he started thinking about a career sheet metal because it offered the environment, pay, and stability he was after. Now, four years after switching careers, Yagelski is almost through with his apprenticeship, and he is working at US Engineering in Johnstown, Colorado. Like Sohm, he was named an Emerging Leader after graduating from SMACNA Colorado’s Elite Academy.

Yagelski liked the “big picture” industry view that many of the conference sessions demonstrated. “When you’re in the shop, you’re just focused on the next task,” he says. “It was great to kind of ‘zoom out’ a bit and broaden your focus to see how industry leaders think.”

Emerging Leader: Drew Yagelski

“Beyond the Basic: A Renewed Approach to Mental Health and Wellness,” delivered by Chris Carlough, SMART MAP/ SMOHIT, and Ben Cort, Cort Consulting, was especially impressive, he says.

The session discussed a new Employee Assistance Program focused on how to best approach helping employees or coworkers who are suffering with addiction or family crises. “It was interesting to see just how seriously they take that sort of thing and the amount of pride they have in making a great program,” Yagelski says.

“Attending the conference made me feel inspired to work toward my professional goals,” he adds. “I hope to one day become a foreman or an instructor at a JATC.” Lorin Lennard, 34 Employer: Cascade Metal Design • Membership: Local 280 Before entering the union sheet metal industry, Lorin Lennard was managing a restaurant. “Hospitality can sometimes be a thankless career,” Lennard says.

A conversation with a co-worker led him to change his professional path from food service to sheet metal, but it’s not as though a career in trades was a shot in the dark—his father was a carpenter and his grandfather was a machinist.

Emerging Leader: Lorin Lennard

Today, he’s a Red Seal foreman at Cascade Metal Design Ltd. in Surrey, British Columbia, which specializes in ductwork for high-rise projects.

As a Local 280 trustee, he was nominated to be an Emerging Leader by the former Local 280 business manager, Richard Mangelsdorf. He was a first-time attendee at Partners in Progress, and he enjoyed learning about what other Locals and contractors are facing and how they are tackling their issues.

“It was a great opportunity to take lessons from other organizations’ experiences and implement them in our Local,” Lennard says. For example, he recalls discussing with an Emerging Leader from Washington state the difficulties Local 280 is having recruiting workers.

“We were talking shop about how hard it is to get apprentices to show up to work,” he says. “And he talked about some of the different ways they incentivize people to show up, because it’s tough out there right now.” ▪ Michael McConnell’s experience encompasses B2B and B2C copywriting, online journalism, and newspaper reporting. The former editor of a monthly magazine for HVAC and sheet metal contractors, he’s always interested in finding out the stories behind interesting people and projects. Contact him at mrmcconnell36@gmail.com.

Partners in Progress » May 2024 » 17

Unveiling Next-Gen

Leadership

Leadership expert and keynote speaker Stephen English shares three cuttingedge leadership styles that could revolutionize the sheet metal industry.

© iStock / phochi

By Natalie Bruckner

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Over the past two decades, the leadership landscape has undergone a significant transformation. Shifts in workplace dynamics and workforce expectations have raised questions about the efficacy of traditional leadership paradigms that have served various industries like the sheet metal sector for years.

As the trades grapple with challenges in recruiting and retaining young, skilled talent, the need to reevaluate leadership practices has become increasingly apparent.

Steven English, owner of Texas-based Steven English Coaching and Training, explains that while traditional leadership styles still have relevance in certain situations, they could well fall short in addressing the contemporary needs of today’s sheet metal workforce. In fact, the once-revered commanding leadership style—known for its effectiveness in meeting tight deadlines or handling emergencies—may contribute to disengagement and increased turnover.

“

“I’m not saying the commanding style no longer has its place, but in industries dedicated to a healthy future, leadership must extend beyond authority and limited dialogue.”

—Stephen English, ledership expert

”

English suggests a paradigm shift, highlighting the importance of recognizing that not all traditional styles need to be discarded outright. “I’m not saying the commanding style no longer has its place, but in industries dedicated to a healthy future, leadership must extend beyond authority and limited dialogue,” he says. “The focus should instead be on fostering collaboration, creativity, and employee engagement—essential elements for success in the modern workplace.”

English identifies three leadership styles that have proven effective in the current, evolving era: affiliative leadership, which focuses on emotional bonds; democratic leadership, emphasizing collaboration; and coaching leadership, an underused yet potent approach. English highlights the coaching style for its emphasis on unlocking individual potential and empowering employees.

Transitioning from a traditional to more open and communicative leadership styles can pose some challenges.

However, English recommends avoiding the notion of switching one style for another. Instead, he emphasizes the importance of adaptability. “Flexibility becomes paramount in catering to

the diverse needs of the workforce, particularly the younger generation,” English says. He adds that leaders who can seamlessly transition between visionary, coaching, affiliative, democratic, pace-setting, and commanding styles tend to fare well in navigating the complexities of modern workplaces.

Purposeful Practice Makes Perfect

English suggests a practical approach to developing the necessary skills for this kind of leadership. He recommends gaining clarity on various leadership styles by reading books like Daniel Goleman’s Primal Leadership: Unleashing the Power of Emotional Intelligence, understanding their applications, and gradually evolving by focusing on one style of leadership at a time. “Repetition, purposeful practice, and a commitment to change are crucial elements in the process of developing new leadership habits,” he says.

He acknowledges that changing one’s leadership style also requires courage. “I would encourage leaders to experiment with new methods in lower stakes environments, such as public speaking clubs like Toastmasters or community groups,” he says. “This will help to better understand the different leadership styles, their characteristics, and how to deploy them appropriately in various situations.”

Reflecting on his insights, English draws from established concepts in habit formation and change management. He dispels the notion of quick-fix programs like weekend courses and stresses the need for genuine commitment and gradual habit development over time. Recognizing the challenges to change, he advises breaking down the process into manageable bitesize chunks.

Industry Betterment

The leadership styles English mentions also play a pivotal role in fostering successful labor-management partnerships.

English says that in a commanding leadership environment, finding common ground can be a formidable challenge. On the contrary, those who embody more of the democratic leadership style showcase a remarkable ability to build consensus, even amidst differing opinions. “It comes down to identifying shared Partners in Progress » May 2024 » 19

Unveiling Next-Gen Leadership

“

objectives and leveraging them as a foundation for progress,” he says.

“When leaders embrace a collaborative approach, recognizing the value of each member’s contribution, a culture of openness and shared responsibility emerges. This, in turn, paves the way for accelerated progress and innovation,” he adds.

Harmonious labor-management relationships, guided by leaders who prioritize collaboration and inclusivity, have served as catalysts for ground-breaking advancements. English adds that the industry’s future relies on the synergistic efforts of both labor and management working in tandem under the guidance of visionary leaders. “When great leaders at the helm foster a culture of mutual respect, open communication, and shared vision, there is truly no limit to what can be achieved,” he says.

Identifying Leaders of Tomorrow

Identifying potential leaders within an organization also presents a challenge when the current leader’s practiced style permeates through the entire hierarchy. “There is a great quote

by Anaïs Nin that says, ‘We don’t see the world as it is, we see it as we are,’ making it almost impossible for a commanding leader to identify future leaders within the organization who possess a different leadership style,” he says.

To address this challenge, English recommends leveraging leadership development programs, seeking input from employees regarding respected colleagues, and engaging

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Harmonious labor-management relationships, guided by leaders who prioritize collaboration and inclusivity, have served as catalysts for groundbreaking advancements.

”

external trainers to identify individuals with leadership potential.

Running high potentials through different external assessments, such as a DiSC management and DiSC work of leaders, can identify their strengths, challenges, and leadership style.

“By collaborating with a leadership consultant, owners can better recognize the skills needed for the longevity of their business,” English says.

The biggest hurdle to leadership change, however, lies in a deeply human obstacle. “Ultimately, overcoming pride and ego is the key challenge for anyone changing their leadership style, regardless of the industry,” English says. “Embracing open communication, transparency, and collaboration is crucial, especially in industries with a history of command and control.

The journey toward a positive leadership culture is challenging but essential for the continued success of the sheet metal industry in a rapidly evolving world.” ▪ Steven English was a speaker at the 2024 Partners in Progress Conference. Be sure to read the notes from his keynote address, “Learning to Walk the Talk: Aligning Actions with Policies for Authentic Leadership” at pinp.org 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.

© iStock / wildpixel

Looking Inside for a Better Workplace Culture Michael Barnes, keynote speaker at the 2024 Partners in Progress Conference, says leaders must recognize the signs of trauma to help build a healthy workplace culture.

By Robin Brunet

Michael Barnes knows two worlds intimately.

In one, he comes from a family of proud union workers and as a youth was a Teamsters member, employed in a quarry during summers.

In the other world, Barnes is the founder and director of the Michael Barnes Family Institute, as well as a clinical consultant to the Foundry Treatment Center in Steamboat Springs, Colorado, and owner of Barnes Education and Consulting. As a licensed addictions counselor and trauma expert, he has developed trauma-integrated clinical models for treating individuals with co-occurring addiction and trauma.

Knowing both worlds so completely gave Barnes added gravitas at the 2024 Partners in Progress Conference, where he conducted a general session called “Nurturing Wellbeing in the Workplace”. The session explored the connection

between organizational culture and mental health, and how fostering an inclusive and positive environment can support the psychological wellbeing of our workforces.

In his talk, he discussed how trauma manifests itself in the workplace, what true inclusivity means, how trauma and inclusivity should inform conflict resolution, and the role selfreflection plays in developing a better workplace culture.

“These issues are important to me personally as I grew up in a family with a history of addiction and trauma,” Barnes says. “This inspired me to study them formally when I went to college and, subsequently, make them the cornerstone of my practice.”

Research has shown that trauma is widespread among employees well beyond hazardous or high stress jobs and is Partners in Progress » May 2024 » 21

Looking Inside for a Better Workplace Culture

Trauma is especially troublesome in industries where risk of physical injury is prevalent, such as sheet metal or construction, because in order to stay safe you need to work together and trust your peers—and trauma compromises these capabilities, making the workplace even more prone to accidents.

often overlooked. “The symptoms are the same regardless of the type of industry: absenteeism, task avoidance, loss of motivation, distracted states,” Barnes says. “A lot of it is generated by feelings of not being in control, lack of attachment, a lack of attunement of needs.

“Trauma is especially troublesome in industries where risk of physical injury is prevalent, such as sheet metal or construction, because in order to stay safe you need to work together and trust your peers—and trauma compromises these capabilities, making the workplace even more prone to accidents.”

Considering the drivers of trauma, it’s not surprising that Barnes has a lot to say about inclusivity in the workplace and the misconceptions people have about this overused term.

“True inclusivity is appreciating the value of diversity and seeking it out,” he says. “The opposite of this is the politically correct stance of being color blind and treating everyone the same, which simply doesn’t work with a diverse workforce.”

Tokenism, in which cultures are treated in a monolithic way, is another phenomenon that derives from misunderstanding inclusivity. For example, Hispanics are regarded as a single group and treated alike even though their cultures are incredibly varied.

“This narrow view of inclusivity facilitates the practice of filling quotas, long criticized and yet still prevalent in many workplaces,” he says.

Compassion and a thorough understanding of trauma are the foundations for effective conflict resolution, he says, adding that the ability to listen is a major tool in this arena, as well.

“But just as many misconceptions exist about listening as they do about inclusivity,” he says. “Too often we listen only long enough to deliver a rebuttal, but not long enough to truly understand and empathize with the other’s concerns.

Acknowledging and validating the issues of all should be actively pursued, since safety is all about being heard.”

Arguably, a true understanding of trauma and inclusivity and the role both play in conflict resolution wouldn’t happen without the ability to be self-reflective. In fact, Barnes cites self-reflection as one of the most valuable tools anyone can 22 » Partners in Progress » www.pinp.org

© iStock / wildpixel

“

develop to further their professional and personal well-being, as well as to contribute to a better workplace culture.

“Introspection is critical to all of our relationships,” he says.

“People who manage others in the workplace must be honest enough to determine the collaborative and authoritarian aspects of their management style and whether changes are necessary.”

He points to self-reflection and the ability to receive criticism as essential to fostering meaningful, successful relationships.

Acknowledging valid feedback helps us evolve for the better while demonstrating a sense of vulnerability that others will respect.

“Self-reflection takes guts because you might not like what you discover about yourself,” Barnes says. “But it’s necessary because if you have only one way of being a leader, this is probably insufficient.”

Barnes serves companies by helping them identify what drives their workplace culture and how to make sure every component of that culture is meaningful and helps build a stronger team.

“People with decision-making authority contact me, and I sit down with them first to determine what their workplace culture is and what the problems are,” he says. “My job is facilitated when leaders openly acknowledge that problems such as trauma, burnout, and compassion fatigue are real issues. This makes it all the easier to get everyone on the same page.

“From there, it’s a matter of determining what is causing the problems and working out a plan to deal with them. All of this can be achieved in a matter of weeks if everyone is willing to work together.” ▪ Michael Barnes addressed the Partners in Progress Conference in a general session His notes are available at pinp.org.

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

My Journey: Tammy Meyen Recruitment and Retention Specialist, ITI

Tammy Meyen, a member of Sheet Metal Workers Local 66 near Seattle, became the ITI’s recruitment and retention specialist in May 2023. In this role, she focuses on recruiting and retention efforts at 150 training centers across the United States and Canada, finding ways to bring more people into the industry and help ensure they find it a welcoming environment.

Meyen said she is well on her way to mastering the the day-to-day aspects of the job. She has spent time going over programs that Lisa Davis began during her time at ITI, prior to being named administrator of the National Energy Management Institute (NEMI). Part of that work included immersing herself in curriculums to see what needed to be updated or replaced.

For instance, in a 2010 curriculum on the apprentice mentoring program, Meyen found that the mentor was exclusively referred to as male. From seemingly small things like pronouns all the way up to more solid roadblocks, these obstacles can all add up to an image that turns off prospective new apprentices at a time when the industry faces critical labor shortages. Finding ways to appeal to potential recruits and be a welcoming environment for new demographics is the key to filling those spots and creating a stronger, more diverse workforce.

“When I tell my kids about it, I say my job is to go around the country and teach people to not be mean,” she jokes.

The reality of her tasks is far more involved, of course.

Women make up around 50% of the possible workforce but still represent less than 5% of sheet metal workers. Offering lactation pods, an initiative put forth by Julie Muller of SMACNA – Western Washington and facilitated by Meyen, is one way to help encourage women of child-bearing age to consider the trades.

Meyen was born into a union family, the daughter of a roofer with United Union of Roofers, Waterproofers, and Allied Workers, Local 54, in Seattle. She remembered her father encouraging her to look into sheet metal so they might someday work side by side on a job site. Thanks to him, her early impressions of union brotherhood and sisterhood were positive.

“You kind of form a family,” she said. “After my father

passed away, his union friends came about and checked on me.”

Meyen began her own career in 1999 at the age of 19, going on to graduate near the top of her apprenticeship class at the Western Washington JATC in 2005. Over the past 19 years, she worked at PSF Mechanical, one of the Northwest’s leading fullservice commercial and mechanical firms, rising to the position of shop foreperson in 2011.

At her home local, Meyen was a member of the finance committee and served multiple terms as a trustee. She was a facilitator on the Belonging and Excellence for All (Be4ALL) Committee, a joint effort of SMART, SMACNA, and the ITI. Today, she still serves as chair of Local 66’s women’s committee and heads that committee’s mentorship program.

Her efforts with committees and programs like these represent countless hours of unpaid time, which she describes as more than a hobby—making the unionized trades more welcoming to all has been her passion project.

A lyric in one of her favourite country songs, “Buy Dirt” by Jordan Davis advises, “Do what you love, but call it work.”

Meyen says that tune hits her differently now that she’s earning a paycheck for this kind of work.

“It rings true now,” she says. “Every time I hear that song, I get a little bit emotional, thinking I can’t believe I get to do this for a living.”

Meyen and her husband—a fellow sheet metal worker who serves as organizer with Local 66—live in Snohomish, Washington, with their two young daughters. Her youngest, age 9, has already shown interest in someday becoming a sheet metal worker ▪ This story was reprinted with permission from Focus on Funds, volume 8 issue 2, 2023.

Partners in Progress » May 2024 » 23

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