Paul Hatcher realizes there is a perception — although not an
appropriate one — that the business he works in does not have the
highest ethics and morals. So, the president of Oliver/Hatcher
Construction combats that by making sure his company and its
culture are different from others in the business.
“One of the keys to that is having the highest ethics and treating customers the way you want to be treated,” he says. “When
people come in, it’s one thing to talk about it and to sell your
customers on it. It’s another thing when they come from a different company and start living that part of that culture.”
While Hatcher prefers to keep the company’s revenue private, Oliver/Hatcher does 12 to 15 projects a year, each worth
$5 million to $8 million.
Smart Business spoke with Hatcher about how he established his culture and how he conveys a clear message that it
is not to be breached.
Q: How did you establish your culture?
It’s pretty easy and difficult at the same time. You need to educate
them on the company culture. We aren’t a huge company, but there
is a culture here, a way of doing things and a way of looking at
things.
You have to lead by example. When you are faced with difficult
decisions or decisions that you can go one direction or another,
you’d better choose the direction that establishes that your ethics
are strong and your morals are in the right place. Your people need
to see that. It also goes back to finding the right people. They have
to have those personality traits. But, if they come to our company
with those traits and see their bosses make decisions in the proper manner, it’s much easier for them to make decisions.
Q: What are the keys to being a good leader?
You have to find the right people. By the right people, I mean
those that share the same approach that you do, the dedication to
business you have from a customer satisfaction standpoint, business ethics and the willingness to work hard.
It’s important for our groups to work as teams, and as a team
overall from a company standpoint. In order to do that, it is important for them to understand the culture of our company.
Also, giving them clear direction. Not necessarily how they
should do it but, ‘Here is the goal we want to accomplish.’ Let them
develop their own approach to solving an issue, certainly, being
part of that approach and, if they need assistance, making yourself
available to be part of that approach as they are moving down the
path to solving whatever issue it is.
We are always checking in with them to see how they are
doing and if they are on track to accomplish their goal, or
whether they are making the right progress.
Q: How do you find the right people?
We are always looking and talking to people. It comes from
knowing people that know that particular person.
When you know someone in the marketplace well enough that
they have a pretty good understanding of what our culture is, and
they are recommending someone to come into our company, that
says a lot. It’s not just they are a good person or know technical
aspects of the job.
We don’t just hire them based on that. The interview process is,
they could come through four interviews. It’s going to be me or my
partner, it’s going to be their superiors and it’s going to be the people that they are going to work with on a day-to-day basis. Then it
would be another interview back with me and their superior
before there is a job offer made.
I wouldn’t say there are always four interviews, but there are
always multiple interviews for every single position.
Q: How do you make sure you are conveying a clear message to
your employees?
Repetition is part of it. It goes back to a bit of the culture, lack of
turnover and familiarity with the people I am working with and
their familiarity with me. I question myself a lot of times.
Did I give them a clear direction? I’ll come back and ask them
questions to see whether they understand whether I gave them a
clear direction. I may repeat myself again. But, just repeating yourself time and time again doesn’t mean they are going to get clear
direction. It’s trying to find a way to say it differently or understand
what they do and don’t understand in terms of the direction you
are giving them.
If we do have someone who’s only been here a year or two, they
feel comfortable going to someone who has been here 10 years
and asking, ‘Is this what he means by this when he gives me this
direction?’
HOW TO REACH: Oliver/Hatcher Construction, (248) 374-1100 or www.oliverhatcher.com