Communicate
Turner wants his employees engaged, and achieves that through open communication throughout the organization. He doesn’t believe in simply providing that message as lip service, instead showing it through his actions.
Since Turner leads with the idea that the company should work as a team, communication is a top priority to him.
“We are a company that I feel has a very, very open line of communication and also has a clear commitment that everyone realizes that that’s the direction we are going and that’s where we are all headed, and making sure we all communicate that very openly throughout our organization, all the way down through the plant employees,” he says. “And we have this clear commitment that we’re going forward with.”
You need to have all of your managers on board with communicating openly. While it may sound like you are just going in a communication circle, you need to communicate that message to managers whenever possible.
Along with monthly meetings, Turner and the managers at Koppers take part in daylong, quarterly off-site meetings with any issues that may be happening. Managers can use these meetings as an opportunity to communicate what is on their mind in an open setting, which also gives Turner a chance for some face-to-face time with managers.
“Really through the monthly staff meetings and through these off-site meetings, I think that’s a great way to get them to open up and communicate even further with me,” he says. “In addition to that, constantly picking up the telephone or going into someone’s office. I really show myself a lot, whether it’s here in the Pittsburgh office or even at the plants — either in person or by telephone just calling a plant manager.”
By keeping the organization flat, you will be able to engage employees more and rub off on your managers.
“Obviously, some areas you need protocol or certain subjects require protocol,” he says. “But, basically, on a daily and weekly operation, I really feel that it’s a flat organization where I can call anyone I want just to get a question answered or, ‘What’s going on? What’s on your mind?’
“I really try to keep that communication not just with my direct reports but sort of keep tabs on the pulse of the company that way, as well.”
Some managers may get a little paranoid if you are communicating directly with their direct reports. That’s why you also have to communicate openly with the manager about the topics discussed. Don’t keep your managers in the dark because that will disengage them and will discredit your message of open communication.
“A lot of times, after a phone conversation or if it’s an e-mail, I always copy that person that would have that responsibility under me,” he says. “I’m not trying to hide anything. I do that very openly. I think over the years people do understand that I do that and that’s the way I manage.”
You have to balance between when you can talk directly to someone a few layers down and when you need to talk to that person’s direct reports.
“If you are talking about employee issues or you are talking about something that’s somewhat confidential or something that needs the right attention, that’s when you utilize the protocol,” he says.
“But if it’s a normal business question where you are trying to improve what you are doing or performing your job, there’s no one here at Koppers that would get offended by going directly to get your answer.”
