Keep people informed
At first glance, it might seem like something of a contradiction: Build a work forcethat stays focused on what it is you do well,yet is open to change.
In order to continue to stay focused onyour markets, you need adaptability within your company’s ranks, people who are willing to change theirapproach to meet the needs of the people you serve.
Whitley has a basic rule pertaining to thinking ahead: Informedpeople are motivated people, and motivated people are muchmore likely to be willing to do what is asked of them.
“It requires a balancing act to stay on what it is you do well whilestill accepting changes,” Whitley says. “Because we eat and sleepplate steel 24-7, we feel like we’re going to know the changesbefore anybody else does.”
But it still takes communication and education to achieve buy-inwith an employee base that wants to know where the company isheaded and why.
“Changes are about how they are presented to employees,” hesays. “It’s a matter of education, to explain what I call result outcomes, to explain to people that this is why we’re going to changeand this is what we see as the result of that change.
“If people know where you’re going with it, it’s a lot easier forpeople to accept changes. Changes are uncomfortable for everyone, myself included, but if you aren’t changing, you are growingstagnant and going nowhere.”
Keeping your company both focused and nimble starts with youand the communication you deliver. If you don’t keep your employees informed about the direction of the company and the industry,you can’t expect to easily justify your future plans to them.
Whitley says communication is the first and most importantingredient in paving your company’s future path. Without it, no onegets on board with you.
“You can’t force change if someone doesn’t know why you’remaking the change,” he says. “The result of that is negative.Communication is No. 1, and showing them the outcome is No. 2.Show them why you’re goin
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to make the changes and ask for suggestions. People might come up with different things to add thatwill make the whole situation better.”
Developing a culture of communication can become a lengthyprocess. It’s something that can only be accomplished over time asyou continually take steps to keep your employees in the information loop.
“It’s kind of like being married — that level of trust doesn’t comeovernight,” Whitley says. “It takes a lot of years of work. If you aretelling someone to trust you, you have to demonstrate it. If management says something to employees, they’d better back it up anddo it.
“It’s something that grows over time. It’s not something that youcan come in and write down on a piece of paper.”
