Safer at home. Social distancing. Wash your hands. Coronavirus.

Words that have flooded our minds and emails for the past month.

We’re standing at least six feet away from people. Working virtually. Avoiding face-to-face visits with parents, grandparents and grandchildren.  

It’s unsettling, even frightening. It’s a completely abnormal situation that’s becoming our new normal. For how long? We don’t know. How are our workers handling the stress and uncertainty? How are we handling the stress and uncertainty? What is available to us to help cope? One idea: employee assistance programs (EAPs).


COVID-19 EAP Tips for Your Workers
Each of our partner unions, Local 75, Local 601, and Local 18, have their own EAP. Please reach out to your health fund to find out plan specific details.

There may still be the misconception that the EAP is available to assist primarily with addiction issues. As industry professionals, we know that isn’t the case—and now is the time to emphasize that fact to your workers.

Your EAP is likely to offer services to assist with many or all of the following challenges that may be impacting your workers and their families during these unprecedented times:

• Depression and anxiety
• Fear and isolation
• Health impairment
• Stress
• Substance use disorder
• Sleeplessness
• Grief
• Child-care and virtual schooling issues
• Elder-care issues
• Financial challenges (e.g., wage reductions, student loan repayment, debt, investment losses)
• Housing concerns
• Family issues (e.g., marriage/partner conflicts, parenting challenges)
• Workplace concerns (e.g., sudden work-from-home, job stress, co-worker communications)
• Global worker issues.

EAPs refer workers and their family members to mental health and substance abuse counselors, financial advisers, attorneys, child-care providers, family and child counselors, and others as appropriate. They also provide educational and informational resources as well as referrals to community services.
 
COVID-19 EAP Tips for Industry Professionals

Just as your EAP will help your workers (and you personally, if needed), it will help you in your professional role. Check to see whether your EAP will provide:

• Advice on how to handle a challenging personnel issue
• Presentations and/or training programs on a variety of topics for workers and supervisors (ask for virtual options!)
• Articles, tips and resource lists
• Communication ideas to promote EAP use.

In this age of COVID-19, change abounds. Everyone is feeling the effects. Use the resources that are available to you. And stay well.  
 



For the full article: https://blog.ifebp.org/index.php/covid-19-eap

With so many of our members continuing work from home and utilizing conference call technology more than ever before it felt like a good time to do conference call etiquette refresher guide. 

​The following information was taken (with some edits) from Krisp, more information here.
 
Read and share! 



Before the conference call starts
 
Arrangement:

1. Inform all the participants about the details of the meeting – If you are the leader of the call, make sure to inform all the participants about who will be attending the meeting. It’s a good idea to send out a calendar invite with time, date, participant names, and call-in information. This way people will know who they will be talking to and what they need to prepare.
2. Set time limits – Since the meeting isn’t personal, it’s very easy to get off the topic. Set strict time limits and remember that you have a specific amount of time to handle everything you need to discuss.
3. Prepare your agenda – Your time is not endless – you need to have a detailed agenda to guide you through the meeting and discuss everything on topic.
4. Agree who is calling whom in advance – If you are dialing direct, make sure everyone has the right number to call and avoid time delays and confusions.

Technical issues:

1. Check your device – Your conferencing device (laptop, phone or whatever device you’re using to make a call) should be charged. Imagine what will happen if it suddenly turns off in the middle of the conversation!
2. Choose the right location – Make sure to choose a quiet area for the call. Your partners will be annoyed to hear passing cars or side conversations during their call.
3. Mindset – And stay positive: everything will be fine! Technical issues happen to everyone, so if it does to you just stay calm.

During the conference call
 
Etiquette:

1. Don’t be late – Let’s agree together that a conference call is also a meeting. You try to be on time in real life meetings, right? Treat conference calls similarly, be on time.
2. Introduce yourself – When starting a conference call never forget to introduce yourself. It’s very important that people know and get accustomed to your voice, so they understand who is talking. If there are people who you’ve never met, make sure that everyone introduces themselves by the name, so the speakers will have a better understanding of who are the attendees.
3. Let other people talk – While talking pause regularly between your speech. This will give an opportunity for participants to clarify or ask something.
4. Inform people about leaving the conference – If you are leaving during the conversation, you should let other people know since it will be awkward and rude if somebody talks to you and then finds out you weren’t on the call all that time.
5. Don’t make unnecessary noise – remember, the other callers can hear you. If you are flipping papers, typing, etc. and keep in mind how close your microphone is to the source of the noise.
6. On Hold Music – if you are calling from an office line, or a line that includes “on hold music”, don’t put the phone on hold. The other callers will have to listen to your music.

Productivity:

1. Always stay on topic – Take a look at your agenda if you feel like the meeting is going the other way round. You have specific things to discuss, so don’t spend time on things that can be discussed out of the official call. When someone joins late it’s not a good idea to waste time and fill them in on what happened. Instead, the late joiners can check the meeting notes or catch up with you after the call.
2. Don’t let the silence invade your conference call – Participants have no opportunity to see you, so if they don’t hear you too then communication will drop to zero. Let other people know if you’re busy checking something so they don’t think of technical issues or you disregard the conversation.
3. Tell your participants that the conference is wrapping up – Don’t just suddenly say “bye” and go out of the call. The fact that the conversation is ending will give attendees the opportunity to say their final words or ask the last question.

Technical issues:

1. Mute yourself when you aren’t speaking – That will ensure that no noise will disrupt the meeting.
2. Also, don’t forget to unmute yourself. You will create unusual silence in the conversation and will waste your time repeating yourself.

 
After the conference call
​

1. Write down all the decisions made during the conference call – Not only will this help you understand what you’ve achieved during the conference call but also will help you remember what you have to do.
2. Connect with the new acquaintances – If you got acquainted with new people during the conference call, make sure to connect with them via social media or email. This will ease future communication with them.
3. Share the results – Send the next steps and the results of the conference call to the participants so they also know their tasks and duties.
4. Relax once more – The conference call is over.

 
 
Read the full Krisp article here!

"Businesses today are faced many online threats, from the risk of losing files in a ransomware attack, to falling for the latest phishing scam. Ultimately, the best defense is a comprehensive layered security approach.
The Emotet Trojan is one of the most serious in a long list of digital threats. And while this vulnerability is nothing new to those in the IT security sector, it remains a mystery for others outside that field.
For this reason, Ontech Systems has published a summary to educate businesses and help them learn more about the Emotet Trojan, including how it spreads, detection methods, and how it can infiltrate a network."


​
 Source: ​ontech.com/blog/

While you might not be able to stop the bad guys from writing those phishing emails, you can provide employees with the following tools and education they need to fight back.
​
1) User Training
Users may be the number one security threat, but the right training can turn them into the first line of defense.

Training and education is your first line of defense in fending off phishing attacks. Arming employees with the tools they need to recognize malicious emails is a great first step toward stopping phishing attacks from infiltrating your network.

Employee training, complete with simulated attacks and testing scenarios, is the key to effective user awareness and ultimately, behavior modification. If you need assistance with user training, contact Ontech’s support team by phone at 262-522-8560 or online to discuss how we can best assist you.

2) Verify if you’ve Already Been Breached
To find out if your email address has been involved in a data breach, we recommend going to https://haveibeenpwned.com/. Through this website, you can plug in your email address or password to see if it has been compromised.

If you find that your email address or password was involved in a data breach, it’s time to take action. Change your password immediately, making sure the credentials you choose are meaningful to you, but difficult to guess by anyone else. Follow these password tips to create a secure, yet memorable password.

3) Familiarize Yourself with Various Types of Phishing Attacks
Phishing attacks take many forms – not just email. These are the most common forms of phishing, along with how to recognize a potential attack.

• EMAIL PHISHING SCAMS

Most people think of email when they hear the term phishing. In this scam, the email usually includes a link to a spoof website that has been compromised by malware.
Protect yourself by not clicking on embedded links, and by reading the email carefully. When in doubt, notify your IT department or managed service provider.

• VISHING SCAMS

Vishing is the voice equivalent of phishing and it originates with telephone calls. Criminals on the other end of the line try to harass, bully or sweet talk you into revealing personal information – data they will use to steal files, compromise identities and hurt your business.

When you receive a call, never reveal personal information. Verify the incoming number and write it down for further investigation. It is important to not call that number – just report it to your appropriate manager.

One notorious Vishing attempt is from companies that claim your Google Business Listing may not be claimed or verified. These companies are NOT Google, but may lead you to believe they work for or with them. Google will never ask you for payment information over the phone or guarantee you favorable placement in their products. If you repeatedly receive these calls and want to take action, you can now report these scams to Google.

• TECH SUPPORT COLD CALLS

Many users receive these calls, supposedly from helpful tech support operatives. The caller claims there is something wrong with your PC and offers their assistance to fix it.
Of course, tech support representatives do not call you out of the blue, but an unsuspecting office worker might fall victim, assuming the call is from their local IT provider. As with all phishing scams, never reveal your personal information and never grant these criminals with remote access to your computer.

• POP-UP WARNING SCAMS

Chances are good you’ve encountered this type of phishing at some point in time. There you are, just surfing away, and suddenly a pop-up appears claiming your machine has been compromised and needs to be repaired immediately.
If you encounter one of these pop-ups, examine the message closely, looking for telltale signs like unprofessional words or images, poor grammar, and misspellings. Also keep in mind that legitimate pop-ups from antivirus software arrive as part of the scanning process, not from random websites.

4) Invest in Security Awareness
Awareness is power, so protect your users with phishing defense tools. There are a number of solutions designed for business use, each intended to increase employee awareness and reduce the chances of a successful phishing attack.

These tools include features such as sandboxing of inbound emails, real-time inspection and analysis of web traffic, and simulations to test user engagement. By themselves or in combination, these tools can greatly reduce the odds of a successful phishing attempt.

5) Invest in a Password Manager
A single click on an infected link could destroy the integrity of your company network and lead to serious consequences for your workers. Criminals often use infected links that send employees to spoof sites – websites that appear to be legitimate but are actually owned by hackers.

The end goal of these attacks is to harvest usernames and passwords, but businesses can protect themselves with a password manager program. These programs use auto-logins to fill in the required information, protecting users and the integrity of the company network.

Phishing attacks affect businesses of all sizes. The recommended solution for your organization is best determined on a case-by-case basis, and we encourage you to call our office by phone at 262-522-8560 or reach us online today to discuss your needs so we can help you find the best fit.
​
Our sales department is always here to answer your questions, and would be glad to discuss your situation and specific areas of concern.  Don’t be the next victim of a phishing attack. With the right education, training, and a proactive approach, you can avoid becoming the next statistic.

Source: Ontech Systems Blog 

"I am typing this on my brand new MacBook Air laptop (it weighs only 2#!)
on a flight to Houston, TX. I went to the Apple store to get information
about backing up my information on the Cloud, sort out an email issue and
learn more about i-tunes. I left with a brand new computer!? You see, the
good folks at Apple are brilliant in how they sell. It’s selling without selling.

I never have an appointment, yet rarely do I wait more than ten minutes to
have some bright young person help me. First they serve you with a smile
and solve your sticky and frustrating problems with great service, education
and a positive attitude. All the while, they build relationships one-to-one.
They are always glad to see you. They out-care the competition. Oh yes,
and they have really cool stuff! Let’s be honest, Apple products are sexy,
fast, and unique. She offered me a choice. When she asked for my credit card
to swipe her i-phone, like a kid giving his money to the popsicle truck guy,
without missing a beat, I reached in wallet and mechanically handed over
my credit card. I was suddenly $1,500 poorer and happy about it. I never
knew what hit me. Steve Jobs was a genius. Trust, Relationship, Competence
and Timing. Like four legs of a chair, all four must be in place to
close the business.

I have been teaching other people how to sell for quite a while now, over 25
years. Few things are more rewarding than when a seminar attendee
emails or calls me to say that they applied the principles I shared and they
closed 11 out of the last 13 proposals. It happens a lot. The credit goes to
the person who takes the information and runs with it. I lay out a buffet,
they have to eat. Here are ten of my favorite dishes. Good eating. Let’s
call them “The 10 Commandments of Selling”. Submitted for your approval.

1. The Hour Of Power
Since about 1988, I have been devouring sales books, hundreds of authors
and experts. I start my day reading a book in alignment with my #1 Goal.
It gives me inspiration, education and ideas to get more business. Like a
pond with a stream of fresh water, ideas flow in. Our Hour of Power needs
to start with a book. Read 20-minutes first thing in the morning in sales.
Next, write our sales goal at the top of a piece of paper or our journal.
“How much by when?” List five reasons we want that goal. Think. Percolate.
Ponder. Mull. Conceive. Feel. Visualize. Imagine. The last 20 minutes
is invested in asking: “What are the six most vital actions we must take today
to move us toward our goal?” 30-days of The Hour of Power will transform
our professional effectiveness and sales results. 90-days will change
our lives forever! If we improve 1% a day for 90-days, we will become
twice as effective.

2. Set Small, Achievable Goals Each Day
How many phone calls, emails, letters? Pick a number. I spoke to 400
sales professionals from AFLAC in Wisconsin. I asked the number one
producer the secret of his success. He paused for a moment and replied: “I
make 40 calls a day, quack loudly every day and offer my prospects a
choice of yeses.” Activity, Pride, Options. If our boss tells us to make five
calls a day, we make ten! That’s 50 a week, 200 a month, 2400 in a year.
All that activity must pay off. The discipline and consistency is the key.
Sales is both an Art and Science. Activity is the Science part of the equation.

3. Ask Delighted Clients for Two Names
The best source of new business are delighted past clients. Word of
mouth. Referrals. Follow up with new clients 3-6 months into the relationship.
Ask: “Just calling to see if we met or exceeded your expectations.” if
the answer is no, right the wrong. If the answer is yes, ask for two names.
“Who are your best buddies in your industry?” “Who are your favorite
peers?” “Would you be so kind as to introduce me to them?” A personal
introduction face to face is best. Next best is a phone call, after that, an
email intro. We are piggy backing on the credibility and relationship. It’s a
warm call. If they are happy with our product or service, I have found three
out of four people will be happy to make the introduction. We must ask!
“Unassertive sales people have skinny kids!”

4. Qualify, Qualify, Qualify
It does not matter what industry we are in, real estate, contracting, wireless
communications, distribution, manufacturing, software, how well we qualify
our prospects (and DIS-Qualify) will determine our success in selling.
“Spend time with people who can and will buy!” was the advice I received
from a top producer 25 years ago. It was quite simply the best advice I ever
received in sales. Are we dealing with the person who can sign the check?
Are they the economic buyer? The harder they are to see, the easier they
are to sell. Why? Because if the person you are dealing with has skin in
the game, they usually have the budget as well. The question to ask at the
end of our meeting is: “If I could, would you?” “If I could cut your turnover
in half in the next six months, would you authorize an agreement this
week?” Qualifying is a feeling, its visceral. I always knew whether I made
a sale in that first visit. It’s body language, tone of voice, interest in you,
your product or service and the kinds of buying questions they ask. We
need to plan our questions in advance, memorize the sequence. Start with
“How did you get started in this business?” and dominate the listening.

5. Dominate the Listening
I am astonished in the sales seminars I have conducted over the last twenty-
five years how few truly great active listeners exist. Listening is like
math. Algebra, Geometry, Calculus, Trig....there are different levels of skill.
Most sales people never get past Geometry. Listen actively, pause 3-5
seconds, question to clarify and paraphrase what you hear. Simple, not
easy. Can we get people to talk for 20-30 minutes without them knowing
they are doing all the talking? Are we hanging on their every word or simply
and transparently waiting to talk or tell our story. That’s the test of our
listening skills. It’s not about you! It’s about the prospect, their issues, their
challenges, their frustrations. We need to learn how to start a conversation.
Study any detective from Sherlock Holmes to Robert Gorin (Law and
Order-Criminal Intent). As they ask open-ended questions, they are ever
studying their suspect. Looking for clues. We are all detectives. Ask and
Listen. A good friend of mine is fond of saying, “I never miss an opportunity
to shut up!” Know when to stop talking. It’s easy to talk too long. Why?
Ego, pride, fear. Think twice, speak once (or not at all). Leave them wanting
more. Less is more. Find out what they need and then help them get it!

6. Remember the Platinum Rule
The Golden Rule says: “Treat (or communicate) others the way YOU want
to be treated.” My Platinum Rule says: “Treat (and communicate) with
people the way THEY like to treated.” My son’s college basketball coach
has become a good friend. He is text guy. I don’t think I have ever called
him on the phone and had him answer. When I text him, I get a text back in
30-seconds. Auditory, Kinesthetic and Visual. Auditories like phone calls,
Kinesthetics like texting, Visuals like Skype and Go To Meetings. Surrender
to the way THEY like to talk, not the way you like to. It matters. It’s
about being OTHER-Centered vs. SELF-Centered.

7. Gain an Advance
An advance is “the next step” in the selling process. It could mean a second
visit, this time with the board, a tour of their facility, a survey, some indication
that we are moving forward. Sometimes the prospect must tell us
what is next. “Where do we go from here?” we might ask; or “What is the
next step for us?” Again, their body language, tone of voice, level of involvement
will tell us their degree of readiness. Say what you see. “I get a
sense you are excited as I am about the possibility of working together.”
They will agree and guide you to the advance, the next step in the sales
process.

8. Put Together a Solid Proposal
An agreement is a summary, not an exploration. It’s a paraphrase of what
the prospect said to us, our conversation’s main points. It’s what we discussed
and determined. It’s the objectives that matter most to the economic
buyer and why they want them; moreover, it’s what it will mean to the
buyer and/or the organization. Methodologies, Approaches, Timelines, and
a Choice of Yeses. I prefer three options. At the end, insert relevant attributable
quotes from previous clients where it makes sense, even a list of
clients. When someone else blows your horn, it travels twice as far.

9. Ask for the Sale
Go through the agreement, making certain all the decision makers are in
the room, on the line or in your Skype/Go To Meeting. Trial Closes are always
fun. “Did you want us to do this in the morning or afternoon?” “Will
you be using a credit card or is a check better?” Say it with confidence.
Expect a yes. If we have done everything we have discussed, we are in a
great position to close this new business. I teach my clients to use “The
Silent Pen” close. We simply put the agreement in front of our prospect,
turn to the signatory page, slide a pen across the desk, smile, lean back
and remain silent. The first one to talk...loses. But in reality, we both win.
Try it. It’s fun. Moreover, it works!

10. Go the Extra-VALUE Mile
I reserve the right to add more time and value. I recently conducted a one
hour keynote for one of the fastest growing wireless communication companies
(think pink), an amazing group of superstar business to business
sales professionals. I was scheduled to speak at 2:50 pm to 4:00 pm. I
showed up at 0730, to listen to their internal speakers, observed their
breakout sessions, enjoy fireside chat with the CEO (John Legere), breakfast,
lunch and dinner. Yogi Berra said, “You can observe a lot by
watching!” It allowed me to truly tailor my talk to their culture, language,
areas of expected growth. The frosting on the cake was, I surprised the
audience by handing out 200 copies of my first book, “Freedom From
Fear”. I never tire of standing ovations, they are good for the soul. I signed
books for an hour afterward. I was invited to bowling and cocktails. At dinner
the CEO said to me, “You did a great job. There are some other areas I
think we can use your services. Your talk was spot on. Great job. I am going
to read your book tonight and send you an email on my thoughts.
Thanks again.” The VP that hired me was beaming. It was the Extra-VALUE
Mile Smile. What can you do to add value? What can you offer none
of your competitors do? How can you delight your customers with more
than they expected?

I love this new Mac. It weighs two pounds, is lightening fast and cool.
Thanks Steve Jobs, may you rest in peace.
​
It really is true, we can have everything we want in life, if we only help
enough other people get what they want, first. Make it a great day…unless
you have other plans!

Mark Matteson - Author 

"The construction industry, in general, is suffering from a worker shortage — both in the office and in the field. Seventy-four percent of construction firms say they are having trouble finding workers at all levels. While females perform equally well in math and science standardized tests, and are flocking to college engineering programs, women are seriously under-represented in the construction field. Only 14% of the construction sector is made up of women, and only 2% of on-site workers are women.

Yet, a Harvard Business Review Study found that the overall intelligence of construction teams was greater when women were team members. Procore points out that women in construction leadership roles improve decision-making. Helbling Executive Search says that women have a deeper ability to think creatively. They analyze things more thoroughly and are more organized and intuitive than male employees. So why are so few being hired in the sheet metal industry?

Women have long avoided construction careers for many reasons: they feel intimidated by the stereotype that men are better at the science and math courses required; they don’t see other women working in the field; and/or they fear the sexism that exists on the job. They are not wrong. Women in positions of project management, and even engineering, report overwhelming resistance and routine sexist behaviors from their male counterparts.

Despite the drawbacks for women joining the construction field, some of SMACNA Greater Chicago’s most successful contractors are women. Kathy McCauley, Cathy Tojaga, Regena Leu, Elaina Towns and Natalie DeMeo are just a few of the women critical to the sheet metal industry in the Chicago market. Angie Simon is the first woman to be named President of SMACNA National. These women have demonstrated how important it is to recruit women into the ranks of SMACNA Greater Chicago and the industry in general.
Because the industry has been so completely dominated by men since its inception, very few HR directors, owners or managers know how to attract this valuable group of workers. Some companies are not prepared to hire women because of a lack of policies that address women’s needs, like pregnancy leave, family leave, sexual harassment and equal pay. The first step in recruiting from this almost untapped pool of talented workers is to take stock of those HR policies. Make sure that you can advertise female-friendly policies and train your HR department to accept and promote greater diversity in the workplace.

Once you have made any necessary policy changes, let women know that you are a company that is ready and anxious to hire female employees. You must let them know that you value what they have to offer. First, take stock of the image you current portray to possible recruits. Do all of your marketing materials — website, brochures, jobs pages — have women represented in photographs? If every marketing vehicle you use presents an image of a male-dominant environment, women will not feel comfortable applying. Women want to see other women looking as if they are enjoying their jobs. As in all marketing, the audience you want to attract must be able to see themselves in the situation you are portraying. Your marketing materials should show the diverse range of responsibilities within your organization to avoid the stereotypical image of men in hard hats.

The language you use in your marketing materials says as much about your attitude toward a diverse workforce as the images you choose. Your website, Facebook page and printed materials should not only sell your product, they should focus attention on employee attitudes about the company and the company philosophy. One large general contractor stresses a workplace that demonstrates how “tolerance, care and respect for others and their opinions makes us stronger.” That is a powerful message of inclusiveness that has a great impact on anyone who sees themselves as outside the norm for a position in the construction industry. If you welcome diversity, say so. If you have policies that were written to include women, let them know through your overall company brand and copy points.

Speak their language. Women value safety in the workplace, equal pay, flexible hours, variety in their work and family-friendly policies. They respond well to job postings when requirements include communication skills, ability to multi-task and desire to assume more responsibility. Remove any gender-biased words in job descriptions and replace them with descriptions that represent a culture of acceptance.

The pool of female talent is limited compared to male talent available in the construction industry. But study after study shows that having more females in mid- to high-level corporate roles in construction increases profitability. Strengthen your team and brand your company as diverse and forward-thinking by simply making a little more effort to hire from this under-utilized and valuable resource."
 
 
Source: www.smacnagreaterchicago.org/assets/files/3715-Spring-Metal-Press-2018-Spreads-LR.pdf

Nic Bittle is the founder of Work Force Pro and works with contractors that want to prepare and develop their workforce to lead with impact, act like a pro, and perform at their best on a daily basis. 
​
In Nic’s program Perform Like The Boss, Nic will walk you through what he has discovered is the main difference between the exiting worker and the emerging worker. He will share with you what the smart contractors are doing to develop the next generation of worker's that will give them an edge over their competition.

In this program you will learn:

• The 4 Core Competencies lacking in most of the workforce entering the industry today.
• The necessary steps (how and when) one must take to develop these 4 core competencies within the workforce.
• Why traditional teaching styles are not effective on todays emerging workforce.
• The one critical change a contractor must first make before beginning the process of developing their workforce to perform like the boss.

​

Video Source: https://www.youtube.com/watch?v=ELCgjVoZ_JU

Blog Source: http://nicbittle.com/testimonials

"Now is a great time to remind your fitters, plumbers, service technicians, and their supervisors about heat illnesses and how to prevent them.  The heat illnesses we’re most concerned about include heat stroke, heat exhaustion, heat syncope, and heat cramps.


HEAT STROKE:
The body loses its ability to sweat and can’t control its temperature. Heat stroke is a medical emergency.

HEAT EXHAUSTION:
The body sweats away too much water and salt.

HEAT SYNCOPE:
The body’s blood pressure becomes too low resulting in dizziness or fainting.

HEAT CRAMPS:
The body experiences painful muscle spasms.
​
To help prevent heat illnesses:

• Provide training for all affected workers on heat illnesses and prevention methods.
• On extremely hot days, reduce the physical demands on your workers as much as possible.
• Work tasks that are particularly physically demanding should be performed early in the morning or later in the afternoon avoiding the hottest part of the day.
• Provide a constant supply of cold water.
• Encourage your workers to drink at least a full cup of cold water every 15 to 20 minutes throughout each day.
• Encourage your workers to avoid drinking alcohol, caffeine, and high sugar content drinks during periods of extremely hot temperatures.
• Allow frequent rest periods in cool shaded areas.
• Encourage your workers to wear light-weight, light-colored, loose-fitting clothing made of breathable fabrics that are also designed to filter out harmful UV rays.
• Keep a close watch on workers who are at higher risk for heat illnesses. For example, workers required to wear hot personal protective equipment, such as arc flash gear, welding gear, respirators, etc., and overweight workers may be at higher risk."

Source: ​https://www.mcaa.org/news/protect-fitters-plumbers-service-techs-extreme-heat-reminding-heat-illnesses-prevention-methods-2/

"Jack has operated a thriving contracting firm in the Midwest for the past 30 years, with more than 200 people on his payroll. But as he has considered retirement, he’s also realized that many of his seasoned staff will be doing the same thing in the next few years. So just as much as he thinks about whom will succeed him, Jack’s realized that he will need to replace a number of managers and supervisors as well. That means hiring and developing a new generation of leaders who approach work and life differently than those his age. Does this sound familiar? It is a dilemma facing most of those in the industry. 

So how will this emerging generation of contributors impact the way you prepare for management succession? As I have worked with and surveyed those in the emerging generations, it has become abundantly clear that they will apply their own values and attitudes to the roles they will assume. Here are seven trends to keep in mind as you search for and develop those who will manage your business going forward: 

First, patience may be their biggest challenge.
This emerging generation of leaders has come of age in a world that preaches instant outcomes, total convenience, and access to everything 24/7/365. They read about the business marvels who go from start-up to millions of dollars in a matter of months and think, “Why not me?” The power of today’s social networking  allows them to compare positions, responsibilities and opportunities with their friends in real time. So it is understandable that they are programmed to expect immediate results. 
Over time, of course, they have discovered that succeeding within any business or industry requires time, perseverance, persistence and more than a little luck. This disparity between expectations and reality will bedevil them until they find peace with the natural tension between the desire to succeed and the diligence to develop the skills necessary to manage others and the business itself. Part of your job will be to nurture and develop these insights while counseling the patience necessary to learn and embrace these nuances.

​Second, they bring better formal training to the workplace than any generation in US history.
The number of those attending college has skyrocketed over the past 30 years. Our fastchanging world has encouraged them to become self-reliant and well prepared for unexpected life changes or unforeseen opportunities. We have seen hundreds of thousands complete a master’s degree in business administration, providing them with far better formalized training than most veteran leaders. This, coupled with their never-ending desire to collect skills, licenses, certifications, experiences and titles, tends to position them for the future responsibilities they seek. 
But while they can appear directed and enthusiastic, this bravado can sometimes mask a deficit of experience or expertise. On one hand, they bring their training to the table. On the other, many lack the skills and wisdom that comes from years in the trenches. It will be your job to ferret out these differences and then develop them from there. 
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Third, they look at every job as a contract rather than a calling.
The career-oriented emphasis of the Baby Boom generation has never been shared by younger generations. These individuals are ready to throw their all into challenging, growth-oriented positions. But they are not looking to climb the traditional succession ladder embraced by their parents. They refuse to become too socially engaged in a particular workplace for fear of losing their objectivity when a better opportunity comes along. When these individuals feel they’ve outgrown the position or conclude that their upward mobility is slowing, they may leave for another position. This is nothing personal. It’s business. But the impact of this practice can have a monumental effect on your succession planning. 
Ironically, young managers may leave your firm for a competitor after having completed all the training and development you have invested in them. At the same time, you may recruit managers from your competitors who have participated in the same kind of program. As a result, you may be training your competitors’ future leaders while they train yours. 

Fourth, they are invested in technology as a solution.
While seasoned leaders have grown used to the electronic gadgetry of everyday life, younger generations use technology to its fullest. Most are more comfortable communicating via e-mail, text and cloud-based applications than picking up the phone. As these individuals assume leadership roles, they are changing the way many tasks are handled, from strategic planning to communicating a vision. Why, sit around a table when you can attend the meeting from your place on Sanibel Island? Why spend three hours analyzing the numbers when computer modeling will do it for you? Why write a proposal when artificial intelligence will do it for you? As you select and develop these leaders, you will need to find the balance between their desire for a digital answer to everything and reality.

Fifth, they view work as one slice of a more abundant life.
Most contractors have thrown their all into building and maintaining the business, through good times and bad. Emerging professionals consciously seek a balance between business and the desire for fun, family, and other pursuits. When the time comes, they will work hard to accomplish the tasks at hand. But they may do so from a remote location and only until the project has been completed or the crisis averted. Working long hours simply because the boss has worked long hours is simply not part of the equation. This means young managers may turn down advancement opportunities that interfere with family obligations, involve too much travel, or place them in stressful positions for which they do not perceive a long-term advantage. These are not emotional decisions, but rather objective calculations involving consultation with family and friends. 

Sixth, they will relax many of the traditional practices that have been mainstays of the organization.
These include everything from dress codes, to work hours, to communication, to company gatherings. Having come of age in an increasingly detached and informal world, they fail to see the need for many of the protocols established in the past. Why meet face-to-face when business can be discussed over Skype® or Zoom®? Why talk to someone when a text will do? Why hold company social gatherings that take everyone away from family and other pursuits? Your emerging leaders will focus on outcomes rather than traditions, even if it means unsettling seasoned employees who are troubled by some of these changes. 
As much as you may rail against some of these developments personally, wise leaders will let these emerging managers find their way. Balancing between coaching them and letting them learn from their mistakes is part of management development. While construction knowledge is essential to those on the front line, the development of leadership skills is essential to running the business successfully. There is no other way to learn this than to experience it.

​Seventh, they bring a different worldview to the job.
​Those coming of age since the turn of the century have been immersed in a world of constant change, drastic economic upheavals, terrorism, political polarization and battles over immigration, the environment, gender rights and other public policy debates. Understandably, they are bringing these experiences into the workplace. Studies indicate they are more relativistic in their beliefs about right and wrong, the role of business in society and the individual rights of others. All of this will inform the way they manage and lead in the coming decades. 
Yes, they understand that contracting is a business. But business also has a responsibility to the community. Yes, they are all for economic growth, but not at the expense of the environment. No, they are not fans of unnecessary regulation. But many believe that the government should play a substantial role in how businesses operate. Whether you agree or disagree with the above is irrelevant. They are your firm’s future leaders and managers. How you and they reconcile the differences in these worldviews will have an impact on their approach going forward. How can you, going forward, walk the balance of selecting and developing emerging professionals, yet successfully maintain the principles upon which the organization was built?"


Source:
https://commonsenseenterprises.net/wp-content/uploads/2018/05/Management-Succession-Contractors.pdf


About the Author: 
Robert W. Wendover has been researching and writing about workforce trends for more than 30 years. He is the award-winning author of ten books including Smart Hiring, Two Minute Motivation and Figure It Out! Making Smart Decisions in a DumbedDown World. He is a regular contributor to print and electronic media. He has served as a special advisor to the American Productivity and Quality Center (APQC) and on the management faculty of the University of Phoenix for more than ten years.

​Opioid addiction continues to negatively impact the entire country, with the construction industry being hit particularly hard. In fact, a 2017 study revealed that construction workers are among the most susceptible to opioid abuse, second only to food service industry employees. Business insurance agent CNA estimates 15.1% of construction workers have used legal or illegal drugs illicitly. 
 
One of the missions of the SMART Members Assistance Program (MAP) is to work with our members by providing information and training on how to avoid addiction, get help, and assist others who face these and other issues. SMART MAP is not a drug testing program; it is brothers helping brothers and sisters helping sisters. It has not only saved jobs, but marriages, relationships and even lives, which is what Unionism is all about. Please visit our website for more information on SMART MAP.
 
Recently, "Construction Dive" magazine ran a two-part series on the importance of bringing this crisis out in the open, as well as ways in which construction companies can help their employees stay substance-free. For an in-depth examination of this important subject, click here. 

"While depression and other mood disorders, like bi-polar disease, is the number one cause for suicides, alcohol and drug abuse is second." - SMART Department of Education 

​Join the CFMA Milwaukee Chapter for an education seminar that addresses suicide prevention in the construction industry. According to the U.S. Center for Disease Control and Prevention (CDC), “The construction and extraction industries have the second-highest rate of suicide – 53.3 per 100,000 workers.”

This education session will offer construction companies tools and takeaways for evaluating how mental health is addressed in the workplace. Determine company readiness and how you and your employees are equipped to handle a mental health or suicide crisis.
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CFMA Milwaukee’s program is designed for members of your leadership team and HR departments. We encourage you to attend and start the conversations needed to save lives.

May 8, 2013 ~ 11:30AM - 4:45PM
Country Springs Hotel
2810 Golf Rd
Pewaukee, WI 53072