Encouragement of Enthusiasm and Learning

The Importance of Encouraging Enthusiasm

In traveling the US and Canada performing speaking and training engagements, I run across a common theme shared with many up and coming construction leaders.  That theme seems to be that the concepts are a great idea, but their companies would likely not adopt them.  Or, that they wish their companies could implement large, meaningful change.  I wish I could say that I only hear these quotes occasionally.  I hear them EVERY SINGLE COURSE I've ever taught.  So, what does that say? It says that there is an intrinsic resistance to change, and a culture that could likely use some improvement.  Either way, it's lost opportunity and, frankly, lost profitability.

The enthusiasm that comes from learning is palpable.  It is easy to see if you're looking and listening.  Nothing fuels a trainer's passion for their craft more than watching the light bulb go off or seeing people get excited about concepts that are new to them.  The opportunity to cultivate that passion and leverage it into meaningful progress and change inside of an organization is easy when emotions are high and positive.  Unfortunately, this opportunity is, often times, disappointingly lost.  

There is tremendous opportunity for learning when someone new comes into an operation, or someone attends a training course.  They're seeing and learning fresh ideas and gaining perspective from outside of their own workplace.  As someone who spent the majority of their operational years inside of one construction firm, I can attest first hand that I only knew what I learned inside of those four walls.  The industry of construction is improving when it comes to focusing on education, but we are far from world class in this regard.  If we don't reach out to learn those concepts that exist outside of our walls, along with planning appropriately for the huge swings in industry demands, we will always be severely limited by the new ideas generated by those internally who are motivated and engaged enough to share something outside the box.

The important concepts to remember when someone comes to you with an idea:

• The concept that a company has done something their own way for the past 20 years and its worked fine isn't the platform that we should be leading from. I really wish I had a $5 for every time I've heard this in the past 10 years.

• Never discourage sharing of an idea.  The first four ideas the employee brings forward might not be realistic, but the fifth might be absolute gold.  If we discourage the first four, or make them feel badly about sharing them, we will never get to the golden idea.  They will stop sharing with you.  We will have created a disengaged employee who may, at some point in the near future, be looking for somewhere else to share their ideas.

• Always listen until you understand the idea from their perspective.  Ask questions and share their emotions as they describe it.  Encourage the thought and passion they are sharing with you. This is an immeasurable opportunity to establish and build trust. 

• If the idea is realistic and helpful to the organization, then ACT on it!  Commit to helping the individual see their idea through to fruition.  

• Thank them for their contribution to the firm. Encourage them to bring future ideas to the table and ensure that your own mind remains open to change and input. Create a culture where staff are free to share and exchange ideas. 

Our industry is changing at a pace unseen previously.  Encouraging, and even creating incentives for the sharing and implementation of great ideas is necessary for firms to position themselves to be relevant and marketable moving forward. In addition, we create a culture that our people are invested in, because we were wise enough to invest in their learning and ideas.   This is a total win-win for all.