Aside from the incentive creation, this technique has had perhaps the most success with contractors we've worked with through the years. Each point on the star takes on the job title, such as Safety Specialist or PM Coordinator. The individual works on behalf of their crew to spend a little extra time adding some attention to their specific area of focus. So, a Safety Coordinator might spend a bit of time each day walking and noting work areas that need improved safety protection or sees to it that every worker has their needed hard hat, gloves, etc. This effort does not create multiple mini-bosses but rather a more unified team of workers who realize that they are mutually responsible for the crews safety, performance, etc.

E. Owner Needs to be Available
If you want to destroy any momentum or hope for better days then have the senior leader or owner just not be around. Whether we like it or not, our industry is full of workers who want to identify with their owner. If the owner demonstrates a lack of interest in spending time with their workers then the worker has little motivation to "buy-in" to anything that the owner may be trying to sell. Of all the techniques shared thus far this technique is the most difficult to have owners embrace. Growing companies require an owner spend more work time "on the business" rather than working in the business. However, that said, the owner must not short change their workers from the time that is needed to reassure workers that the owner is still there, engaged, and cares very much about the welfare of the worker and his or her family.

Any one of the techniques presented can help turn your organization around. Getting your workers to buy-in to teamwork and what the company actually needs to be more successful requires more from the owner and senior leaders. One of the first things that leave even the best (but fast growing) construction business is the reduced amount of time that an owner begins to spend with his or her workers. There are no magic pills to overcome this illness but it must be addressed clearly.

Moving your company's workers toward greater buy-in will challenge the leadership team to think less in terms of individual accomplishments and to promote and drive greater teamwork. Your motivational effort, coaching, and yes, even your pay, should be clearly reflective of driving a more team based approach.

For more information about building "buy-in" within your company please free to contact Brad Humphrey at www.gangboxinc.com. His organization has many resources available including down loadable CDs. Also, inquire about having one of Brad's team of consultants visit your organization.