Building Productive & Sustainable LM Partnerships C. Richard Barnes C. Richard Barnes and Associates, LLC National Electrical Contractor’s Association

Building Productive & Sustainable LM Partnerships

C. Richard BarnesC. Richard Barnes and Associates, LLC

National Electrical Contractor’s Association

New Orleans, LAMarch 20, 2015

Richard Barnes

• “This is a man who has spent his career dealing with so many entrenched, disrespectful, deceptive and delusional mindsets that we call him…..”

The Jackass Whisperer

Overview 2015 Conference

• Share some insight as to “Why NECA and the IBEW are losing members and are still experiencing a declining Market Share”. Also some insight as to “What NECA is doing wrong in attracting new contractors and young workers even with the CW/CE program, and what we can we do to right the ship for the future”.

FMCS Contract Dispute Notices

Overview 2015 Presentation

• Goal - Reversing the decline in market share and labor management relations through strategic partnering initiatives.

• How do we continue to build and sustain a productive partnership?

• What’s next and what’s at stake here?

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Character (C-1) +

Competency (C-2) =

Consistency (C-3)

Steering/Brakes Engine

Nathan Mellor - Strata Leadership

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“Richard, we’re struggling here. We’ve got questions of honesty, dependability, credibility, trust, and the civility we’ve enjoyed over the years is now challenged.”

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Leadership of both institutions are looking for ways to skirt the rules and we use the labor agreement as a weapon to punish one another.

Sid Stolper, Int’l Vice PresidentUnited AssociationSouthern California

• These are serious character issues and over time this self-perpetuating culture contributes to decreased market share and increased unemployment.

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When attitude in a relationship is perceived as more deceit than trust, the resulting toxicity severely impacts an organization's vision and mission.

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A shared vision of people depends on the structure of their relationships, the culture within their organization, and the degree of cooperation, communication, and collaboration among them.

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You represent one of two competing interest groups. At best you will establish a conflictive partnership.

It is not the existence of conflict that defines your relationship, its how you choose to handle it.

Two Preliminary Thoughts

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A Continual Process

Establish or Re-tool your strategic thinking/plan/partnering (Engagement)Communication Skills and TheoryOrganizational Cultures and Change Strategic Negotiation SkillsFacilitation SkillsManaging Workplace ConflictPublic Speaking/TeachingExperiential Leadership

Terminal versus Continual Goals

Summing Up: What’s at Stake?

• Will the unionized construction industry survive?

• Will collective bargaining continue its decline into oblivion or re-emerge as a valuable and valued 21st century institution?

• Are you prepared to meet the next crisis in this industry. Are you prepared to handle the pivotal moments?

PowerRights

Interests

We don’t listen to understand, we listen to respond!

Communication

Critical Conversations

Stakes are high.

Opinions vary.

Emotions run strong.

Despite the importance of critical conversations we try hard to avoid them. Many argue that

they’ll just make it worse.Crucial Conversations Patterson, Grenny, McMillan, Switsler


When it matters most – we do our worst.

When we disagree on a subject of great importance to us we have a physiological response:

•Hair on our neck stands up!•Adrenal glands pump adrenalin into our bloodstream.•Pupils dilate•The face flushes•We don’t ask it to do this – it just happens naturally.

Crucial Conversations Patterson, Grenny, McMillan, Switsler


And that’s not all that happens:

• You brain then diverts blood from activities it deems non-essential. Fight vs Flight Syndrome• Large muscles of the arms and legs get infused with blood.• The higher level reasoning section of the brain gets less blood.• You end up facing a challenging conversation with limited intellectual capacity.



What are you left to deal with?

The issue at hand

The other person

A brain that’s drunk on adrenalin and almost incapable of rational thought.


Selective Perception and AttributionSelective Perception and Attribution

What factors cause us to draw different conclusions What factors cause us to draw different conclusions from the same interaction?from the same interaction?

Situational and dispositional explanationsSituational and dispositional explanations

Fundamental Attribution Error

Identity, Face Saving and Ego Threats

Identity, Face Saving and Ego Threats

When we are perceived as incompetent, unlikeable, or When we are perceived as incompetent, unlikeable, or unethical by others, we lose balance.unethical by others, we lose balance.

Common attempts to save face can take the form of Common attempts to save face can take the form of elaborate justifications, repetitive explanations, or a elaborate justifications, repetitive explanations, or a refusal to give in or back downrefusal to give in or back down

CollectivistCulture

IndividualistCulture

Nonverbal communicationNonverbal communication

Reading nonverbal communicationReading nonverbal communication Being aware of our own nonverbal communicationBeing aware of our own nonverbal communication Neurolinguistic Programming (NLP)Neurolinguistic Programming (NLP)

The EaglesThe Eagles

The Best of My LoveThe Best of My Love

Every night I’m lying in bed Holding you close in my dreams,

Thinking about all the things that we said And coming apart at the seams.

We try to talk it over,We try to talk it over, But the words come out too rough.But the words come out too rough.

I know you were trying I know you were trying To give me the best of your love.To give me the best of your love.

Nicki MinajNicki Minaj

Stupid HoeStupid Hoe

You a stupid hoe, you a , you a stupid hoe You a stupid hoe, yeah, you a, you a stupid hoe

You a stupid hoe, you a, you a stupid hoe, Stupid, stupid.

You a stupid hoe, yeah, you a, you a stupid hoe, Stupid, stupid.

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LeadershipThe Good, The Bad & The Ugly

C. Richard Barnes and Associates

Atlanta, Georgia

March, 2015

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Growth

and

Vitality

Decline

and

Disintegration

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Visionary

Creative Force - often the spark of change in an organization

Technological or social revolutionaries

These are our dreamers!

They provide passion with no regard to their own bloody nose or skinned knees!

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You might be a You might be a Visionary if:Visionary if:•Your ideas are long range.

•You make great sacrifices in time and energy to see your ideas realized.

•You constantly challenge colleague’s or subordinate’s ideas and decisions.

•Others see you as a bit “different.”

•Unorganized and impatient with details

•You’re uncomfortable with long meetings and consensus decision making.

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VisionaryVisionary

Risk Risk Taker

High energy and creativity.

Embraces the ideas of the visionary.

Decision Maker!

Fierce emotional dedication to a mission!

Understands people and energizes them.

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You might be a Risk You might be a Risk Taker if:Taker if:

• Your approach is “Damn the torpedoes - full steam ahead!”

• You believe in the visionary’s ideas.

• Your mission is clear and urgent.

• You think today’s innovations are tomorrow’s antiques.

• You bump against the fences and look for open gates to spark creativity and growth.

• You believe your organization should place a high priority on expansion.

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Builder

Establishes systems and structures for efficient production or service delivery.

Strategic Planner.

Systems are built with customer service in mind.

VisionaryVisionary

Risk TakerRisk Taker

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You might be a Builder if:• You enjoy constructing systems while the Risk Taker pushes outward.

• You enjoy the “real work” of the organization - making the product or delivering service.

• You are a convincing and enthusiastic communicator, collaborative and sharing.

• You enjoy measuring results of your work.

• You have high confidence in the future of your organization.

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VisionaryVisionary


BuilderBuilder Administrator

Order and systems will result in performance.

Systems shifted to control rather than customer service.

Spends more time on how things are done than why.

They assume a defensive posture to hold their territory.

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You might be an Administrator if:• You spend more time evaluating the past than looking toward the future.

• You consider yourself an expert in the processes and systems of management.

• Order, consistency, and smooth operation are high priorities for you.

• Numbers are your barometer for success, and “figures don’t lie.”

• All new ideas are seen as potential problems rather than opportunities.

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VisionaryVisionary


BuilderBuilder

Bureaucrat

AdministratorAdministrator

Spins a tight web of control.

Focus is not on employees or customers, but on their symbols of authority.

Reward conformity rather than creativity.

Arrogant confidence of continued customer utilization.

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You might be a Bureaucrat if:

• You can’t remember when you last participated in the development of a new product or service… and you don’t think that’s your job. • You believe tighter controls will solve your organization’s problems.

• Your members/employees tend to talk about the good old days when things were fun and exciting.

• You feel that members/employees are indebted to you for their great jobs.

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Aristocrat

Top management isolation.Top management isolation.

No-one but them sees the No-one but them sees the big picture.big picture.

Slash and burn mentality. Slash and burn mentality. Looking for structural Looking for structural solutions to spiritual solutions to spiritual problems.problems.

Passion has been replaced Passion has been replaced by the myopic pursuit of by the myopic pursuit of the bottom line.the bottom line.

BureaucratBureaucrat

AdministratorAdministrator

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You Might be an Aristocrat if:

• You see your organization’s only expectation for growth through acquisitions or mergers.

• You feel that only you and a small circle of advisers are capable of understanding the strategy of the organization.

•You’re more interested in Wall Street than you are Main Street.

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If you work for an Aristocrat:

• If possible, quit! If your organization is led by this individual, you are living on borrowed time.

• These individuals will not survive so don’t get labeled with their defining characteristics.

• Devise your own objectives and direction independently that will improve your organization and move forward.

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If an Aristocrat works for you:

• Shame on you. Why are they there? Give them six months to change and if they don’t, get rid of them.

•These individuals will destroy your organization and bring shame to your administration.

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VisionaryVisionary


BuilderBuilder AdministratorAdministrator

BureaucratBureaucrat

AristocratAristocrat

Possibilities “Can Do”

Achievements “Actually Do”

Incremental

Pendulum

Paradigm

Exception

Change

Possibilities “Can Do”

Achievements “Actually Do”

Habits

Beliefs

Attitudes

Expectations

Barriers

Habit – A settled tendency

Beliefs– One of more convictions of truth

Attitude – Knowledge and experience with emotional impact

Expectations – Reflects what is encouraged, discouraged and punished. What do we expect to happen? What are our comfort zones?

•Defensive Reactive

Focus is on Blame Maintaining Status Quo

•Constructive Proactive

Fosters Innovation Personal Responsibility

Accountability Values Performance

The sum total of the habits, beliefs, attitudes, The sum total of the habits, beliefs, attitudes, and expectations…or more colloquially, "the way and expectations…or more colloquially, "the way we do things around here."we do things around here."

Culture

Documents

Building Productive & Sustainable LM Partnerships C. Richard Barnes C. Richard Barnes and Associates, LLC National Electrical Contractor’s Association