FOR TODAY’S WOMAN IN CONSTRUCTION June/July 2015 ... · FOR TODAY’S WOMAN IN CONSTRUCTION June/July 2015 N A T I O N A L S O C I A T I N O F W O M EN I CO ST R U C T I O N ®

June/July 2015FOR TODAY’S WOMAN IN CONSTRUCTION

NATIONALASSOCIATIONOFWO

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The Shifting Sands of Employee Motivation

Gladiator Leadership

How Women May Be the Difference

Makers in Business

Leadership

Leadership

2 The NAWIC IMAGE | www.thenawicimage.org

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June/July 2015 3

ContentsIn Every Issue

NAWIC Member Services 4

Partners & Sponsors 7

NEF Foundation Focus 8

NEF Member Services 8

Industry Briefs & Events 30

Fun Facts 31

Features

10 The Shifting Sands of Employee Motivation By William Dann As employee motivations change, the way they are managed must also change. Discover ways to engage and motivate in today’s workplace.

12 How Women May Be the Difference Makers in Business Leadership By Ginny Grimsley Women posess qualities that make them effective leaders. Learn which leadership qualites managers should cultivate.

13 Gladiator Leadership: Do you have what it takes By Gregory P. Smith Roman gladiators can teach us about leadership. Discover how.

15 Remodeling Spending Increases as Renovations are on the Rise Homeowners are again ready and willing to invest big dollars into home renovations.

16 Why Businesswomen Should Embrace Their Inner Sofia Vergara By Ginny Grimsley Embrace your feminine traits and L.E.A.D.

18 ICE Heats Up By Irina Plumlee How to stay cool when immigration enforcement comes calling.

1610

24 3118Departments

5 Association News: Build Your Leadership Skills By Dede Hughes, IOM

6 Visions: Create More Leaders, Not Followers By Sandy K. Field, CBT, CIT

14 Faces of the Industry: What do you think is your most important leadership skill?

22 Safety: Follow These Tips for Working in the Summer Heat

24 Workforce: Tips for Mothers Returning from Maternity Leave

27 Self Help: How to Overcome Excuses and Commit to Working Out

28 Tech Tips: Leadership? There’s an App for That By Tim Elmore


Leadership has been a topic on my mind lately. Between the NAWIC elections and putting together this issue of the NAWIC IMAGE, I’ve

thought a lot about leadership.

I’d like to say congratulations to our new officers for the 2015-2016 year—Riki F. Lovejoy, CBT, CIT, president; Connie Leipard, CIT, president-elect; Stephanie Crane, CIT, vice president; Diane Mike, CBT, secretary; Jennifer Swinney, CBT, CDS, CIT, treasurer; and Sandy K. Field, CBT, CIT, immediate past president. I know you ladies will be wonderful leaders for NAWIC.

This issue of the IMAGE features several great articles about leadership, including an article on how to engage and motivate employees, an article on leadership smartphone apps, articles on women’s leadership styles and more. It also features articles on U.S. Immigration and Customs Enforcement, returning to work after maternity leave, tips for working in the summer heat and much more. I hope you find the issue informative and interesting.

Finally, I’d like to encourage any member not already registered for NAWIC’s 60th Annual Meeting and Education Conference in Nashville, Tenn. to register today. AMEC is right around the corner (Sept. 2-5) and it is one of the most valuable experiences you can have as a NAWIC member. I hope to see you there.

Best wishes,

Autumn Daughetee, Editor

InsightBy Autumn DAughetee

Congratulations to the 2015-2016 NAWIC Officers!

Magazine of the National Association of Women in Construction

Core Purpose: To Enhance the Success of Women

in the Construction Industry

NAWIC OFFICE327 S. Adams Street

Fort Worth, TX 76104Toll-Free: (800) 552-3506

Phone: (817) 877-5551 Fax: (817) 877-0324

Web site: www.nawic.org Email: [email protected]

EDITOR Autumn Daughetee

[email protected]

LAyOUT & DESIGNAutumn Daughetee

[email protected]

ONLINE PUBLISHING Advanced Publishing

PERMIT NO.12458. Volume 36/Number 5. The NAWIC

IMAGE (ISSN 1081-6569) is published October/November, December/

January, February/March, April/May, June/July, August/September by the

National Association of Women in Construction (NAWIC), 327 S. Adams Street, Fort Worth, Texas 76104-1002

for members of NAWIC. NAWIC membership dues (include a $50 sub-

scription to The NAWIC IMAGE) are $255, Active Chapter; $271, Associate

Member; $346, Corporate Chapter; $62, Retired Member; $52, Student

Chapter; $255, Member-At-Large; $42, Student Member-At-Large; and

$206, International. A nonmember subscription is $50/yr; $70, foreign.

The views and opinions that appear in articles in The NAWIC IMAGE do

not reflect the official policies of NAWIC unless specifically indicated.

HOW TO CONTACT US: The NAWIC IMAGE,

327 S. Adams Street, Fort Worth, Texas 76104-1002,

(817) 877-5551, (800) 552-3506, Fax: (817) 877-0324,

Email: [email protected], www.nawic.org

Cover photo by Rosino on Flickr (84514010) [CC BY-SA 2.0

(http://creativecommons.org/licenses/by-sa/2.0)], via

Wikimedia Commons

BOARD OF DIRECTORSPresident Sandy K. Field, CBT4, CIT3

President-Elect Riki F. Lovejoy, CBT, CIT Vice President Connie M. Leipard, CITSecretary Amy Berg, CBT, CITTreasurer Stephanie K. Crane, CITImm. Past President Yasmine A. Branden, CCA1

Region DirectorsMidwest Region (6) Debra A. SpeakeMidwest Region (13) Diane I. Mike, CBTNorth Central Region Anne K. Pfleger, CITNortheast Region (1) Sharon B. AdkinsNortheast Region (14) Catherine D. SchoenenbergerPacific Northwest Region (9) Sarah L. Webb, CDS2 , CITPacific Northwest Region (10) Rachel M. StroupPacific Southwest Region Lorelee K. Langworthy, CBT, CDS, CITSouth Atlantic Region Samantha J. HedgepathSouth Central Region (5) Miki C. Haas, CITSouth Central Region (7) Jennifer M. Swinney, CBT, CDS, CITSoutheast Region (2) Anne H. Welch, CITSoutheast Region (3) Jill Hanson, CIT1 Certified Construction Associate2 Construction Document Specialist3 Construction Industry Technician4 Construction Bookkeeping Technician

NAWIC STAFF Executive Vice President Dede Hughes, IOM [email protected]

IT/Web Specialist Tim Elmore [email protected]

Membership Coordinator Lauri McCullough [email protected]

Administrative Assistant and NAWIC Store Manager Crissy Ingram [email protected]

Communications Director Autumn Daughetee [email protected]

Bookkeeper Diana Sterrett [email protected]

International Affiliates

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NAWIC’s member services are designed to provide you with discounts and special member rates. Visit www.nawic.org>Member Center>Member Services for services offered and discount codes.

Member Services

SubscriptionsContractors Management Journal Engineering News Record Green Builder Media PC Novice / PC TodayPaintSquare News

TravelAlamo Rent-A-Car* Avis Car Rental* Budget Car Rental* Enterprise Rent-A-Car* National Car Rental*

Special Services + Resources ABC Employer Guide for Diversity & InclusionCivic-Checks of Paragon Enterprises*ConsensusDOCS* Lorman Education Services*Mutual of Omaha Association Advantages NAWIC Career Center*NAWIC/MTS E-Learning Program NAWIC Technology Center UPS Freight Services*UPS Shipping*

*These companies have agreed to donate a portion of their revenues back to NAWIC.

June/July 2015 5

It takes a number of key skills to lead effectively. These skills in-volve dealing with people in such a way as to motivate, enthuse and build respect. Leadership roles are all around us, not just in a

work environment. They can be applied to any situation where you are required to take the lead, professionally, socially and at home in family settings.

Some of us wonder if leadership can be taught. Many believe that it can. Many successful leaders have no formal training. For them lead-ership is a state of mind and it is their personalities and traits that make them successful leaders.

It is important to understand that not every leader is the same. There are many different styles of leadership. Much of it depends on the person involved and the situation or circumstances. You can learn about effective leadership skills and practices but being able to implement them may require an altogether different set of skills and attitudes.

One of the most important skills a leader needs is to think strategi-cally. Leadership is all about having a vision of where you want to be and working to achieve that vision. Alongside strategic thinking go organizing and action planning. Both are essential for delivery of your vision and strategy, and risk management to help you avoid things going wrong.

It is also important to manage how you react when things do go wrong. We all know that there will be obstacles along the way to achieving your vision. Therefore, effective problem solving is another key leadership skill. With a positive attitude, problems can become opportunities and learning experiences and a leader can gain much information from a problem addressed.

An effective leader must also be very organized and must be able to manage their time so they can spend time doing what they need to do and not other tasks. Leaders also need to spend a bit of time on themselves, and particularly on their self-motivation. A leader who

lacks self-motivation will struggle to motivate others, as people are quick to detect a lack of sincerity.

Another area that is crucial for leaders is skills in leading people. After all, without followers, there are no leaders. One of the first skills many people need to develop is how to delegate. This is a difficult skill for many people but, done well, delegation can give team members responsibility and a taste of leadership themselves and help them to remain motivated. Leaders need to know how to give others their views on personal performance in a way that will be constructive rather than destructive and also be able to hear others’ opinion of them. Tools to help them understand the ways others behave and cre-ate positive interactions are invaluable.

Certainly there are many other skills necessary to become a good leader. These are just a few of the characteristics needed. Until next time.i

Contact Dede Hughes at [email protected].

Association NewsBy DeDe hughes, IOm, nAWIC eVP

Build your Leadership Skills

July 15 Deadline to submit Chapter Leadership Form

Aug. 17 Last day to book a room for AMEC at the guaranteed rate

Sept. 2-5 NAWIC’s 60th Annual Meeting and Education Conference

Sept. 30 Last Day of NAWIC year

Oct. 1 First day of NAWIC’s 2015-2016 year and deadline to renew NAWIC memberships without a late fee

NAWIC EVENTS & DEADLINES

““Leadership is all about having a vision of where you want to be and working to achieve that vision.”


By sAnDy K FIelD, CBt, CIt, nAWIC PresIDent

Create More Leaders, Not Followers

Can you name a leader that has impressed you with their

effective, positive leadership? Whether it is community

leaders, religious leaders, government leaders, military leaders,

business leaders, leaders in education, or those we work with, we

interact with leaders on a daily basis. A basic description of a leader

is a person who has a vision; a drive and commitment to achieve that

vision; and has the traits and skills to make it happen.

What are some of the traits or characteristics of a good leader?

There are as many traits of a leader as there are lists of what makes

a leader. However, a few fundamental traits of a leader are: (1) they

have integrity; (2) they are a people person; and (3) they are positive.

Being a leader should be about others and not ego driven. A people

person will understand the differences that make people unique and

is able to use those individual skills to achieve a goal. A positive leader

encourages and acknowledges others and doesn’t waste energy

telling everyone what they do wrong.

Beyond the personal traits of a leader, there are specific skills

someone should master if they want to be an effective leader. A

few important skills are effective communication, motivation and

planning. Communication is more than just being able to speak

and write. A leader must be able to communicate in a way that

moves people to work towards the goal the leader has chosen. A true

leader knows how to push the right buttons on everyone to make

them really want to do their best to achieve the goal. And, through

planning, a leader defines the means to achieve a goal and a plan to

keep everyone moving together toward the goal.

There are a limitless number of ways to describe the attributes of a

true leader. However, a true leader is driven by what they can do for

other people and, as such, often possesses the following attributes:

• They are readily willing to listen and make decisions based on a

diverse range of views;

• They act as a guide or coach, as opposed to those who dictate;

• They provide credit for success to subordinates rather than

accepting it for themselves;

• They enable and empower by providing free reign on business

functions;

• They enlighten people through development and education;

• They inspire others;

• They motivate people through positive reinforcement;

• They lead by example;

• And they serve people, looking out for their best interests.

There is one thing at the center of these attributes mentioned:

People. It is this focus on people that motivates many of the most

successful leaders.

It is my belief that every one of us has some level of leadership

abilities. As leaders we need to pass it on. A true leader will mentor,

motivate, influence and inspire others to become leaders. Be a mentor

to others, share your knowledge and experience. Motivate others

to move from their comfort zone and dare to step up to leadership.

Influence by your character, humility and example. The best leader

is one who inspires others to achieve greatness each and every day.

Throughout my years in NAWIC and serving as a leader in my

chapter, region and on the national board, I have read a number of

books and articles on leadership. John C. Maxwell wrote in “Leadership

101” that, “Successful leaders are learners. And the learning

process is ongoing, a result of self-discipline and perseverance.” In

“Leadership Is An Art” Max Depree wrote, “Succession is one of the

key responsibilities of leadership.” “The Servant Leader,” written by

Ken Blanchard and Phil Hodges, is a book that has had a big influence

on me as a leader. Being a servant leader means seeing the issues in

the eyes of those you serve, not for self-service.

As we go about doing what we do to achieve NAWIC’s core purpose

of enhancing the success of women in the construction industry,

keep in mind that success without effective leadership has limited

effectiveness. The goal is to create more leaders, not create followers.

NAWIC builds leaders!i

Contact Sandy K. Field, CBT, CIT at [email protected].

Visions

June/July 2015 7

NAWIC’s PartnersNAWIC has signed partnering agreements with these organizations

to promote various objectives of NAWIC’s core purpose, to enhance the success of women in the construction industry.• ACE Mentor Program of America ...................................................................................... acementor.org• American Institute of Constructors .......................................................................................... aicnet.org• American Road Transportation Builders ................................................................................... artba.org• American Society of Professional Estimators ................................................................ aspenational.org• American Society Highway Engineers ..................................................................highwayengineers.org• American Subcontractors Association .............................................................................. asaonline.com• Associated Builders and Contractors ........................................................................................... abc.org• Associated General Contractors of America ................................................................................. agc.org• Association for the Advancement of Cost Engineering ..............................................................aacei.org• Construction Financial Management Association ......................................................................cfma.org• Construction Specifications Institute ........................................................................................csinet.org• Federal Highway Administration ........................................................................................fhwa.dot.gov• FMI Corporation .................................................................................................................. fmicorp.com• International Code Council ..................................................................................................... iccsafe.org• National Center for Construction Education and Research .........................................................nccer.org• National Society of Professional Engineers ................................................................................ nspe.org• Paxton/Patterson Building Skills ........................................................................... paxtonpatterson.com• Society of Design Administration ........................................................................................ sdadmin.org• Society for Marketing Professional Services ..............................................................................smps.org• Surety & Fidelity Association of America ................................................................................. surety.org• U.S. Army Corps of Engineers .......................................................................................... usace.army.mil• U.S. Department of Labor, Women’s Bureau ..........................................................................dol.gov/wb• Women Build of Habitat for Humanity International .......................................................habitat.org/wb• W.O.W. Wider Opportunites for Women ........................................................................... wowonline.org

To accurately load the websites, you may need to type “www.” prior to the listed web address.

Media Ally• Painting & Wallcovering Contractor (PWC) ...................................................................... paintstore.com

* Thanks to our Premier Sponsors!The following companies take advantage of both Annual and Convention sponsorships, maximizing their support!

Join our GrowinG List of AnnuAL nAwiC sponsorsDiamond Level — $5,000 and upExelon Corporation (BGE, ComEd, PECO, Exelon Generation, Constellation, Exelon Business Services)* exeloncorp.com UPS* ups.comPlatinum Level — $2,500GE Energy Management ge.com/careersGE Oil and Gas ge-energy.com/about/oil_and_gas.jspHohmann & Barnard, Inc. h-b.comHome Depot* homedepot.comInfor AMSI* amsi.comSimplexGrinnell* simplexgrinnell.comUnited Rentals* ur.com

Gold Level — $1,500 Granite Construction, Inc. graniteconstruction.comNES Rentals nesrentals.comPC Construction pcconstruction.comSouthern Company southerncompany.com Silver Level — $750All American Asphalt allamericanasphalt.comDuit Construction/TTK Construction/ Oklahoma Bridge Company/ Plains Bridge Contracting duitconstruction.com Erdman erdman.com J.E. Dunn Construction Co. jedunn.comReyes Construction, Inc. reyesconstruction.comSurety One, Inc. suretyone.org

Partners & Sponsors

Supporting NAWICNAWIC Partners and Sponsors support women working in the industry.

With more than 4.4 million cus-tomers and nearly 46,000 mega-watts of generating capacity, Atlan-ta-based Southern Company is the premier energy company serving

the Southeast through its subsidiaries.

A leading U.S. producer of clean, safe, reliable and affordable electricity, Southern Company owns electric utilities in four states—Alabama Power, Georgia Power, Gulf Power, and Mississippi Power—and a growing compet-itive generation company—Southern Power—as well as a licensed opera-tor of three nuclear generating plants—Southern Nuclear—and fiber optics and wireless communications—Southern Telecom and SouthernLINC Wire-less, respectively. Southern Company brands are known for energy innova-tion, excellent customer service, high reliability and retail electric prices that are below the national average.

Southern Company and its subsidiaries are leading the nation’s nuclear renaissance through the construction of the first new nuclear units to be built in a generation and is demonstrating its commitment to energy inno-vation through the development of a state-of-the-art coal gasification plant.

Southern Company has been recognized by the U.S. Department of De-fense and G.I. Jobs magazine as a top military employer and listed by Diver-sityInc as a top company for African Americans. The company received the 2012 Edison Award from the Edison Electric Institute for its leadership in new nuclear development, was named Platts’ 2011 Power Company of the Year and is continually ranked among the top utilities in Fortune’s annual World’s Most Admired Electric and Gas Utility rankings.

For more information, visit www.southerncompany.com. i

NAWIC Sponsor Spotlight

NEW!

Groundbreaker’s Club — $14,250 and up

Exelon Corporation

Groundbreaker’s Club — $14,250 and up

UPS

Blueprint Club — $7,600

SimplexGrinnell

Blueprint Club — $7,600

United Rentals

Hard Hat Club — $5,225

Infor AMSI

Toolbox Club — $3,325Southern Company

Landscaper’s Club — $3,325

Home Depot*Dollar amount represents the minimum amount received for both Annual and Convention Sponsorships.

For more information about Annual and Premier Sponsorships and benefits, visit www.nawic.org, or contact Executive Vice President Dede Hughes at (800) 552-3506.


By PAttI susKO, neF ADmInIstrAtOr

Mentoring and Leaders: Key components of any

organization

Foundation Focus

Mentoring and developing leaders go hand in hand in any type of business. To be a successful organization, a training system should be established utilizing a more experienced individual

(leader) to act as an advisor, a counselor and guide to a trainee or less ex-

perienced member. This mentor is responsible for providing support and

advice to the individual or team under their tutelage.

Mentoring is a process that involves communication and is a strong

relationship-based practice. A mentor would be someone you can discuss

ideas with and also someone who would be able to introduce you to a

vast number of key and important people within your field. A new and

upcoming trend is to have multiple mentors as we all can certainly learn

from each other. And having more than one mentor affords the protégé or

team a wealth of knowledge presented by those with strengths in differ-

ent aspects of the job.

In today’s workplace, great leaders possess qualities and traits everyone

can use no matter the task at hand. In an environment that fosters honest

and open communication with a team, leaders are allowed an insight into

what people think so they can take steps to improve any areas of concern.

In turn, these leaders will have a keen perception as to how they relate to

others within the organization and will be more responsive to the group’s

needs by being aware of their values and goals.

Leadership success almost always begins with a vision. A successful

team will excel when their leader presents exceptional communication

abilities, motivational skills as well as showcasing a vision with a goal in

place to achieve the end result. Becoming an effective leader is not a one-

time thing. It takes time and practice to learn skills required and eventu-

ally these talents will become a part of you.

The NAWIC Education Foundation utilizes a multiple mentoring pro-

gram by operating with an Executive Committee and Board of Trustees.

There is a vast array of talents within the Foundation who work together

on a volunteer basis to achieve the goals set forth by the founding mem-

bers. With its mission of educating the construction industry today and

tomorrow, NEF looks to many leaders to work together and inspire those

who will follow in their footsteps. i

Patti Susko is the NEF Administrator.

Benefit from NEF’s Construction Certification

Courses!CertificationsConstruction Bookkeeping Technician – CBTThis certification will allow anyone to set up and operate a simple book-keeping system for a construction company. It covers the topics of gen-eral ledger, accounts payable, accounts receivables, payroll and job cost.

Certified Construction Associate — CCAThis certification is an advanced program of six home-study courses in construction terminology, procedures and processes. CCA certification is based on completion of all six courses and by earning a grade of 75 percent or higher on all six exams.

Construction Document Specialist — CDSThis two-part course covers the fundamentals of construc-tion documentation. Part one, Construction Working Drawings and Project Manual, covers working drawings of all types. Part two, Introduction to Construction Estimating and Scheduling, covers esti-mating principles, preparation of the bid, quantity survey and project scheduling. CDS certification is based on a passing grade of 75 percent or higher on both exams.

Construction Industry Technician — CIT The CIT program incorporates the latest changes in the construc-tion industry and represents an overview of the construction industry and its processes. CIT certification is based on completion of this home-study program with a passing grade of 75 percent or higher.

Contact NEFFor more information about NEF, its certifications or online training, contact the Foundation:

NAWIC Education Foundation 1800 Pembrook Drive, Suite 300Orlando, FL 32810Toll Free: (866) 277-2883Phone: (407) 667-3417Email: [email protected]: www.nawiceducation.org/

June/July 2015 9

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10 The NAWIC IMAGE | www.thenawicimage.org10 The NAWIC IMAGE | www.thenawicimage.org

The Shifting Sands of Employee Motivation

By WIllIAm m. DAnn

I recently attended a speech by best-selling author Daniel Pink (“To Sell is Human,” “Drive” and “Whole New Mind”) in which he summarized research on shifts in em-ployee motivators. The old “if-then motivators” of giving bonuses for the achievement

of goals no longer work. Work has become too complex and is changing too rapidly for such simple formulas to be relevant and to motivate performance.

The New Motivators

Pink described the motivators in today’s knowledge economy as being Autonomy, Mastery and Purpose. Autonomy is the ability to define one’s own work; the tasks, the required time, the best technique and the best team required. Mastery means being af-forded the time to make progress on improving one’s own work. Purpose entails knowing that the work being done has meaning or adds value in today’s world.

The Challenge

When these new motivators are in play, employees become “engaged.” Active engage-ment entails commitment to the organization’s goals and values, motivation to contrib-ute to the organization’s success and a sense that doing so enhances their own well-being. In short, there is alignment between the goals of the employee and those of the organization.

Old incentives and management were focused on gaining compliance. New incentives and management must shift to increasing engagement if an organization is to remain competitive and retain talent in today’s world. The important and obvious question is: How?

The New Management

According to 10 years of Gallup Poll data, a full 80 percent of the workforce is at least somewhat engaged. Leaders and supervisors now must focus on practices that 1) get em-ployees to competence and Autonomy quickly, 2) aid employee efforts to achieve Mastery and 3) continuously instill a sense of Purpose in the work being done.

I propose that supervisors consider themselves “partners” that facilitate their em-ployees achieving high performance, i.e. Mastery. The acid test for any manager? If your employees do not improve their performance during a given period, then you have failed to add value to the organization during that period and are a cost without benefit.

The road to adding value to your employees is paved with regular, frequent and mean-ingful conversations about performance, problems, ideas for improvement, and how as a supervisor you can support achieving employee goals. Feedback is critical both to

By Rosino on Flickr (84514010) [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0)], via Wikimedia Commons

June/July 2015 11

development of Mastery and to instilling/maintaining a sense of Purpose in work.

These frequent interactions need to re-place the annual evaluation that is based on a judgment rather than partnership paradigm. In an age in which feedback is instant in almost all aspects of our life (e.g. ask a question of Google, instant answer; send a Tweet and the world re-sponds), more frequent dialogue between supervisor and employee is essential.

I recommend that in each of these meetings, supervisors define steps they can take to help engaged employees achieve their goals. Those steps might include:

• Giving clearer direction regarding needed outcomes, priorities, purpose of position; • More clearly defining what good performance would look like for a given responsibility; • Providing more feedback on perfor-mance; • Granting more authority or autonomy for decision-making, problem solving, altering methods employed; • Making decisions needed by employ-ees more rapidly; • Assuring that employees have the resources needed to succeed; and • Giving more credit/appreciation for the results delivered, i.e. strengthening a sense of Purpose.

Added to these seven steps to increase engagement should be a discussion of employee ideas of how to improve performance in their work area and how management can support those ideas.

Managers tell me that regularly ad-dressing these topics can totally shift the organizational culture and the supervisor-employee relationship. It shifts the em-phasis from manager to facilitator, from judge to partner. Such a shift is rewarding both for supervisor and employee and has huge potential for performance improve-ment.

How to Handle the Disengaged

What do you do about those (less than 20 percent) who are not engaged? The “actively disengaged” have what is called a “Won’t Do” problem (i.e., they understand the assignment and have the skills, knowledge and authority to do it, they just won’t). For such individuals, best practices would involve diagnosing the problem early and then employing aggressive progressive discipline and/or career counseling to try and turn it

around or remove the problem.

There are some instances in which “Won’t Do” employees can be turned around. Factors outside of work have de-motivated them about life, and a good supervisor can encourage success at work as a means to build toward success in life. However, many “Won’t Do” problems are difficult to reverse.

More problematic is that “Won’t Do” problems are difficult to spot. “Won’t Do” employees cite numerous factors, none of which can be substantiated, that are causing their sub-par performance, i.e. they seek to define the problem as “Can’t Do” (i.e., the employee is eager but does not have appropriate training, skills or authority to do the work). They often appear busy, even joyful. But, they have a toxic impact on fellow workers. “Won’t Do” employees seek to give the supervisor responsibility for the problem. But, at the end of the day, data on their performance reveals the truth and that truth is that despite looking engaged, they are not producing real products.

A major motivator for writing my re-cent book, “Creat-ing High Perform-ers,” was to aid supervisors that find themselves wrapped around the axle by dis-engaged workers. Such workers sow seeds of self-doubt in the supervisor and continuous think-ing of “What have I done wrong?” or “what could I have done or what can I do now to right the situation?”

Summary

Actively part-ner with your en-gaged employees through frequent conversations that search for ways to support employee goals of excelling in the organization. For those that don’t respond, examine carefully their

production, not effort, statistics, confront them regarding the failing partnership and hold them responsible to confront the source of “won’t do” problems. In short, decrease the time you are spending spin-ning the wheels with “won’t do” problems and commit time to maximizing perfor-mance of those who are truly engaged. i

William Dann spent 13 years as a CEO before launching his consulting busi-ness, Professional Growth Systems, LLC, in 1981—an organization that has served more than 200 organizations in the United States and abroad, using proprietary solu-tions to accelerate performance with as little time and resources as possible. Addi-tionally, Dann has taught for several years at the graduate level at Boston University and is also the founder of BoardGrowth.com, a website devoted to advancing the effective-ness of governing boards. Dann currently resides in Anchorage, Alaska with his family.

“Creating High Performers” is available in paperback on Amazon.com. Learn more at www.professionalgrowthsystems.com.


““An important criterion for how success is measured in management is engagement, where women have a decided advantage.”

Businesses do a poor job picking manag-

ers to lead their employees, collectively

costing companies billions of dollars

each year, according to a recent Gallup report

titled “State of the American Manager.”

The report is based on more than “four

decades of extensive talent research, a study of

2.5 million manager-led teams in 195 coun-

tries, and analysis from measuring the engage-

ment of 27 million employees.”

The research yields a striking failure

rate—82 percent—when it comes to how well

companies select their managers.

“On the plus side, with such an abysmal

success rate in hiring managers, we can reason-

ably expect improvement in the workforce,”

said Debora McLaughlin, CEO of The Renegade

Leader Coaching and Consulting Group

(www.TheRenegadeLeader.com), and author

of “Running in High Heels: How to Lead with

Influence, Impact & Ingenuity.”

“More importantly, Gallup points out what

many of us have known for decades—that

including more women in leadership positions

will reliably improve conditions within an

organization’s work culture.”

An important criterion for how success is

measured in management is engagement,

where women have a decided advantage.

Those who work for female managers are, on

average, six percentage points more likely to be

engaged, and those who work for female man-

agers outscore employees of male managers on

11 of 12 engagement items.

“While I am a strong advocate for women

in leadership positions, I think it’s safe to

say that all of us, no matter our gender, have

room to improve our management skills,” said

McLaughlin, an executive and business coach

who offers insight into achieving management

goals.

Rigidity won’t help you retain top talent; be

open. The ideal management style for today’s

business climate is evolving. The traditional

top-down hierarchal structure is giving way in

favor of a more collaborative team approach.

That means being open to communication,

empathy and encouraging inspiration in

employees.

“In my years as a business coach, I’ve had

to convince men that a strictly hierarchal ap-

proach is often a company’s demise,” McLaugh-

lin said. “Retaining and encouraging talent

today means I emphasize open communica-

tion, empathy and employee inspiration.”

Encourage engagement by focusing on an

employee’s strengths or positive characteristics.

Of course, emphasizing someone’s positive

traits doesn’t require you to ignore areas that

could or should be improved. Clearly, if an em-

ployee is severely underperforming, then that

must be addressed. However, if you can assume

your employees are at least competent, then be

proactive with your praise. Expressing positive

reinforcement toward their tangible contribu-

tions has an empowering effect that will yield

greater ownership of their roles.

“For many, this positive reinforcement may

mean encouraging employees to be them-

selves,” McLaughlin said. “Our natural talents

are freer to flow when we aren’t battling

ourselves.”

Too many exceptional women succumb

to ‘off-ramping.’ Multiple studies have found

that, on a woman’s path to the C-suite, she

faces an abundance of “off-ramp” options—life

decisions that take her off her career path.

And, since the recession, the “on-ramps” have

become scarce. According to a 2010 study from

the Center for Work Life Policy (www.forbes.

com/fdc/welcome_mjx.shtml), 73 percent of

women trying to return to work after a volun-

tary timeout for childcare or other reasons had

trouble returning to work or finding a job.

“This can lead to a cascade of resulting prob-

lems, such as reduced pay for women when

they return or not off-ramping in the first

place, which tends to yield an over-burdened

lifestyle,” McLaughlin said. “This is a develop-

ing issue with more studies to be completed.

However, I believe companies that are accom-

modating to a woman’s familial needs, for

example, are ultimately helping themselves by

retaining proven talent, promoting loyalty and

preempting the uncertainty of a new hire.” i

Ginny Grimsley is the print

campaign manager at EMSI

Public Relations,

http://emsincorporated.com/,

a national PR agency.

By gInny grImsley

How Women May Be The Difference Makers In Business Leadership

June/July 2015 13

Remember the heart-pounding, soul-stirring message of the movie “Gladi-ator?” Remember how Maximus, the

Russell Crowe character, rallied his soldiers around him and led them to victory, even in the face of almost certain defeat? Remember his “envision the goal” technique for getting through the horrors of battle? Now, consider the leadership in your own company. Any gladiators in the ranks? Are you a gladiator?

The time is right for a more heroic style of leadership. Changing times lend themselves to the rise of gladiators. Instead of seeing to-day’s challenges and competition as a nega-tive, executives should view it as an oppor-tunity in disguise—a chance to position your organization for change, innovation captur-ing the forward momentum needed today. Here are eight virtues of Gladiator Leader-ship.

Gladiators have a clear mission for which they feel real passion. Call it a purpose, an obsession, a calling: whatever the terminol-ogy, good leaders have a defining mission in their life. This mission, above all other traits, separates ordinary managers from Gladia-tors. In “Gladiator,” Maximus lived for the mission of killing the evil usurper Commodus and restoring Rome to the values that made her great.

Gladiators create a vision. Having and communicating a clear picture of a future goal will lead to its achievement. Dare to think great! Maximus helped his fellow gladi-ators see that they could overthrow their en-emies and survive the horror of the battles they were forced to participate in. In busi-ness, a leader may create an “enemy”—the economy, the competition, inefficiency—to challenge the energies of his or her people and give them something to fight for.

Gladiators lead from the front—they don’t dictate from the back. In the movie, both when Maximus was a general and a gladia-tor, he fought up front where the firestorm was heaviest. So does a good business leader. Working “in the trenches” shows you’re not afraid to get your hands dirty, it helps you fully understand the issues your “soldiers” are facing, and inspires loyalty in your troops.

Gladiators know there is strength in teams. Where would Maximus have been if he hadn’t trusted his men to fight with him and cover his back? Likewise, where would you be without your employees? While the gladiator leader has the skills to draw people together, he or she doesn’t hog the spotlight.

He or she has care and compassion for his or her team and wants every member to be recognized for his or her efforts. This is espe-cially important in a time when the old style “command and control” structure is waning. The younger workforce tends to be loyal to GLADIATOR Continued on p. 15

By gregOry P. smIth

Gladiator Leadership: Do You Have What It Takes?


Faces of the Industry

Industry TrendsMembers eagerly share their answers to the question:

What do you think is your most important leadership skill?

“

”

Barb Allen, LEED AP | Greater Kansas City, Mo. Chapter Pre-Construction Manager | J.E. Dunn Construction

“Do you find yourself wondering….Are they fully understanding what I am asking them to do? Are they truly engaged in the conversation/presentation/meeting? Am I answering the questions that they aren’t comfortable asking?”

“My most important leadership skill is the ability to read people. Developing this skill not only gives you the insight to answer the questions above, but also the wherewithal to redirect, so that the answers become the ones that you want.”

“How do you acquire, or improve, your ability to read people? My advice is to focus less on other leaders and focus more on the reactions those leaders are receiving. When you start to successfully analyze why people are reacting to others in a certain manner, you can begin to actively use those mental notes in your own leadership situations.”

Tanya Fredricks | Grand Rapids, Mich. Chapter Managing Editor | Builders Exchange of Michigan

“The most important leadership skill in my tool box would be leading by example. If you don’t walk your talk then your employees and co-workers will not place value in what you’re trying to accomplish in your short term and long term goals. If you lead by showing them that we are all in this together for the greater good, and every job no matter how small is important to the team, it will create a comradery amongst the team, and drive everyone to work together to exceed the goals that have been set.”

Stephanie Branham | Louisville, Ky. ChapterBranch Manager | North Coast Roofing Systems

“During my 22-year stint in the roofing industry, the last seven years have been in a management role. One of the first leadership classes I took as a manager was on delegation. I found as a new manager, the mastering of the art of delegation was not an easy process.”

“For years my mindset was, ‘Nobody can do this as efficiently as I can, so I might as well just do it myself.’ Delegation not only frees you up to do other projects, but also allows you the opportunity to let your employees shine and show their true talent. Not all managers realize this; your employees want projects to perform so they can prove how valuable of an asset they are to the company.”

“Often we want to be great leaders, but with no delegation of projects you are simply cutting yourself short and cutting a great employee short.”

Valerie Bates | Colorado Springs, Co. Chapter Construction Administrator | Vanguard Homes

“I believe the most important leadership skill is to help and elevate those around you.”“I have observed over the years that some leaders chose to make sure those who serve under them understand

that they are ‘under’ them. Perhaps this makes them feel superior. I have never understood it.”“I prefer to continually elevate employees that work for me. By challenging them and giving them recognition

for a job well done or a great decision we are preparing great leaders for tomorrow.” i

June/July 2015 15 ”

their coworkers rather than the traditional “organization.”

Gladiators encourage risk-taking. In the Ro-man Empire, gladiators were expected to die with honor. Refusing to lie down and let one’s opponents win was bucking the status quo. (And certainly, killing the reigning emperor—however corrupt—simply was not done!) If a company does not examine its way of doing things, if it does not push out its boundaries, become more innovative, it will become obso-lete.

Gladiators keep their heads in a crisis. Maximus had to think on his feet and refuse to give into terror and panic. He faced the most formidable foes calmly and with focus. Busi-ness leaders must do the same. They must take a position and defend it when things go awry. Being graceful and brave under fire is the sur-est way to build credibility—a necessity for

sound leadership. Gladiators don’t retreat, but look for the opportunity under their feet.

Gladiators prepare for battle 24 hours a day. Essentially, a Roman gladiator was a fight-ing machine. To stay alive, his mind had to be constantly on the upcoming battle. Business leaders, likewise, must be obsessed with train-ing and developing their people in good times and bad. People need and want to hone their individual skills and “sharpen their swords.” Furthermore, good leaders must constantly learn what’s necessary to survive and unlearn the “old rules.” Just because a management style worked a decade ago does not mean it will work in today’s economy—good leaders evolve with the times.

Gladiators are teachers and mentors. Maxi-mus taught his soldiers the lessons they would need to survive in their new role as gladiators. In today’s rapidly changing environment, lead-ers must also teach and train those who may soon replace them. Coaching and mentoring is critical to develop future leaders and attract new talent into the organization. Everyone should be mentoring someone, sharing the vision and getting him or her excited about

working at this organization. i

Gregory P. Smith is a nationally rec-ognized speaker, au-thor, and business performance con-sultant. He has writ-ten numerous books including, “Fired Up! Leading Your Orga-nization to Achieve Exceptional Results.” Smith has been fea-tured on television programs such as Bloomberg News, PBS televi-sion, and in publications including Business Week, USA Today, Kiplinger’s, President and CEO, and the Christian Science Monitor. He is the President of a management-consulting firm called, Chart Your Course International, located in Durham, North Carolina. Phone him at 770-860-9464. Sign up for his free Navi-gator Newsletter at www.chartcourse.com/emailnavnews/ and get new business ideas every month.

Remodeling Spending Increases as Renovations are on the RiseIn the not-so-distant past, home

improvement projects all but came to a halt, as homeowners were weary

about investing any money into fixer-up-pers. But the tides have changed dramat-ically in recent months, and homeown-ers are again ready and willing to invest big dollars into home renovations.

Renewed confidence in the economy and an upswing in the real estate market have contributed to the remodeling frenzy. In early 2014, the Joint Center for Housing Statistics of Harvard University forecasted nearly $150 billion in major remodeling spending over the year. JCHS said as homeowners gain more confi-dence in the housing market, they’re more likely to undertake home improve-ments they would have avoided in recent years.

While the numbers do not yet match pre-recession remodeling spending, the number of construction projects has steadily trended upward. Accord-ing to the National Association of Home Builders, as of November 2014, a greater number of remodelers reported higher business activity than during the previ-

ous quarter. Remodeling spending has been gradually climbing back up from the all-time low it reached in 2009.

This growth in home renovations has led to more jobs for carpenters, plumb-ers, painters, electricians, and other construction workers. In Massachusetts alone, a recovery in overall construction employment has led to a gain of about 18,000 jobs during the past four years.

The Home Improvement Research Institute expects an additional 5.8 per-cent sales growth in home improvement spending in 2015. States that showed the highest levels of home improvement

spending in 2014 are likely to continue to hold the top spots through 2015, and the National Association of Home Build-ers says these areas include the District of Columbia, Connecticut, New Jersey, Maryland, Massachusetts, and areas of southern California.

Americans are not the only ones in-creasing their home spending. According to reports released by Moneris Solutions Corporation, Canada’s largest credit and debit card processor, purchases at home improvement stores rose by 8.49 percent over the same period last year, and spending on plumbing and heating equipment and electrical contractors climbed by 5.14 percent and 5.08 percent, respectively. Spending patterns indicate that homeowners are investing in DIY projects as well as seeking specialized work provided by professional contrac-tors.

Now is a good time for the real estate and home improvement sectors, as homeowners have renewed their fervor for making home renovations, both to in-crease comfort in their homes and make their homes more buyer-friendly.

GLADIATORContinued from p. 13


There’s more to Sofía Vergara, the top-earning actress on televi-

sion for three years running, than meets the eye, said execu-

tive and business coach Debora McLaughlin.

“She’s a wildly successful entrepreneur who embraces herself, in-

cluding her own beauty, her 40s, her health as a thyroid cancer sur-

vivor, her previous status as a single mother, her multiple endorse-

ment deals from corporations that reflect her life—and she does it

all with swagger,” said McLaughlin, CEO of The Renegade Leader

Coaching and Consulting Group, (www.TheRenegadeLeader.com),

and author of “Running in High Heels: How to Lead with Influence,

Impact & Ingenuity.”

“Vergara represents a new face in business leadership. Multiple

studies have found that personality traits formerly thought of as

‘feminine’ are now seen as preferred leadership features in busi-

ness.”

Research done by Pew, Zenger Folkman, and Gerzema, Young &

Rubicam indicates the new business values contributed by women

leaders. These days, essential traits include empathy, vulnerability,

humility, inclusiveness, generosity, balance and patience, which

were not thought of as desirable attributes in the old command-and-

control boy’s club, McLaughlin said.

Despite the mighty contributions made by female business lead-

ers, businesswomen continue to face barriers. McLaughlin wants

more women to take the initiative with her L.E.A.D. Forward Formula.

• “L” is for leveraged leadership. You work it. You will learn how to

communicate powerfully, engage in a deeper level of influence, and

build a powerbase to support you. Those traits previously thought of

as too effeminate for the business world are now spot on in leverag-

ing your influence.

• “E” is for Engage. Success doesn’t happen alone. You need your

people on board. You need a culture that rallies around shared goals

and demonstrates its values in day-to-day behaviors. You need a

team that is just as excited about your vision as you are, standing

ready to make a positive impact on the bottom line. It’s up to you to

move people to passion, positivity and possibility. Learn how to en-

gage and mobilize your teams; get everyone on the same page, and

increase performance, productivity and positivity.

• “A” is for Activate. Many leaders complain about their culture

not realizing their responsibility in creating it. Activate will share

the secrets of activating a high-performance culture built upon the

foundation of trust, courage and innovation. Top leaders take re-

sponsibility for driving the company culture with collaboration,

joint leadership, transparent communication and innovation. Here,

focus on how to create a culture of people who are happy to be part

of it.

• “D” is for Distinguish. It’s not enough to blend in; it’s more fun

to stand out as a leader and as an organization. Every leader has

a brand and it’s up to you to distinguish it. Distinction is alluring.

People want to get to know you. Your teams are excited to accelerate

past your competition. Here you need to figure out how your story,

your brand and your message will result in becoming the leader oth-

ers choose to follow.

“How does one become a leader? What I describe is an outline for

getting started,” McLaughlin said. “Every woman has her own heel-

print for the character of her leadership, but there are helpful guide-

lines to follow when tracking progress.” i

Ginny Grimsley is the print campaign manager at EMSI Public Rela-

tions, http://emsincorporated.com/, a national PR agency. i

Why Businesswomen Should Embrace Their Inner Sofía Vergara

Businesses Benefit With New Values When Women Take The L.E.A.D., Research Indicates

By gInny grImsley

By Yahoo [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons

June/July 2015 17

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The year 2015 is picking up pace and while the U.S. Congress is reviewing a variety of issues; the much awaited comprehen-sive immigration reform still is not on the horizon. But does it

mean that foreign workers and their U.S. employers can now sit back and relax, while awaiting the eventual immigration happenings? With immigration compliance audits on the rise and Immigration and Customs Enforcement (ICE) as active as ever, lax attitude towards the daily realities of immigration compliance requirements and relat-ed enforcement is not a safe or practical choice for a business of any size. This is especially true in industries such as construction, hospi-tality, and manufacturing that have, traditionally, been immigration audit targets. Am I at Risk?

Why should an HR manager or a company attorney worry about immigration compliance when days are filled with more pressing matters that directly affect the business’ bottom line and employees’ wellbeing? The answer is simple: since all U.S. employers are required to follow certain, very specific immigration compliance steps, and paperwork violations alone may render substantial fines (depending on the size of the company and nature of immigration malfeasance), both the bottom line and the workers may be in serious risk if immi-gration matters are put on the back burner. Immigration audits are

quickly becoming a convenient and readily available source of gov-ernment revenue. Surely, nobody wishes to contribute to this particu-lar revenue stream.

Construction companies of all sizes have long been pegged as en-forcement targets by ICE and its sister agencies, since these compa-nies have, traditionally, experienced high workforce needs, high em-ployee turnover, and a shortage of workers. With the government’s new approach that, in essence, decreases its own enforcement costs and significantly increases costs of same for U.S.-based employers, businesses should educate themselves regarding the form and sub-stance of the audits and develop strategies for handling of same to minimize disruption and costs. Let’s be Proactive

Whether you are a start-up or a seasoned company, a few key ques-tions would help determine where the business stands on the immi-gration risk management:

• Does this business have an immigration compliance program?• Who is in charge?• Are records kept and maintained appropriately and consistently?• What are the likely damages if we are audited today?• Are there other immigration matters (e.g., sponsored foreign workers) that the company has or should be aware of?

ICEHeats

Up

How to stay cool when immigration enforcement comes calling

By IrInA Plumlee

June/July 2015 19

“• What remedial measures should be taken and what are the specific steps and timelines?A strong immigration compliance pro-

gram is usually led by an HR or legal pro-fessional who undergoes initial and, sub-sequently, follow up training on a regular basis. For companies with multiple offices, appointing an immigration compliance of-ficer with points of contact at each location, assures consistency and local involvement. A written policy affirming the company’s commitment to immigration laws and regulations, and outlining compliance pro-cedures helps streamline the program and serves as a valuable tool during the course of both an in-house audit (i.e., the process of re-view and self-correction initiated internally) and a government audit, whenever it occurs. Road to Success

The immigration compliance policies and practices are centered on the Form I-9 Employment Eligibility Verification comple-tion and proper maintenance. Each U.S. em-ployer is required to review documentation presented by every employee hired after November 6, 1986, regardless of citizenship or position with the company and demon-strating the worker’s authorization to work in the U.S.

Verify and Complete. Form I-9 should be fully completed for each worker within three days of hire. Section 1 must be filled by the employee, and the employer’s representative is responsible for documentation review and Section 2 completion. The employee should choose which documents to present for veri-fication, and appropriate, facially valid docu-ments should be accepted without question. The worker should choose whether to select one document from List A on the back of Form I-9, or one document from List B and one document from List C. The Form I-9 ver-sion valid at the time of verification should be used.

Store. Importantly, I-9 files, which include fully completed I-9 Forms and copies of documents presented by employees at time

of hire (if the company copies documenta-tion presented as part of the employment eligibility verification process), should be kept separately and apart from other HR files, such as personnel records. In case of an audit, documentation that is mixed with I-9 files may be reviewed by auditors and open the door to questions unrelated to I-9s and, possibly, additional audits.

Maintain. All documents presented should be valid at the time of verification. While identity documents, such as driver’s license, do not need to be re-verified upon expiration, temporary employment autho-rizing documents (e.g., Employment Autho-rization Document or EAD) should be calen-dared for re-verification at expiration time. When performing re-verification, employer should not request or require that a renewed document be presented. Rather, the worker should again make a decision which valid document from List A or which documents from Lists B and C, to present. The employer’s representative should complete Section 3 of Form I-9 at the time of re-verification.

Keep. Properly completed I-9s should be retained throughout the employee’s entire tenure at the company. Upon the worker’s departure, his I-9 file should be kept for one (1) year from the date of employment termination or three years from the date of hire, whichever comes later. It is advisable to purge I-9 files upon the mandatory record maintenance period completion, but even outdated records should not be destroyed upon receipt of an audit subpoena from the government.

Self-Audit. In-house audits are an effec-tive way to ensure that your company’s re-cords are in order and to avoid a pre-audit rush upon subpoena receipt. It is advisable to perform in-house audits every six months and immediately after any significant busi-ness changes, such as hiring surges and lay-offs. Schedule I-9 responsible personnel for refresher training on an annual basis.

Due Diligence. Maintaining proper I-9 re-cords for your business is a priority, but it is

equally important to include an I-9 review when preparing for a merger or acquisition of another business or its employees. Fre-quently forgotten or reserved for later, an I-9 review may result in hefty fines should the new subsidiary’s records turn out to be deficient.

Integrity. Properly completed and main-tained I-9 files protect your company only if it does not have actual knowledge of and does not have reasons to believe any of its employees are unauthorized to work. Actual knowledge of a worker’s illegal status is a fairly straightforward concept, but there is occasional confusion as to what constitutes “reason to believe” (or constructive knowl-edge) for a business. While a rumor of a worker’s status is unlikely to be viewed as “knowledge” even by an aggressive auditor, a supervisor’s information of the worker’s employment authorization deficiency is im-puted upon the company. Reliable signs of unauthorized employment, absence of I-9 forms, or I-9 documentation with obvious deficiencies, are likely to be considered as evidence against the employer. Audit Time – What To Do?

Several federal agencies may audit I-9 compliance, but the most likely auditor is ICE. Per the recently adopted model, ICE of-ficials inconspicuously serve a subpoena to the company, providing the mandatory three-day notice to produce the original I-9 files for the business and listing documenta-tion to be presented. Frequently, a subpoena is not limited to the I-9 files, but also in-cludes basic corporate documents such as ar-ticles of incorporation, employee roster, and wage and hour records. A three-day notice is mandatory and standard, but, depending on the specific circumstances, the notice period may be extended based on the subjective business needs. For example, auditors may consent to a longer documentation provi-sion timeline for multi-facility companies that have to ship records from out-of-state. However, one should not make assump-tions regarding an extension for documents

“Construction companies of all sizes have long been pegged as enforcement targets by ICE and its sister agencies, since these companies have, traditionally, experienced high workforce needs, high employee turnover, and a shortage of workers.”


production and it is best to conduct any ne-gotiations with the auditors through legal counsel.

Never waive the three-day notice period! Rather, any subpoena should be immedi-ately reviewed with in-house and/or outside attorneys. The first step in audit documents preparation is an assessment of the compli-ance landscape. The best practice is to review a representative sampling of I-9 forms from different periods of the company’s opera-tions and, in some instances, completed by different personnel. This initial assessment should provide a reasonably accurate picture of the state of the company’s compliance ef-forts. If the best practices above have been set and implemented, the business should pass the audit with flying colors.

Even if auditors determine that some of

the employees are working without authori-zation, so long as the employer acted in good faith and properly complied with I-9 rules and procedures, it should not be subject to penalties and fines. While employers are ex-pected to be diligent, they are not expected to act as cops or forensic experts and can hardly be held accountable for honest mis-takes with regard to documents validity, es-pecially in view of the masterfully produced fake documentation populating the market place.

However, if the I-9 files review uncov-ers deficiencies, the three-day notice period should be used to correct certain mistakes and even to belatedly complete missing I-9 forms. However, all corrections must be ini-tialed and dated with the current date; thus, auditors will easily determine their timing

and compliance “kudos” would be dimin-ished accordingly. Still, a less-than-harsh auditor is likely to consider these belated efforts as evidence of the company’s serious attitude towards the audit and good will. Importantly, correction of technical mis-takes on I-9 forms during the course of an audit is credited to the company, but certain substantive violations (e.g., belated I-9 form completion or absence of signatures) are likely to serve as grounds for fines.

Once the I-9 files are delivered to the audi-tors, the results may not be forthcoming for a few weeks or longer. While awaiting ICE’s feedback and possible Notice of Fines, con-sider remedial measures, such as the steps outlined above. Taking the audit experience with due care and streamlining compliance efforts post-audit documentation pick up, may help during settlement negotiations with the government. A proactive effort to be a good corporate citizen counts even if ini-tiated belatedly. This is also a good time for broader compliance training, relevant poli-cies establishment or update, and planning for the post-audit future.

Understanding the basic compliance ob-ligations and ensuring that one’s house is in order is part of the best practices list to which experienced risk managers adhere. A proactive approach equals financial and cor-porate reputation savings and is well worth the effort. i

I r i n a Plumlee is the immigra-tion practice group leader at the Dal-las office of Munsch Hardt Kopf & Harr, P.C., a Texas-based, ful l-service law firm. P l u m l e e ’ s immigration practice focuses on business and family im-migration, including I-9 compliance and best practices, international executive and mana-gerial personnel transfers, investment-based immigration proceedings, U.S. work visas for professional workers, and employment and family-based permanent immigration pro-ceedings. She frequently writes and speaks on immigration-related issues, consults busi-nesses on immigration practices, and teaches related seminars. Plumlee can be reached at [email protected].

June/July 2015 21


Follow These Tips for Working in the Summer Heat

Heat-related illnesses can be deadly. Thousands become sick every year and many die due to preventable

heat-related illnesses. With summer tem-

peratures rising, now is the best time to pre-

pare for working outdoors in excessive heat

by following a few simple steps.

Heat-Related Illness: Know The Signs

It’s important to know the signs of heat-

related illness—acting quickly can prevent

more serious medical conditions and may

even save lives.

• Heat Stroke is the most serious heat-re-

lated illness and requires immediate medi-

cal attention. Symptoms include: confusion,

fainting, seizures, very high body tempera-

ture and hot, dry skin or profuse sweating.

Call 911 if a coworker shows signs of heat

stroke.

• Heat Exhaustion is also a serious ill-

ness. Symptoms include: headache, nau-

sea, dizziness, weakness, thirst and heavy

sweating. Heat fatigue, and heat rash are

less serious, but they are still signs of too

much heat exposure.

If you or a coworker has symptoms of

heat-related illness, tell your supervisor

right away. If you can, move the person to

a shaded area loosen his/her clothing, give

him/her water (a little at a time), and cool

him/her down with ice packs or cool water.

To Prevent Heat Illness:

Water. Rest. Shade.

• Drink water every 15 minutes, even if

you are not thirsty.

• Rest in the shade to cool down.

• Wear a hat and light-colored clothing.

• Learn the signs of heat illness and what

to do in an emergency.

• Keep an eye on fellow workers.

• Acclimate – “easy does it” on your first

days of work; be sure to get used to the heat

and allow yourself to build up a tolerance.

Not being used to the heat is a big problem.

Many of the people who died from heat

stress were either new to working in the

heat or returning from a break. If a worker

has not worked in hot weather for a week or

more, their body needs time to adjust.

This is OSHA’s fourth year implementing

its Heat-Illness Prevention Campaign. More

resources are available on OSHA’s website in

English and Spanish and OSHA even has an

app to download to your phone to calculate

the heat index and provide recommenda-

tions based on your risk level. Check out

www.osha.gov/heat for training and other

educational resources.

If you have questions, call OSHA. It’s confi-

dential. Call 1-800-321-OSHA (6742) or visit

www.osha.gov to learn more about your rights

and staying healthy in the workplace. i

Safety

““Many of the people who died from heat stress were either new to working in the heat or returning from a break.”

The work can’t get done without them.

June/July 2015 23

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NAWIC has secured a conference rate of $149* for single and double rooms and $159 for triple or quad rooms. Book your room today!

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Returning from maternity leave can be challenging for any moth-

er, but it can be especially difficult for first-time mothers, many

of whom spend the vast majority of their maternity leaves with

newborn babies in hand. While the challenge of returning from mater-

nity leave can be considerable, working mothers can take steps to ensure

the transition goes as smoothly as possible.

Find trustworthy child care. Mothers’ biggest concerns when return-

ing from maternity leave tend to center around child care. It can be quite

a nerve-wracking leap to leave a young child in someone else’s care for

the first time, but working parents must find someone to care for their

children while they are at work. Start looking as soon as possible, asking

physicians, family members, friends, and neighbors for recommenda-

tions. Insist on references from any potential caregivers, and don’t hesi-

tate to find a new care provider if your initial choice does not pan out.

Adjust your breastfeeding schedule. As the end of maternity leave

nears, mothers can adjust their breastfeeding schedules so babies grow

accustomed to nursing during hours when their mothers will be home

and not at the office. Some companies have on-site child care, and moth-

ers who can take advantage of such programs should establish an on-site

breastfeeding schedule and let their bosses know at which points during

the day they will be visiting the on-site child care facility to breastfeed.

Inquire about telecommuting. The idea of telecommuting might

have been a topic better broached before you went on maternity leave,

but it’s never too late to inquire. Some companies embrace telecommut-

ing while others are more hesitant to allow employees to work from

home. Find out which category your company falls into, or if bosses are

willing to meet you in the middle ground and enable you to work from

home one or two days per week. Telecommuting can make the transition

back to work a little easier, and it can save you substantial amounts of

money on child care as well.

Address any uncomfortable feelings. Returning from maternity

leave often stirs feelings of guilt or sadness. If you develop such feelings,

speak openly about them with your significant other and/or speak to

fellow working mothers who can often offer support and share their

own stories about returning from maternity leave.

Cut back on your commitments. Before you became a mother, you

might have been the type of employee who was never afraid to take on

a new project no matter how much was already on your plate. Now you

may have to make adjustments. Avoid taking on any additional work as

you get used to being a working mother. Once you grow accustomed to

your new schedule and being both a professional and a mother, then you

can start taking on additional commitments if you feel you can swing it.

Returning from maternity leave is a challenge working mothers must

face. But those who start to think about their transitions back to the of-

fice sooner rather than later will be better prepared to handle such a

unique experience. i

Workforce

Tips for Mothers Returning from Maternity Leave

Returning to work after several months of maternity leave is a difficult yet manageable transition working mothers must make.

June/July 2015 25

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June/July 2015 27

Staying healthy requires a daily commitment. It is not always easy

to get out of bed for those early-morning workouts or jump on the

treadmill at the end of the night when you finally have some free

time, but such efforts are a great way to maintain a healthy lifestyle into

your golden years.

Many men and women know there are plenty of excuses to skip work-

outs. Overcoming such excuses can sometimes be difficult, but there are

ways to ensure you stay on the right track toward a healthy lifestyle.

Excuse #1: I don’t have enough time to exercise. Shortage of time is a

factor for many busy individuals. The Department of Health and Human

Services recommends the average person get at least 150 minutes a week

of moderate aerobic activity or 75 minutes a week of vigorous aerobic ac-

tivity. Thirty minutes per day can easily be broken up into three, 10-minute

sessions. Take the stairs, jog on your lunch hour or do deep-seated squats

while preparing dinner. It’s easy to fit in daily exercise if you’re willing to

be creative.

Excuse #2: I’m too out of shape. Getting back into shape is a prime mo-

tivator for exercise. However, fear of being able to keep up or personal body

image issues sometimes keep people from exercising. There are workout

routines for all fitness levels. Starting slowly and building up intensity can

help spur endurance and results.

Excuse #3: Gyms are too expensive. You don’t necessarily need a gym to

get in shape, but the programs and guidance offered at health centers cer-

tainly make it easier. Gyms may have different price plans based on mem-

bers’ needs, and many gyms are willing to work with prospective members

operating on tight budgets. Check with your health insurance provider,

too, as you may be eligible for rebates or discounts if you make a prede-

termined number of visits in a given time span or use an in-network gym.

Excuse #4: Working out is boring. Performing the same routine day in

and day out can be monotonous. That’s why it is important to vary your

exercises and try new things. If you’re usually on the machines at the gym,

try a group class instead. Enlist a friend to come along and it can make the

workout more interesting.

Excuse #5: I’m too tired to workout. Routine exercise wakes up the

senses and gives you energy, and daily workouts promote a more restful

slumber. Over time you may find that you feel more rested and energized.

Working out regularly promotes good mental and physical health. It’s

easy to avoid exercise with a series of excuses, but now is the time to stop

avoiding exercise and commit to a healthy lifestyle. i

How to overcome excuses and commit

to working out

Self Help

Exercise is beneficial for many reasons, and overcoming ex-cuses to skip workouts is a great way to maintain long-term health.

““Routine exercise wakes up the senses and gives you energy, and daily workouts promote a more restful slumber.”


“You manage things; you lead people.” — Rear Admiral Grace Murray Hopper

This quote is from a programmer from the early days of com-puters. Try World War II early. And I have used it here for two reasons. One is that it is a great quote on leadership, and two

it comes from a woman programmer who was a pioneer in her field and rose to become a great leader herself. You don’t become a Rear Ad-miral in the Navy by being a mediocre leader. So I thought her quote would be appropriate to start out this article on leadership apps.

I am not going to expound on my knowledge of leadership here be-cause honestly, it would only be a sentence or two long and I need to at least fill the page. So I will stick to what I know best, and that is technology and such. And I thought that since we all pretty much carry a mobile device, why not focus on some apps that could help us become better leaders. Of course, there are always the essential apps on your mobile device that help with the practicalities of leadership like organization, scheduling, social media, and the like—apps like LinkedIn, Wunderlist, Evernote, and Google Calendar. But lets take a broader look at some apps on leadership.

When I was researching this article (okay, I Googled “leadership apps”) the first one that popped up was from the Dale Carnegie In-stitute (www.dalecarnegie.com). The Carnegie Institute is probably the elder statesman when it comes to leadership training and its apps prove it. Whether it’s confidence boosting, motivating others, learn-ing different styles of leadership, or coaching your team for peak per-formance, the Institute’s series of apps will help guide you through it all. They are available for both iPhone and Android mobile devices and will provide you the tools you need to help yourself, your team and your business.

One aspect about leadership is confidence (in yourself and others). One way that I try to boost my confidence is by listening to podcasts. There are several podcast type apps out there and any of them are fine. Just search for podcast apps in the appropriate store. The secret is listening to a lot of different lectures, interviews or discussions on

a wide range of topics that suit your needs. You can even listen to

them while you are working on something else or driving. And there

are a lot of podcasts on leadership like the Stanford Entrepreneurial

Thought Leaders Series or the Harvard Business Press Idea Cast. Just

do a search for them when you are in the podcast app and download

the ones you want to listen to. Most are free of charge, which makes

it an even better deal!

Along the same lines as podcasts is the TED Talks app

(www.ted.com). TED is a nonprofit devoted to spreading ideas, usu-

ally in the form of short, powerful talks on Technology, Entertainment

and Design. TED has been in the business of inspiring people to go

further and do more since 1984. I love using the TED app to view vid-

eos on a seeming endless range of topics. STEM, leadership, designing,

body language, introvertedness, etc. and I could keep typing all day.

Go check it out for yourself and you will definitely be inspired and

gain a fresh perspective.

Another great avenue for leadership training is our own Profes-

sional Development Committee. They have been curating a treasure

trove of leadership training materials such as books, webinars, ca-

reer training, podcasts, and much, much more. Check them out at

http://pde.nawic.org.

So, do you have any go-to apps for inspiration, training or motiva-

tion? Let me know at [email protected]. But for now, if you are in need

of a little leadership training, why not use your mobile device to help

you out? We have certainly paid enough for them, so let’s put them to

good use and become better leaders.

Until next time. i

Do you have a question for Tim? Would you like to pass on a tech tip or

recommendation? Contact Tim Elmore at [email protected].

Tech TipsBy tIm elmOre, nAWIC WeB/It sPeCIAlIst

Leadership? There’s an App for That

June/July 2015 29

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All you have to do is go to the Member Services page on the NAWIC website at www.nawic.org and when you ship a package, rent a car, continue your education or search for a job,

you’ll save money and earn income for NAWIC.

These companies have agreed to donate a portion of their revenues back to NAWIC:

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ConsensusDocs Coalition Announces 2015 Contract Content Advisory Council Leadership

ConsensusDocs, a coalition of 40-plus organizations committed to identify and utilizing construction best prac-tices and fair contracts, recently announced the 2015 Con-tract Content Advisory Council leadership.

Melissa A. Beutler, Esq., Vice President Risk Manage-ment of Big-D Construction in Las Vegas, Nevada, and Asso-ciated Builders and Contractors, Inc. (ABC) representative, was elected as the 2015 Council Chair.

Robert H. Pratt, Vice President and Principal of Demand Construction Services, Inc. in Denver, Colorado, and Ameri-can Society of Professional Estimators (ASPE) representa-tive was elected as the 2015 Council Vice Chair.

“I look forward to continuing the great momentum and progress the Coalition has achieved in the past seven years,” said Chair Beutler. “The Council is currently work-ing on an aggressive schedule to review and update, where necessary, the entire library of 100+ contract documents. The comprehensive review process will ensure that Con-sensusDocs remains current with industry best practices and leading trends. We plan to release the new documents in 2016.”

Philip E. Beck, Esq., Partner at Smith, Currie & Hancock LLP in Atlanta, GA and The Associated General Contractors of America (AGC) representative is the immediate past Chair, after serving a very successful year as Chair in 2014-15.

ConsensusDocs are the only standard contracts written by 40-plus organizations representing designers, owners, contractors, subcontractors, and sureties. Users receive a comprehensive set of contracts via a cloud-based technol-ogy platform that provides 24/7, anytime, anywhere access with easy editing in Microsoft Word®.

Simply put, ConsensusDocs help you build a better way! For more information, visit ConsensusDocs.org.

Source: ConsensusDocs, www. ConsensusDocs.org

Construction Employment Increases in 40 States and D.C. During the Past Year as 28 States and D.C. Add Construc-tion Jobs Between April and May

Construction firms added jobs in 40 states and the Dis-trict of Columbia between May 2014 and May 2015 and in 28 states and D.C. between April and May, according to an analysis of Labor Department data by the Associated Gen-eral Contractors of America. Association officials noted that the mix of states adding and losing construction jobs continues to vary amid fluctuations in demand.

“Construction has outpaced the overall economy in adding workers nationally, but the mix of states with con-struction job gains keeps changing,” said Ken Simonson, the association’s chief economist. “The top 10 states for job gains from April to May had previously lagged in adding construction workers, while energy-producing and other states that had record construction employment a few

months ago have slipped.”

California added more new construction jobs (46,600

jobs, 6.9 percent) between May 2014 and May 2015 than

any other state. Other states adding a high number of new

construction jobs for the past 12 months included Florida

(28,200 jobs, 7.2 percent), Texas (20,300 jobs, 3.1 percent),

Washington (18,100 jobs, 11.6 percent) and North Carolina

(15,600 jobs, 8.8 percent). Idaho (11.8 percent, 4,200 jobs)

added the highest percentage of new construction jobs dur-

ing the past year, followed by Washington, Michigan (10.7

percent, 15,100 jobs) and North Carolina.

Ten states shed construction jobs during the past 12

months with West Virginia (-12.3 percent, -4,200 jobs) los-

ing the highest percent of construction jobs. Other states

that lost a high percentage of jobs for the year included

Mississippi (-7.2 percent, -3,600 jobs), Rhode Island (-5.4

percent, -900 jobs), Maine (-2.7 percent, -700 jobs) and Ohio

(-2.2 percent, -4,300 jobs). The largest job losses occurred in

Ohio, West Virginia and Mississippi.

Simonson noted that the six states that added the high-

est percentage of construction workers in May were all in

the Northeast, a region that has seen less growth in con-

struction in recent years than other parts of the country.

Construction employment increased by 4.3 percent from

April to May in Connecticut (2,400 jobs) and New Hamp-

shire (1,000 jobs). Those states were followed by New York

(4.2 percent, 14,200 jobs), Vermont (4.1 percent, 600 jobs),

Maryland (2.9 percent, 4,500 jobs) and Massachusetts (2.7

percent, 3,500 jobs). New York added the largest number of

jobs for the month, followed by California (6,100, 0.9 per-

cent) and Maryland.

“Although most states are adding construction workers,

only five have exceeded pre-recession employment peaks,

and all five slipped in May,” Simonson observed. “This

shows that the industry’s recovery remains vulnerable to

a downturn in government investment in infrastructure as

well as market forces.”

“We are likely to see a lot more stability in construc-

tion employment once Washington finds a way to finance

needed infrastructure projects,” said Stephen E. Sandherr,

the association’s chief executive officer.

Source: Associated General Contractors of America,

www. agc.org

Industry BriefsRead the latest construction headlines and news.

INDuSTry EVENTSJULy 8-10, 2015 AGC Safety and Health Committee Conference Pittsburgh Marriott City Center Pittsburgh, Penn. www.agc.org/learn/education-training/events/agc-safety-and-health-committee-conference

JULy 27-28, 2015 CURT Young Professionals Summit Hilton Orlando Lake Buena Vista Lake Buena Vista, Fla. www.curt.org/Events.aspx

JULy 30-31, 2015 AGC IT Forum Conference Loews Chicago Hotel Chicago, Ill. http://meetings.agc.org/it_conference/

AUG. 19-21, 2015 SMPS Annual Conference, Build Business: Go Beyond JW Marriott Los Angeles Los Angeles, Calif. www.smpsbuildbusiness.org

SEPT. 2-5, 2015 NAWIC’s 60th Annual Meeting and Education Conference Omni Nashville Hotel Nashville, Tenn. www.nawicconvention.org

June/July 2015 31

Fun Factsking post – In a roof truss, the central upright piece against which the rafters abut and which supports the

tie beam. Source: www.constructiondictionary.com

The Fourth of July has been a federal holiday since 1941. Though that may seem like a long time for the country to wait to celebrate the independence it declared in 1776, the tradition of the Fourth of July, often referred to as Indepen-dence Day, dates back to the dawn of the American Revolu-tion and the adoption of the Declaration of Independence on July 4, 1776. Since then, July 4th has been recognized as the dawn of American independence, and celebrations that included fireworks and parades can be traced back to the 18th century. On July 4, 1777, the city of Philadelphia, which would become the first capital of the United States of America, held the first annual commemoration of American independence, and exactly one year later George Washing-ton ordered that all of his soldiers be offered double rations of rum to commemorate the anniversary. In 1781, Massa-chusetts was the first state to make July 4th an official state holiday, and the day was actually declared a federal holiday by the U.S.Congress in 1870. However, that declaration did not grant a paid holiday to federal employees. That benefit

came in 1941, which is why that year is now recognized as the first year when the Fourth of July officially became a federal holiday.

When Did Independence Day Become a Holiday?

Fireworks, which can be traced back thousands of years, have an interesting history. Many historians believe fire-works originated in ancient China as early as 200 B.C. It is thought that early fireworks were not the gunpowder-filled explosives of today, but something made from bamboo, a material native to China. Chunks of bamboo, a thick, fast-growing grass, may have been tossed onto a fire as fuel. The rods would blacken, but eventually explode in the fire, causing a loud, frightening noise. This noise was a result of trapped air and sap inside of the bamboo rods heating and expanding until the bamboo exploded under the pressure. The exploding bamboo was used to ward off animals, other people and evil spirits.

Chinese alchemists eventually stumbled on a recipe for basic gunpowder, mixing together saltpeter (potassium nitrate, then a common kitchen seasoning), charcoal, sulfur, and other ingredients. This powder was packed inside of hollow bamboo rods to produce an even bigger bang. Soon paper tubes replaced the bamboo, and fireworks were used for more than just scaring away spirits, as they were routinely included in special celebrations and even deployed during military engagements.

Fireworks may have begun in China, but they were soon being used around the world. Italians had been fascinated with fireworks ever since the explorer Marco Polo brought back firecrackers from Asia in 1292. During the Renaissance in Europe, the Italians began to develop fireworks into a true art form. Since this was a period of artistic creativity and expression, many new fireworks were created.

Fireworks Have a Colorful History

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