As Anthony Adams drove toward CEC’s corporate office one Friday morning, his thoughts stayed on his Orla jobsite. Team growth is always his priority.
He was called in for a last-second meeting, and therefore he wouldn’t be there to give out his weekly gift card to a deserving teammate. He hoped his team would understand, but knew they would be disappointed. He could make it up to them the next Friday with two gifts.
When he returned to the jobsite Monday morning, he was surprised to see a grinning teammate, proudly showing a gift card he won. Confused, Anthony asked him how he received it. His team gathered around the winner. They knew he was called away, so they pitched in and bought one for the group. Each of them flashed a similar grin, pleased to show Anthony that they had his back.
“We’re not just a team, we’re a family,” Anthony said. “They stepped up when they knew I couldn’t make it. It was a great moment for me.”
For eight years, Anthony has been developing leaders and teams at CEC. His protégés work across CEC’s business units, passing along the skills he taught them. On his West Texas solar project site where team growth is a priority, he has developed a group of future leaders, all thanks to a few lessons he has learned and developed over the years. He’s sharing a few lessons that he hopes project managers across the company implement.
Team involvement
Before any growth can begin, employees must become a team. It’s an important distinction that requires leaders to continually measure and coax. For Anthony, this process isn’t done until the team is a standalone, functioning unit. It takes a perceptive PM who is willing to put in the time, but the end result is worth it.
At his Orla jobsite, everyone brings a dish to a Friday potluck. The weekly event didn’t form overnight, and it required several weeks of seeking buy-in from everyone on the jobsite. Anthony and his superintendents stuck with the plan, and soon it reached critical mass. The involved nature of a potluck helped build camaraderie. Would it have been simpler to order catering? Certainly, but “it’s not about providing freebies,” he said. “We all chip in. It’s an investment in the team. It’s team growth 101.”
Planning for growth
Every day, CEC teammates are growing their skillset. Most of the time, that includes small experiences or a minor improvement in processes or skills. When growth is targeted toward a specific goal, that’s when career growth truly takes off.
The first step for Anthony is recognition. Project leadership needs to identify individuals that are driven, talented, and have the fortitude to grow. Then instill confidence. Attaboys and team recognition ignite their passion. After that, it’s about uplifting them by showing a path to be greater.
It’s important for leaders to provide learning opportunities. Some of these come naturally, but some lessons need to be presented as challenges to overcome for true team growth.
“It’s many little steps; not just one big leap,” he said. “As a leader, you have to put in work to guide them. They may grow on their own, but maybe not in the way that’s best for them.”
Cross-training
Another key for Anthony is cross-training his team. It’s practical – people can fill in for sick or busy teammates – and helps encourage confidence, creativity, and interest in career growth. It’s also a great test to see how well people understand their role. Giving an experienced teammate the ability to train others helps build teamwork, trust, and confidence.
He also uses it to find teammates’ true strengths. Too often, jobsites hire for a particular role, without taking the time to discover the true abilities of their team.
“We are a family, and we would rather shift people around to make the best fit than lose them. If we can find them a new skill where they shine, it’s a win-win for us.”
It’s helped his jobsite’s efficiency and reduced turnover. When he compares his team to other trades on other jobsites, he has a sense of pride in his team growth.
Providing for success
Knowing your team also means giving them access to information, tools, and other items they need to be successful. That includes training and clear communication.
Too often, Anthony sees new leaders assume that their teams understood the goals for the day, and that their message will translate through two or three layers of leadership, and often another language.
It also means treating people fairly, but differently.
“Some people have a natural gift for self-motivation. Others need a kick-start to get going,” he said. Some need reassurance, while others shun the spotlight. It’s important to recognize everyone’s personality, and find ways to motivate them to succeed.
“It takes a lot of extra work to have good team growth, but it’s worth it.”
Anthony Adams (far left) and his Orla team enjoy an appreciation lunch. As superintendent, Adams says his role is just as much about developing a growing culture as getting the job done.