PSYCHOLOGICAL SAFETY
about anything else. It might be that a joiner came to a site then said, ‘My brother knows another joiner.’ Next thing, you had all of these people that you didn’t even know. “Nowadays, sites don’t employ people off the street; people need to have documentation showing they’ve done health and safety courses.” With every new generation, the one that preceded it believes it has had life too easy. Sentiments such as youngsters not having enough grit, determination or resilience – or being ‘snowflakes’ – abound. Groom sees it pragmatically. Even if this is true, why can’t leaders treat the youngsters more delicately, he says. “With Covid and smartphones, they don’t always have the best communication skills and might be a little closed off. There seems to be less speaking on sites. “Leaders need to be open-minded and get to know their teams and answer their what ifs and speak to their doubts. It’s about sharing your vision with your team.” Groom says leaders should counter so-called banter, like ‘he’s an ice cube, he’s going to melt in the sun’ or ‘your hands are so delicate you’d better put on your gloves’ with rationale. ‘No, you take a break in the shade or wear sunblock because prolonged exposure to the sun can be dangerous. We all wear gloves because health and safety regulations demand it.’ A different type of bully Gilmour points out that bullying is not always between individuals on a site but can happen off site on a larger business- to-business level. Take the issue of late payments. He says: “There are a lot of companies where it’s a problem. They’re meant to be paid within 30 days of receipt of their invoice, and 60 days later, they’re not paid. “That’s the majority. Some still haven’t been paid after 80 days. Then you have businesses going bust, just being clobbered. That’s the bullying I see – and it’s before you get to the site.” Fundamentally, creating positive work environments requires everyone to treat each other with respect and for leaders to ensure there are processes in place to deal with incidences of bullying.
Say no to bullying Groom’s advice: ● Have your team understand the ‘why’. Why is bullying happening? How has it been allowed to persist? What does it say about the company culture? Once you know you can make changes. ● Coach your senior people or have them undertake training to make sure they know how to manage people in a respectful and encouraging way. ● Be the best version of yourself so that your team brings their best selves to work. Be a pleasure to work with and you will attract the right people with the right mentality, which brings about harmony. Gilmour’s advice: ● Implement clear policies and training on acceptable workplace behaviour. ● Encourage open communication and reporting of inappropriate behaviour. ● Foster a culture of mutual respect. ● Address underlying issues such as financial pressures from late payments. “You don’t want to see someone going home with their head hanging down, thinking you’ve broken them. I hope construction has a bright future with the next generation on site, where they’re not being picked on or spoken down to but treated as equal human beings with a right to learn and opportunities to succeed.” Times have changed Jim Gilmour, a past National President of the FMB and Director of ODC Ltd in Glasgow, says there is less bullying on sites nowadays compared with the past. Part of that is down to better health and safety regulations, which means people on site are more aware of what is permitted and not permitted by law. As a result, there is less criticism or mockery for cautious behaviour. “Years ago, before the legislation came in to protect workers, you’d have tradespeople come to your site who were only there for the money. They didn’t care
In many workplaces and on construction sites around the UK, there is banter. It can be fun and a powerful way to connect with colleagues. But the idiom, ‘too much of a good thing’ rings true. The reality is that humour, joking and teasing are only truly funny when no one gets hurt. Sadly, the line between banter and bullying is easy to cross – especially if the workplace culture enables it. “What starts off as friendly banter on a one-to-one basis can be taken too far, often when it is picked up by a group and directed solely at one person,” says Groom, whose past experiences he credits with making him a better leader. It’s why he chooses to invest in developing trust and confidence with his apprentices. “They are a legacy to leave behind to change the construction industry for the better,” he says. “You can show someone how to lay a brick, but by giving them a story about why we do it and why we need to strive for outcomes close to perfection, that will motivate them. Calling them names and putting them down will not.” Groom qualified in ‘motivational intelligence’ – a framework by The Power Within Training, which is all about encouragement and teaching rather than aggression and sarcasm.
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Master Builder
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