Building a Tech-friendly Culture from Top to Bottom

Management’s Role:
Your executive team shouldn’t perceive this as a cost or job-cutting tool. Nor can they dump the initiative off on a mid-level manager or individual contributor. Yes, even if that person is “great with computers.” We’ll delve more into management’s perceptions later, but it’s essential to recognize that the field workers – the heart of our specialty/self-performing businesses – often harbor fears: over-complication, failure, appearing ignorant, job cuts and exposing weakness. Fear they’re the final decision maker and that any failure could be perceived as their fault.

When we step back and look at it from this perspective, it’s ridiculous that we catch ourselves asking a key team member or employee, “Do you think we should do this?”

In other words, “Would you stake your reputation or job on this succeeding?”

Of course not! We put them in a position they cannot win: Do it the same old way we know gets us by, or try something new and unknown. It’s our job as leaders to look for new approaches, spur the business toward them and accept the risks inherent to finding a better way forward.

Addressing Resistance and Fears:
Most of these fears share a common thread and can be addressed collectively. By fostering a strong culture where learning and potential mishaps are part of the process and are embraced rather than shunned, we can alleviate much of this anxiety. A robust culture pulsing with positivity and enthusiasm about outcomes is a must. Clearly painting the picture to our various teams of why we’re seeking new outcomes is too. It empowers those on the front line to talk openly and maybe even discover improved methods of how to reach the common goal. [Ed. note: check out Start with Why by Simon Sinek for more.]

When I was in high school, computer-aided design (CAD ) was the new kid on the block. There was a widespread fear among architects, engineers and designers that their roles would become obsolete. The thinking went something like this: Why would we need these professionals if a few mouse clicks could do a week’s work faster than humans with T-squares and freshly sharpened lead-holders? Fast forward 30 years and not only do we still need architects and draftsmen, but CAD has paved the way for BIM and advanced 3D modeling, creating a whole new industry and job sector in the process.

We can’t discount this kind of apprehension, though. Especially when the job market gets tight. Layoffs might be a line item decision made in some air-conditioned boardroom, but it’s the foremen, project managers and superintendents who have to deliver the tough news to their teams. That’s why it’s crucial to foster a work culture that assures the team that embracing technology will mean more projects, greater visibility ahead, safer sites and fewer headaches – not less job security. Massive gains on the front lines of the field can come from technological advances.

That will only happen if we listen to their concerns to find a common goal.

We can’t use tech as a stick to beat them with.

Embracing Technology Across Ages:
What about the field workers deemed “too old to learn?” If they can text, use a smartphone, use Google or configure their fish-finders they can handle any construction software. They might be afraid you’ll ask them to code or perform something highly technical, but they’ve likely already realized that technology is an inevitable part of life. By fostering a culture that instills confidence, we can help them see that they already know how using these tools can enhance their work. In the end, tech should make their life easier and the team more successful.

Change is hard but necessary. It’s what comes after that makes it all worthwhile.