The contractor’s executive team sat across the table from the client’s construction leadership. It was the client’s director who spoke first.
“Let’s ensure everyone is on the same page,” he said. “Over the past six months, you’ve had numerous quality, production and schedule issues, an environmental noncompliance, two injuries and a utility contact that caused a 3,500-customer outage for over six hours. All of this has almost crippled three projects that we trusted you with, and we need to know how all this happened and what you are going to do about it.”
The contractor’s president looked up and humbly replied, “First, I want to apologize for breaking your trust. As for the ‘how’ question, there was no single cause. We missed a lot of good catches and close calls because we weren’t using those indicators on our operational and safety scoreboards, but things are different now. We have a new way of measuring success. What we’ve learned over the past few months is that our workers’ thoughts, attitudes and mindsets affect how much they respect the conditions and situations they face, and that level of respect becomes apparent in their behavior. We’ve been learning about and addressing these issues for the past month, and we’re beginning to see greater operational and safety success. However, we also have to change 52 years of culture, and that’s taking more time and effort than we would like. While I accept the fact that this change will be an ongoing, forever endeavor, I can confidently tell you that if we had begun this earlier, we wouldn’t be sitting here right now.”