In this article, we will expand on our insights about why sharing vulnerability is crucial for creating a company culture that nurtures collaboration and connectivity. Consider these practical takeaways from Daniel Coyle’s book The Culture Code: The Secrets of Highly Successful Groups that we’ve adapted for professionals like you in the building industry.

1. Overcommunicate expectations.

Leaders should not only be clear about expectations for team members but also persistent in reinforcing those expectations. Even workers with the best intentions can forget things if not reminded. Repeat expectations—at meetings, on the job site, etc.—even when you think you sound like a broken record.

For example, “Remember, our goal is to strive for an excellent build every time, whether the customer seems to appreciate it or not.”

2. Reinforce that you’re a team—it’s not “every man for himself.”

Two things are bound to happen after bringing on new crew members or assembling a new crew:

• The first vulnerability (typically, the first mistake made on the job)
• The first disagreement

A healthy company culture does not glorify individual “winning” or destructive competition that knocks someone down when an honest mistake is made. Workers should understand the importance of growing together, so be sure to foster a learning environment that promotes constructive guidance and encouragement.

For example,. “Billy, stair posts need to be longer. It’s easy to forget that fact and miscut them. What might be a good way to remember that for next time?” and “Guys, do you have any helpful input about Billy’s suggestion?”

3. Resist reflexively adding your two cents.

Some leaders instinctively chime in before they know all of the details. Resist the urge to jump in with a canned solution that doesn’t address the nuances of an issue. Team members will be more receptive to suggestions after they feel heard and understood.

4. Make yourself scarce more often.

If a leader constantly hovers over their employees, those workers won’t gain the confidence to make decisions and solve problems on their own. Give your capable team members space to take responsibility and grow. Just make sure the individuals you give autonomy have the capacity to make crucial decisions. And ease them into that independence so you’re not suddenly leaving them high and dry after they’ve gotten used to relying on you for every decision.

Next in our series: Establishing Purpose for Your Team. Did you miss our Building Safety and Share Vulnerability articles? Read them now:
Building Safety: Part 1
Building Safety: Part 2
Cracking the Culture Code: Part 1