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Creating a great culture at your construction company could be your best profit strategy. There is a direct correlation between great workplace culture and increased profitability. Through my company, FireStarter Speaking and Consulting, we recently talked to several hundred construction professionals across all trades about leadership and culture at their firm. We didn’t ask, “Are you having trouble finding people?” Instead, we asked, “Are you happy at work?” and “Do you feel trusted?”

The answers to these questions are strongly related to employee motivation and retention. Generally, any time we talk about retention, the conversation quickly moves to money. But 77% of the professionals interviewed for this survey reported that their pay is fair for the work they perform, so more money is not the answer.

Another factor that helps create happy employees is feeling safe at work. Every contractor will say that people are our most important asset—but talk is cheap. While 90% of all respondents reported that safety is a top priority, that was only true of 85% at the executive level. But 97% of office operations and 93% of field supervisors responded that safety is a top priority. The bad news came when we asked about safety execution. Only 68% of field supervisors said they consistently work safely. That’s approximately 1 in 3 field supervisors who admit they don’t prioritize the safety of their employees. Things are slightly better in the office, with 78% reporting that they consistently work safely—but the gap between what is said and what is actually done is alarming.

The gap between field and office persists in other areas as well, and the research confirms that the divide is getting worse. This cultural divide creates distance and tension. The difference in perception between project management in the office and field supervision on the jobsite is stark and provides a major opportunity for dialogue, collaboration, and unity. Any effort to bridge this chasm is worthwhile.

Take the survey question: “I am able to maintain a reasonable work-life balance.” Only 50% of field leaders said yes to this, versus 83% of office personnel. Or let’s look at the response to whether company leaders live by the core values of the organization. Only 62% of field leaders agreed to that while 83% of office personnel did.

The research confirms that having a close friend at work increases loyalty and commitment. So it’s alarming that only 50% of field leaders could say that they have a close work friend, while 83% of office staff could say the same. The causes of this chasm are debatable but it is undeniably detrimental to profitability and productivity.

Musician Sheryl Crow sang that a change would do you good, but the majority of survey respondents said attempts at change often fall short. On this question, company executives confessed to these failings at a level of 73%. If leadership is about change for better results, it is troubling that three-quarters of senior leadership (those who come up with the idea and whose job it is to spearhead the change) say their efforts fall short. This signifies a huge opportunity for those who can crack the code on implementing change. Here’s the bottom line: It takes longer than you think, and it requires a significant personal investment from leaders to sell change, but implementing change remains the fastest way to build trust, leverage relationships, and troubleshoot potential problems.

All is not lost, however, and you can find people who will step up. When asked if they were working at full capacity, one-third of all respondents said they had more to give. You heard right: These people are saying they could do more! They are not overworked; they are underchallenged. This finding underscores the idea that, rather than blaming the employee for performance or discipline issues, the supervisor perhaps should be evaluated first. Another positive finding is that 94% said they like the people they work with and 83% said they would reapply for their current job.

There is no single solution to improve culture. Everyone should look inside their organization and ask these questions to see how they compare. You need to reach the point where more than 90% of your employees will respond (willingly and anonymously) that the company’s culture makes it a great place to work for you to be confident it is true. But a firm need not be best-in-class today to be better tomorrow.

Building trust is essential. Leaders living up to commitments and sincerely talking with employees builds trust. Making people feel a part of things and giving candid feedback builds loyalty. All of these actions must be consistent and sustained. Excellence isn’t a program; it’s a way of life. Creating a great culture is an all-hands effort that starts with key leaders across all levels of the organization working together to execute a coherent human capital strategy.