Culture in the garage
Tina Drayson from CCM examines whether a positive culture within a garage is possible, and how to create one for your own business
Published: 23 November, 2020
What is culture in the workplace? Is that not something that you would normally associate with big corporate companies? Can we have a good culture in the independent garage sector? The answer is yes.
Culture is about having a place of work where every member of staff feels valued and respected. How do we achieve this? It is not just about giving them Christmas parties, Christmas bonuses, breakfast on a Friday. These things are important, but it is not the whole story. You need to tap into their emotional side.
Vision
Have a vision, this will define you, your passion and your values and every member of the team needs to match your work ethic and your commitment to your customers. It is vital that you have a good company culture if you want your staff to perform their best and having a vision sets the standard.
Our industry is evolving daily, who can ever say that they are fully qualified, whatever role you do, there are always things to learn. Do your best to enable your staff to keep learning, give them every opportunity you can to train and learn new skills, allow them to do this in your time, why not, it is to your benefit. Quality family time is short enough without getting your staff to do training outside of work.
Do not micromanage. If you cannot trust someone to do the job that they have been employed to do, then you have the wrong person. Set parameters, processes and measures, I do not mean the financial kind. Create conditions that give them autonomy, ask them to set their own goals, this will be empowering and staff are more likely to strive to achieve if they are reaching for goals that they themselves have set rather than being told to.
Listen
Your staff carry out their roles daily, they are the ones at the forefront with the best knowledge of the processes and what is working and what is not. Listen to their views, you the manager do not always know what is best. Embrace their ideas and viewpoints, allow them to reach their full potential, it will not only make them feel valued but could save you time and money in the process.
Communicate, the more the better. You cannot overdo this. Tell your staff what is going on in the business, how well things are going or not, else they will only speculate.
Mistakes. They happen, we are all human. How we deal with them is crucial. Embrace the concept of ‘Assume Positive Intent’. Do you want your staff to be afraid to own up and cover up mistakes they make? Alternatively, you could generate a positive place for your staff to be open and honest about their mistakes and use those instances as opportunities to learn and not to criticise or blame. This will encourage your team to engage more. Be aware that everyone has their own areas of expertise, strength and weakness and encourage your team to ask for help.
True colours
Do you allow your staff to come in late or leave early so that they can go and watch their child take part in sports day or other activity? Why not? Life is precious and you do not get a second chance to make these memories.
Say thank you! They are only words but often go an exceptionally long way. ‘Be kind, loan someone your strength instead of reminding them of their weakness’. Be empathetic and approachable you will be pleasantly surprised. Be that manager that you always wanted.
Some of you will be thinking, that you have staff that would take advantage, maybe you do. By having a good culture, these people will soon show their true colours. The question you need to ask yourself, do you want a member of staff that on paper ticks all the boxes for the right skill set but has a negative approach or do you want a member of staff who fits with your culture? New skills can be learnt, but you cannot change a person’s mindset, only they can. You can change the culture that they work in and that in turn will have a positive impact on those individuals.
At CCM, we are not perfect, but with the help and guidance from others, we are continuously striving to give our staff a better culture. We have discovered, during this recent pandemic, that it is paying off. Our team were great. They stepped up, went above and beyond what we asked of them because they wanted to give something back.
- LEADING the team
Unless you are a one-man business, you will probably have staff to manage. The art of managing your team is one of the most challenging, but ultimately, one of the most rewarding
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- Managing a winning team
Most businesses need staff to operate effectively and this means that those staff need to be managed. However, what does ‘managed’ really mean and how can the ‘business manager’ also be an effective manager of people?
A good manager of staff should fully understand the roles and responsibilities of all of their team members, but ultimately, each of those team members should be better at doing their own jobs than the manager could. Secondly, the manager should be able to ‘get the best from the team they have and only change it when all other possibilities have failed’. In summary, the manager needs to know how to structure, manage and motivate his team to optimise their performance.
Critical
It is a well-known saying that people don’t quit their jobs, but they quit their bosses, but in reality this means that they left their job because it wasn’t enjoyable, or that their strengths weren’t being used or that they weren’t growing in their careers – and who is responsible for this – their manager.
Recent research showed that 31% would swap their manager if they could and 22% felt that they could do a better job themselves if they were given the chance. Ineffective management not only impacts negatively on staff retention, quality of work and morale, but also on customer service and your company’s image. Not good for either your staff or your bottom line.
The best managers know what they are doing, where their businesses are going and ensure that they have the right people in the critical roles to make it all happen. They then communicate and delegate effectively to their staff who have been trained, supported and motivated to fulfil their responsibilities. Businesses with well managed and competent employees are the best performers and frequently handle problems before they escalate to become real issues.
Guiding principals
So what are some of the key guiding principles for good people management?
1. Build solid and respectful relationships
Don’t aim to be liked, but aim to earn and keep the respect of your team
Take time to talk to members of your staff. It will show that you are interested, but it will also be both motivational and allow you to better understand their position and any concerns that they may have. Be confident, strong and professional, whilst remaining transparent, approachable and encouraging.
2. Strengthen your communication skills
Your ability to listen and communicate is vital to your success as a manger of people. I don’t just mean your ability to listen and speak on a one-to-one basis, but also your ability to capture people’s minds in order to present your ideas, values and visions as well as your ability to listen and soak up the ideas, values and visions of others; that is true communication. Whether you are speaking with one person, or presenting to a whole audience of people, strong communicative skills are a must.
3. Actively develop your team and be the team leader
As you build and strengthen relationships throughout your team, you should begin to identify the individual talents, abilities and strengths of your employees. Knowing this detail will help you develop your team so that everyone is positioned within a role in which they can succeed and excel. Take time to communicate with each employee individually, as quite often employees will be forthcoming about what they see as their strengths and where they aim to be; they may also spark ideas to strengthen your team and its performance as a whole. Sometimes low morale and performance can be due to a lack of support and training. Ensure that your whole team are up to date with regular training appropriate to their role.
To establish what your employees really appreciate and value, or to discover their training and support needs, use surveys, one-to-one appraisals or focus groups to talk through each key area to identify the good points, skills gaps or areas that should be improved. Quite simply, support your team.
4. Be transparent
Hiding things from your employees is a recipe for disaster. Remember that you have spent time building relationships with these people, relationships based on respect. As part of that mutual respect you also need to engender trust. By remaining transparent, honest and trustworthy with your employees you will further develop their respect and loyalty.
5. Take responsibility
This can often be tough, but is a sign of truly exceptional people management. As the manager, leader or head of your company, all responsibility should end with you. You are accountable for the performance of your employees. Remember failure is not a weakness; it’s an opportunity to learn, strengthen and improve. Take responsibility for your team and they will further respect you for it.
All of these people management principles are important internal management skills, but these will also be seen externally by customers in a variety of both obvious, and not so obvious, ways.
Perception
When customers experience your business, whether by telephone, e-mail or physically visiting, their perception will be significantly more positive if they feel that they are being looked after by a well run, well managed business with highly motivated and professional staff. Often it is almost imperceptible how this can be picked up, but for sure, if your staff are not working within a well led and motivated environment, it will be reflected in their attitude to their work and frequently, to your customers in a negative way.
The reality is good managers are not born, but learn the skills as part of learning how to understand people as individuals. Most of us work much better if we enjoy what we are doing. It has been said that the best qualification for running a business is not an MBA or a qualification in accountancy, but in psychology. Ultimately, good managers plan, monitor and review before delegating the work, but they can only do this effectively if their team is working well.
As a small business, it may be a difficult to become recognised as one of the Sunday Times ‘Best companies to work for’, but the same good management practices will still apply. Work hard with your staff and they will work hard for you.
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For 27 years we have been practicing Health & Safety in the motor trade across the UK. In all this time we have not seen Legionellosis as being a call for concern as water systems would be in constant use. However, during these unprecedented times, many businesses in the motor industry have been forced to close for periods of time. This inactivity has given the legionella bacteria perfect breeding ground in pipe, tanks and showers. Contrary to popular belief, Legionellosis can be fatal.
Legionellosis is a collective term for diseases caused by legionella bacteria including the most serious Legionnaires’ disease, as well as the similar but less serious conditions of Pontiac fever and Lochgoilhead fever. Legionnaires’ disease is a potentially fatal form of pneumonia and everyone is susceptible to infection. The risk increases with age but some people are at higher risk. They include people over 45 years of age, smokers and heavy drinkers, people suffering from chronic respiratory or kidney disease, people suffering from diabetes, lung and heart disease, and anyone with an impaired immune system.
The bacterium Legionella pneumophila and related bacteria are common in natural water sources such as rivers, lakes and reservoirs, but usually in low numbers. They may also be found within a company’s hot and cold water systems.
Where does it come from?
Legionella bacteria are widespread in natural water systems, e.g. rivers and ponds. However, the conditions are rarely right for people to catch the disease from these sources. Outbreaks of the illness occur from exposure to legionella growing in purpose-built systems where water is maintained at a temperature high enough to encourage growth, e.g. cooling towers, evaporative condensers, hot and cold water systems and spa pools used in all sorts of premises (work and domestic).
How do people get it?
People contract Legionnaires’ disease by inhaling small droplets of water (aerosols), suspended in the air, containing the bacteria. Certain conditions increase the risk from legionella if the water temperature in all or some parts of the system may be between 20-45°C, which is suitable for growth. It is possible for breathable water droplets to be created and dispersed e.g. aerosol-created by a cooling tower, or water outlets. There is also a risk if water is stored and/or re-circulated, and if there are deposits that can support bacterial growth providing a source of nutrients for the organism e.g. rust, sludge, scale, organic matter and biofilms.
The bacteria can multiply in water in temperatures between 20°C – 45°C. As the temperature rises above 60°C the majority of bacteria will be killed within five minutes. Maintaining water temperatures above 50°C and below 20°C is, therefore, the main method of controlling Legionella in domestic water systems as recommended by Health & Safety Authorities.
What should I do?
The incubation period is between two and 10 days so when returning back to work to a partial or unoccupied premise, it is recommended to purge showers and water systems at the highest temperature for five minutes.
For expert Automotive Health & Safety contact us today or visit our website:
www.safetyconsultingservices.co.uk
