You and your employees
I n the early days of my construction business I hired a job superintendentwhom I’ll call Roy who clearly knew more about building a building than I did, but it soon became obvious that he had a couple of personal traits that affected his interaction with others he came into contact with, including my customers and subcontractors. I met with Roy to discuss this with him, thinking that making him aware was all that would be necessary. His response was such that I knew I needed to say more: Changing his ways was a condition of his employment. The crusty, burly construction man stared steely-eyed at this relative greenhorn contractor for seconds that dragged on like hours before Roy nodded slightly. He continued working for me for a while but things between us were never quite the same.