FEATURE ARTICLE ISSUE : LESSONS LEARNED T SPECIAL By Martin Taube, P.E., P.G., Director of Business Development, Menard o get inspired to write a lessons learned article for Deep Foundations magazine, I visited the DFI website. As soon as I opened the site I saw the banner reading “Collaboration, Networking, Education, Communication.” I had never noticed these words on the home page, but was struck by the fact that the most important lessons I have learned fall within these words. Through the years, I have learned many lessons that relate to the technical aspects of my work, but I have also learned nontechnical lessons that relate to interaction between people. Collaboration Organizations consisting of people working together to achieve a common goal tend to be the most successful. Organizations that inhibit the open flow of information do not foster an environment of collaboration. Collaboration flourishes in organizations that tend to be relatively flat. Even an organizational chart by nature tends to promote fragmentation rather than unity. Organizations should not be without structure; however, there must be a balance between defining responsibilities and allowing freedom. Achieving this equilibrium is a major challenge. Collaboration and Individuals collaborate when they believe that everyone shares the same goals and vision for the organization. communication are closely related. People cannot collaborate if there is no commun- ication, and people will not communicate if they are not in a collaborative environ- ment. But how do you create a collaborative environment? Individuals collaborate when they believe that everyone shares the same goals and vision for the organization. This starts at the top and requires a strong leader who demands that individuals be focused on the vision and success of the organization, and not their own interests. Networking Networking to find business opportunities and meet potential clients is important to many of us DFI members, but in this article I am referring to networking in a broader sense. Most deep foundation projects are multifaceted, and I sometimes fall into the trap of thinking that my company’s part of the project is most important. It is interesting to think of all of the interactions and interdependences that exist on a deep foundation project including: owners, construction managers, contractors, subcontractors, architects, governing agencies, permitting agencies, safety professionals, designers, engineers of several disciplines, material and equipment suppliers, etc. What about the professors teaching the next generation of deep foundation professionals, and those researching to further our understanding of the practice and foster innovation? Those with a broad range of knowledge and experience on a variety of projects tend to have the advantage. These people typically utilize the wealth of knowledge within their network. Education The beauty of our industry is that there are unlimited opportunities for educa- tion. DFI is a great source of education via conferences, seminars, publications, the DFI Journal and more. Experiential learning happens every day. I can hon- estly say that I learn some- thing new every day. Because every site is different, every project is different. On top of the technical challenges, the network of people involved on every project is different. It is the uniqueness of each project and the extensive network of project influencers outside our own organizations that lead to unlimited learning opportunities. Take advantage of the experience of others, learn from their suc- cesses and failures, not just your own. I am far more comfortable now seeking help from others than when I was younger. There is comfort in knowing that we don’t have to know it all. But do know how to get the information or knowledge you seek through research or by talking to the right people within your network of experts. Communication Communication is the basis for collaboration, education and networking. If the communication isn’t there, you have nothing. Most of the mistakes that I have seen (and committed) in my career were due to poor communication. To optimize communications and eliminate errors due to noncommunication, lack of communication or miscommunications, you have to look at the root cause of the error and systemically eliminate it. In many cases, a technical problem is eliminated by creating new rules or guidelines, but the root cause of the problem – the poor communication – is not addressed. Communication is typically greatest where everyone is working towards the same goal. There is no need to hide anything, and it’s easy to communicate in a collaborate environment with nurturing leaders. Let information flow throughout the organization, every individual has a voice, their contributions are valued and their opinions are respected. The mode of communication is also impor- tant, especially in the current electronic age. Sometimes there is no substitute for a face-to-face conversation, especially if there are potential emotional implications. The Greatest Lesson Learned AUTHOR Scott Dodds, Executive Vice President, Brayman Construction Corporation Learning something new every day; working with intelligent, dedicated, innovative people; and never have a boring day at work, is the greatest lesson that I have learned. DEEP FOUNDATIONS • MAY/JUN 2014 • 67 Collaboration, Networking, Education and Communication
