showed the foundation team my Join-Up video. They were not at all sure how the film would be accepted—after all, I was a cowboy talking about horses.
The consultants needed to stir up creativity and willingness, and began by exposing the team to metaphors from the horse world. Time was limited: they had only two days to put the team together. To take an hour out of those critical days to see a video about a horseman was a bold step for these consultants. Would the foundation team see the connection between the nonconfrontational methods I use with horses and its need for people to accept a completely new information system? The team was asked to write down all the connections they saw between the project in front of them and the film. Within two minutes people were nodding, then busy writing and listing the connections as they saw them—more than a hundred in all, including: a nontraumatic, noncoercive environment; allowing bucking to occur; expecting resistance; keeping the pulse rate down; establishing trust; and keeping the dialogue flowing. They recognized the value of never taking out their frustrations on a colleague.
The consultant team sat back at this point, breathed a deep sigh of relief and realized the message was getting through. Join-Up became a metaphor for the willing acceptance of change that the team sought.
The film helped to establish the tone of the workshops and the changeover to the new system went well. In record time, Paradyne was reaping the benefits of change, with a level of acceptance its executives had previously not considered possible.
In 1999, I was in Texas meeting with my friend Flip Flippen about his work with the school systems in parts of that state. And as an aid to our conversation he told me about an interesting experience he had with Transit Mix.
A CORPORATE EXPERIENCE Transit Mix
Join-Up has the power to transform a workplace in terms of efficiency and employees’ motivation and satisfaction. Turns out Transit Mix Concrete & Material Corporation was in real need of all three.
It faced mounting costs caused by high turnover among the drivers of trucks used to deliver concrete and materials. It was costing the firm $2,200 to train a driver and the turnover rate was a staggering 72 percent every six months. The cost of accidents also cut deeply into its profits.
Flip Flippen of M. B. Flippen Associates was brought in by Mark Stiles, president of Transit Mix, to meet company executives and improve performance. Flip is a psychotherapist who owns one of the most successful teacher-educator companies in America. In 1997 he was lying in bed reading alongside his wife, Susan, who was watching a PBS special, a documentary on my gentling of the wild mustang Shy Boy in the high desert. Half listening, at first he thought the program was about kids, not horses, but he soon sat up and listened attentively to the rest of the documentary.
Later, he bought a copy of the video and asked some of his staff to watch it. They were fascinated but didn’t get its relevance to their work until Flip asked them to close their eyes and listen. “Tell me,” he asked. “Is he talking about horses or kids?”
Flip became a close friend and we later collaborated on a video used for instructional purposes in the school system. Although I had developed my approach from my work with horses and his had grown from his knowledge of children and teachers, there was a strong relationship between my concepts and his teaching methods. Although his work is primarily educating teachers who work with children, he and I had been collaborating for about a year when he got the call from Transit Mix, which asked him if he could use his renowned skills for improving educational performance to help solve its corporate problems. Flip took a hard look at the driver problem. Cement trucks carry a heavy load that rides high over the truck’s mainframe. With that high center of gravity, these vehicles are prone to overturn at the slightest miscue. The drivers are in charge of loading and unloading, washing the truck after each off-loading and preparing their unit for the next trip. The work is strenuous and the scheduling tension-packed. And when drivers quit, qualified replacements were scarce—in part due to a construction boom and an all-time low unemployment rate in Texas.
Another area of concern was property damage. Because of high turnover, competent operation of the vehicles was at a low level. Backing into someone’s building or crunching the contractor’s Mercedes was an expensive proposition.
After a few days of observation, Flip had identified what he believed was the primary problem. “The company and these drivers,” he said, “have not joined-up. I found a window, up high in the office building where I could see a large portion of the operation. I watched the drivers arriving in the morning, parking their cars, taking over their trucks and starting their day. They never talked to anybody and no one spoke to them. When their truck was loaded, off they went, getting directions from a dispatcher on their CB radios.”
Flip concluded that the drivers were seen as little more than robots. When he met them to hear their concerns, he discovered that they were completely disengaged from the company. Their basic concern was “When is pay day and how much do I get?”
Flip and I had discussed the fact that every time I do Join-Up with a horse, I give him a rub between the eyes; I let him know that I care; then I communicate with him, form a relationship and earn his trust and respect. Flip then put in place the EXCEL Leadership Model, which he uses with teachers. It consists of a series of steps almost identical to my own in the round pen. As in Join-Up, first comes the welcome—one of the most important phases of building trust. My rubbing of the horse’s forehead is analogous to offering a handshake, saying “hello” and exchanging pleasantries. Flip told Transit Mix executives that they had to listen to the needs of their employees, much as I listen to my horses.
Flip spent considerable time with the executives and established their individual needs and wishes, both for their working lives and for the company—he literally joined-up with them and urged them to engage with their drivers in the same fashion. He went around the room shaking their hands, asking them if they had ever shaken the hands of their drivers. Each had to admit that he had not, and all agreed to give the plan their best shot. This was vital, because it is impossible to make significant change in a company unless you have agreement at the top level.
The executives had to convey concern, interest and commitment to the truck drivers and let them know that they were important and respected employees. They started meeting the drivers every morning, shaking their hands and exchanging a few words about their plans for the day. A new company attitude began to take shape.
New drivers and their families, many of whom spoke Spanish as their first language, experienced difficulties when first coming to town. So the company hired a social worker to help relocating families with telephone or electrical hookups, in registering children in school or finding a doctor. The social worker even went to workers’ homes to discuss with spouses things such as job benefits and preschool classes, how to find tutoring services or set up car pools, since the head of the household often drove the family’s only vehicle to work. Taking a lot of the stress out of matters at home left the men better able to concentrate on work. The social worker’s job was equivalent to Follow-Up, which enables the trainer to create a bond of trust with the horse. The workers had found a safe place, which enabled them to respect their managers and give their commitment to the partnership.
At one point, the child of a driver became seriously ill. The company helped out and it was astonishing how many other drivers showed up to help the family as well. Transit Mix suddenly had a team.
Flip then decided to bring company executives to watch one of my demonstrations where they too learned the power of Join-Up. Managers went back to work with a new enthusiasm, which they communicated to employees, and goodwill flourished. Shop mechanics would shake hands with drivers; there was a new willingness to work harder to resolve problems.
At the same time Transit Mix executives, Bill McWhirter, president, and Haywood Walker, COO, under Flip’s guidance, instituted a certified professional driver program. After a thorough training course, certified drivers got a bonus, a raise and a patch for their uniforms. This created an elite corps within the drivers’ group. Men