Building People: Our Most Rewarding Mission (Video)

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Barts Electric, a national electrical construction contractor, is at the forefront of the electrical industry, leading with a commitment to excellence. In this video transcript, we gain insights into the company’s philosophy on leadership, team building, and the continuous development of their electricians. Whether you’re an experienced journeyman or someone aspiring to become an electrician, Barts Electric is an organization that values growth and invests in its people.

The Role of Leadership

The video opens with a recognition that while Barts himself may initiate and set the tone, the scale of the company, with over 200 employees, necessitates a distributed approach to leadership. It acknowledges the impossibility for one person to touch every individual daily. Instead, the focus shifts to building a robust leadership team capable of carrying the company’s mission forward.

Team Building and Expectations

To ensure the perpetuation of their values, Barts Electric emphasizes the importance of building a strong team. Barts starts by investing time in training and leadership development for senior team members, foremen, and project managers. The expectation is clear โ€“ leaders at every level should not only excel in their roles but also actively contribute to building the next tier of leaders.

Regular Conversations on Building People

A distinctive feature of Barts Electric’s approach is the regularity with which team building is discussed. From meetings to casual conversations, the question of “Who are you building?” is a recurrent theme. The emphasis is not only on professional growth but also on personal development, as demonstrated by the assignment given to employees to connect with and spend time with their peers in the company. This personal touch adds a unique dimension to their leadership philosophy.

Prioritizing Employee Growth

The video underscores the company’s commitment to prioritizing employee growth over administrative tasks. While paperwork and administrative responsibilities are acknowledged as essential, the core focus remains on spending time ensuring each team member is growing and being taken care of. This commitment fosters a work environment where individuals feel valued and supported in their professional journeys.

Barts Electric’s leadership philosophy revolves around the idea that building a successful company starts with building strong individuals within the organization. For electricians looking to join a company that values continuous growth and invests in its people, Barts Electric stands as a beacon in the electrical construction industry. With a commitment to leadership development, team building, and a personalized approach to employee care, Barts Electric is not just a workplace; it’s a community dedicated to the success of each team member. If you’re an electrician seeking new opportunities, remember, Barts Electric is always on the lookout for new apprentices and experienced journeymen to join their thriving team.

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Complete Video Transcript

You know, Bart is the one who says it, and Bart is the one who starts it. However, Bart can’t do it all. We’ve got over 200 employees here, and to think that Barts Electric is going to touch every single person every single day, that’s just more than one person can do. It’s an unrealistic expectation.

So, he has to start the message, but then he has to expect the leadership to take it and carry it to the next level. That next level needs to carry it beyond them. It begins with him building his team around him and spending time giving training and leadership to his senior team, senior foreman, and the project managers. Setting the expectation of, “I’m building you, who are you building?” is a regular part of all our conversations in many meetings. “Who have you built? Who are you building?” I have a meeting this Friday, and one of our assignments between now and Friday is to get on the phone or go see in person an employee in the company sometime this week and spend some time with them, see how they’re doing, check in on them.

It’s nothing formal; it’s nothing fancy, but it’s a specific assignment to go and build somebody this week. I love those times, those meetings, those interviews. They’re very well worth the time and energy. It’s a lot more rewarding and a lot more valuable than making sure I’m getting all my paperwork for insurance filed (we do that too; it matters; we can’t ditch the paperwork).

To say, “I’m going to spend 15 to 30 minutes just making sure a guy’s growing and making sure a guy’s being taken care of” โ€“ so the message just keeps going down. Constantly talking about and reminding that that’s the priority, and that’s what matters

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Complete Video Transcript

You know, Bart is the one who says it, and Bart is the one who starts it. However, Bart can’t do it all. We’ve got over 200 employees here, and to think that Barts Electric is going to touch every single person every single day, that’s just more than one person can do. It’s an unrealistic expectation.

So, he has to start the message, but then he has to expect the leadership to take it and carry it to the next level. That next level needs to carry it beyond them. It begins with him building his team around him and spending time giving training and leadership to his senior team, senior foreman, and the project managers. Setting the expectation of, “I’m building you, who are you building?” is a regular part of all our conversations in many meetings. “Who have you built? Who are you building?” I have a meeting this Friday, and one of our assignments between now and Friday is to get on the phone or go see in person an employee in the company sometime this week and spend some time with them, see how they’re doing, check in on them.

It’s nothing formal; it’s nothing fancy, but it’s a specific assignment to go and build somebody this week. I love those times, those meetings, those interviews. They’re very well worth the time and energy. It’s a lot more rewarding and a lot more valuable than making sure I’m getting all my paperwork for insurance filed (we do that too; it matters; we can’t ditch the paperwork).

To say, “I’m going to spend 15 to 30 minutes just making sure a guy’s growing and making sure a guy’s being taken care of” โ€“ so the message just keeps going down. Constantly talking about and reminding that that’s the priority, and that’s what matters