NO MORE SUCK IT UP A LITTLE MORE BY ALL OF US A LITTLE MORE FOR ALL OF US I have one. And I bet you do, too. Someone in our family and friend circles who is struggling. Someone who is up against it. Someone who is dealing with some form of mental illness and is either working on it or it is working against them. In our industry, nobody wants to talk about it. "How about those Niners?" is as deep as we want to go, especially on the job site. A male-oriented industry where wearing your ego on your sleeve and your body armor over your emotions is the norm. Tough business. Tough people. Tough times? Tough shit. Suck it up. The numbers on this challenge tell a story that we as leaders must act upon.  19% of US workers surveyed rate their mental health as poor or fair. Employees with marginal mental health miss 4x as many days of work The highest concentration of those with mental health issues, particularly depression and anxiety, are those under 30. According to the National Alliance for Mental Illness, these issues cost employers $47.5 billion in lost productivity each year. And that is why construction is always ranked either number one or two each year for occupations where people commit suicide. I find that fact disturbing and tragic. So, let's break it down: This industry proclaims safety as its number one foundational value. We spend time, effort, and a lot of money on it. Wear your PPE. Lift with your knees. Wear your harness. Secure your ladder. Get that chinstrap for your hard hat. But where is the emotional fall protection? Where are the care and empathy for an industry where so many people are so obviously struggling? Is safety about rules, compliance, and Cal-OSHA, or is it about doing the right thing for the man or woman in the workplace? What if the most dangerous hazards are not the ones easily seen or heard? It is no wonder that construction is up there on the scale of suicide and mental illness. Right at the top with military combat veterans and first responders. Why? Similar cultures. Similar challenges. Don't show weakness. Don't ask for help. Hide vulnerability with humor or silence. Numb it with alcohol or drugs. Pretend it doesn't exist. Jobsite safety without psychological and emotional safety is hypocritical at best and bad business at worst. But the truth is that this is not a business issue, impact, or cost. It is a matter of human impact and cost. It is incumbent on us as leaders to foster workplace cultures that are more open, considerate, and proactive. It is vital that the employees of our organizations know that they can be open to discussing their challenges, asking for resources or help, or offering the same to those with whom they work. Yes, I have one in my own family. And you likely do, too. It is even likely that many of you reading this yourself have had times of personal struggles. So how about we don't turn a blind eye to it anymore? How about we accept that safety needs to be more encompassing and humanistic? A focus on mental health in the workplace and the job site is not a heavy lift; it is truly just a little extra effort by all of us, for all of us.

Every training director knows that the best apprenticeships go beyond the basics. But what if we told you that there's a dimension often overlooked, one that could elevate your program from good to outstanding? Between learning the tools and techniques, there's another key factor: the well-being of the apprentice. Training centers not only create skilled workers but also cultivate well-rounded individuals. Let's explore how training centers can merge personal well-being with building professional skills: More Than Just Skills: The Two-Fold Duty of Training Centers Let's take a look at two apprentices: Tom and Steve. Tom has steadily improved his skills on the tools. But there’s a noticeable drop in performance when he gets stressed or feels down. On the other hand, Steve is naturally skilled but often feels overwhelmed by team dynamics. This is where the importance of well-being comes in. If training centers also focus on helping them learn to balance their mental and emotional states, Tom and Steve can thrive. Helping them learn this balance is a pivotal role of training centers. Blueprints for Success: Building Better Apprentices Here's a deeper dive into key strategies that can make a marked difference for your apprentices: Regular Check-Ins Periodic checks aren't just about assessing progress in getting the skills and experiences they need. For instance, consider a monthly "What About You Wednesday" where trainers sit down with apprentices check in with apprentices and see what’s going on in their lives. Such conversations can unearth important concerns, like serious challenges in balancing work, studies, and personal life. That provides the opportunity to jump in and provide timely support and guidance before concerns become problems. Work-Life Balance Workshops Balance is key for sustained productivity and health. Organizing workshops featuring guest speakers who've mastered balance in the demanding construction world can be enlightening. These sessions can offer practical tips, like how Skyler manages his demanding work schedule to ensure quality time with his young family. Conflict Resolution and Communication Skills Building structures is one thing; building relationships is another. By hosting role-playing sessions, apprentices can practice navigating workplace conflicts. Imagine a scenario where two apprentices, Jose and Aisha, disagree on hhow to handle an important task. This gives them a safe space to practice resolving issues while fostering better communication skills. Mental Health Resources Providing access to professional mental health resources can be a game-changer. Say an apprentice like Sam is grappling with serious personal issues; making sure that he has an easy way to get the help he needs can provide immediate relief and guidance, ensuring his personal struggles don't block his path to professional success. Wrapping It Up In training apprentices, it's not just about teaching the trade. It's equally about teaching people to live their best lives within the trade. By focusing on their skills and well-being, we're crafting a stronger, more resilient future for the construction industry.

Apprentice training programs are renowned for shaping the next generation of builders and craftsmen. They provide aspiring apprentices with the technical know-how, hands-on experience, and mentorship they need to excel in the industry. But have you ever wondered about the broader impact of these programs beyond construction sites? It turns out that apprentice programs don't just build structures; they also mold individuals, equipping them with valuable personality traits that pave the way for success in their professional careers and personal lives. In this blog, we'll explore how apprentice programs foster six key personality traits and how these traits transcend the workplace, benefiting apprentices in managing their personal lives. 1. Adaptability: Mastering the Art of Flexibility in a Changing Landscape Imagine standing on a construction site, poised to begin your workday, only to have it interrupted by a sudden deluge of rain. Situations like this are commonplace for construction apprentices, serving as a real-world classroom for adaptability. This skill is just as applicable in everyday life, where plans can change in the blink of an eye, requiring you to adapt without missing a beat. 2. Teamwork: The Cornerstone of Cohesive Relationships The construction industry thrives on successful collaboration. Apprenticeship programs teach the art of teamwork through experiences like jointly erecting a scaffold. Such teamwork skills are equally vital in interpersonal relationships, be it at family functions or group activities, where harmonious interactions and shared responsibilities are key to success. 3. Problem-Solving Skills: Tackling Life's Complexities with Ease When construction apprentices face unexpected equipment failures, their problem-solving skills come to the forefront. This skill is transferable to various aspects of personal life, empowering individuals to navigate challenging situations—whether repairing a malfunctioning home appliance or gracefully resolving conflicts in relationships. 4. Communication: Fostering Authentic and Effective Interactions Clear and precise communication is not just a job requirement—it's a lifesaver in construction. Similarly, effective communication is the linchpin of strong personal relationships. The ability to articulate complex tasks or ideas at work translates into the equally important skill of expressing feelings and listening attentively in intimate conversations. 5. Work Ethic: A Steadfast Commitment to Personal Excellence Punctuality, dedication, and proactive behavior are the hallmarks of a strong work ethic in the construction industry. These traits resonate in personal pursuits like maintaining a consistent exercise regimen or investing in lifelong learning. A strong work ethic is the foundation upon which personal growth is built. 6. Initiative: Proactively Navigating the Path to Personal Development Apprentices are encouraged to take the reins on their own development, seek out opportunities, and learn from experienced mentors. In one's personal life, this resembles the proactive pursuit of self-improvement, be it through adopting a new hobby, setting personal milestones, or fulfilling life ambitions. In Summary: Apprentice Programs Build Complete Individuals, Not Just Skilled Craftsmen Apprenticeship programs in the construction industry don't just manufacture skilled workers; they mold individuals with exceptional qualities. These attributes, honed through rigorous training and guided mentorship, are universal life skills. They serve as invaluable tools in building resilient, well-rounded personalities capable of conquering a range of professional and personal challenges. As apprentices graduate from their programs, they take with them more than just job-ready skills. They carry the invaluable traits of adaptability, teamwork, problem-solving, communication, work ethic, and initiative. These are life's Swiss Army knives, aiding individuals in navigating the multifaceted challenges that life inevitably throws their way. Apprenticeship programs, therefore, offer more than vocational training—they provide a comprehensive education for life.

P icture this scenario: John is a construction apprentice who’s been given a new task he’s never faced before. It’s a big challenge for him and he doesn’t really know how to get it done. Now let’s take a look inside John’s head. We might find him thinking one of two ways: Using a fixed mindset or a growth mindset. People typically tend to use one or the other – and the difference has a lot to do with our success in training great apprentices. People with a fixed mindset believe that their capabilities are set. In other words, everyone has their strengths and weaknesses and there’s no real way to change that. Bad at math? Nothing’s going to make you not be bad at math for the rest of your life. People with a growth mindset believe they can level up. They think if they can practice and get help, they’ll get better at math even if they’ve struggled before. Enough with the definitions. Let’s go back to what’s going on in John’s head and look at the impact of the fixed and growth mindsets. If John has a fixed mindset, he’s going to get frustrated with his new task as he struggles with it. His confidence drops. “Maybe I’m just not cut out for this,” is something that’s going to go through his head. Maybe, if that thought occurs to him often enough over the weeks and months, he loses heart and quits. If he doesn’t quit, he’ll probably always want to work on the tasks he thinks he can do well and do his best to avoid those where he’s not confident. If John has a growth mindset, he’s going to look at this new task as a challenge and be eager to take it on. He recognizes that he’ll make mistakes but knows that he’ll learn from them and grow his overall skill set. He’ll see it as a chance to get better and seek help from more experienced people around him. He’ll be resilient to the difficulties he encounters along the way. Anyone choosing between the two is going to want “growth mindset” John. And here’s the key: Mindset isn’t fixed. Apprenticeship programs can help their apprentices adopt a growth mindset with all the benefits that it brings. Here are some simple approaches you can use to create a growth mindset in your program: Learning from Expert Mentors We’ve talked about the value of mentorship before. Mentors aren’t just another kind of instructor, but someone who can provide support and share their own experiences with setbacks and how to adapt to them. They can talk about challenges they’ve faced and the solutions they learned, helping apprentices quickly learn valuable lessons secondhand. Sharing Real-Life Stories from the Program Your program has no shortage of apprentices who started off slowly but worked hard and became great construction professionals. Have them tell those stories or have your instructors do it. Highlight how determination and guidance helped them get to where they are. The message of the growth mindset is that anyone can succeed if they’re willing to try hard, make mistakes, and learn – and the living examples are all around your apprentices today. Turning Mistakes into Insights Share stories of overcoming early mistakes. For example, Sir James Dyson had an idea for a vacuum cleaner and built 5,127 prototypes before getting it right. Encourage apprentices not to dwell on the “messing it up” aspect of their mistakes, but to identify lessons to be learned and strategies for improvement. This builds resilience and a habit of learning from experience. Setting Goals and Tracking Progress Encourage your apprentices to set long-term goals and break them down into shorter-term goals and steps. Track their progress with them and celebrate their achievements. This helps apprentices make the connection between effort, growth, and success in their own careers. Embracing Challenges and Feedback Finally, encourage your apprentices to take on different challenges and expand their range of skills and experiences. Have them seek constructive feedback from mentors and colleagues along the way. Building a habit of taking on new challenges and learning from feedback now will ensure that they continue to grow and develop as they mature into construction professionals. Mindset is a powerful force that apprenticeship programs can harness for tremendous benefit. Want a can-do attitude and a culture of persistence? Build a growth mindset in your apprentices and watch it happen.

Helping More Women Begin Careers in Construction

In our recent survey of apprenticeship programs, we found that approximately 20% of apprentices quit or get expelled in the first two years. That’s a big hole in the buc ket for an industry that is desperate for all the good, young talent it can get. Is it because the job is so tough? Possibly. But it’s not like apprentices didn’t know that going in, right? Maybe… But maybe not. You Want the Truth? You Can’t Handle the Truth! In the rush to attract applicants, it seems foolish to bring up all the reasons someone might not like a job. Why say anything to dissuade anyone when it’s so hard to attract them in the first place? There are much more exciting things to talk about. Applicants have their own ideas about what’s important to them in a job. We’ve all spoken to applicants who have a million questions about health insurance, retirement plans, and all the benefits of a career in union construction – yet they don’t have a particularly clear idea of what the trade actually does. And then there are the ones who make it to the end of the interview and say, “So I’m not so good with heights. Is that a problem?” Or, worse, the ones that don’t even own up to it. They figure they’ll find a way out if and when someone hands them a harness and points up… way up. Why Not Let Them Figure It Out for Themselves? We all know that a career in construction requires hard work, long hours, and working through harsh and challenging conditions. Working outside in the worst weather? Yes, it happens. Getting yelled at on the job? We’ve all been there. And we’ve all been through much worse, too. But how much do your apprenticeship applicants really know about that side of construction work? And how much does it really matter? Setting realistic expectations during the apprentice selection process matters a lot. Why? Because if someone has unrealistic expectations, they’re going to react strongly when they get hit hard and weren’t warned about it. And when those unexpected hits keep stacking up, that’s when they start to think, I don’t need this. Across industries, statistics on people who quit jobs show that nearly 50% do so within the first six months. That’s when they’re new at the job and are deciding whether they should stick with it or move on. And in a time of historically low unemployment, they know they’ve got options. The Solution: Level with Your Applicants, but Do It the Right Way Here's the fix: Just tell them what to expect, both good and bad. In the hiring industry, it’s called giving applicants a realistic job preview (RJP, for short). As long as we fail to do this with our apprenticeship applicants, it will haunt us. A realistic job preview is a balanced look at a career in construction and life as an apprentice. It tells your applicants, “Here’s what to look forward to and what to be ready for.” In the end, it’s treating them like adults who should be fully informed before they make a career decision – a decision that also impacts the trade. At APS, we believe in providing an RJP early in the process, before testing or interviewing. Why? Because if someone is going to recognize that this isn’t the career for them, it’s best if they do it before they have any skin in the game. In other words, before they’ve put significant effort into getting hired. Will you lose applicants? Yes… a few. But those are mainly going to be applicants who recognize that they’re not right for the job. The vast majority of applicants will really appreciate you leveling with them and see it as a positive sign of your professionalism. Everyone W  ins So, does it work? Yes, it does. Apprenticeship programs we’ve worked with find that the RJP makes a real difference, and not just in turnover rates. Program directors report that applicants enter interviews better informed about the apprenticeship and what to expect. They’re also more serious about the program in general. Lower turnover and better-prepared apprentices deliver a significant plus for an industry that desperately needs fresh talent. And all it takes is setting the right expectations.

Construction work demands physical strength but let us not overlook the significant impact it can have on the mental well-being of apprentices. It's time to highlight this crucial aspect of their well-being and explore why it should be a top priority. The Centers for Disease Control and Prevention found that construction has one of the highest suicide rates by population, with a staggering rate of about five times higher than the general population. This translates to 53 suicides per 100,000 workers. These statistics serve as a wake-up call to the mental health challenges prevalent in our industry. In this blog, we will delve into the mental toll that construction work can take on apprentices, discuss the implications of unaddressed mental health issues, and present compelling reasons why providing mental health resources and initiatives should be a cornerstone of apprentice training schools. Building Support Systems: Just as sturdy scaffolding supports a construction structure; apprentice training schools must establish robust support systems for their students. Creating a safe and nurturing environment where apprentices feel comfortable discussing their challenges and seeking help is essential. Mentorship programs, counseling services, or peer support groups can serve as pillars of support. These systems will provide apprentices with the necessary foundation to address their mental health concerns effectively. When apprentices feel supported, they can better manage stress, anxiety, and other mental health issues, ultimately leading to improved well-being and increased productivity. Raising Awareness: Construction projects often involve high-pressure deadlines, long hours, physically strenuous tasks, and a demanding work environment. These factors can contribute to stress, anxiety, and other mental health challenges. By organizing awareness programs, apprentice training schools can shine a spotlight on mental health, reducing the stigma and encouraging apprentices to seek help when needed. Workshops, guest speakers, and informative resources can empower apprentices with knowledge and open the doors to meaningful conversations. By fostering a culture of understanding and support, we can create an environment where apprentices feel safe and comfortable discussing their mental health concerns. Providing Access to Resources: Just like a well-equipped toolbox helps us tackle any construction task, apprentice training schools should ensure that apprentices have access to mental health resources. This could include offering counseling services, providing online platforms with mental health resources, and sharing information about local support networks. By making these resources readily available, we equip apprentices with the tools they need to proactively manage their mental well-being. Providing access to mental health resources demonstrates a commitment to the ho  listic development of apprentices and sets them up for success both personally and professionally. Prioritizing mental health in apprentice training schools is not just an option; it's a necessity. The high suicide rates in the construction industry serve as a stark reminder of the mental health challenges faced by apprentices. By acknowledging and addressing these challenges, we can create a supportive and resilient construction workforce. When mental health is valued, apprentices can perform at their best, learn effectively, and contribute to a positive and thriving work environment. Let us commit to building a culture that values mental health, where apprentices can thrive and succeed personally and professionally. By implementing robust support systems, raising awareness, and providing access to mental health resources, we pave the way for a brighter future in the construction industry.

As an apprentice leader, it's important to invest time in training your apprentices in basic leadership tactics. Gen Z is fantastic at communicating and connecting with technology, but they may lack the necessary skills for interactive leadership in person. By sharing these strategies with your up-and-coming millennial leaders, you can help them develop the basic leadership behaviors and tactics that are often overlooked by young people. First things first - good leadership is about more than just title, power, education, or authority. It's also about how you carry yourself and how people see you interact with them and others. Here are some tips you can share to start your leadership training: Remember that good leadership behavior is sometimes subtle. It can be a combination of manners, style, communication, body language, and self-awareness. Take the time to greet everyone by name when you enter a room or come to a job site. Stand up and greet people when they enter a room and have a firm, straightforward handshake. Maintain excellent eye contact with people and try to avoid looking at your cell phone every two minutes. Make people feel good about themselves when they're around you. Ask lots of questions and listen actively instead of trying to prove you're the smartest person in the room. Don't overreact too strongly to anything good or bad, and try not to interrupt others when they're speaking. Be positive and encouraging in your interactions with others, and give praise and recognition whenever it's warranted.  Developing good leadership skills is a journey, not a destination. By training your Gen Z apprentices in basic leadership tactics and behaviors, you can help them become effective and respected leaders in their own right. Investing in their development now will pay dividends down the road as they take on increasing responsibilities and become a driving force for success in your organization.

Best Practices for Avoiding Bias