Annual Convention Reservation Deadline This Month

Registration for the WICA 2018 Annual Convention will close this month on Wednesday, August 15th. It will also be your last chance to book a room at the Grand Wailea Resort at the discounted group rate. While there are still rooms available we anticipate rooms at the discounted rate will be sold-out soon. Rooms are available starting at the group rate of $258/night excluding taxes and fees and can be booked online here or by phone at (800) 888-6100 (be sure to mention the group name: WICA.)

Convention begins Sunday, September 16th with an exclusive Catamaran Cruise schedule for 7AM – 2:30PM. Climb aboard this 65-foot Catamaran for a beautiful morning of sailing, snorkeling, and exploring all that Hawaii has to offer. This privately chartered and fully staffed and spacious catamaran provides a more than ideal way of experiencing Hawaii from the sea. The spacious deck and shaded cabin areas are designed for maximum comfort. Don’t miss out on this once in a lifetime experience. Register for the Catamaran Cruise Today!

Register For The Catamaran Cruise 

WICA is also offering a limited number of Catamaran Cruise Sponsorships for $500 each.  If you are interested in becoming a sponsor of this event, you can register online here.

Sponsor The Catamaran Cruise

Later that evening join us at the Opening Reception from 5:00PM-7:00PM. Convention continues Monday morning with a Keynote Breakfast featuring the seminar “Learning, Leading and Leaving a Legacy” by Mark Matteson.  Following the Keynote Presentation, Jon McCleary from Performance Contracting, Inc. will give a presentation, “Building the Future, Preserving the Past.”  Rounding out our educational morning will be our final seminar, “Sales Success Strategies” by Mark Matteson.

Monday afternoon, members can participate in the Annual Convention Golf Tournament at Wailea Golf Club – Gold Course, with stunning panoramic ocean views. During the the morning seminars spouses can attend the Spouse Program which will feature a Hawaiian Cultural Experience & Lunch. Participants will enjoy quintessential Hawaiian activities followed by a group lunch at Bistro Molokini.

On the final day of convention members can look forward to the morning of business meetings with Contractors & Manufacturers having a joint roundtable breakfast before meeting separately and the WICA Annual Business Meeting. Finally Contractor Members will meet with Union Leadership and discuss the most pressing labor issues. The convention will conclude Tuesday evening with the President’s Reception and Dinner which will be a black and white dinner where attendees are asked to wear black and/or white clothing (not formal attire.)

Don’t miss out on energizing and productive days of conversation and education. Register before August 15th and reserve your place. If you have any questions or requests please call the WICA office at (801)364-0050 or email Leanna at leanna@wica1.com

For additional information on the schedule of events or additional taxes & fees please click here.

Download PDF Registration Here

Download Convention Brochure Here

ANNUAL CONVENTION SCHEDULE:

SATURDAY, SEPTEMBER 15, 2018

1:30PM-4:00PM | WICA Board of Directors Meeting

SUNDAY, SEPTEMBER 16, 2018

7:00AM – 2:30PM | WICA Catamaran Cruise
5:00PM – 7:00PM | Registration & Opening Reception

MONDAY, SEPTEMBER 17, 2018

6:30AM – 7:00AM | Registration
7:00AM – 8:20AM | Keynote Breakfast – “Learning, Leading, and Leaving a Legacy” by Mark Matteson
8:20AM – 9:45AM | Seminar – “Building the Future, Preserving the Past” by Jon McCleary
SPOUSE PROGRAM
9:30AM – 12:30PM | Hawaiian Cultural Experience
10:00AM – 11:30AM | Seminar – “Sales Success Strategies” by Mark Matteson
GOLF TOURNAMENT
1:00PM – 6:00PM | Golf Tournament – Wailea Golf Club Golf Course

TUESDAY, SEPTEMBER 18, 2018

7:30AM – 9:00AM | Industry Outlook & Update Roundtable Breakfast
9:00AM – 9:30AM | Contractor & Manufacturer Separate Business Meetings
9:30AM – 10:15AM | WICA Annual Business Meeting
10:15AM – 10:30AM | Morning Break
10:30AM – 11:30AM | Contractor Meeting with Union Leadership
6:30PM – 7:30PM | President’s Reception
7:30PM – 10:00PM | President’s Dinner – black and white dinner where attendees are asked to wear black and/or white clothing (not formal attire.)

ADDITIONAL DETAILS

ADDITIONAL FEES NOT INCLUDED IN ROOM PRICE:

  • Daily Resort Charge: $25/Room per night
  • Porterage Fee: $10/person, roundtrip
  • Golf Bag Porterage (if used): $3/bag, roundtrip
  • Housekeeping Gratuity: $3/room/day
  • Parking Valet – $30/car/night
  • Room Rates & Fees Tax: 14.416%

Utilizing The WICA Membership Portal

WICA logo placeholder

Do you have your login credentials for the WICA Website? The WICA website provides labor documents & other imports materials online for members to access when needed, including:

  • Local Union CBA’s
  • Wage & Benefit Survey
  • CLRC’s Overall Market Share Summary
  • Industrial Maintenance Market Recovery Agreement
  • WICA Membership Directory

Members that need access to their log-in information can email Jennifer in the WICA office at jennifer@wica1.com or contact the WICA office at (801)364-0050.  

Additionally, we are in the process of updating membership records for all companies and individuals. In late July a representative from each company were contacted by the WICA office. If you have any concerns about your directory entry or would like to serve as a representative for your company please contact Jennifer in the WICA office at (801)364-0050. We appreciate your cooperation! 

5 Behaviors of Leaders Who Embrace Change

By: Edith Onderick-Harvey

At best, mergers and acquisitions (M&A’s) have a 50/50 chance of reaching their intended results. Study after study puts the failure rate closer to 70-90%. Why is the failure rate so high? Repeatedly, research cites the human factor as the leading reason why mergers and acquisitions fail.

Part of the issue is how organizations view the human aspect of the closing date, which is usually treated as the end of the transaction, when it’s really just the start of change. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Their people are no longer part of the organization they joined. Their sense of normal is disrupted. In response, they may choose to hold on to the past and what’s comfortable or feel a bit disoriented as they search for their place in the new company. In the midst of the disruption, new challenges and opportunities will arise not just in the integration of the new organization, but in its marketplace and among its customers. And, the merger or acquisition won’t be the last change they are facing. CEB reports that the average organization has undergone five enterprise-wide changes in the past three years and 73% expect change to accelerate. In this environment, change agility needs to be part of the new organization’s and leaders’ DNA. It can’t just exist in a few people in the organization; it needs to be the way business gets done.

Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. They try to make change thinking contagious, embedding it into everything they do from the most fundamental daily interactions to the most complex strategy.

Change-agile leaders demonstrate five integrated behaviors that, together, create a competitive advantage for the organization. They:

Share a compelling, clear purpose: Purpose is the guardrail for actions. Change agility requires an answer to the question “Why?”, so that people can fight the natural instinct to resist change. The answer needs to tap into what’s meaningful and important, providing an irresistible invitation to come along. As CEO Shoei Yamana of Konica Minolta has said, “My belief is that people don’t work for numbers…they need to share the same belief that they are creating value in some way.” If you can’t articulate a clear purpose behind the changes being made, it’s unlikely that your employees will be able to implement them.

Look ahead and see opportunity: Most leaders view this as the role of senior executives. To infuse change agility into your culture, mid- and front-line leaders — who are closest to the markets, customers, and daily operations — need to be encouraged and invested to see opportunities in what they do every day. They need to look beyond this month or this year to identify trends and take action. History is littered with market leaders who didn’t see the opportunities ahead or take action on them. Kodak, Sears, and Motorola are just a few.  To build this behavior into the organization, leaders should:

  • Make opportunity-seeking part of the regular conversation. Simply asking questions like “What are our customers talking about? What do you think they will want a year or two from now? What new trends do you think will impact us?” sends the message that looking ahead is important.
  • Provide space to experiment. When a potential opportunity is identified, allow individuals or groups to experiment with ways to take advantage of it. Minimize the need for multiple layers of sign-off.  It makes the culture too risk averse and squelches momentum.
  • Advertise successes. Nothing breeds success like success. Tell the stories at company events and recognize middle and front-line leaders who are looking ahead and identifying opportunities. Show that the status quo is not enough anymore.

Seek out what’s not working: The old adage says that bad news doesn’t travel up. During the integration of an acquisition or even in the internal merger of business units, there will be bad news that the organization needs to learn from. But for real learning to occur, people need to feel psychologically safe to share the good, the bad, and the ugly.

Consider this example: Derek was leading the integration of several internal units into a merged organization. This integration created a new team of direct reports for him. Over the course of the integration, he worked on creating the psychological safety for his team to discuss the challenges of working together and of the integration overall. They used a trust framework to openly talk about what they were doing to build and breakdown trust with each other. Individuals discussed what they brought to the team and what they needed from their fellow team members.  They did pulse checks to assess their alignment and where there was work to do. They had difficult conversations. This type of open conversation and psychological safety cascaded through the new 250-person organization. It culminated in a two-day meeting for the entire organization that included open conversations about what was working well and what opportunities and challenges this new organization needed to address for its clients. The meeting also included a read-out of the employee engagement survey scores that, in the midst of the turbulence of an integration, were among the highest in the company’s history.

Promote calculated risk-taking and experimentation: Robert Kennedy, paraphrasing George Bernard Shaw, said, “There are those who look at things the way they are, and ask why. I dream of things that never were, and ask why not?” Too often, our traditional organizations’ first response to a risk is to ask, “Why?”  Change agility requires leaders to ask “why not?” and to establish opportunities for pilots, prototypes, and experimentation. Experimentation is an integral part of R&D. While an overall strategy informs the researchers’ focus, any R&D scientist will tell you that there are sometimes dozens of experiments that don’t get results and that, without the failures, they couldn’t find the successes.

Look for boundary-spanning partnerships: As work becomes more complex, it takes teams and cross-boundary collaborations to build products, attract customers, and achieve results.  Change-agile leaders and organizations are replacing functional silos with formal and informal organizations that allow for the rapid flow of information and decision-making around a product, customer, or region. For example, Maureen is a mid-level learning and development leader at a global tech company that’s growing rapidly through acquisition. Having growth and development opportunities for key talent has been critical for retention, and enhancing the employee experience is a strategic focus. Learning and development teams are dispersed across the organization, working independently to address business unit needs. Looking ahead, Maureen sensed that the company was also going to be focusing on efficiency in response to market changes and the continued integration of the acquired companies. Seeing the opportunity to improve the employee experience and create cost efficiencies across the learning organizations, she brought together her fellow learning leaders. They designed and implemented a new shared services organization that centralizes training development and vendor management. It will create standardized branding and processes, leverage tools, and create cost savings from consistently negotiated contracts. This creates a more consistent employee experience across learning functions and more efficiently addresses learning needs across the company.

These five behaviors, when used in concert with each other, create culture shifts that increase change agility. They are shifts that need to be made at all levels of leadership. They can mean the difference between M&A success and being an also-ran.