Creating a Culture of Courage: Alan Houghton & Gordon Chalk Of Next Level Underfloor Heating And Screed Solutions On How to Create a Culture Where People Feel Safe to be Authentic & Why That Helps the Bottom Line
An Interview With Vanessa Ogle
Listen to employees’ problems and suggestions without judgement. Encourage children to express themselves freely, understanding that their opinions are valuable. For example, during brainstorming meetings, I make a concerted effort to listen carefully to each team member, ensuring that everyone has the opportunity to contribute without interruption or judgement.
In today’s fast-paced world, authenticity in the workplace and in our personal lives has become more crucial than ever. Yet, fostering an environment where individuals feel secure enough to express their true selves remains a challenge. The importance of authenticity cannot be overstated — it is the foundation of trust, innovation, and strong relationships. However, creating such a culture requires intention, understanding, and actionable strategies. As part of this series, we had the pleasure of interviewing Alan Houghton & Gordon Chalk.
Managing Directors Alan Houghton and Gordon Chalk’s top priorities in their business is customer satisfaction and striving to produce perfection in any project their company Next Level Underfloor Heating and Screed solutions undertakes.
Thank you so much for joining us in this interview series. Before we dive into our discussion our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
We both come from very humble beginnings with an understanding that if you want anything, you need to work for it! This is something we both have done. Our first job roles when we started out in the big bad world, aged 16 were floor screeders. After being with the same company for over 15 years, in charge of a squad of operatives, running whole projects ourselves from start to finish, without any senior management on site, feeling severely unappreciated and undervalued, we made the decision to leave the company and join someone who also did floor screeding but additionally, underfloor heating.
Working with the new company, the environment was totally different, management were approachable and we didn’t feel like just a number. After only a year, the company decided to step away from doing any installations and start supplying underfloor heating equipment only. This made our positions no longer required and we found ourselves without employment.
We took the decision to gamble on ourselves, knowing the high quality standard of work we provide along with our experience in the field, the last thing we wanted to do was go somewhere that we would either be just a number again or have the rug swept from under us and be left searching for another job. So this is where we find ourselves today, Managing directors of Next Level Underfloor Heating and Screed Solutions!
Can you share the most interesting story that happened to you since you started your career?
It was a crisp winter morning, and we were knee-deep in a project that would eventually become the cornerstone of our innovation. What is the current task? Making a seamless underfloor heating system for a customer with a concept as complex as a snowflake.
As we methodically prepared the framework for the underfloor heating, an unexpected twist occurred. The customer, an artist with a taste for unique beauty, wanted a heated floor that had an artistic twist. Our ordinary activity transformed into a canvas.
What’s the challenge? Each room required a unique underfloor heating design, similar to individual strokes on an artist’s palette. The living room demanded a calm, constant warmth reminiscent of a sunny meadow, but the bedroom desired the cosy embrace of a roaring fireplace.
What made it genuinely captivating was seeing the client’s eyes light up as they walked into a house that not only provided warmth but also embodied a personalised masterpiece. This was more than simply another project; it demonstrated our capacity to transform the everyday into a canvas for creativity.
As we reflect on that freezing winter journey, we are reminded that innovation is not limited to boardrooms; it thrives where creativity intersects with the daily fabric of our work.
You are a successful individual. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Adaptability — The construction sector is dynamic, thus adaptability is essential. For example, when our prior firm’s emphasis evolved, we adapted and pursued a new initiative, which finally led to the formation of our own company.
- Communication — Effective communication is essential. Clear explanations and demonstrations of duties, a lesson learnt from previous experiences, have become a vital part of our leadership style. It guarantees that jobs are completed to the greatest standards.
- Employment stability — Recognising the importance of employment stability for individuals and families has influenced our leadership. We put our employees’ well-being first, guaranteeing that they never lose their jobs unexpectedly, especially during vital periods like the holiday season.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a pivotal moment in your career or personal life when being authentic made a significant impact on your success or well-being?
One important moment jumps up clearly. When confronted with a difficult project choice early in our careers, we elected to be open and honest with our team about the intricacies. Instead than disguising uncertainty with false assurance, we openly explored our alternatives, collecting opinion and suggestions from all parties involved. This honesty not only promoted trust and togetherness within the team, but it also resulted in unique ideas that contributed to the project’s success. It emphasised the idea that authenticity is more than simply being genuine to oneself; it is also about creating an atmosphere in which honesty and openness lead the road for communal success.
What strategies have you found most effective in fostering an environment where employees or team members feel safe to express their true selves, including their ideas, concerns, and aspirations?
Creating a safe environment for honesty demands deliberate work. First and foremost, set a good example. As a leader, being vulnerable and transparent sets the tone for others to follow suit. Second, active listening without judgement is essential. Encourage open debate and value varied opinions to promote an inclusive culture. Furthermore, offering regular chances for feedback and acknowledgment encourages people to express their thoughts and concerns confidently. Finally, developing strong interpersonal relationships through team-building activities and mentoring programmes fosters trust and camaraderie, reinforcing a sense of safety in expressing one’s genuine self.
How do you navigate the challenges that come with encouraging authenticity in a diverse workplace, where different backgrounds and perspectives may sometimes lead to conflict?
Managing diversity necessitates awareness and understanding. When disputes emerge as a result of opposing ideas, it is critical to approach them with an open mind and a desire to understand each party’s point of view. Facilitating healthy discourse and mediation promotes mutual respect and understanding. Emphasising shared aims and ideals that bring the team together despite differences develops a sense of unity in the face of diversity. Furthermore, diversity and inclusion training provides employees with the tools they need to resolve disagreements in a courteous and collaborative manner, building a culture in which authenticity flourishes despite differences in background and opinion.
Based on your experience and research, can you please share “5 Ways to Create a Culture Where People Feel Safe to be Authentic?”
1 . Sharing personal stories of overcoming obstacles or setbacks establishes a foundation for authenticity. For example, at a team meeting, I discussed a professional setback I encountered and the useful lessons I learnt from it. This honesty inspired others to share their own experiences, building an environment of openness and trust.
2 . Listen to employees’ problems and suggestions without judgement. Encourage children to express themselves freely, understanding that their opinions are valuable. For example, during brainstorming meetings, I make a concerted effort to listen carefully to each team member, ensuring that everyone has the opportunity to contribute without interruption or judgement.
3 . Create an environment in which people feel free to take chances and express themselves truthfully. Encourage exploration and creativity by recognising both triumphs and mistakes. For example, when a project encountered unanticipated obstacles, I commended the team’s tenacity and problem-solving skills, emphasising the significance of taking prudent risks.
4 . Invest in professional development and mentorship programmes for workers to help them improve personally. Encourage them to follow their passions and goals inside the organisation. For example, I encouraged a junior team member’s interest in sustainable building by providing mentorship and giving resources for specialised training, creating a culture in which individuals feel empowered to follow their interests genuinely.
5 . Accept workers’ diverse origins and opinions while recognising the value they offer to the organisation. Encourage inclusiveness via diversity training and cultural awareness activities. For example, we organised a cultural exchange event in which employees contributed traditional cuisines and practices from their own cultures, instilling a sense of belonging and appreciation for diversity among team members.
In your opinion, how does authenticity within an organization influence its relationship with customers, clients, or the broader community?
Authenticity is the foundation of trust in all relationships, including those with consumers, clients, and the larger community. When an organisation performs truly, it conveys integrity, dependability, and openness, all of which are essential components of trust. Authenticity promotes true ties with stakeholders, resulting in long-term loyalty and a favourable brand reputation. Customers and clients are more willing to interact with organisations that display authenticity, which indicates a dedication to honesty, sincerity, and ethical business practices. Ultimately, authenticity deepens an organization’s link with its stakeholders, creating the groundwork for mutually beneficial collaborations and long-term success.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could establish a movement, it would be dedicated to encouraging sustainable construction techniques. As environmental stewards, we are responsible for reducing our ecological impact and conserving resources for future generations. By campaigning for sustainable building materials, energy-efficient designs, and eco-friendly construction practices, we can make the earth healthier and more resilient while also improving the quality and lifespan of our built environment. This movement would assist the environment while simultaneously promoting social fairness by ensuring that all communities have access to inexpensive, energy-efficient homes and infrastructure.
How can our readers further follow you online?
Website: https://www.nextlevelufhs.co.uk/
LinkedIn: https://www.linkedin.com/in/next-level-020564260/
Facebook: https://facebook.com/profile.php?id=100088971565679
Instagram: https://instagram.com/next_levelufhs
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.
Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.
Creating a Culture of Courage: Alan Houghton & Gordon Chalk Of Next Level Underfloor Heating And… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.