Trinity Products

6 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 11 Even better, the policy evolved over the years to one of not just transparency but also accountability. In 2010, Trinity began a process called C.O.S.I., the Cycle of Success Institute, a process where upper management engages employees on a personal level as it relates to workplace challenges. Davis explains the logic well, saying, “Our mindset, as managers, is: who’s going to know what needs to be fixed more than the person actually doing the job?” This way, the employees feel empowered to point out weaknesses that need to be addressed, and those employees who present solutions are then further empowered to take charge of a group of people who, together with management, can begin taking steps to fix the problem. The resulting impact of this is widespread accountability at all levels. This, coupled This marked the beginning of the company’s transformation into what it is today. The first step was a drastic shift in communication, where, in 2001, Trinity became an open- book management company. “We share all financial information with all of our employees,” Davis explains, “when that information isn’t known, employees think things are far better or worse than they actually are. So, our approach was to share all the information and tell everyone where we’re actually at.” The newly open communication practices were then paired with a company profit-sharing plan, in which employees were candidly told to think and act like owners because 20% of the company’s profits would go into that plan. Since then, Trinity’s company culture has comfortably shaped itself around this policy. Every month, all employees expect to see financial statements and have a chance to discuss the company’s activity. MILES AHEAD OF THE REST FLATBEDS - STEPDECKS STRETCH FLATS & OVERSIZE CAPABLE EQUIPMENT NATIONALFLATBEDSOLUTIONS.COM