Tag Archives: strategy

How to Address the GC Superintendent

+

Increasingly, the manner in how a Crew Foreman interacts with a Superintendent on a construction site has become a more important activity.  When a Sub-Trade Specialist is under the leadership, and contracted to complete work for a General Contractor, the smart Foreman realizes that his relationship established with the Project’s Senior Field Leader is one that needs to be positive, proactive, and polished.

In this article I’d like to address how a Crew Foreman, representing a Sub-Trade Specialist, can project a positive presence, be proactive in connecting with their Project Superintendent, and to bring more “spit polish” to their efforts.  In some cases, the Foreman will need to engage and have good relationships with the Superintendent and the Project Manager.  However, without having to record both roles throughout this article, I’ve chosen to single out the Superintendent as a point of focus here.

Positive in Presence

This is where first and lasting impressions are made.  The Sub-Contractor Foreman can actually have less experience or knowledge, than the GC Superintendent would want, but if the Foreman’s attitude is upbeat, positive, and committed to the completion of their portion of the project, they will win many “indulgences” from the Superintendent.  This same Superintendent, who is often irritable and negative in their behavior, will often soften up for the Foreman who presents a positive and upbeat manner at the site.

Consider a few Positive Actions to Win Over the Superintendent

  • Introducing yourself to the Superintendent upon first arrival. Don’t wait for them to come find you. They hate tracking down field leaders.
  • When you meet the Superintendent, shake their hand and look at them confidently. No handshake or the lack of eye contact signals weaknesses, being unprepared, and “I really don’t want to be here.”
  • Make it a habit to always start your arrival each day with a, “How’s it going?” with the Superintendent, followed up by a, “Anything new developed?”
  • Monday arrival should include the “look ahead” for that week of work. Most Sub-Trades are afraid to share their plan, and for those who do provide a schedule, it will make the Superintendent’s day.
  • When the Superintendent, or others, bring a negative situation to you throughout the week, adapt more of an attitude that includes, “OK, that doesn’t sound great but let’s give our best shot here and see what we can come up with to solve the issue.” Superintendents love the Foreman who sees problems as opportunities to correct.
  • Let the Superintendent be the first to know when good news is experienced.
  • When you are about to wrap up an important portion of the work, invite the Superintendent to perform the last task. Trust me, Superintendents will love putting in the last nail or screw, stripping the last form, installing the final finish of trim, etc.
  • Once in a while, bring donuts to a meeting.
  • If your team is celebrating with a lunch, invite the Superintendent to participate.
  • Be sure to introduce the Superintendent to your workers when the opportunities are presented.
  • Always drop by the Superintendent’s office on the way out every day. If he or she is there, make some small talk for a few minutes.  Include sharing what you got completed and where you would like to start the next morning.

Never turn away from making a good impression on your Superintendent, without becoming a stage actor.  There will be enough opportunities for such good image making, just be patient.

Proactive in Connecting

Being positive is important but actually engaging the Superintendent requires an intentional effort.  One that impresses the Superintendent that you have a focus, a plan, and want a relationship based on transparency and trust.  Your proactive efforts to connect with the Superintendent will return huge favors and a reputation as their “preferred contractor.”

Consider a few Proactive Actions When Connecting with the Superintendent

  • When giving the Superintendent your week’s schedule (aka, the Look-Ahead), be sure to point out what actions would assist you meeting the schedule that the Superintendent can assist you with. This builds a little commitment from the Superintendent to you.
  • Keep your Superintendent updated; such proactivity will make the Superintendent an early fan of yours. Most Foremen tend to avoid their Job-Site Superintendent and that’s exactly the wrong thing to do.
  • Be consistent on making your crew’s work area the cleanest on the site. It’s still very common that a contractor will leave their area filled with paper, material wrap, excess material strewn throughout their work area, etc. 
  • Part of updating, be sure to provide a mid-day update about 11:00 AM – 11:30 AM. Most Superintendents want to get an idea of where the productivity will be by 4:00 PM.  Make an extra effort to give them your best estimate of where your crew will finish up the day.
  • During weekly meetings with the Superintendent, and other trade Foremen, be a good listener, take notes, and engage the discussion periodically. Offer to assist another contractor.  Such an effort sends signals that you are a team player.
  • Ask the Superintendent to come by and inspect some of the early efforts of your workers. Better to get the Superintendent’s thoughts on “good/not good” early.  This effort also sends a signal to the Superintendent that you are not timid of having their presence and honest assessment.
  • Work to develop a daily “hi-lo” update for the Superintendent and deliver it verbally near the end of the day. Share 2-3 “High-lights” of the day and “2-3 Low-lights” that need to be addressed. 
  • When a challenging issue arises, especially one that the Superintendent knows about, take the lead on trying to resolve the issue. Take up the challenge to the Superintendent, letting them know that you are “on it.”
  • Place some simple “signage” of your work area that better communicates where tools and materials are to be kept, organized, etc. This is really a big deal for many Superintendents as they like to see organization from their contractors.

There are a host of other proactive efforts that you can take as a Field Leader when reporting to a Project Superintendent, but the primary focus should be that if you are proactive about getting in, performing and promoting a quality and safe work site, and over-communicating your progress.  If done, you will find even the most negative Superintendent cutting some slack for you and your crew.

Polished Engagement

The word polished, as used here, is intended to represent a more professional image to the Superintendents you will work with during your career.  Quite honestly, many General Contractor Superintendents have a very low impression of many Sub-Trade Foremen, so it’s critical that we make a “polished” impression.  Successfully accomplishing this, and the entire project becomes a more pleasant experience.

Consider a Few Efforts to Polish Your Reputation with a Superintendent

  • Be the first to introduce yourself and to shake the Superintendent’s hand…but demonstrate the same respect for the Superintendent each day. If the Superintendent is comfortable with calling him by his first name, use it.  However, if you don’t know, address the Superintendent as “Mr. Jones” until he instructs otherwise.  If the Superintendent is female, “Ms. Jones” should be used also until she says otherwise.
  • If the Superintendent brings some bad news or challenges to you, accept the input and thank them for their quick and honest information.
  • When you run into a challenge, first think through 2-3 options of solutions and then take the problem to the Superintendent. There is more respect given to you if you will always think about potential solutions to challenges your crew is facing.
  • Never be slow about giving the Superintendent one of your company’s hats or T-shirts.
  • Upon presenting the Superintendent with your schedule for the week, allow them to assess it quickly to see if it’s doable in their eyes. If not, quickly inquire as to what you can do to adjust the schedule if needed.
  • If the Superintendent brings a request for something on your company’s part, that you know will not be received well, redirect the Superintendent with, “Well, Ken I know I will need to discuss that with my ‘boss.’ I’ll let them know that we want to do it but give me some time to contact leader and see about the possibility as we’ve discussed, or a better option if needed.”
  • If the Superintendent puts you on the spot for an answer…NOW…divert. Never take their applied pressure to say something you may later regret.  This is a little dicey to address, but you do not want to be “used” by the Superintendent against your own company.  And believe me, some Superintendents are great at getting a “Yes” from the Foreman that conflicts with the “No” that they will receive from the Foreman’s boss.  Don’t commit to a pressured request when you know that your leader will disagree.  Simply hold your ground and inform the Superintendent that you will bring the need to your leader ASAP…if not sooner!
  • Never be afraid to have your workers pick up a little trash from other contractors. While you don’t want to purposely bring attention to the Superintendent that you are doing this, it is noticed by the Superintendent more than you think.
  • No matter the Superintendent’s “temperature,” remain calm and cool headed. Even if he, or she, is shooting you with every creative and dirty phrase known to man, stay poised.  Responding back in the same manner will never allow you to win points with the Superintendent.  Even the meanest Superintendent will circle back around and apologize to that Foreman who “took it” and didn’t respond in kind.

Putting the “polish” on your efforts can certainly make you the “Preferred Foreman” in the eyes of the GC Superintendent.  And in this way, your polishing efforts may make your company the Preferred Contractor, often leading to winning more work.

Today’s Superintendent often carries more issues and challenges than in past years.  Between receiving project drawings that are seldom accurate or available at the start of the project, to increased visits by OSHA, and greater scrutiny by city, county, and state inspectors, their tension level is at an all-time high.  Plus, their dealing with Sub-Contractors who are themselves struggling with some of the same organizations PLUS trying to find skilled workers, any construction site can become a toxic melting pot just waiting to release its workplace poisons.

If you are a Foreman, trying to find more ideas on how to get along with the Superintendent on your project, then your review of the Positive, Proactive, and Polished efforts provided earlier may assist you.  Even if you are a Foreman leading a self-performing crew for a project that your company is the General Contractor, the actions presented above are still effective!

Determine today to make a more intentional effort to be Positive, Proactive, and Polished.  The successful execution of the three will win you more fans, more work, and a reputation that will pay handsomely!

Here’s to giving those Superintendents your best shot!

 

Brad Humphrey

The Contractor’s Best Friend ™

 

Leadership, , , , , , ,

Welcome to Our Company!

+

Every construction worker I’ve ever met could tell me what their first day with their new employer was like.  Consider a few of the memories expressed to me, from workers, when I asked them to share some remembrance of their first day.

  • “Oh man, it was like, ‘Go work with Joe, he’ll take care of you.’ I felt like a kid a day-care.  It got better after a few weeks but man, I almost left when they made me feel like a kid.”
  • “I remember my first day. My foreman told me to just do what he told me to do and don’t let my ‘new guy ass’ slow the crew down. I lasted about thirty-days, then I had to get out of there.  They didn’t want employees; they wanted slaves.”
  • “Actually, I did a little training before I went out with the crew. They gave me safety training first and then showed me some of the tools and equipment I’d have to learn.  It was mostly through watching videos, but they did have some tools in the room for me to hold.”
  • “My old company didn’t do squat; just, ‘Get your butt out there and start doing what you’re told.’ The company I’m working for now was great.  They actually made me feel pretty welcomed and special for the first whole week.  Pretty cool.”

I’ve got hundreds of these memories that I keep.  It has always amazed me how some contractors treat their new workers during their first day.  Why do some contractors “Get it,” making each new employee feel wanted and special, while other contractors seem to be pained by the effort needed to get a new worker prepared to work?

Because many of today’s younger and newer workers care about their work environment, it pays contractors to spend more time on the welcoming part of bringing a new employee on.  This effort is not just for the laborers and field craftsman, it is just as critical to bring the new estimator, project manager, or administrative assistant on with the polish and class of an organization that values people.

In past articles, I’ve addressed some of the topics supporting employee retention, and I want to continue that a bit with more focus on just welcoming the new worker, no matter their position, experience, sex, or age.

Welcome “How-Tos”

  1. Prepare for the Employee’s 1st Day

I’m still surprised how many contractors will hire an employee and then not prepare for the employees’ first day.  This will leave a negative first impression on a new employee…every time.  I actually was told by one employee who said that their Foreman and crew, got into their trucks and left him standing at the shop.  The Owner showed up about fifteen minutes later and assumed that the new worker had been late to work.  When they told the Owner that they had arrived thirty minutes earlier than asked, the Owner became mad as a coiled-up Rattlesnake, took the new worker to the job site personally, and then chewed out the Foreman in every manner of descriptive words that I shall refrain from writing now.  Needless to say, this was less than a great start for both the new worker AND the Foreman.

  1. Prepare a Greeter & a 30-Day Buddy

Part of preparing for the new employee is to assign an official Greeter.  This person might be the HR Manager, who did the hiring, or a Foreman, or even one of the better attitude employees.  Heck, if your company is smaller, it’s great to have the Owner actually be there to greet the new worker.  The Greeter needs to be upbeat, positive sounding, smiling, and quick to extend a handshake when the new worker arrives.  Then, the Greeter should do a little introduction around the office or shop to make sure that everyone knows we have a new employee.  Just as important is then handing the new worker off to their “30-Day Buddy.”  It doesn’t really matter what you call this person but they need to be schooled on what their additional duties are for the month in getting the new worker accepted, acclimated, and educated in the first four weeks.  The Buddy is also a good resource for the new worker when they have a question.  I’ve always observed that a co-worker serves best in this role.

  1. Develop a Welcome Package for New Workers

Most contractors are pretty good about giving a new worker some company T-shirts, hats, etc.  However, just a little more effort can really do up a nice Welcome Package.  Here’s what I’ve seen in Welcome Packages from different construction companies I’ve worked with over the years.

  • Company shirt & Ball-Cap
  • Work Gloves
  • Rubber Boots (For Concrete Finishers)
  • Company Pens or Pencils/Pad of Paper
  • ID Card with Important Contact Info
  • Bottle of Water, Gum, Cracker Jacks, Jerky, etc.
  • Tool Belt
  • Tape Measure, etc.
  • Process Book of Company SOPs
  • $100 Gift Card for Hardware Store

I recently wrote a book that is now available to give to your workers entitled:

Construction: The Best Industry in the World!

Twenty & One Reasons You Have Made the Greatest Decision for Your Career

I actually wrote this little 27-page book for exactly this purpose, to “close the deal” with new employees that they have made the best decision of their life to join the construction industry by working for your company.  In fact, the book is available in the Spanish version as well.  We must work harder at keeping our new workers; making it difficult to even think about leaving our company.

  1. Follow-up; Follow-up; Follow-up

There really isn’t anything bigger for the new worker to experience than to have the regular follow-up by different individuals who are welcoming them to the company.  You can give more or less hats, gloves, pens, etc. but if your consistent follow-up with the new worker is there, it outweighs all forms of gifts, coupons, etc.

Consider a few ways and excuses to follow-up with a new worker.  The following is just for the first thirty-days, but it can easily be expanded to the traditional first 90-Days.

Week #1             Greeter & Buddy is Assigned

Weeks #2-3        HR, Ops Mgr., Foreman Contact Worker

Weeks #4-11      HR, Ops Mgr., Owner, Senior Leaders

Week #12           Owner, HR, Senior Leaders

The effort during any of the first eleven weeks should include asking the new worker how they are adjusting, asking if the new worker has any questions, ensuring the new worker understands their job duties, etc.

You will also notice that Week #12 involved the Owner, HR, and any other Senior Leader who can be available.  Since “90-Days” is still the recognized time period in which most companies decide to move the new worker to a full-time employee, there should be a greater emphasis placed on the welcome.

One idea for the 90-Day is to celebrate it with a cake or pizza at lunch for the crew.  This is a great, and inexpensive, way to really solidity your welcoming the new worker to your company.  If statistics can be believed, what you do in the first ninety-days of a new workers time with you may go a long way to holding on to the new worker.

Be aggressive and creative on welcoming your new workers.  Have some fun and make it clear that you are glad the new worker has accepted your job offer.  Remind them that you are there to help them be the best that they are capable of becoming as a worker, professional, and person in the community.  That sort of commitment, made by Owners and Senior Leaders, can go long in getting that loyalty and commitment that all Contractors want from a worker!

Here’s to creating a great welcoming experience!

 

Brad Humphrey

The Contractor’s Best Friend

Recruitment, , , , ,