Managing a construction team will always present unique challenges that can become complicated, costly and detrimental to deadlines if a project manager or site superintendent isn’t abreast of the complete picture of the jobsite. There are some tried-and-true methods that ensure the team moves fluidly and the bottom line is the motivating factor in the scheduling and execution of the projects that the site superintendent is responsible for completing.
Keep The Atmosphere Comfortable
There is motivation and there is micromanagement. The two don’t work well together. When a team is motivated, they perform to the best of their ability consistently. When a team is micromanaged, they perform to an audience during the time they are being observed.
When a cohesive team has been assembled, they tend to herd one another toward a common goal. Aside from the minor hitch that can be expected in moving plans into reality, a capable team can perform the tasks assigned with minimum oversight necessary. Nobody works well under duress. If the atmosphere is stressful, everyday minor tasks begin to feel gargantuan. Unnecessary stress on the jobsite creates an environment that doesn’t foster productivity.
Keep The Communication Open
Communication is essential at every phase of construction. Miscommunication or a lack of communication is the culprit behind most worksite disagreements, and causes poor team interaction, countless hours in rework and shrinkage and damaged staff morale. Without open communication, the project will very quickly start to break down. Rebuilding the project will serve to be much more difficult than simply keeping communication flowing to begin with.
Evaluate the concerns of the team and weigh their ideas and concerns when job planning. Team members who feel as though their issues are addressed as they arise tend to embrace the idea of teamwork much more easily than those who feel as though they aren’t heard when they bring their thoughts and concerns to their foreman.
Stay Receptive To Fluid Planning
On a construction site, anything can happen. From inclement weather to delayed materials, construction plans cannot be written in stone. As the site superintendent, it is best to roll with the changes to the plan by having the fluid planning mentality. Design flaws, subcontractor changes, and any myriad of other reasons can waylay the best-drawn plans. However, when others see that the site superintendent simply makes the necessary provisions and continues moving the project forward, it sets the precedent for the entire site.
By carrying out a change assessment as they arise, scheduling, documentation, budgeting, and labor figures can be up to the minute and project timelines can be updated once the change assessment has been completed. Fluid planning by these guidelines allows the flexibility that doesn’t compromise the project timeline and cost analysis.
Introduce Them To The Big Picture
Employees feel more fulfilled in their jobs when they see where their work fits into the overall picture. Helping employees see how the work they do fits into the company goals can make them feel as though they’re an actual piece of the big picture. When employees can see themselves in the role they play in the company’s success, they have a tendency to think about how their actions affect their teammates and the company as a whole.
Speak in an inclusive manner. Use “we”, “us”, “we’ll,” because it fosters an atmosphere of teamwork. Using phrases such as “we need to tackle”, or “let’s get this underway” are much more likely to motivate a team than saying “I want you to”, or “you have to do”. That sounds much more like taking orders than aiming to reach a common goal.
Overall, construction management is high stress, yet high reward, career choice. What makes an effective construction superintendent is the ability to roll with the punches and exude flexibility in the face of constantly changing circumstances.
