What If My Guys Aren’t Working?

Why We Must Shift From Foreman to Crew Leader

I’m writing this blog on my way to the airport as I head to Vancouver for the ICBA conference where I’ll be giving a keynote speech. We also have a booth set up, so if you are in Canada, come say hello. I am excited because we just published our book on TACT steering and control, a project that took years of research and development. While the systems and tools were built over time, Kate and I managed to put the book together in only six weeks. I am so proud of that accomplishment.

Recently, I received feedback from a listener who said our principles have impacted not only their career but also their marriage. That kind of message fuels everything we do. They also asked for advice on choosing between a slower community college construction management program and an accelerated one closer to home. My guidance was simple. If you are married with children, choose the slower and closer option to stay grounded. If not, and you have the time, go for the accelerated route.

I cannot say enough how much I appreciate the questions, feedback, and support from all of you. Every rating, review, and comment helps us spread this message to a wider audience. I am not in this for popularity or money. My focus is to get valuable information out to the people who need it most.

Why Language Matters

One recent question at a Foreman Boot Camp really made me think. The listener is currently working as a crew lead and wanted to know how to discuss issues with team members without being negative. Before answering that, I want to pause and talk about the term Foreman itself.

I believe we must gradually move away from the word Foreman and shift to crew leader. This is not about being political. It is about being inclusive and respectful. Women in construction already face unique challenges and using a masculine title for everything only adds to the feeling of being invisible. I have daughters, and my perspective as a father makes me realize how important it is to create environments where women feel seen, valued, and supported.

When you think about the difficulties women experience, from something as basic as inadequate restroom facilities on job sites to the reality of working through physical challenges men never face, it becomes clear that construction must adapt. Inclusion is not optional. If we fail to change our culture now, artificial intelligence and automation will only amplify existing biases. We must raise our voices before it is too late.

Addressing Poor Performance Without Negativity

Now let’s return to the original question. How can a crew leader handle poor performance without being negative? The key is to focus on behavior and culture rather than attacking individuals. When workers show up late, hide during shifts, or disengage, those actions disrupt the team and lower standards.

The best approach is to be factual, calm, and professional. Communicate that the culture of the crew is built on safety, engagement, and hard work. Make it clear that the current behaviors do not align with those values. Give people the choice to change immediately or move on to another workplace where such behavior is tolerated.

I would also caution anyone serving as a crew lead without the official title of Foreman to be mindful. Sometimes this is simply a test, but often it is a way for companies to avoid paying you what you are worth. Know your value and make sure your role is properly recognized.

At the end of the day, laziness and dishonesty only bring misery. Real happiness comes from effort and pride in your work. If someone refuses to step up, they do not belong on the crew. Change must happen now, not weeks from now.

Key Takeaway
Inclusion in construction starts with awareness, language, and culture. A crew leader can correct poor performance without negativity by focusing on behaviors and values instead of personal attacks.