I want to talk about a frame of mind that I think will help you out quite a bit. You may have heard me talk about a similar concept in the past, but I want to make sure I’m clear about this one, repeat it, and put a little context behind it. This frame of mind is important when we are hiring, when we are training, and when we as superintendents start to get an ego, which we should not do.
Short answer: The trades could build this thing without you, but you could not build it without them. The best scenario is the trades working collaboratively with a strong, knowledgeable superintendent, which gives you flow and operational excellence. Knowing the reality should put every superintendent in a frame of mind of gratitude and appreciation, and that’s how you learn to love the trades.
Do I Still Believe in Strong Superintendents?
I want to say that I love superintendents. I love the concept of having a strong leader. I’m at a Super PM Boot Camp, and we did a takt simulation. When we did it right, with all the concepts implemented, we had a superintendent in charge. We were leveraging big time the ability of the trade foremen, and we were on a flow. We were kicking some booty.
But this is my point. Let me make this statement and build on it:
| Scenario | What happens |
|---|---|
| Trades with no superintendent | As long as you had all the trades, they could figure out a way to build the project |
| Trades working collaboratively with a strong, knowledgeable superintendent | The best scenario: flow and operational excellence |
| A superintendent with no trades or workers | You cannot build anything |
The trades and the workers could do it without you. Together, you’re amazing. But you can’t do anything without them.
Would You Do Well Under That Superintendent?
How many times are trades, workers, or foremen sent to work for somebody 10, 15, or 20 years younger? That doesn’t matter in and of itself. But add that to not knowing what they’re doing, not having the experience, not receiving the proper training, and then bossing people around. Would you do well with that situation?
Imagine you are working for a superintendent who doesn’t know your trade and is attempting to shove a schedule down your throat. Would you appreciate that? Imagine you are working with a superintendent who is selfishly only looking after the interest of the general contractor and completely ignoring your needs as a trade. Would you do well under that superintendent? Would you do well if that superintendent was incompetent? If they were abusive? If they didn’t like you and were harassing you?
These are situations people are going through today. It’s not imaginary. It wasn’t 100 years ago. These things are happening today.
So before we as superintendents think we’re doing tough stuff because we got a promotion, because we have the title, because we’ve been given the truck, the phone, the iPad, or the computer, remember this statement: the trades could build this thing without you, but you could not build it without them. That should put you in a frame of mind of appreciation.
How Should Workers Be Welcomed?
I did a podcast the other day where I said workers should not be ping-ponged or pinballed around the project site until they accidentally make their way into the orientation, and then be treated like second-class citizens. They should be welcomed like we want them to be there.
The superintendent should welcome them and say: gosh, I’m so glad you’re here. Here’s the orientation. Do you want water? Is there anything else I can do to make you more comfortable? Let me go show you where you’re going to work. We are so happy to have you. You are a treasure for us on this project site. What if that happened? It won’t happen if superintendents get self-absorbed in their position, their title, their truck, and their authority. See Onboarding & Orientation: Your Workforce’s First Impression.
Are You the Victim, or Are They Doing You a Favor?
The way to combat that is to see things as they truly are. You are not in a scenario where your foremen and workers are idiots who are barely getting done what you need based on your leadership and your skills. You are not a victim because of them.
Here’s the real scenario. They are finishing your project, and all the work being done is being done by them in spite of you. In spite of your bad schedule, your lack of organization, and the lack of cohesion.
Now, if you have these things, I praise you. I’m not accusing you. If you have a lean culture, a takt plan, the Last Planner System, collaboration, flow, and an environment that respects people, I’m not talking to you.
But if you are a superintendent who doesn’t have those things, you are not in a situation where we just don’t have enough people, nobody wants to work anymore, the newer generation doesn’t know how to work, and we can’t get good people in the supply chain. Victim, victim, victim. You are not in that scenario.
The scenario you are in is this: for the one person coming into construction or staying, five are leaving. The people who stay are staying in spite of the abuse they receive. They are staying, doing you a favor, and finishing your project in spite of your bad systems.
How Do You Learn to Love the Trades?
A lot of times I say the trades are heroes and we love them, but I never explain how. This is how. Get the right perspective. Understand the reality of the situation.
The framer knows how to frame. Most of you don’t. The plumber knows how to plumb. Most of you don’t. The finishers know how to finish concrete. Most of you don’t. They can go do their trade, organize it, lay it out, shoot the elevations, install it, and do a pretty darn good job without any superintendent ever talking to them.
But you can’t do anything without them. Even if you know how to frame, you don’t have the capacity or the people. You don’t have the trade scenario. You don’t have the work going on. You don’t have the cash flow. So put that into perspective, show them respect, show them appreciation, and act accordingly. If you do that, you will garner so much goodwill that your job will head in remarkable directions.
What If Your Company Doesn’t Share Your Values?
A listener wrote that they’d seen our videos before joining their company, and it was welcoming to see such a focused, positive environment in construction, with an organization demonstrating its values and teaching principles to its teams. I love when somebody reports back that they’re appreciated.
Somebody asked me today, what do you do if your company isn’t treating people the way you want to treat them? Have your own influence. Be in control of your own sphere. Wait for your turn. If the timing doesn’t work out, go to a different organization. You can fire direct reports, and you can fire your employers. It goes both ways. It’s not a one-way street.
So here is the challenge. This week, greet every new worker the way you’d want to be greeted: welcome them, offer them water, walk them to where they’ll work, and tell them you’re glad they’re here.
Bottom line: If you get that perspective, you’ll act in a different way. You will show gratitude, you will connect, and you will leverage the team.
If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.
On we go.
FAQ
Could trades really build a project without a superintendent?
Jason says yes. As long as you had all the trades, they could figure out a way to build the project. The framer knows how to frame, the plumber knows how to plumb, and the finishers know how to finish concrete. But a superintendent can’t build anything without the trades and the workers.
What is the best scenario on a construction project?
The trades working collaboratively with a strong and knowledgeable superintendent. That’s when you have flow and operational excellence. Together, you’re amazing.
What should I do if my company doesn’t treat people the way I want to?
Have your own influence, control your own sphere, and wait for your turn. If the timing doesn’t work out, go to a different organization. You can fire direct reports, and you can fire your employers. It goes both ways.
People Also Read:
Getting Past Ego
Lean Onboarding Series – Orientations
Ego-driven Fools
Letters of Appreciation
If you want to learn more we have:
-Takt Virtual Training: (Takt Virtual Training)
-Check out our YouTube channel for more info: (Elevate Construction on YouTube)
-Listen to the Elevate Construction podcast: (Elevate Construction Podcast)
-Check out our training programs and certifications: (Training Programs and Certifications)
-The Takt Book: (The Takt Book on Amazon)
Discover Jason’s Expertise:
Meet Jason Schroeder, the driving force behind Elevate Construction. As the company’s Founder and COO, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.