Calumet “K” – Chapter 4 – BONUS

Building Success Through Collaboration: How to Get Superintendents and Trade Partners to Work as One

One of the most significant pain points in construction today is how to get everyone on the project, from superintendents to trade partners, to truly collaborate. It’s not enough to just get the work done; we need to foster a culture where everyone is working toward the same goal, making money, achieving milestones, and maintaining the quality that clients demand. But the question is, how do we break down the barriers that keep teams from working cohesively? How do we shift from a siloed environment to one where collaboration is the foundation of success?

Let’s dive into how we can make this happen, but first, let me share a story from my career that illustrates why collaboration is so essential.

Dysfunctional Team Dynamics

If you’ve ever worked on a project where there’s a disconnect between the office team and the field team, or where trade partners are not seen as valued collaborators but rather as “hired help,” you know exactly what I mean by dysfunction. This lack of collaboration often results in poor communication, mistakes, safety concerns, missed opportunities for innovation, and ultimately, projects that miss deadlines and exceed budgets.

We often think about our trade partners as external parties, working under us, but that mindset only leads to trouble. Success on a construction project doesn’t happen in isolation. If we want to scale our operations and build better projects, we need to bring our teams together because no general contractor can be successful without the success of the trade partners.

Here’s where the failure pattern starts to unfold: We often treat our trade partners like second-class players, not giving them the respect and collaboration they deserve. We undercut their ability to be successful by focusing on squeezing margins and cutting corners. When we do this, the project doesn’t flow the way it should, the work isn’t of the highest quality, and, most importantly, the relationship with our trade partners erodes.

Treating Trade Partners as Subordinates, Not Collaborators

The biggest failure I see in the construction industry today is a lack of respect for trade partners. Sure, we “contract” with them, but we fail to treat them as true partners in the process. Instead of fostering collaboration, we treat them as hired hands out there to execute a task and then disappear, without any real ownership or sense of pride in their work.

This lack of collaboration directly impacts the project’s success. You can’t expect a trade partner to go above and beyond for you if they feel disrespected or underappreciated. But this isn’t just about respecting people; it’s about business outcomes. A happy, motivated team, where everyone feels like they’re part of the process, will always outperform a team that is segmented and working in silos.

Why Collaboration Matters

I understand that creating collaboration on a job site can feel like an uphill battle. It’s easy to get caught up in the day-to-day struggles of trying to keep everything on track. You’re fighting the clock, managing budgets, keeping the team in line and it often feels like the last thing you have time for is collaboration.

But let’s take a step back and think about the bigger picture. You’ve been there. You’ve worked with teams who were disjointed, frustrated, and felt like they were just following orders. It’s exhausting. On the flip side, when you have a team that works well together, supports each other, and communicates openly, you see a completely different outcome.

Here’s an example from my own experience: On one of my biggest projects, we had a serious issue with safety and site security. There was a time when the project manager and I were at odds with a trade partner, a division 17 contractor. They had some security issues on site, and it was becoming a nightmare. The concrete placement wasn’t going as planned, and we were dealing with chipped masonry and damaged conduits serious problems that were causing delays.

But instead of escalating the situation, I worked with them. We got to the root cause of the issue—poor communication and fixed it. It was tough, but we worked together to turn the situation around. That trade partner ended up being one of the most reliable on the project because we respected each other, communicated, and worked toward the same goal.

This is the emotional insight I want to share: Treating your trade partners as equals, giving them the tools to succeed, and ensuring they feel like part of the team doesn’t just improve relationships it leads to better outcomes for the project.

Total Participation for Success

So, how do we change the dynamic? How do we get everyone, from superintendents to trade partners, to see the value in collaboration?

It comes down to one thing: total participation.

Total participation means that everyone—superintendents, trade partners, PMs, and subcontractors is actively involved in the decision-making process. It’s not just about giving people a seat at the table. It’s about fostering an environment where everyone is encouraged to speak up, share ideas, and contribute to the project’s success.

When I think about how we can build collaboration, I think about a simple but powerful exercise I did years ago: a training where a group of people had to work together to solve a challenge. Everyone was given different pieces of the puzzle, and they had to communicate and collaborate to figure it out. It was tough at first. There was chaos. People weren’t listening. But when they finally shifted from “taking” to “giving,” that’s when things clicked.

In construction, this looks like regular huddles, where everyone shares what’s working, what isn’t, and how they can contribute to the solution. It’s about ensuring that the feedback loop is open, consistent, and collaborative.

Here’s how you can start making it happen:

• Huddles and Meetings: Make sure everyone is involved in project planning and execution. Hold regular meetings that encourage feedback and collaboration.
• Cascading Information: Information and goals should flow from the top down, but also from the bottom up. Everyone needs to understand how their work impacts the bigger picture.
• Role Clarity and Accountability: Each member of the team must understand their responsibilities. When everyone owns their part of the project, it’s easier to work together to get the job done.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. With the right frameworks in place, your team will be empowered to work as one cohesive unit, driving success for the entire project.

Build Trust, Set Expectations, and Follow Through

Now, what about the day-to-day practicalities of making collaboration work? It all starts with setting clear expectations and building trust.

1. Set Expectations from the Start: Ensure everyone knows their roles and responsibilities. From the superintendent to the field workers, everyone should know exactly what they’re accountable for.
2. Build Trust Through Communication: The more you communicate, the more trust you build. Simple things like clear signage, detailed work orders, and open feedback loops make a huge difference in creating an environment of mutual respect.
3. Give Your Team the Tools to Succeed: Whether it’s training, clear processes, or access to resources, make sure your team has what they need to succeed. They’ll feel empowered, which will drive better results.

Collaboration is a process that requires patience and consistent effort. But when done right, it creates an environment where people are invested in the outcome of the project and that’s where true success happens.

Scale Success Through People

At Elevate Construction, we believe in scaling operations through people—not processes. When everyone feels connected to the goal and respected as a vital part of the team, that’s when the magic happens. Projects don’t just finish on time and on budget—they’re completed with pride, quality, and satisfaction.

As Jason Schroeder often says, “The foundation of any great project is the people who make it happen.”

FAQs

How do I improve collaboration on my construction projects?
Collaboration begins with clear communication, role clarity, and regular feedback. Use huddles and meetings to ensure everyone is on the same page, and create an environment where everyone can contribute.

What’s the role of superintendents in building a collaborative team?
Superintendents play a crucial role in setting the tone for collaboration. By fostering open communication, encouraging team input, and ensuring everyone feels valued, superintendents help create a cohesive team.

How do I handle negative or uncooperative trade partners?
Start by fostering a culture of open communication and accountability. If a trade partner consistently fails to meet expectations, address the issue directly, but always focus on finding solutions, not assigning blame.

Building a culture of collaboration isn’t just a nice-to-have it’s a must-have for any successful construction project. Start with clear expectations, strong communication, and a focus on respect and trust. The results will speak for themselves. On we go.