How Does A Superintendent Get Fired?

How Superintendents Get Fired: Understanding the Causes

In this blog, I’m diving into a topic that might make some people uncomfortable but is crucial for understanding how things really work in the construction industry: how superintendents get fired. While I’ve covered why or whether they should get fired in the past, this post breaks down the reality of how it happens. If you’re wondering whether you’re at risk or just observing this process from the sidelines, this information will be invaluable.

The Simple Truth: Value vs. Difficulty

At its core, a superintendent gets fired when the value they bring to a company is perceived to be less than the difficulty of keeping them employed. This may sound harsh, but it’s the reality. The deciding factor often comes down to whether the superintendent’s performance, attitude, or behaviors outweigh the effort it takes to deal with them.

Here are some common reasons why a superintendent might find themselves on the chopping block:

Common Reasons for Getting Fired:

1. Poor Job Performance:
   • You’re not keeping the project clean, safe, or organized.
   • You’re constantly out of role, doing tasks like running to Home Depot.
   • You’re missing key project milestones or failing to finish on time.
   • You’re not effectively managing the supply chain or using technology.
2. Violation of Company Policies:
   • This could be anything from appearance and conduct issues to drug or alcohol violations.
   • Harassment and discrimination, in particular, are absolute deal-breakers in any company.
3. Misconduct:
   • Engaging in theft, fraud, dishonesty, or sexual harassment is an automatic way out.
   • Companies today don’t tolerate unethical behavior, and legal departments don’t either.
4. Insubordination:
   • If you’re not following company policies or constantly defying leadership, that’s a big red flag.
   • Disobedience is a quick way to lose your job.
5. Poor Work Ethic:
   • Not showing up on time, or simply being unreliable, will land you on thin ice.
   • Even the best performers can’t survive with a lazy or disengaged attitude.
6. Substance Abuse:
   • Drugs and alcohol are a hard line. Companies don’t mess around with behaviors that jeopardize safety on the job.
7. Negative Attitude:
   • Even if tolerated by some, a bad attitude can eventually get you fired. Toxic behavior undermines team morale and performance.
   • High-performing but toxic team members—those “high-performing a-holes”—are becoming less accepted. The emphasis is shifting toward trust and collaboration over raw individual performance.
8. Legal or Ethical Violations:
   • Crossing legal or ethical boundaries puts your career at risk, whether it’s related to fraud, harassment, or other infractions.

What’s Not Tolerated

Here are a few superintendent behaviors I personally refuse to tolerate:

• Keeping the project plan in your head and not sharing it.
• Refusing to adopt a growth mindset or learn new systems.
• Disrespecting the team or the company’s core values.
• Ignoring safety and quality standards.

Why the Industry Tolerates Too Much – and Why That Needs to Change

One of the biggest issues I see in the construction industry is the excessive tolerance of bad behavior from superintendents. The construction industry puts up with a lot before finally deciding to let someone go. It’s time for that to change.

We need to start holding superintendents accountable, especially when they refuse to adapt to modern practices like using technology, documenting plans, or collaborating effectively. If we raised the bar for what’s expected from superintendents, we’d have a stronger workforce that’s better equipped to drive this industry forward.

What Should the Future Look Like?

The future demands a new kind of superintendent: a Superintendent 2.0. This new breed of leaders will be:

• Tech-savvy.
• Growth-minded.
• Team-oriented.
• Committed to safety and quality.
• Willing to adapt to new methods like the Last Planner System and other lean construction techniques.

In conclusion, we can’t afford to tolerate poor performance, bad attitudes, or outdated practices any longer. It’s time for superintendents to step up, evolve, and lead with accountability, or risk being left behind.

Final Thoughts

I hope this blog has given you insight into why and how superintendents get fired and how to avoid that fate. If you’re in a leadership position, don’t hesitate to hold the line on performance, and if you’re a superintendent, strive to add value every day. Stay accountable, stay adaptable, and stay on top of your game.