Leadership, Communication and Human Resources
Lead the crew, manage the system
A superintendent leads people and manages production. Match leadership style to the situation: direct when safety is at risk, coach when skill is developing, and delegate when competence and commitment are high. Know the difference between leadership and management. Leadership sets direction and builds commitment; management plans, organizes, and controls. Both matter.
Communication is a loop: sender, message, channel, receiver, feedback, and context. Use active listening, confirm understanding, and choose the channel for the message. Sensitive or complex issues deserve a conversation, followed by a written record. Conflict is normal; handle it early using collaboration, focusing on interests rather than positions. Avoidance is not resolution.
Traps: assuming money is the only motivator, giving feedback only at performance review, failing to document performance issues, promoting a strong tradesperson into supervision without training, and letting informal leaders undermine the plan. Understand collective agreement limits, duty to accommodate, and harassment policies.
Worked example: Two crews argue over access to a hoist. Separate the positions ('we need it first') from interests (schedule pressure, safety). Agree a timed booking, post it, and review after one week. Rule of thumb: communicate bad news early, in person, and confirm it in writing.
Build the team through clear expectations, feedback, and recognition. Tuckman's stages-forming, storming, norming, performing-help explain friction.