DECEMBER - JANUARYCONSTRUCTIONBUSINESSREVIEW.COM8With over 45 years of construction experience, I found the hardest part of any job is managing the people in producing a safe, quality task with value on time. Not every employee provides the same level of effort, but all contribute, and if a person is giving 100 percent effort even if it is less than another employee, you can't expect more than that level of effort.The single most expensive cost to a project is normally the labor to com-plete and commission a project to com-pletion. I also learned that you have to set clear and easily communicated expectations to accomplish this goal.Everyone needs to feel important in what they are doing to provide the best support to a project. The best motiva-tor, I have found is to make the people successful. You truly get the best performance when the labor force feels important and successful.I find that being a committed partner in that effort, by showing the people you are with them and sup-porting their decisions in execution, offering coaching and encouragement accomplishes this effectively.The most effective manager spends enough time in the field to show employees the work they are doing is important to them and you understand to efforts of accomplishment on a daily basis, I often tell my managers if you are not spending a good portion of you time daily in the field, you will never achieve exceptional results with your Team.Spending the time in the field also lets you accomplish one of the most rewarding aspects of the job. While in the field and seeing an effort that ex-ceeds expectations, being able to walk up to the employee and offering a hand while asking if anyone has told him he is making a difference today in his efforts on the job, and then telling him you have noticed and you appreciate his efforts.Honest and genuine recognition of efforts like this travel in the field faster than the next big job rumors, with most wanting to receive the same type of rec-ognition because everyone has a driving desire to feel important and be successful.Another important aspect of man-aging people is the ability to listen. You have to develop a habit of listening to understand instead of only listening to respond, a big difference in dealing with people. If you listen to understand sometimes you pick up on uncertainty in a plan or need of guidance coming to THE ART OF MANAGING PEOPLEBy Rocky Plemons, VP of Construction, FluorYou have to develop a habit of listening to understand instead of only listening to respond, a big difference in dealing with peopleIN MYOPINION
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