NOVEMBER 2025CONSTRUCTIONBUSINESSREVIEW.COM8IN MYOPINIONWith over 52 years of construction experience, I found the hardest part of any job is managing the people to produce a Safe, Quality task with value on time.Not every employee provides the same level of production, but all contribute. If a person is giving 100 percent effort, even if it is less productive than another employee, you can't expect more than that level of effort. The single most expensive cost of a project is normally the labor to complete and commission a project. 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 for a project. The best motivator I have found is to make 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 supporting 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, and understand their efforts of accomplishment on a daily basis. I often tell my managers if you are not spending a good portion of your time daily in the field, you will never achieve exceptional results with your team. Spending time in the field also lets you accomplish one of the most rewarding aspects of the job: Seeing an effort first-hand that exceeds expectations and being able to acknowledge it in person. The opportunity to walk up to the employee and offer 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. Everyone wants to receive the same type of recognition because everyone has a driving desire to feel important and be successful. Another important aspect of managing people is the ability to listen. You have to develop a habit of listening to understand instead of only listening to respond. If you listen to understand, sometimes you pick up on uncertainty in a plan or need guidance in how they describe a problem. In the same fashion, people perceive that Men don't like to ask for directions, and employees don't always want to ask for help outright. When people know you will listen to a problem and provide some guidance or options to consider, they will By Rocky Plemons, Vice President of Construction, Integrated Services, Fluor CorporationTHE ART OF MANAGING PEOPLERocky Plemons
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