Top 5 Communication Tactics to Help Field Leaders Adapt Efficiently

This article was originally posted on behalf of NCCER by the Foundation of the American Subcontractors Association.

It’s a story all subcontractors and specialty trades contractors are all-too-familiar with: A project is on time, sticking to the cost projections and otherwise running smoothly when all of a sudden—a change order comes in.

Change orders can be unpleasant to deal with, requiring project stakeholders to quickly pivot from established plans to align with the new scope. Accommodating a change can be a source of tension and various headaches, including strains on labor, materials and budget.

But change orders are an inevitable reality of working in the construction industry. Adjusting fluidly is a necessary part of the business.

To that end, having the right people with the right skills in the right positions amid a change order can make the difference between a project getting derailed or being able to adapt in stride. Field leadership positions such as superintendents and foremen are crucial in the process, making sure both clients and crews have the information they need. Effective communication between all parties is key to accommodating changes and helping projects proceed.

Here are five tactics field leaders can utilize to amplify their communication and avoid preventable chaos arising from change orders.

1. Clarify the Scope Daily

Frequent check-ins are an important aspect of effective communication in construction leadership, especially when it comes to managing potential changes.

Short, daily scope reviews with crews can help ensure everyone is on the same page at the beginning of each day. Any new developments or modifications to the scope of upcoming work can be addressed and relevant adaptations can be made in a timely manner.

These open opportunities to discuss the work and answer questions can help prevent small misunderstandings from growing into larger problems and costly rework.

2. Use a “Change Radar” Mindset

Proactive observation is a key responsibility of field leaders. Continuously monitoring for factors such as unexpected site conditions, material availability issues, or other concerns can help foremen identify a potential need for a change order as soon as possible.

By always having a “change radar” mindset, leaders can say something as soon as they see something and expedite critical communication with relevant stakeholders. The faster a necessary change is identified, then the quicker it can be implemented – limiting the amount of work and materials wasted fulfilling the previous plans.

3. Close the Loop with Clients and General Contractors

As the stewards of the construction project, superintendents are the conduit between project owners and contractors. It’s important to establish consistent and frequent communication rhythms between all parties. This can help to set clear expectations, provide timely updates and ensure all aspects of the project are moving forward in unison.

Keeping clients, crews and other stakeholders aware of potential changes and setbacks as soon as possible will allow the right questions to be asked early, fostering smoother transitions during project adjustments.

4. Take Thorough Documentation

Documentation is an essential component of communicating status updates about a project.

Both written notes and photo documentation should be taken at the job site daily. This can showcase the progress of the work, as well as help illustrate and reinforce the need for any contractor-requested changes.

Additionally, any meetings between the client and the superintendent, as well as between the superintendent and contractor teams, should have notes taken, distributed for review, and verified for accuracy and understanding. Having this paper trail adds an additional level of protection against misunderstandings and helps create a “source of truth” that any party can return to if needed.

5. Debrief Every Change

Each time a change order comes in and is implemented, construction field leaders can use it as a coaching opportunity for their teams.

Was the change implemented successfully? Why or why not? What was done well, and where did issues arise? How can we modify our change process in the future to help us become more agile?

Taking this self-reflective approach with between crews and leadership after change orders—or for other notable moments during a construction project—is a healthy and beneficial way for a company and its employees to communicate transparently and level up their long-term performance.

Building the Right Skills to Manage Change

Effective communication is key to managing scope changes without chaos. However, overseeing all the complexities of a construction project takes a variety of other unique skills as well. Ensuring field leaders like superintendents and foremen have the right abilities and qualifications is an important step toward completing a project successfully.

Leadership development is a valuable investment for any construction company. Education and training options like NCCER’s Construction Superintendent Certification Program and Construction Foreman Certification Program offer a turnkey solution for upskilling and certifying talented candidates for these crucial roles. Courses covering communication, change management, safety, ethics and more can help field leaders be outstanding stewards for their projects.

Help your construction field leaders build the right skills for the best project outcomes.