Effective Jobsite Leadership

Transcription

1 Effective Jobsite Leadership KRISTY WOLFE BRADLEY UNIVERSITY

2 Continuing Education Credits Informa Exhibitions is a registered and/or recognized education provider with The American Institute of Architects Continuing Education Systems. Attendees can earn credit upon completion of this program provided you sign in with appropriate license number on forms provided at the seminar room check-in tables. Electronic Certificates of Completion for all attendees will be available 7-8 weeks post show. This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods and services will be addressed at the conclusion of this presentation. Course Description Effective jobsite leadership is one of the most critical aspects of keeping a project on time and under budget while maintaining quality and safety. In this session supervisors and project managers will learn how to identify personality type indicators of their team members, which plays a key role in team dynamics. Supervisors will also learn how to capitalize on the strengths of individuals and how to utilize those strengths to enhance the team's efficiency. Along with identifying individual and team strengths, supervisors will be given tools for their own self-assessment, which will identify both strengths and weaknesses. Once weaknesses are identified supervisors will learn techniques to improve on those areas, which will help to strengthen their leadership abilities.

3 Course Objectives At the end of this course, participants will be able to: 1. Determine personality type indicators and how they affect a team 2. Identify strengths and weaknesses of employees and self 3. Understand team dynamics and the role they play in productivity 4. Recognize the traits and qualities of an effective leader and how to become one What is Leadership? WEBSTER DEFINES LEADERSHIP AS THE POWER OR ABILITY TO LEAD OTHER PEOPLE?

4 What is Leadership? ANOTHER COMMON DEFINITION IS THE ABILITY TO MOTIVATE AN INDIVIDUAL OR GROUP OF INDIVIDUALS TOWARDS A COMMON GOAL! Leader vs. Manager

5 Leadership vs. Management Leaders lead people and managers manage things. Traits of a Good Leader Ability to motivate team towards a common goal Strong communication skills Written Verbal Ability to delegate Knowledgeable Integrity Ability to make timely decisions Confident

6 Traits of a Good Leader Strong character Ability to lead in uncertainty Level-headed Analytical Respected and respectful Tasks for the Construction Supervisor/Foreman Motivate workers Provide guidance Provide feedback (positive or negative) Ensure proper training Team building Provide proper tools Be available Provide opportunity for growth

7 Situational Leadership Styles Telling and Directing Selling and Coaching Participating and Supporting Delegating Source: Ken Blanchard and Paul Hersey Telling and Directing Leader defines the task and then closely supervises! Useful for: Inexperienced employees New tasks Workers with lack of motivation

8 Selling and Coaching Leader stills defines the task but gets input from subordinates! Useful for: Experienced employees Development of employees When worker buy-in is important Participating and Suggesting Leader assigns task but gives subordinates the freedom to decide how to best accomplish that task! Useful for: Experienced employees Development of employees When worker buy-in is important Confidence in the ability of subordinates

9 Delegating Leader still holds decision making authority but tasks and process are delegated to their subordinates! Useful for: Experienced employees Competent employees Leaders MUST Communicate HOW WE EXCHANGE INFORMATION AS A LEADER WILL DIRECTLY AFFECT THE OUTCOME OF OUR PROJECT

10 Forms of Communication Written Verbal Nonverbal Forms of Communication Written Oral Text message Memorandum Request for Information Blueprints Specifications Face-to-Face Telephone Meetings

11 Written Communication Advantages Disadvantages It is in writing! Permanent Little room for misinterpretation Can verify information Impersonal It is in writing! Longer process Delay in decision making Lack of emotion Oral Communication Advantages Disadvantages It is NOT in writing! Time saving Relationship builder Easy Immediate feedback More powerful message Emotion is integrated It is in NOT writing! Not legally valid Room for interpretation Can create confusion Loss of focus on task at hand

12 Nonverbal Communication Tone of voice Gestures Posture Eye contact Body language Leaders can say a lot without saying a word! Nonverbal Communication

13 Communication Skills Are you an effective leader? Self-evaluation What I do well: What I should work on:

14 Empower your Employees WHAT CAN YOU DO AS A SUPERVISOR OR FOREMAN TO EMPOWER YOUR PEOPLE? The Process of Empowerment 1) Inform your employees of your intentions 2) Coach and train them 3) Delegate the task 4) Reward your employees

15 Signs of an Un-Empowered Workforce No one volunteers for responsibility Lack of comments during meetings Only the minimum requirement is done Employees wait for direction Lack of decision making Employees don t ask for help Empowerment Opportunities Material ordering Material handling Site safety Shop drawing approval Project quality Payment submission Hire and fire

16 How can I empower my team? Self-evaluation What can I do: How a Leader Handles Conflict Resolution WHAT CAN YOU DO AS A SUPERVISOR TO RESOLVE CONFLICT ON THE JOBSITE?

17 Scenario THE SUPERINTENDENT STORMS OUT OF THE TRAILER, AFTER KICKING OVER THE WATER COOLER, THE PROJECT MANAGER HEADS BACK TO HIS ROOM TO HIS LATEST COMPLAINT ABOUT THE SITUATION AND THE FOREMAN FINISHES HIS COLD CUP OF COFFEE AND EASES ON BACK TO HIS CREW CONVINCED HE IS THE ONLY RIGHT THINKING LEADER ON THE JOB. Types of Conflict Work-related Personal Problems with: Drawings Management Subordinates Differing: Personalities Views Beliefs Background

18 What creates conflict? Misinterpretation of documents Trade wars (who should do the work) Different personality types Jung Typology Test Personality Types EXTROVERT VS. INTROVERT SENSING VS. INTUITIVE THINKING VS. FEELING JUDGING VS. PERCEPTIVE

19 Defines the source and direction of energy expression of an individual Extrovert Introvert Like variety and action Often good at greeting people Like to have people around in work environment May prefer to communicate by talking rather than writing Like quiet for concentration Can work on one project for a long time without interruption May prefer to communicate in writing Think before they act, something without acting Defines the method of information perception of an individual Sensing Intuitive Aware of the uniqueness of each event Like an established way of doing things Usually reach a conclusion step by step May be good at precise work Careful about facts Aware of new challenges and possibilities Focus on how things can be improved Follow inspirations and hunches Can over-complicate a task

20 Defines how a person processes information Thinking Good at putting things in logical order Need to be treated fairly Tend to be firm and tough-minded Are able to reprimand and fire people when necessary May hurt people s feelings without knowing Feeling Like harmony Need occasional praise Dislike telling people unpleasant things Enjoy pleasing people Tend to be sympathetic Defines how a person implements the information he/she has processed Judging Work best when they can plan their work and follow the plan May decide things too quickly Schedule projects so each steps gets done on time Use lists as agendas of action Perceptive Do not mind leaving things open for lastminute change Adapt well to changing situations May start too many projects and have difficulty finishing them Get a lot accomplished at the last minute under pressure of a deadline

21 Leadership and Personality Lead your team by knowing your team! Ask yourself. (1) What personality type does each of my team members have? (2) Based on that personality, how do I interact with that person? Leadership and Personality Lead your team by knowing YOUR own personality! How does my personality affect interaction with my team members?

22 The 16 Different Personality Types ISTJ - The Duty Fulfillers ESTJ - The Guardians ISFJ - The Nurturers ESFJ - The Caregivers ISTP - The Mechanics ESTP - The Doers ESFP - The Performers ISFP - The Artists ENTJ - The Executives INTJ - The Scientists ENTP - The Visionaries INTP - The Thinkers ENFJ - The Givers INFJ - The Protectors ENFP - The Inspirers INFP - The Idealists Workforce Generations HOW DO WE LEAD THE YOUNGER GENERATION (AND MAYBE THE OLDER ONE TOO)?

23 Generations Defined Silent Generation or Traditionalists Born The Baby Boomers Born Generation X Born Millennials Born after 1980 Generations by the Numbers

24 Leading Millenials Should the older generations change their leadership styles to accommodate Millenials, or should Millenials adapt to their leaders? Leading Millenials Acknowledge their strengths Teamwork Technology Learning styles Hands-on vs. computer-based What s important to them? Time off Money Communication vs. phone Emoji s

25 Leading Millenials Do not stereotype! Leadership and Productivity Does leadership affect productivity/efficiency?

26 Leadership and Productivity Are productivity and hard work the same? Leadership and Productivity Work smarter not harder! Source:

27 Effective Leadership A team with good leadership, that works well together, will generally have increased productivity! Effective Leadership Increased productivity equals increased profit!

28 Supervise for Increased Productivity Provide adequate training Hold individuals accountable Make reasonable demands Communicate effectively Provide clear instructions Provide proper tools Safe work environment Identifying your Employee s Strengths Talk to your employee (I really mean listen to your employee) Talk to his/her co-workers Know your employee on a personal level Observe Evaluate Test

29 The EFFECTIVE Construction Team A team whose membership and size matches the task Good leadership and attention to team-building Commitment by team members to understand and identify with one another s goals The development of team goals - a shared vision A sense of common ownership of the task at hand and joint responsibility for its achievement Coordinated effort and planned sharing of tasks evenly across the team The open exchange of information within the team, and honesty, frankness, and trust among team members Source: Recap of Course Objectives Participants should now be able to: 1. Understand personality type indicators and how they affect a team 2. Identify strengths and weaknesses of employees and self 3. Understand team dynamics and the role they play in productivity 4. Recognize the traits and qualities of an effective leader and how to become one

30 Copyright Materials This presentation is protected by US and International copyright laws. Reproduction, distribution, display and use of the presentation without permission of the speaker is prohibited. Bradley University, 2016 Thank You! This concludes the Continuing Education Program. Any Questions? Kristy Wolfe Bradley University (309)