Team Leadership in Action

More Than I Thought I Was Buying

I recently engaged a general contractor(Ken Hansen, Hansen Builders, Inc.) to manage a remodeling effort we are working on. Though I have been managing projects in the high-tech/training industry for many years, my knowledge with respect to construction is a little weak. I knew I would need help managing the project and more specifically managing all the subcontractors such that the project could be accomplished on task, on time, and on budget. And so the search for a general contractor began.

After reviewing my options I selected Ken Hansen’s company for several reasons not the least of which was his years of experience doing the kinds of work we needed done; but also because of his willingness to educate me along the way so that I could function more independently in future. What I was not expecting was the opportunity to observe team leadership in action.

The Basics Put Into Practice

On several occasions I have observed Ken explaining to his team what he wanted done. His easy going communication style and the effectiveness of his process is impressive. Before turning his team loose on a new task Ken first explains the big picture and then ensures that they understand precisely what he expects of them through demonstration. When he was ready to remove and replace the windows, for example, he started by explaining what the end result would look like and how the installation technique would support a lower-cost finishing effort by ensuring that the new windows were fitted into the existing exterior in such a manner so as to reduce the amount of caulking to achieve a good water-tight seal.

After he explained what needed to be done and why, he walked them through a hands-on demonstration wherein they performed the work, but he guided them through each step explaining the why of what they were doing, showing them the specific tests along the way to make sure the new windows were plumb, square, and met his goal for minimal post-installation finishing.

The final step in the process was for the crew to remove and replace a couple windows on their own while Ken observed from a distance. Satisfied that there were no more questions or concerns. Ken moved on to other things and the remaining windows were properly replaced.

After watching a few of these pre-task training sessions I realized that Ken had established through experience a very effective team leadership model. Before every new effort he took the time to:

• Explain the what-is-to-be-done within the larger context – what needs to be done and how it relates to the overall effort, how to determine it is done right, and why it needs to be done that way.
• Explain the process – he demonstrated the process with emphasis on the why. He did not spend time on the how as those were skills that already existed.
• Respect the team members – while sharing information he spoke to them as equals. He answered questions and accepted input for doing things differently when suggestions for improvement were made.
• Recognize success – when the team members demonstrated their understanding by performing the tasks on their own Ken was genuinely pleased with their efforts and was quick to let them know.

Ken has adopted a very basic team leadership model and communication style that he has adapted to the kind of work that is being done and the kind of employee that he is working with. I was reminded that when I took the time to implement the basics in my own team leadership roles, I too was rewarded with more successful outcomes. Seeing someone else implement the model was a great reminder.

Not having worked in construction before, the question I wanted to know the answer to was: “Do you have to do this for every task on every project?” Ken’s answer was: “No, but I usually do. That way I know they know, and they know I know. That’s usually enough to get it done the way I want it.”