Q&A with Jim Hoff, Project Superintendent at Kraus-Anderson

On expecting the unexpected, staying positive

By Chris Schmidt

Jim Hoff, project superintendent with Kraus-Anderson Construction and LEED A.P., has more than 35 years of experience in the construction industry, where he earned the role of superintendent at the age of 26. In this position, he is dedicated to a proactive approach to planning and organization site logics and communications tools. In addition, he excels at listening and learning—strengths imperative to ensure satisfied customers and a successful team. Join Construction Superintendent as Hoff talks about his first and most rewarding jobs in the industry, his secret to success and how he works around Mother Nature on the jobsite.

(Q)   Talk a little about what interested you most about a career in construction and how your first job transpired.

My favorite toys as a kid were a hammer and nails. I started working when I was 13, putting in 15-20 hours a week, cutting an entire 5-acre cemetery. In high school I was a machinist — I did not like that job at all. Instead, I was fascinated watching a house being built. So when I landed a job with Kraus-Anderson in October 1978, working on the Pillsbury Towers project in Minneapolis, Minnesota, my dream came true. My carpenter apprenticeship started here… this was my boot camp. I was on the crew that took the North Tower from three stories below grade to completing the penthouse some 45 stories high. I loved it!

(Q) You became a superintendent at an early age—what was your secret to success at acquiring this role?

My dedication to framing always meant you were the first one onsite, starting at the footings. Everyone follows you and depends on accuracy, quality and speed. I learned early to take ownership of the task at hand, even if it involved shoveling or moving materials — the back work. At the Pillsbury project, I had the opportunity to help with layout and was responsible for plumb bobs in all of the elevator shafts of the 45 stories for the layout crews. Then I became the layout guy on two other high-rise projects, both with connecting and underground parking structures. These projects went very well. Willingness, dependability and working late to ensure the task got done paid off. At 26, I was given my first project as a superintendent — building the Northwest Racquet, Swim and Health Club in the Twin Cities. This was a very large concrete masonry and precast project.

(Q)   How do you manage to keep projects on time and on budget when Mother Nature dumps several feet of snow and/or maintains sub-zero temperatures?

Planning, pre-tasking and conducting foreman’s meetings — this is where the job stays on focus. Get everyone involved (it’s their jobsite). First build a team, then create the building. Always welcome everyone’s imagination to build a sequence and operations around the ever-changing seasons. Also, it’s important to utilize our resources of new equipment (such as ground thaw units) that impact schedules at the ground level. Once you”re off the ground, enclosures become a lot easier to manage in inclement weather.

(Q)   Do you make any special accommodations for extreme heat indices as far as worker safety?

Absolutely. First, we begin by keeping a close eye on the weather forecast. We also have Toolbox Talks to educate workers in advance of issues and to adjust places to work depending on sun positioning. We may have to take extra breaks to stay out of the harsh conditions with certain tasks.

(Q) Your portfolio includes athletic facilities, high-rise apartments, healthcare, large public facilities and schools. Which projects were the most rewarding and why?

Children’s NICU Hospital in St Paul and Fairview Northland Medical Center in Princeton, Minnesota. At Children’s Hospital, we replaced the existing NICU and built a new state-of-the-art facility, while keeping their operations running at 100 percent with no issues with life safety. We were an extension of their staff. At Fairview Northland, owner’s rep Jody Link and I planned and communicated all construction, as well as fun events for everyone. Teamwork always prevailed. Our dedication to work together allowed us to solve any and all problems or issues. The client, staff and community welcomed us because of our clear and ongoing communication. They knew that our mantra was that their work was more important than ours. It’s always rewarding to deliver our services and be appreciated for our work.

(Q) What has been the most difficult aspect of your work in the construction industry, and how have you overcome this challenge?

One of the most challenging parts of our work comes when people react too quickly without taking a breath. Most problems can be solved by taking the time to think things through without the drama. I find that patience, persistence and a little bit of “sweet oil” work best. Just do the right thing — be respectful of everyone, be flexible and bring willingness to the table.

(Q) What types of communications tools do you use most often when planning and organizing site logistics for projects you”re supervising, and how have these communications tools made your life easier?

Creating a phasing plan and a site logistics plan, and utilizing these plans at preconstruction meetings. It’s important to create a communications plan before a job begins and share the plan as often as possible. Site logistics planning helps everyone, including owners, subs and venders. When working in facilities that must remain in operation, they need to know and understand the plan. A communications plan also lets the customer know who to call in a variety of reasons. No one wants surprises. Customers also have several department heads that need to know the protocol for certain issues such as noise, vibration or access. I always invite the owner to be involved in my onsite construction meetings. That way, the plan is directly communicated without confusion.

(Q) How do you enforce a safe jobsite with your crew?

We create safety ethics in everything we do. Safety is always the first item on the agenda. And teamwork is imperative. When everyone enforces safety, the result will be good.

(Q) Describe a trend in the industry that you”re observing more and more and how it is impacting the way you do your job.

Cheaper, faster, better. Unfortunately, you can only have two of these without some compromise.

(Q)   What piece of advice would you offer to aspiring superintendents?

I am a carpenter by trade. I love to plan and organize. Count on planning a lot. Count on organizing and keeping everyone organized. Expect the unexpected and know your attitude impacts the day of every single person on the team. Focus on staying positive in adverse conditions because, I promise you, it will always pay off.

(Q) When you”re not on the jobsite or in the office, how do you like to spend your free time?

Spending time with my wife and best friend, Kelly “Girl” Hoff, and our family of five children and three grandchildren. I love helping out my wife with her business — Camp K9 and K9 Cuts, a dog boarding facility we designed and built on our property. We travel and hike our national parks, and enjoy bow and gun hunting. We do extreme trail riding with our younger horses, and ride Harleys with our family and friends. Oh, and l love to build my own little projects — imagine that!