Tech-Savvy Teamwork

How superintendents can lead the charge with technology

By Jake Bowron

Introducing new technologies in the workplace can produce bumpy rides even in the best circumstances. Integrating techno-tools into construction operations offers its own challenges. Here’s an unusual proposition: superintendents should volunteer for a bigger leadership role in helping project teams make the adjustment.

I’m not suggesting that superintendents turn into gluttons for punishment. However, as a superintendent who recently accepted a position as director of field technology, I’m convinced that greater involvement by superintendents in introducing technology can produce big benefits.

In the field, there’s no questioning technology’s ability to:

• Consolidate information—detailed, concise and complete information—and place it at our fingertips
• Groom employees to be super analysts and maestro managers of all that they survey
• Facilitate open and transparent communication

What’s not to love?

In truth, the construction industry lags in adopting the latest tools and techniques. That’s changing. But optimizing technology’s payoffs in efficiency and productivity challenges the industry to adapt faster.

Quickest to find value
In my experience, superintendents are the star students of embracing the wide-ranging innovations that promote teamwork, eliminate last-minute surprises, reduce risks, promote smarter decision-making and save time and costs.

Field generals who not long ago were traversing jobsites with pad and pen, riffling through stacks of paper drawings and stuck in meeting rooms are today distributing jobsite pictures via mobile phone, communicating through text messages, viewing digital documents at mobile workstations and spending a great percentage of time conducting business in front of computer displays.

I am intimately familiar with today’s data-driven, documentation-demanding society and the growing complexity of construction projects. I understand the stresses and hectic schedules of superintendents.

As one whose job involves introducing new technology, organizing training and bridging the communication gap between corporate IT and project teams, I’ve noticed that superintendents, as a group, are consistently more inclined to explore and rise to the top as “early adopters.” I’ve also observed the positive influence superintendents have on their peers. When we speak, others listen. A superintendent singing the praises of a new software program is worth a mint.

I’m suggesting that it’s in the best interest of our projects to leverage our stature and assume greater leadership in integrating technology into field operations. We should relish the role as star students, advocates and cheerleaders.

We should consider becoming directors of field technology. Project staffers tease me about having turned into “the IT guy.” On the other hand, they have confidence that, as a superintendent, I understand their challenges and tech needs, and that I will aggressively represent their interests to IT. Corporate technology specialists, on the other side, appreciate my insights into field operations.

Superintendents are in a unique position to lead in ensuring the tools that help us build faster and better are thoughtfully introduced. Here are keys to serving in this capacity:

Join in the planning
Technology directives from corporate headquarters are inevitable. But we who must adopt mandated software and hardware can be quite helpful in designing the integration of new technology. We know best how to minimize disruptions, identify possible problems and maximize technologies’ applications to specific tasks. Early involvement in planning will breed cooperation and pave the way to successful implementation.

Help others embrace new technology
Human nature resists change. Superintendents have become early adopters, in, part because technology proved its ability to help us work more efficiently. We are well suited, then, to helping others explore and accept change. Emphasize the strategic benefits of new tools and how they enhance performance. Share shortcuts that you’ve discovered. At the same time, be honest about technology’s limitations and learning curves.

Give useful feedback
It’s easy to complain that technology upgrades are being introduced with annoying frequency, that training is a pain and that the prescribed software is not yet ready for prime time. It is much more helpful to me and to others in my position if you choose to be a partner. Technology is not always easy to grasp, but it can be a problem-preventing, problem-solving liberator. Help me help you by offering practical feedback and suggestions on how to do a bang-up job with implementation. Team members who see your constructive attitude are more likely to follow suit.

As jobs grow bigger and more complex, project teams will be pressed to adopt newer and better tools of efficiency. With our leadership stature, our get-it-done mindset and our willingness to try new products, we superintendents can be invaluable in helping project teams embrace the latest technology and, in the process, make even bigger contributions to smooth-running projects and jobsites.

Jake Bowron has been a construction professional for 17 years, 10 of which he served as a field superintendent. He now works in the office as JE Dunn’s East region field technology manager. His efforts help teams leverage technology for a better construction process.