A Chat with Chris Butler, General Superintendent at C.W. Driver

A servant leader: letting go of the reins

By Chris Schmidt

As general superintendent at C.W. Driver, Butler provides company-wide leadership and management oversight of field operations for the greater Los Angeles, California region. Butler has been in the construction industry for the past 33 years, the last 14 of which have been at C.W. Driver. He brings a high level of experience constructing complex projects with a detailed eye toward safety, planning and logistical scheduling. Join Construction Superintendent as Butler shares his journey through the ranks, his advice to foster good subcontractor relationships and the one thing he’d change about his job.

(Q) What has changed the most in terms of the industry since you began your career more than three decades ago?

Projects are much more complex and owners want their projects completed faster and cheaper, while still receiving the highest quality. This challenges contractors to build smarter in order to be competitive in today’s marketplace.

(Q) Did you work your way up from carpenter? Tell us a little bit about that journey.

My father owned a construction business in the 70s, building dairy barns, horse facilities and homes in upstate New York. I started young working for him as a “gofer”/laborer and learned the value of hard work. After high school I continued working as a carpenter with a developer in Texas building tilt-ups. I was part of a core crew that did everything from concrete, steel, wood diaphragm roof structures through tenant improvements. I moved to California in 1990 and worked as a superintendent building primarily educational projects. In April 2001, I began working at C.W. Driver.

(Q) How do you foster good subcontractor relationships? What are a few successful practices?

Fortunately for the past 25 years, I have worked with some really great subcontractors and have made lasting relationships. When I visit our projects, I take the time to visit with our subcontractors to get a read on how the job is doing. I feel it is very important to visit with the trades and get their perspective and compliment their work product when warranted. I believe strongly that this personal approach fosters a positive and safe environment.

(Q) From educational to mixed-used to library to medical facility construction, which has been your favorite type of project and why?

When I was a field superintendent, I enjoyed building higher educational facilities, such as student recreation/wellness centers and science buildings. These projects were uniquely challenging as they were always on active campuses. I enjoyed the challenges of developing the logistics plans and building the projects while striving to be transparent and being a good neighbor. Providing tours for students and faculty during construction was also rewarding by showing them what we do and the challenges we face. Hopefully, we can instill some excitement for future construction workers/engineers.

(Q) What has been the biggest challenge you’ve faced in your role and how did you overcome this obstacle?

The biggest challenge was pulling my focus back from a single project and looking at all our projects at 30,000 feet and becoming more aware of the bigger picture in my new role. My responsibilities have moved from building specific projects to managing a large number of very talented superintendents – all striving to build successful projects. I feel this change is a work in progress and firmly believe I do very well as a servant leader.

(Q) How do you work with technology and implementing it onsite with your superintendents?

C.W. Driver utilizes the latest technology from BIM to computerized layout in the field and Lean techniques including Lean scheduling, just-in-time and prefabrication. All of our superintendents are trained to use smart devices with up-to-the-minute plans, specifications, RFIs and submittals so that they can spend more time in the field and less time in their office. All of our people are continually trained in-house.

(Q) Can you speak to the enforcement of a safety culture on your company’s jobsites? How do you execute it with your superintendents?

C.W. Driver is dedicated to mitigating accidents by identifying potential hazards and unsafe acts and being proactive in advance safety techniques, such as improved hazard recognition, hazard corrections and employee involvement. We have a dedicated safety director and field safety management that is instrumental in the development and implementation of our corporate safety program. We execute our safety culture by continuous training, project audits and subcontractor interactions.

(Q) If you could change one thing about your job, what would you do differently?

The only thing I wish I could change would be the amount of time I spend on Southern California freeways while trying to work within a 10-hour day. It requires you to get creative on how you do your job while struggling with traffic. It is a common problem I share with many of my industry peers.

(Q) How have the advance courses you’ve completed—like fall protection and heat & illness prevention—enhanced your position as general superintendent?

I apply all of my safety training to my role as general superintendent on a daily basis. It enhances my position by being able to have broader perspective of loss prevention and risk management on our projects. At the end of the day, we want our entire staff and project tradesman to go home to their families.

(Q) Do you find it difficult just to advise and not “take the reins” on a project in the general superintendent role?

I actually found it refreshing to let go of the reins. I have completed a great deal of projects in my career as a superintendent and welcome my new role. We have a lot of great talent at C.W. Driver, and I am getting very comfortable providing oversight, leadership and additional support to our project teams.

(Q) What would your superintendents say is your biggest strength as general superintendent? What do you want to be remembered for?

My biggest strength is that through my years of experience I’m able to offer valuable insight to my project superintendents. At the end of my career, I would like to be remembered as a leader who took the time to pass on my construction life experiences to those who want to better the future of this industry.

(Q) If you weren’t in the building profession, what would you be doing instead?
Honestly, I really cannot see myself satisfied in any other profession. Organic chemistry cured my early dreams of being a veterinarian surgeon.