On most successful professional sports teams, there are always those individuals who care enough about winning to speak up when things do not look right.  These people will shout out encouragement to teammates from the dugout in baseball or from the sidelines in football, take another key player aside and “get in their face” if they think the player is not trying hard enough for the team, or ask for team meetings if they disagree about coaching strategy.

In a vibrant, dynamic, energetic working environment…people need to feel that they are a part of a team effort.  It is one of the basic needs of the human spirit.

Being part of a team involves being able to freely offer suggestions and point out problems in an open, problem-solving climate where no one is offended and no one is labeled a trouble-maker.

Thinking up better and easier ways of doing things is a big part of the excitement of working…whether as a farmer, inventor, sales manager, or building construction trades foreman.  I an environment in which every person’s opinion is valued and actively sought, people believe they are individually important and part of a team.

If housing construction companies are to achieve the level of motivation and enthusiastic loyalty to the company they would like to have in their employees…in my opinion as key to a successful comprehensive construction program…some owners and managers must take another look at their definition of team play.

Construction field people…who must deal daily with subcontractors who do not show up, materials that are delivered late, and with all sorts of other problems…should not be viewed as non-team players simply because their approach toward the construction is more sober, cautious, realistic, and detailed than the optimistic, broad-brush outlook of company owners and managers.

If the goal on the part of building construction owners and managers is to find ways to proactively prevent problems and issues from surfacing during the construction…then field people should feel that their suggestions are not only welcome but expected.

This has to be an element in a comprehensive building construction company program…with open and sometimes outspoken communication going both ways…from the office to the field…and from the field to the office.

The point of this chapter and indeed this book is that the technical nuts-and-bolts of building construction should not be considered an artificial demarcation between the business aspects of running the company…performed by the company owners and managers…and the efficiency of manufacturing the product in the field.  Both the office and the field are needed in a team effort to achieve optimum results.