• Including Field Leadership in Estimates: For all pricing efforts, we consult with field leaders to get their input on estimating scopes, labor rates, and crew structure. This not only makes sure they are informed, but also gives them a stake in the project’s outcome.
• Production Planning: Our project teams hold kickoff meetings, execution meetings, and progress meetings with executive leadership. During these meetings, field leadership presents their plans for tasks, estimated labor rates, and crew structure, which helps set and reinforces the clear expectations and goals from start to finish. As Denver states, “Field leadership can’t successfully manage what they don’t know.”
• Providing Field Leadership with T.I.M.E.: We make sure our field leaders have the Tools, Information, Material, and Equipment they need. We respond quickly to their legitimate needs and use tools like constraint logs and 360 camera software to document setbacks and create a recovery plan. This builds confidence that management has their back.

The Future of Leadership in Construction

In a world where technology and work are constantly changing, the relationship between labor and management must adapt. According to Denver, the future of leadership in construction will rely on more joint training that gives both project managers and field leaders a deeper understanding of each other’s roles. This mutual insight empowers both sides to work together more effectively.

For example, he notes that some field leaders are already able to price their own Time and Material (T&M) work, which project managers can then fine-tune to meet strategic goals. This collaborative approach, which stems from shared knowledge and training, will be key to navigating future challenges like the rise of new technologies and a shortage of skilled electricians.

The Win-Win Outcome: Shared Success

The ultimate goal of these forward-thinking strategies is to achieve a win-win outcome built on shared success. By prioritizing a front-end approach, involving field leadership in planning, and providing them with the necessary tools and information, Miller Electric is building a culture of trust and cohesion. This collaborative model, which fosters a deeper mutual understanding between labor and management, ensures that all teams are working together as a cohesive unit. This is the future of leadership in construction; a united approach where success is a collective victory and everyone benefits.

About the VOLT Academy

The VOLT Academy is a year-long leadership training program developed by the electrical training ALLIANCE for the electrical construction industry. It’s designed for promising and high-potential leaders from the International Brotherhood of Electrical Workers (IBEW), the National Electrical Contractors Association (NECA), and various joint organizations. The program focuses on equipping participants with critical skills in leadership, critical thinking, communication, and management, with a curriculum that includes topics like negotiation, diversity, equity, and inclusion (DEI), and market analysis. By fostering collaboration and providing a safe space for open discussion, the VOLT Academy aims to not only develop individual leaders but also strengthen the industry as a whole by promoting cooperation among its key stakeholders.