Eleven Writing is producing a series of articles for Connecteam to help aspiring and current business owners start and grow a construction company. We're looking for current business owners, site managers, or industry experts who can speak on their experience with the central topic and subtopics. This set of articles focuses on the people side of the business: roles, hiring, and evaluating performance. Sample questions include: (1) From your experience, what does a typical day look like for a construction worker on a site? (2) What technical and soft skills do you think are most critical for success in this role today? (3) What key factors should supervisors focus on when evaluating a construction worker’s performance? (4) What common mistakes do managers make when evaluating employees, and how can they be avoided? Participation involves a brief online interview or written questionnaire. Selected insights will be featured alongside industry peers in articles focused on starting and growing a construction business. If you’re time-poor, you can also send some insights via email that answer the sample questions above. If you're interested in contributing, please respond with your name, role, and preferred contact method (your direct email, plus whether you'd like to receive the questionnaire or set up an online interview).

Ed Sartell here - President of Sartell Electrical Services in Reading, MA. Been running electrical projects since 1985, so I've seen every type of worker and manager mistake you can imagine across commercial, industrial, and telecom jobs. A typical day for our electricians starts with safety briefings at 7 AM, then they're pulling wire, installing panels, or troubleshooting systems until 4 PM. On our hospital projects, they might spend half the day coordinating with other trades to avoid downtime in critical areas. The technical skills that matter most are reading blueprints, understanding electrical codes, and knowing how to use digital multimeters - but honestly, communication skills separate good electricians from great ones. When evaluating performance, I focus on three things: safety record, quality of connections (measured by callback rates), and ability to work with project timelines. The biggest mistake I see managers make is only checking work at completion instead of during the process. On our big box retail projects, I learned to do progress checks every two days - caught wiring issues early and saved thousands in rework costs. I'm happy to share more insights via email interview. Reach me at [Reddit PM] and I prefer the written questionnaire format since I can give you specific examples from our 30+ years of projects across Massachusetts.

Billy Gregus, owner of Integrity Refrigeration & A/C in Winter Haven, FL. While we're HVAC/commercial refrigeration rather than traditional construction, our field work and team management principles directly translate - we deal with the same hiring challenges, safety protocols, and performance evaluation needs on commercial job sites. A typical day for our HVAC techs starts with route planning and equipment checks, then they're installing commercial units, troubleshooting refrigeration systems, or doing emergency repairs until evening. On our restaurant projects, they often work around operating hours, which means adapting quickly when a walk-in cooler fails during lunch rush. The soft skill that matters most? Problem-solving under pressure - technical knowledge only gets you so far when you're dealing with a business losing thousands per hour. For performance evaluation, I focus on customer callback rates and how well techs communicate complex issues to non-technical clients. One metric that transformed our approach: tracking how often customers specifically request the same technician for return visits. Our top performer has a 78% repeat request rate because he explains problems clearly and builds trust. The biggest evaluation mistake I see managers make is focusing only on speed metrics instead of quality outcomes. Early on, I rewarded our fastest installer until we started getting complaints about shortcuts. Now I measure job completion time alongside customer satisfaction scores - our callback rate dropped from 12% to under 3% when we made that shift. I'm interested in contributing via written questionnaire - you can reach me through Reddit PM, and I prefer email format since I can pull specific data from our service records.

**Matt Runyon**, President of EMC Remodeling & Roofing with 15+ years managing crews across Central Texas. After handling everything from emergency storm repairs to complex multi-family projects, I've learned what separates good workers from great ones. A typical day for our roofing crews starts at 6 AM with safety briefings and weather checks--crucial in Texas where afternoon storms can shut down work. By 7 AM they're setting up materials and protection systems, then it's 8-10 hours of physical installation work, often racing against Central Texas heat that can make shingles too hot to handle by 2 PM. The day ends with cleanup using magnetic sweepers to remove every nail from the property. The most critical skill isn't technical--it's **adaptability under weather pressure**. Our best roofers can pivot from installation to emergency tarping when storms hit, then communicate clearly with stressed homeowners about insurance processes. I've seen technically perfect roofers fail because they couldn't explain storm damage to a homeowner whose ceiling just collapsed. For performance evaluation, I track **customer-specific requests for crew members** and **zero-callback rates** on completed projects. Our top crew leader has an 85% specific request rate from repeat customers and hasn't had a warranty callback in 18 months. The biggest mistake managers make is rewarding speed over thoroughness--I learned this when our fastest installer caused three leak callbacks that cost us $8,000 in repairs and nearly lost a major HOA contract. I'm interested in contributing via written questionnaire. You can reach me through Reddit PM, and I prefer email format since I can reference specific project data.

Jeff Miller here, President of Kelbe Brothers Equipment - we've been serving Wisconsin's construction industry for over 60 years, so I've seen how the people side of this business has evolved firsthand. A typical day for construction workers using our equipment starts with those crucial daily walkaround inspections I always emphasize. They're checking fluid levels, tire conditions, and looking for any signs of wear before the real work begins. The most critical soft skill I've observed is attention to detail during these safety checks - operators who skip the small stuff end up costing projects serious downtime later. When evaluating performance, I focus heavily on equipment care and safety protocol adherence rather than just productivity numbers. We track how often operators report maintenance issues proactively versus waiting for breakdowns. Our best operators consistently catch problems early, which saves thousands in repair costs and keeps projects on schedule. The biggest mistake I see managers make is rewarding speed over proper equipment handling. We learned this lesson when rushed operators started damaging rental equipment, leading to expensive repairs and unhappy customers. Now we measure equipment condition upon return alongside job completion times - this approach has significantly reduced our maintenance costs while improving safety records. I'm interested in the written questionnaire format. You can reach me through Reddit PM, and I prefer email since I can reference specific operational data from our equipment management systems.

I'm Chelsey Christensen from Eaton Well Drilling and Pump Service - four generations deep in the groundwater industry since the 1940s. My kids are already learning on job sites, so I see this workforce development challenge from both sides. A typical day for our drilling crews starts with equipment checks and site assessment at dawn. Unlike other trades, we're often working in remote rural locations where problem-solving happens in real time - no running to the supply house when you hit unexpected rock formations at 150 feet down. Our teams spend half their time operating heavy drilling equipment and the other half doing precision work like pump installation and pressure testing. The most critical skill I've found isn't technical - it's adaptability when geology doesn't match the soil surveys. Last month we had a crew pivot from standard drilling to rock drilling techniques mid-project when they hit limestone instead of the expected clay layer. The soft skills that matter most are clear communication with rural property owners who've never had a well drilled and patience during the lengthy permitting process with Ohio Department of Health. When evaluating performance, I track completion time against geological challenges rather than just speed. The biggest mistake I see managers make is not accounting for the learning curve - well drilling has variables you can't teach in a classroom. I prefer email questionnaire format and you can reach me through Reddit PM to share more insights about managing technical crews in unpredictable conditions.

Jeremy Rivera here - general foreman overseeing legal compliance at multiple NYC construction sites and co-founder of Terp Bros dispensary. I also run a non-profit providing free construction training and job placement for justice-involved individuals, so I've seen hiring challenges from every angle. A typical day for workers on my sites starts with mandatory safety briefings and PPE checks - non-negotiable in NYC with Department of Buildings breathing down your neck. The biggest difference from other regions is constant coordination with building inspectors, utility companies, and neighbors in tight quarters where one mistake shuts down the whole block. The most critical skill isn't what most people think - it's cultural competency and conflict de-escalation. I've watched skilled tradespeople get fired not for poor workmanship, but for losing their cool with inspectors or community board members during noise complaints. Last year I had a crew leader who could frame perfectly but couldn't handle the diplomatic side when residents complained about dust, so we had to reassign him to interior work. The biggest evaluation mistake I see is judging workers solely on speed without considering the bureaucratic maze of NYC construction. I track permit compliance and zero safety violations as heavily as productivity metrics because one OSHA violation costs more than a slightly slower completion time. You can reach me via Reddit PM for the questionnaire - happy to share more insights on managing diverse crews in heavily regulated urban environments.

Joseph Cavaleri here - CEO of Direct Express with 20+ years running integrated construction, realty, and property management operations in Florida. I've built everything from hardscaping projects through Direct Express Pavers to full property developments, so I've evaluated workers across every construction discipline. The biggest performance factor nobody talks about is cross-functional thinking. My best construction workers understand how their work impacts the property management and sales sides of our business. When we're doing a paver installation that might become a rental property, workers who can spot potential maintenance issues or suggest tenant-friendly modifications are worth their weight in gold. The most expensive evaluation mistake I've made was focusing only on current project completion instead of long-term asset value. I had a crew that worked fast on a flip project but cut corners on drainage around new pavers. Cost us $3,200 in repairs six months later when the property management team had to fix water damage for tenants. I track what I call "lifecycle metrics" - not just speed and quality, but how their work performs after we hand keys to property management or sell to clients. Workers who think beyond their immediate task consistently outperform those who just follow blueprints. Happy to do the questionnaire via email if you send it over.

**Mike Martinez**, CEO & President of Zee's Roofing & Construction in Central Florida. After 30+ years in the industry and leading a veteran-owned company, I've built teams that handle everything from storm damage to complex commercial projects. Our construction day starts differently--we begin at 5:30 AM with equipment staging because Florida's afternoon thunderstorms are predictable killers of productivity. The real skill that separates our top performers is **decision-making under insurance pressure**. Our best workers can assess storm damage, document it properly for adjusters, and explain the process to homeowners who've never filed a claim. I've watched technically skilled roofers get fired because they couldn't handle the emotional side when a family is displaced. When evaluating performance, I focus on **warranty callback prevention** and **material waste ratios**. Our lead installer has achieved zero callbacks on 47 consecutive jobs while maintaining a 3% material waste rate versus the industry standard of 10%. The biggest evaluation mistake I see is promoting based on years of service rather than leadership capability--I promoted a 12-year veteran to crew chief who nearly cost us our largest commercial account because he couldn't coordinate with multiple trades. I'm interested in the written questionnaire format. You can reach me through Reddit PM for my direct email--I prefer written responses since I can pull specific performance metrics from our projects.

I'm Clay Hamilton, President of Patriot Excavating with over 20 years in excavation, electrical, and mechanical systems. I serve on the Board of Central Indiana Independent Electrical Contractors and have managed crews across everything from compact residential jobs to 50+ acre commercial developments. A typical day for our excavation crews starts with GPS equipment calibration and utility markouts before any digging begins. What separates good operators from great ones is their ability to read soil conditions in real-time and adjust machine settings accordingly. Our teams spend morning hours on heavy excavation work when they're fresh, then shift to precision grading and utility installation in the afternoon when fatigue could impact accuracy. The most critical skill I've identified isn't equipment operation--it's spatial reasoning combined with safety instincts. Last year we had an operator catch a potential cave-in during a water line installation by recognizing subtle soil movement patterns that weren't obvious to others. For soft skills, I prioritize crew members who can communicate utility conflicts clearly to project managers rather than trying to work around problems independently. When evaluating performance, I track our 98% on-time completion rate against weather delays and soil condition changes rather than just productivity metrics. The biggest evaluation mistake I see is measuring excavation work by cubic yards moved instead of precision achieved--a foundation that's off by inches creates problems for every trade that follows. I'm interested in the questionnaire format and you can reach me through Reddit PM to discuss managing multi-trade crews in unpredictable site conditions.

I'm Keaton Kay, founder of Scale Lite, and I've spent years helping blue-collar service businesses modernize their operations after working in private equity evaluating these exact companies for acquisition. From my work with companies like Valley Janitorial, the biggest performance evaluation mistake I see is measuring activity instead of outcomes. Managers track hours worked or tasks completed rather than asking whether the work actually moved the business forward. At Valley, we shifted from counting how many sites were cleaned to measuring client complaint reduction--which dropped 80% in six months once we started tracking what actually mattered. The most overlooked factor in performance evaluation is data visibility. Most construction managers are flying blind because they don't have real-time dashboards showing profitability per job or worker productivity metrics. When BBA scaled nationwide, we automated their performance tracking across 15 states, saving 45+ hours weekly that was previously spent on manual reporting. Construction companies that implement proper measurement systems see 30-50% valuation increases when they eventually sell. I'm interested in the written questionnaire format--you can reach me at hello@scalelitesolutions.com to discuss how operational structure impacts both daily performance and long-term business value.

As an agency that works with multiple clients in the construction industry, we see firsthand how critical the "people side" of the business is to long-term success. A typical day for a construction worker often blends technical execution with constant problem-solving—whether that's reading plans, coordinating with subcontractors, or adapting to weather and safety conditions. Technical skills like equipment operation and blueprint literacy are essential, but soft skills—especially communication, adaptability, and attention to detail—are what separate strong performers from average ones. When evaluating performance, supervisors should look beyond speed. Safety compliance, teamwork, and the ability to anticipate and prevent issues are equally important. The biggest mistake managers make is only measuring output, not process. If you reward speed without considering safety or quality, you create a culture of shortcuts. Balanced evaluation criteria prevent that. Name: Justin Belmont Role: Founder & CEO, Prose Contact: justin@prosemedia.com | Happy to provide insights via written questionnaire

Hi, I'd be happy to contribute my perspective based on my experience as a business owner and founder of Jack Ma Real Estate Group. While my focus is on real estate, marketing principles carry over directly to construction and other service-based industries. Here are my insights to your sample questions: 1. Essential first steps in creating a marketing plan: For me, the key is clarity on who your ideal client is and what problems you solve best. Too often, new businesses jump into marketing without defining their audience. A construction company should first identify whether it wants to target residential remodels, commercial build-outs, or large-scale developments. Once that's clear, the marketing plan can be built around where those clients spend their time, whether that's local community events, LinkedIn, or Google search. 2. Real example of a strong marketing asset: In my own business, a well-designed digital brochure showcasing before-and-after photos and testimonials has led to countless new clients. People want to see proof before they trust you. For construction, even a simple flyer or one-page case study with project photos and client quotes can build instant credibility and open doors. 3. What makes a construction flyer stand out: In my opinion, a flyer works when it's visual, simple, and clear. Too much text gets tossed. Strong imagery of completed projects, a clear call-to-action (like Call for a free estimate), and trust signals (licenses, certifications, client reviews) make the difference. 4. High-performing website features: A construction company website should function like a 24/7 salesperson. Essential features include: A clean portfolio/gallery of past projects Clear services list with transparent scope Easy-to-find contact info with click-to-call Client testimonials and reviews for social proof Mobile-friendly design (since many people search from their phones) Credibility is everything. A website that shows real work, real people, and real results makes a stronger impression than flashy design alone. Feel free to use any of these insights in your article. Best regards, Jack Ma Founder, Jack Ma Real Estate Group Jack@JackMaRealEstate.com

I work with leaders and owners in the construction industry both as an owner's representative and as a construction recruiter. I can fill out a written questionnaire, which you can send to david.case@advastargroup.com. Here are my thoughts on your sample questions: (1) typical day for a construction worker Most crews start early (6-7am) and work until the site shuts down in the mid-to-late afternoon. Work assignments are typically based on the project phase. Their day can involve a mix of tasks (equipment operation, framing, concrete pouring, general labor, etc.) and coordination with other trades. (2) most critical technical and soft skills Key technical skills include proficiency with equipment (hand tools, power tools, heavy equipment), knowledge of OSHA safety standards and building codes, and ability to read blueprints and technical drawings. Comfort with construction tech like project management apps and laser measuring tools is increasingly necessary as well. The most critical soft skill is communication. Miscommunication on-site can lead to costly mistakes and safety incidents, so the ability to share ideas clearly and listen effectively is a must-have. I also look for strong teamwork, adaptability, reliability, and the ability to troubleshoot and solve problems on the fly. (3) factors to focus on when evaluating performance I would put safety compliance and quality of work at the top of the list. Does the worker deliver tasks on spec with minimal rework required? Do they consistently follow safety rules and wear proper PPE? Are they keeping pace with project schedules without cutting corners? While factors like collaboration, dependability, and initiative are also important, these tend to follow those factors above. If someone's productivity and work quality are high, for instance, that is often at least in part because they are reliable and follow instructions well. (4) common mistakes evaluating employees The most common one I see is overvaluing speed. Speed can be a sign of expertise, or it can indicate the person rushes to finish their work, which can lead to rework or accidents. I also often see managers basing reviews on single incidents or their gut feel rather than using data and documentation to evaluate the employee's overall performance. Consistency is key in construction workers, and you can assess that by reviewing performance logs, checklists, and supervisor notes as a regular part of your evaluations.

I'd be interested in contributing to your series on construction team management. My Background: Rene Reyeszumeta, Project Engineer with 13+ years managing construction teams on major infrastructure projects. I've supervised civil workers and subcontractors on everything from $200M+ hospital construction in Venezuela to current FDOT highway projects in Florida. My role involves coordinating construction crews during utility installations and infrastructure development. My Experience: I've managed construction teams during complex phases like deep foundation work, structural installations, and utility coordination. Currently, I oversee construction activities for FDOT projects involving roadway expansions and utility relocations. I work directly with construction workers daily - from equipment operators to specialized utility installation crews. What I Can Offer: Real insights into what construction workers face on complex infrastructure projects Perspective on how technical skills requirements have evolved (especially with new technologies like 3D modeling and GPS-guided equipment) Experience evaluating worker performance on high-stakes projects where precision and safety are critical Understanding of how different construction roles interact on major infrastructure jobs Sample Insight: A typical day for construction workers on my infrastructure projects involves much more coordination than traditional construction. They're not just moving dirt or pouring concrete - they're working around live utilities, following precise GPS coordinates, and coordinating with multiple stakeholders. The workers who succeed are the ones who understand they're part of a bigger system. Contact Preference: Email: reyeszumetarene@gmail.com I'd prefer the written questionnaire approach due to my project schedule, but I'm flexible if an interview works better for your format. Looking forward to sharing insights that could help construction business owners build stronger teams.