This chapter is intended for advanced framers who are becoming “lead framers," or starting to manage a framing crew. Keep in mind that the lead framer’s productivity is defined by the productivity of the crew. If you’re taking on the job of lead framer, you’ll need to think about the information your crew needs and how to teach and manage them most effectively. Earlier chapters in this book will help you train your crew in the specific steps of various framing tasks. But there are other aspects to managing a crew. It’s the lead framer’s job to get the building framed on time and within budget. The lead framer must also be sure that the expected quality standards are met, and that the building is structurally sound, visually aligned, and ready for inspectors and for other trades—all of this while maintaining a safe and congenial workplace. To meet all of these goals is an impressive accomplishment. The purpose of this chapter is to help you get there.
Management techniques have been developed over the years by studying and applying methods that work. The trend has been away from the dominating “command" approach and toward the cooperative “team" approach. This chapter deals with some organizational tasks, as well as with relationships and motivation. Developing good working relationships and instilling motivation is probably the most important and the most difficult task of a leader. A construction project manned by crews of skilled craftsmen who take pride in their work and get along with each other is bound to be successful. Assembling and directing such crews can only be accomplished by a leader who has developed good management skills.
Managing a framing team is a task like no other.
The job changes every day and is always full of new surprises. The lead framer should be good at multi-tasking. A typical day might include trying to make sense of plans that don’t provide enough information, dealing with an owner or general contractor who is focused more on cost and schedule than the details of framing, and organizing a group of framers who have different levels of knowledge and experience into an effective team.
The most valuable tools you can have in managing a crew are common sense, framing knowledge, the ability to evaluate a situation objectively, and an understanding of your crew’s abilities and personalities. You probably already have a preferred management style, based on what you have learned in your experience in the field. This chapter will help you better understand that management style and improve upon it.
