Good Superintendent, Bad Superintendent

A construction company's reputation is built in the field. How the work is put in place tells your story. And at the helm of this daily narrative stands the superintendent, the top field manager whose leadership determines whether excellence or mediocrity prevails.

Good superintendents own the outcome. Bad superintendents own excuses.

Good superintendents read every page of the plans, specs, proposal, and bid file before the iron gets dropped off. They highlight plans. They know the requirements cold. Bad superintendents wing it, then act surprised when issues surface.

Good superintendents build a culture of excellence. Their job sites are clean and tidy. Their safety and quality records are strong. Their roller and screed operators hound the QC techs for IRI numbers after each shift. Their dozer operators turtleback the dirt pile before they leave. Bad superintendents run messy sites where quality is not a priority.

Good superintendents think in dollars. They review costs daily. They make real-time adjustments when productivity drops. They cut the two trucks they don’t need after the first shift, not next week because they "might need them”. They push accountability to the lowest level. They know what it means when we came out of an item and how to manage that. Bad superintendents shrug at cost overruns and blame external factors.

Good superintendents are talent magnets. They develop their replacements. They find hidden talent at church, Little League games, or neighborhood BBQs. They train new folks because they know the company’s future depends on it. Bad superintendents complain "we can't find good people" while great people avoid working for them.

Good superintendents communicate relentlessly. They give bad news early. They respond to calls, texts, and emails promptly. They keep owners, crews, and project managers aligned. They’re like Cool Hand Luke: they don’t get flustered. Bad superintendents go dark when problems arise.

Good superintendents balance firmness with fairness. Their word is their bond. Crews respect them. Subcontractors trust them. Owners know they'll do right by the project. Bad superintendents rule through fear and ego.

Good superintendents think weeks ahead. Everything is ready before crews arrive - equipment, traffic control devices, per diem, portalets, you name it. They write things down so they don’t forget. They love to plan the work and work the plan. Bad superintendents scramble daily, creating a constant crisis mentality.

Good superintendents sweat the details that matter. Their longitudinal joints follow perfect stringlines. Their lane closure tapers are textbook. The equipment spread is parked up tight after each shift. Their punch lists are short. They’re pleased, but never satisfied. Bad superintendents are okay with okay.

Good superintendents understand construction is a team sport. They hold PMs and field engineers accountable while supporting their growth. They forge deep partnerships with their team. They have fun and give people a hard time. Bad superintendents are lone wolves who blame others for their failures.

The best test? When you take vacation, you're excited to see a good superintendent’s progress upon your return. With bad superintendents, you feel that sinking dread in your stomach on Sunday night - knowing you'll return to chaos.

Want to spot a good superintendent? Look at their vehicle. A clean, organized truck means a clean, organized mind. And clean, organized minds build great projects.

Here's what great superintendents need from their project managers and support teams:

• Never make them wait

• Clear scope and expectations upfront

• Signed subcontracts, POs, and approved submittals before work starts

• Regular, scheduled check-ins

• Autonomy to make decisions

• Respect for their personal time (don’t call every night at 6:45 PM)

• Unwavering support for tough calls

Here's what project managers need from great superintendents:

• Deep understanding of the financials

• Lookahead planning

• Decisions that put company interests first

• Strong people and cost management

• Proactive communication

• Pride in quality

The gap between good and bad superintendents is preparation, communication, and discipline. Not pure talent or technical expertise.

Working with great superintendents is one of life's pleasures in construction. That rhythm where jobs make money and finish on time, crews stay happy, and everyone's in sync. You can trust it’s going to get done right. If you're lucky enough to work with a great super right now, take a moment to share this post and thank them. Great superintendents deserve our recognition!

If you are struggling with a superintendent, fear not. Take 30 minutes, grab a notepad, and write down all your expectations. Then, share it with them. They probably didn't know you wanted all those things because you didn't tell them. One of my many weaknesses as a manager in construction was not communicating expectations clearly upfront and this is avoidable.

Thanks for reading this week. We value your feedback, so please share with us your thoughts or stories on what makes a great superintendent.

In Case You Missed It

How to Guarantee Your Family Business Fails

Enjoyed this newsletter? Forward it to a friend and have them sign up here!

About the Author

Tristan Wilson is the CEO and Founder of Edgevanta. We make software that helps contractors win more work at the right price. He is a 4th Generation Contractor, construction enthusiast, ultra runner, and bidding nerd. He worked his way up the ladder at Allan Myers in the Mid-Atlantic and his family’s former business Barriere Construction before starting Edgevanta in Nashville, where the company is based. Reach out to him at [email protected]