Generating profits is also part of a construction manager’s job

Safety is the top priority on construction sites. At the same time, however, there is pressure to generate profits. Construction management engineers working on-site are constantly faced with the highly contradictory challenge of improving their technical skills while also figuring out how to increase profits.

Carrying out construction work safely while incorporating the latest technology requires a certain amount of funding. It is necessary to develop construction plans and procurement plans for materials and heavy equipment so that work can proceed as quickly and efficiently as possible, while securing personnel capable of performing their duties properly and eliminating potential accident causes one by one.

However, that alone does not guarantee a profit. Ensuring a safe working environment and making sure materials and heavy equipment are properly on site are merely part of setting up the right conditions. It is how people move and how they are managed that directly impacts profits.

"How to Motivate People": Lessons Learned on the Front Lines Where Profits Soar

At a site where profits were booming, I witnessed a situation where the boundaries between positions and titles had dissolved, and everyone was able to work together on an equal footing. This took place at a tunnel construction site on a certain expressway. They had eliminated the boundaries between those in leadership roles—such as the site manager, deputy site manager, construction manager, and construction section chief—and rank-and-file staff, as well as between foremen and laborers, building relationships with just the right amount of professional distance. While they got along well, their relationship wasn’t one of friends; “project partners” would be a more fitting description.

Not only did we never address people by their job titles, but it was also a workplace where it was acceptable to sometimes use their first names—even when speaking to someone older—and to use casual language rather than honorifics. The office director’s policy was clear: “Let’s break down the thick walls of age and status and work together as a team!”

At that workplace, although it wasn’t an official rule, we were encouraged to call each other by nicknames. Whether to use a person’s real name or a nickname was left up to each individual, but this helped strike a good balance in interpersonal relationships, allowing us to maintain a distance that was neither too distant nor too close. As a result, a pleasant sense of tension was fostered—one where we could enjoy a friendly, harmonious atmosphere while still staying focused when necessary.

So, I was really impressed by how everyone enjoyed their work as if it were play and moved the project forward with enthusiasm. Laughter could always be heard somewhere, their faces were full of energy, and the atmosphere on site was always lively. During site tours and visits by employees from our headquarters and stores, I even heard them say, “I want to work at a site like this.”

What’s more, this project was quite profitable, so in addition to our monthly drinking parties, we organized recreational activities like barbecues and hikes up Mount Fuji, and when we reached milestones in the construction work, we’d have yakiniku parties at the office. Of course, the project covered all the costs, so there was absolutely no financial burden on any of us.

Here Are the Types of Operations That Don't Turn a Profit!

On the other hand, I’ve also experienced sites that weren’t profitable. At a road construction site I visited during a patrol, the air was incredibly stagnant. As soon as I walked into the office, I was hit by an atmosphere that made me think, “I just want to go home.” I no longer wanted to stay there; I was filled with the urge to get out of there as soon as possible.

The reason for that atmosphere was that everyone except the station chief felt as though they were “being forced to do their jobs against their will.” I didn’t realize it at the time I was on patrol, but I heard later that a significant number of people assigned to that station had requested transfers, and the majority of them wanted to leave as soon as possible.

I was told that relationships among the staff were strained, that what the managers said was law, and that subordinates and workers were required to follow their instructions, moving about as if they were robots. Hearing this, I recalled my patrols there and thought, “It’s true—everyone did look expressionless.” I was told that the site had ended up in the red.

At construction sites, “how you manage people” directly impacts profits!

So, does that mean the site’s profitability and atmosphere depend entirely on the site manager’s skills? Not quite—entry-level construction management staff are also expected to have certain skills. After all, it’s the job of construction management staff to give instructions to workers and set site policies.

Therefore, not only the branch manager but also other construction management staff need to think about how to manage their teams. If doing so leads to greater profits and more enjoyment outside of work, I believe it’s well worth the effort to give serious thought to how to manage people.

As a construction management engineer, why not take a moment to reflect on what it would take to make your site profitable?

From the God of Construction

https://sekokan-navi.jp/magazine/