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Javelle
Student
Joliet, Illinois
3
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What are typical Construction Managers like in a job?
I want to be on my beast in the future so I can help others.
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Desiree Giler Mann
Attorney
166
Answers
New York, New York
Updated
Desiree’s Answer
Hi Javelle -- For a few years, I worked in the Construction Management Dept of a large international engineering firm. Part of the time I was working on-site for large commercial & government customers, and towards the end of that career path, I was providing environ & safety oversight at all of the companies job sites around a major city - so I'd visit 40+ construction sites. Like any profession, you get all types and all personalities. I'm not clear if you want to work as a CM or plan to work on a construction site where you'll interact with CMs, so I'll do my best to respond for either scenario.
Before I get to CMs, let me say this: Be safe. Wear the safety gear. Follow the safety briefings. NO ONE wants a job shut down due to a safety issue. Setting aside the pain and sadness of someone getting injured (or worse), no CM wants to deal with OSHA or the paperwork of job site accident. The best way to tick off a CM is to be the person who always has to be reminded to wear the PPE -- if you're an accident waiting to happen, you won't make friends.
In my observation, the best CMs were those who had the best interest of the project at heart -- they weren't pushing impossible deadlines to pander to the customer nor trying to take advantage of the contractors/subcontractors/trades, but truly led to provide the customer a building that met its needs and the specifications, in a timely fashion, on budget. Where there was real issue (e.g., the HVAC plans and the plumbing plans when overlapped with the structural steel as built on-site created an issue), they would get all the stakeholders together onsite to come to a feasible corrective path and negotiate the costs fairly and equitably. The best CMs would spot the problems BEFORE the construction happened, but to be honest, even with all the QA/QC in the world, there are some things that are hard to predict until you're on-site and construction is underway. And sometimes, a mistake is made, so charting a reasonable path forward -- troubleshooting and problem solving -- takes patience, people skills, and serious technical knowledge. That's what you hope to find in the CM.
Most Construction Managers spend significant time walking the site -- overseeing the work, meeting with the Trades, getting new or revised details from architects/engineers, etc. Most of the CM's I know love that part of the job best. These people are the eyes and ears of the build. You want to be professional and friendly with any CMs walking the site (and vice versa if you are the CM!). My recommendation is to answer their questions honestly, but don't blame another trade/architect/engineer for any problem/delay: just stick to the facts. In almost every case, the problem/delay will have an obvious cause and the CM can address that as needed. If you see something that could be a problem (do they REALLY want masonry wall at the top of the escalator?!? should the handicap access ramp have a utility pole in smack in its middle?!? These are literally things we faced on job sites I worked!), then speak up -- so that no one wastes time. It's better to spot issues early than to delay or have to undo/redo work. Example: It doesn't take an advance engineering degree to figure a wheelchair cannot access a ramp with a utility pole in the middle (literally ANYONE on site should have seen that would be a problem once they started laying out the concrete forms) and I will forever scratch my head over why no one thought it worth mentioning until after all the concrete for the ramp/curb had been poured. For whatever minor cost increase the contractor may have thought he'd get for re-pouring it, I can assure you the CM made up for in credit change orders elsewhere... Stupid waste of time & resources.
When the most senior CM is walking the job regularly, that was always a good sign to me - because they KNOW the site, the foremen and people, and state of the build, they aren't just sitting behind a desk reading reports from others. But never discount the junior staff -- they might be new to the profession or learning the realities of the job site/construction (it might even be their first job!), but they are reporting back to the people who pay the bills. And "fresh" eyes from the junior people do spot legit issues.
No matter your role on site, it's good to get to know what trades are on-site (this changes with time) and who their foreman is, so that if you ever have an informal request/issue you can bring it to the right person. (Of course, anything major or with cost impacts should be brought to the CM.). But if a carpenter blocked in your car and you need it moved, it's helpful to know who to go to. No matter the size of the real estate, a construction site is a small place with lots going on within the same footprint. Each site has it's own hierarchy & personality and you need to know the players to be able to navigate it.
I will be forever grateful to the tradesmen and tradeswomen who helped me understand "why" they do things a certain way or the purpose of a given procedure when I started working as a CM. I got a whole education from them that I'd never have learned anywhere else. Some of them were so skilled, I am still in awe of what they could do. However, I learned in small increments because no one wants to be a distraction or take too much time from people doing their work. Don't be the person who talks more than they work. Don't get a reputation for being the chatterbox. (And if you are the CM, don't bug the tradespeople too much! Their job is the build, not educating you!!) No matter your role on site, if someone is taking too much of your time with non-urgent matters, a simple, "Well, I gotta get back to it. We can talk more tomorrow" almost always works.
It's the CM's job to have the project's history in their head - so be professional and courteous (even as you disagree, which may happen), they have long memories! And, no matter how big a city you work in, it's a surprisingly small world. You'll bump into the same trades/unions/contractors/engineering firms/architects/CMs time and time again. You want to start your career on the right foot and establish a good reputation as a solid - and safe! - worker on site, so that no matter where you end up, you are seen as an asset to the job.
Good luck!
Talk to anyone in construction you know to get their tips/advice.
Be mindful of separating gossip and stereotypes from advice! Construction sites can be a beehive of rumors!!
Before I get to CMs, let me say this: Be safe. Wear the safety gear. Follow the safety briefings. NO ONE wants a job shut down due to a safety issue. Setting aside the pain and sadness of someone getting injured (or worse), no CM wants to deal with OSHA or the paperwork of job site accident. The best way to tick off a CM is to be the person who always has to be reminded to wear the PPE -- if you're an accident waiting to happen, you won't make friends.
In my observation, the best CMs were those who had the best interest of the project at heart -- they weren't pushing impossible deadlines to pander to the customer nor trying to take advantage of the contractors/subcontractors/trades, but truly led to provide the customer a building that met its needs and the specifications, in a timely fashion, on budget. Where there was real issue (e.g., the HVAC plans and the plumbing plans when overlapped with the structural steel as built on-site created an issue), they would get all the stakeholders together onsite to come to a feasible corrective path and negotiate the costs fairly and equitably. The best CMs would spot the problems BEFORE the construction happened, but to be honest, even with all the QA/QC in the world, there are some things that are hard to predict until you're on-site and construction is underway. And sometimes, a mistake is made, so charting a reasonable path forward -- troubleshooting and problem solving -- takes patience, people skills, and serious technical knowledge. That's what you hope to find in the CM.
Most Construction Managers spend significant time walking the site -- overseeing the work, meeting with the Trades, getting new or revised details from architects/engineers, etc. Most of the CM's I know love that part of the job best. These people are the eyes and ears of the build. You want to be professional and friendly with any CMs walking the site (and vice versa if you are the CM!). My recommendation is to answer their questions honestly, but don't blame another trade/architect/engineer for any problem/delay: just stick to the facts. In almost every case, the problem/delay will have an obvious cause and the CM can address that as needed. If you see something that could be a problem (do they REALLY want masonry wall at the top of the escalator?!? should the handicap access ramp have a utility pole in smack in its middle?!? These are literally things we faced on job sites I worked!), then speak up -- so that no one wastes time. It's better to spot issues early than to delay or have to undo/redo work. Example: It doesn't take an advance engineering degree to figure a wheelchair cannot access a ramp with a utility pole in the middle (literally ANYONE on site should have seen that would be a problem once they started laying out the concrete forms) and I will forever scratch my head over why no one thought it worth mentioning until after all the concrete for the ramp/curb had been poured. For whatever minor cost increase the contractor may have thought he'd get for re-pouring it, I can assure you the CM made up for in credit change orders elsewhere... Stupid waste of time & resources.
When the most senior CM is walking the job regularly, that was always a good sign to me - because they KNOW the site, the foremen and people, and state of the build, they aren't just sitting behind a desk reading reports from others. But never discount the junior staff -- they might be new to the profession or learning the realities of the job site/construction (it might even be their first job!), but they are reporting back to the people who pay the bills. And "fresh" eyes from the junior people do spot legit issues.
No matter your role on site, it's good to get to know what trades are on-site (this changes with time) and who their foreman is, so that if you ever have an informal request/issue you can bring it to the right person. (Of course, anything major or with cost impacts should be brought to the CM.). But if a carpenter blocked in your car and you need it moved, it's helpful to know who to go to. No matter the size of the real estate, a construction site is a small place with lots going on within the same footprint. Each site has it's own hierarchy & personality and you need to know the players to be able to navigate it.
I will be forever grateful to the tradesmen and tradeswomen who helped me understand "why" they do things a certain way or the purpose of a given procedure when I started working as a CM. I got a whole education from them that I'd never have learned anywhere else. Some of them were so skilled, I am still in awe of what they could do. However, I learned in small increments because no one wants to be a distraction or take too much time from people doing their work. Don't be the person who talks more than they work. Don't get a reputation for being the chatterbox. (And if you are the CM, don't bug the tradespeople too much! Their job is the build, not educating you!!) No matter your role on site, if someone is taking too much of your time with non-urgent matters, a simple, "Well, I gotta get back to it. We can talk more tomorrow" almost always works.
It's the CM's job to have the project's history in their head - so be professional and courteous (even as you disagree, which may happen), they have long memories! And, no matter how big a city you work in, it's a surprisingly small world. You'll bump into the same trades/unions/contractors/engineering firms/architects/CMs time and time again. You want to start your career on the right foot and establish a good reputation as a solid - and safe! - worker on site, so that no matter where you end up, you are seen as an asset to the job.
Good luck!
Desiree recommends the following next steps:
Debra Luckett
Business Parner
11
Answers
Denver, Colorado
Updated
Debra’s Answer
I would agree with Desiree's : Most Construction Managers spend significant time walking the site -- overseeing the work, meeting with the Trades, getting new or revised details from architects/engineers, etc. Most of the CM's I know love that part of the job best. These people are the eyes and ears of the build. I would add their disposition is typical very focused due to managing safety/OSHA requirments., dealing with employee relations, and meeting customer expectations.
Kris Cousino
Construction management
58
Answers
Toledo, Ohio
Updated
Kris’s Answer
As a construction manager myself, I can assure you, we are like every other person. A good construction manager needs to understand the role of manager fully. Not only are you dealing with construction - the materials, equipment, weather, dirt, dust, noise, but you are managing the people, equipment, materials, and quality control. Its most important to know how to manage people. Your employees will be working hard and sometimes very long hours to meet deadlines. You need them to take pride in their work and be loyal to the company. So you need to treat them well. Encourage them. Motivate them. Take the time to understand their job. Listen to them. Know how to deal with conflicts. Know how to deal with difficult people. Communicate effectively. There are several books, webinars and such on "Assertive Communication Skills". I can't emphasize that enough. It doesn't hurt to look in to anger management as well. It can get very heated on the job site, especially when millions of dollars are at stake. Construction management is a great and wonderful career. I have been at it for almost 30 years now, and I have loved it. You are doing the right thing already by reaching out and asking questions. How you handle people, how you handle conflict, how you choose your battles are very important.