Field leadership excellence

By Cotney Consulting Group.

Why your next jobsite win depends on your foreman, not just your forecast.

In roofing, we spend much time focusing on the big stuff sales strategies, estimating accuracy and cash flow. But let's be honest: most jobs don't fall apart on paper. They fall apart in the field. 

That's why one of the most significant competitive advantages you can build now has nothing to do with equipment or backlog. It has everything to do with developing more decisive field leadership, starting with your forepersons and superintendents. 

If your jobs are bleeding hours, missing scopes or dragging through punch lists, the issue might not be your crews. It might be that no one's been trained to lead them. 

Let's fix that. 

What makes a great roofing foreman today?

Being a solid roofer doesn't automatically make someone a great leader. But too often, that's how the role gets assigned: your best installer gets promoted, handed a tablet and told to "run the crew." 

That's not a system. That's a gamble. 

The foreman or field leader of today needs to: 

• Plan the day and own the pace of production 
• Communicate clearly with the office, the GC, the client and the crew 
• Maintain safety and accountability without creating conflict 
• Track time and materials with accuracy 
• Handle jobsite curveballs without derailing the whole project 

These are teachable skills, but only if we're willing to teach them. 

The hidden costs of weak field leadership 

When field leadership is lacking, here's what happens: 

• Crews lose time waiting on materials, decisions or direction 
• Rework shows up after the crew has already moved on 
• Punch list items drag out final billing 
• The client gets nervous because no one's clearly in charge 

Over time, this chips away at your profit margins, job schedule and reputation. But here's the good news: you can turn it around faster than you think. 

Building better leaders in the field

Here's where to start if you want to level up your forepersons and field supervisors:

1 - Clarity around the role

Write it down. What exactly do you expect from your field leaders? Think: daily planning, crew delegation, production tracking, site cleanliness and client communication. Share it. Review it.

2 - Training that goes beyond safety

Most field leaders are trained in safety but not much else. Start teaching: 

• How to read and use the job budget 
• How to document progress and changes 
• How to hold short, effective crew huddles 
• How to escalate issues without delay 

3 - Support tools that make it easier 

Don't bury your field leaders in paperwork. Use: 

• Daily job cards or progress logs 
• Punch list apps or simple checklists 
• Material tracking forms 
• Shared folders for photos, notes and inspections 

The easier it is to lead well, the more consistently they'll do it. 

Coach, don't just correct

One of the biggest mindset shifts in building leadership is this: you're not just managing performance but coaching for growth. Don't get frustrated if a foreperson messes a schedule or misses a scope. Ask:

• Did they have the info they needed? 
• Was the handoff from sales or estimating clear? 
• Were the expectations ever explained? 

Use mistakes as a way to teach, not just to correct. That's how leaders learn. 

Field leadership is a culture, not just a position

Every crew member can show leadership in cleaning up, communicating or looking out for safety. But your forepersons and supers set the tone. If they lead with discipline and professionalism, the crew follows. You know how that story ends if it leads with chaos and complaints. 

Create a leadership culture by: 

• Recognizing jobs well run, not just jobs well done 
• Holding regular huddles or check-ins that include training and discussion 
• Make sure your best field leaders are part of kickoff meetings and closeout reviews 

Wrapping it up: Start where you are 

You don't need a fancy program or a big budget to start building better leaders in the field. You need intention. 

Pick one foreman or superintendent with potential. Shadow them for a day. Offer feedback. Ask what would help them lead better. Then, build from there. 

Because at the end of the day, the best plan in the world doesn't matter if the person running the job can't execute it. In this industry, jobs don't succeed at the desk; they grow on the roof.