Masonry Magazine February 1995 Page. 57
Job cost reports are shared freely with appropriate project personnel who clearly understand them and use them to assess both the actual status of the project and the projected costs at completion.
Key project resources, such as supervisors, crews, tools and equipment remain assigned to a specific job for its duration. If these resources are frequently shifted, a project-based incentive plan may result in hoarding rather than sharing resources.
Project personnel believe that they are accountable for the project's ultimate profitability and can actually affect its outcome.
Qualitative factors can be accounted for and impact the ultimate payment of any bonus. Factors such as quality, safety, and owner, subcontractor and vendor relationships must be carefully considered.
There is neither a predisposition nor a need to put the best supervisors or crews on the toughest jobs.
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Conversing
One-On-One
WHEN CONVERSING one-on-one, avoid embarrassing others in these ways:
Resist nit-picking. Example: Someone says he read that 16 banks have failed this year. Don't say, "I read that article, too. But it was 18 banks." When you correct people-especially on minor facts-they'll want to avoid you.
Don't "one-up" people. Example: "Oh, didn't you already know that?"
Stay away from using sour-grape lines. Examples: "I don't have time for that sort of thing" or "I'm glad it's not me."- Source: Communicate With Confidence, by Dianna Booher, McGraw-Hill, 1221 Avenue of the Americas, New York, NY 10020. From Communication Briefings.
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MASONRY JANUARY/FEBRUARY, 1995 57