By Craig A. Shutt
The lead carpenter system, in which a skilled supervisor oversees the project and serves as the client's point person, has led to expectations on the part of the company's owner that aren't always fulfilled, says Tim Faller, president, Field Training Services, Westerly, R.I. "Because lead carpenters have strong carpentry skills, the owner assumes they can manage people, and that's not usually the case. Don't assume they go together."
Field supervisors need to have some sales training so they can develop good communication skills. This can be done through professional training or even working with the company's salespeople.
Field staff should be taught the basics—maintain good eye contract, shake hands, repeat back what is said to be sure it was understood—but it also should include how to handle questions or problems that arise.
"Let them know what they can handle and when they should call the office," he says.
Use in-house training meetings to allow field staff to role-play situations and develop instincts for how to handle customer interactions and concerns. Help them to recognize when questions can be answered in the field, when they need the office and what's answered in the contract.
"Make sure they know not to go into the discussion defensively and that they should put off answering until they know the answer for sure," Tim stresses. "And remind them not to think out loud to the client. That's always dangerous."
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