The main fear of a construction worker is that they won’t receive their salary. If you dispel this fear and offer them respect, you can always count on them
How do you end up managing construction sites in Germany? What does it really entail? How do you build a trustworthy team and earn the respect of your workers? We discussed all these topics with George Trifan, the site manager for the RCBB M64 project in Munich. From the testimony of an experienced professional, we can extract a series of lessons and principles that govern this role. In an environment like Germany, where rigor and efficiency are core values, becoming a site manager involves more than just accumulating technical experience.
From carpenter to construction site manager: A journey of constant learning
In life, there are multiple paths that lead to the same place, each with its own challenges and joys. Mr. Trifan’s journey to becoming a site manager is an example of this. He learned through work and grew on the construction site, step by step moving from one position to another.
“The first time I came to Germany, I had no idea about plans, I didn’t know a word of German,” recalls Mr. Trifan. His journey began as part of a team of carpenters, under the guidance of an experienced engineer. Practical work, combined with careful observation and a desire to learn, was the key to his success. “I was the assistant to a very experienced engineer, from whom I learned the trade,” he remembers. Over time, he developed his skills, gradually taking on more responsibilities. “In 2014, I started taking on sites to manage on my own,” he says. Eventually, he moved from smaller projects to increasingly complex construction sites.
At the beginning of 2021, he joined the RCBB Gruppe team. In the three years since he joined us, he has completed three projects and started on a fourth. “It’s been three years, three completed projects, all of them profitable,” adds Mr. Trifan. These include the RCBB Stadttor Ravensburg, VR-Bank Memmingerberg, and H29 Hansastrasse projects in Munich. He is now coordinating the construction of M64, the future headquarters of the German Trade Union Confederation – DGB – and IG Metall, the largest industrial union in Europe.
Team organization: A balance between autonomy and responsibility
A key aspect of his work is organizing the team and coordinating daily tasks. “My role is to know what each person is doing and how the pieces fit together at the end. The organization of activities must be planned continuously in advance, for short and medium periods,” says Mr. Trifan.
It is his duty to ensure that everyone adheres to the plans and that the work is delivered on time. Additionally, for people to do their jobs properly, they need to enjoy some autonomy. He offers his team trust and has found that people show personal responsibility. “I tell each person on my team: I’m not going to stand over you and control you. I want you to do what we discussed you need to do and focus on that,” he explains. Each person is accountable for their own work. However, if problems arise or someone needs help, “I go and talk to people,” he adds, emphasizing the importance of open communication.
“Each team knows in advance, by 7:00 AM, where to go and what to do. Everyone does their job at their post. If any of the guys don’t understand something, we discuss it and clarify. Problems with plans come up very often, and when that happens, I go to the German partners to correct them,” adds Mr. Trifan.
Mutual respect: The foundation of an efficient team
Respect is a central pillar in workplace relationships on the construction site. “First of all, mutual respect must be shown. I respect you, I speak to you nicely, without cursing or other discussions or disagreements, but I expect you to give that back to me,” explains the site manager. “Respect must be mutual; otherwise, we achieve nothing. It works on the principle of ‘what you give is what you get.’ You give respect, and somehow, people give you respect back.”
This mutual respect is essential for team cohesion and for avoiding conflicts that can arise in stressful work environments. He emphasizes that if a misunderstanding or problem occurs, the solution is not to continue in a hostile environment but to reach an understanding: “If we don’t agree, we shake hands, say goodbye, and you go your way, and I go mine.”
Moreover, team cohesion is an important factor in integrating new colleagues. “I believe that when a new person comes, they integrate based on how the rest of the people are. If you have decent personnel, the new person adapts to the team on the construction site. But if you have several negative people on the site, no matter how good the newcomer is, they will follow their example,” warns Mr. Trifan. Anyone who comes must respect the house rules. “For me, what matters is that the person is hardworking. Even if they may not know how to read plans, those things can be learned. […] Anyone who wants to stay on my team must take care of their own work.”
The team you have and build over time determines the success of each construction site. There can be no productive site without a professional team behind it, Mr. Trifan emphasizes. Therefore, the ability to read people and connect with them must go hand in hand with technical skills to be a good site manager.
Salary security: The primary concern of construction workers
One of the main concerns for workers on the site, as highlighted by the M64 coordinator, is salary. “The worker’s fear, I think first and foremost, is whether they will receive their salary and be assured of payday,” he states. This is a common fear in the construction industry, and one that is justified. Every worker has heard from colleagues about cases of such “scams” or has experienced it themselves. Meanwhile, the industry has become cleaner, but mistrust remains. There’s a saying that once you’ve been burned by soup, you blow on yogurt.
“The security of that salary matters a lot, and people stay even if they receive promises from elsewhere. Because they know for sure that they will receive their salary here,” he adds, emphasizing the importance of financial stability for the morale and performance of the team. “Dispelling this fear, offering them respect, and you can count on them. The person knows they do their job, they are respected, they have transportation and accommodation, and the company gets involved as much as possible when problems arise. That matters immensely.”
Building and maintaining the team: A continuous process
A successful construction site depends not only on the individual skills of the workers but also on how they work together as a team. “The team is built on the construction site, through work, but especially outside of it,” explains Mr. Trifan.
“At least once a month, we have a barbecue together… we sit, have a beer or a soda. And it’s impossible not to communicate differently with people, to not discuss things other than work because everyone relaxes. Sometimes they share their joys, other times their worries, problems, or dissatisfaction,” he adds.
End of the project: A full stop and a new beginning
Successfully closing a project is a major source of satisfaction for any site manager. “What I enjoy most is when I close a site and do it without problems,” admits Mr. Trifan. It’s about the pride of a job well done. But the truth is that Mr. Trifan generally enjoys the work he does, not just the victories: “I believe that once you start something, you must do it with pleasure. Otherwise, you can’t do something well.”
On the occasion of the sixth anniversary of the founding of RCBB Gruppe, we look at the professionals who are part of our team, talking about some of the vital trades for the existence of a construction site. This interview is the third in a series of six materials that we will publish in the following weeks.