Tradie HR director Leigh Olsen urges employers to train and support middle managers — the engine room of any trade-based business.
I was chatting to a foreman recently who looked exhausted. I asked how he was going, and with a strong shake of his head replied, “Leigh, I’ve had a gutsful — I’m sick of people taking advantage of me, thinking I’m their friend and not their supervisor.
“It’s long hours with little thanks and, at times, I feel like I’m getting it from both sides — from my workers not turning up and then the boss blaming me for everything that goes wrong.”
I’ve heard this type of comment many times from site supervisors and team leaders who are faced with the reality of their management role, and left feeling that they are being pulled in all directions.
These hard working individuals have often been promoted for being great on the tools, but then find themselves thrown into the deep end when it comes to managing people.
They’re left feeling unsupported, frustrated and overwhelmed by their managerial responsibilities.
Leading and managing people is a new set of tools to learn — it’s about dealing with people, problems, company policies and procedures, and pressure all day long.
Without the right training and support, these leaders can easily end up stumbling through each day, hoping to keep everything together. Some figure it out — many don’t. And when they don’t, the whole team can feel it.
So what are the warning signs that you might need to give more support to your team leaders and supervisors?
• Orders being barked across the floor instead of explained, or team members getting shut down when they speak up.
• No one knowing why the plan has changed — again.
• Supervisors walking around angry, short-tempered or stressed.
• Mixed messages — an example of this happened on one of my client’s site recently when the foreman told the team in their toolbox meeting: “Safety is our top priority — make sure you follow every procedure.” And then said: “But we’re behind schedule, so let’s move quickly and get this done by lunch.”
Supporting your team leader/supervisor
So how can you set this middle manager up to succeed and find the right balance for everyone?
• Does the role fit the person?
The first question I always ask is — is this the right job for the person?
Not everyone wants to manage people — and that’s okay.
Some of the best tradespeople I’ve met were miserable in leadership roles, because they only took the job thinking it was the next step up, or they didn’t know how to say no to the boss.
I worked with a site leader once who was terrified of having one-on-ones with his crew. He avoided them at all costs.
Eventually, the owner and I asked if he’d rather move into a technical project-based role instead.
The poor bloke nearly cried. He was relieved someone had finally given him permission to admit he didn’t want the job.
We need to stop pushing people into management just because it’s the next rung on the ladder.
The role has to fit the person — and not everyone wants to climb the ladder.
• Provide training on managing people
Apply the same approach you did when that person was possibly your apprentice — train them in the tools that they need.
Give them training on all the core topics such as giving feedback, coaching and what all the company policies and procedures mean.
When I run workshops for site supervisors and team leaders, we don’t sit around reading policies.
We keep it real. We talk about what actually works when managing people on site — what to say, what not to say, and how to lead under pressure without losing your cool.
Being fair and reasonable isn’t just about ticking the boxes under New Zealand employment law — it’s about doing right by your team and keeping the site running smoothly.
In one workshop session, a foreman shared that he’d texted a no-show worker: “Get your lazy arse in here.”
He honestly thought that was fine. Like many, he’d never been shown what’s okay legally — or what actually gets results when managing a team the right way.
With a bit of guidance, we gave him the tools to handle no-shows the right way — legally, professionally, and with more impact. No more “lazy arse” messages. Just confident, clear leadership.
For example a better text might be: “Joe, you haven’t shown up for your 7am start and we’re concerned about where you are. You need to call me before (insert time). If I don’t hear from you or you can’t give a valid reason, this may be treated as an unauthorised absence.”
The point is: Be clear. Set a deadline. Show concern. And spell out what happens next. That’s how you lead a team the right way.
Never forget – team leaders are your engine room!
Here’s the truth — middle managers are the engine room of any trade-based business. They are the ones turning strategy into action.
They are the ones running the job, managing the crew, keeping customers happy, and making sure things get built, fixed, installed, or delivered on time.
But they can’t do it alone. They need the right training and support. And a workplace that sees them not just as a buffer between workers and management — but as a key part of the business.
At Tradie HR, we specialise in helping the trades get their people stuff sorted.
Whether it’s training team leaders, sorting work site conflict, or making sure you’re ticking all the legal boxes — we’re here to help.
If you’re ready to step up or want to support your team leaders and supervisors better, give us a call. Let’s make sure your leaders are leading with confidence — and not just crossing their fingers.
Note: This article is not intended to be a replacement for legal advice.
