Are Your Crew Leaders Really Leading?

You know that moment when you realize you can't be on every job site anymore? That's when you find out whether your crew leaders are actually leaders—or just the person closest to the truck keys.

The title doesn't make the leader. And if you're getting constant calls asking "What do we do now?" from crews that should be running themselves, you've got your answer.

What Real Leadership Looks Like in the Field

Forget the motivational poster version of leadership. Here's what it actually looks like when someone's running a crew right:

Their job sites have rhythm. You show up, and people are moving with purpose. Nobody's standing around waiting for direction or wondering what comes next. The day has a plan, and everyone knows it.

Problems get solved, not escalated. Does the weather change the schedule? They adjust and keep moving. Permit gets delayed? They're already working on Plan B. You hear about solutions, not just problems.

Information flows both ways. They keep the office updated without being asked, and their crew understands not only what they're doing but also why it matters—no communication black holes.

They own the results. When something goes wrong, they don't start with excuses. They begin with "Here's what I'm going to do differently next time." That's accountability.

People actually want to work for them. This one's huge. If good crew members keep asking to be on their jobs, that's not a coincidence. That's leadership in action.

The Warning Signs

These aren't necessarily fireable offenses, but they're patterns that'll cost you:

Constant confusion on their jobs. If you're getting calls from their crew asking basic questions, your "leader" isn't leading. They're babysitting at best.

They duck the tough conversations. Someone's consistently late? Quality's slipping? Scope's changing? If they're not addressing these things directly, they're not leading—they're hoping problems solve themselves.

Everything's reactive. Instead of planning ahead and staying in front of issues, they're always playing catch-up and always asking what to do instead of proposing what should happen.

Nothing's ever their fault. Weather, traffic, suppliers, crew members—there's always someone else to blame. Leaders take responsibility. Passengers point fingers.

High turnover or burnout. If people keep leaving their crew or they seem checked out themselves, something's not working. And it usually starts at the top.

How to Fix the Gaps

Leadership skills can be developed, but you must be willing to coach, not just criticize.

Give them the tools they need. If your job packets are incomplete, your schedules are unclear, or your communication systems are broken, even the most effective leaders will struggle. Fix the foundation first.

Show them what good looks like. Don't just tell them to "take ownership"—show them what that actually means. Walk through decisions with them. Review the day together, not just the problems.

Start with small wins. Give them apparent authority over something manageable and let them succeed. Confidence builds leadership faster than criticism.

Address problems directly. If someone's not cutting it as a leader, have the conversation. They may be better suited for individual contribution. They may need better systems. However, don't expect it to fix itself.

The Bottom Line

You don't need superstar crew leaders. You need steady, reliable individuals who can think ahead, communicate effectively, and take responsibility for their outcomes.

The best leaders aren't the loudest or the most experienced. They're the ones who make everyone around them better, who solve problems before they become your problems, and who you can trust to run things right when you're not there.

If you want to scale your business, you need to scale your leadership. And that starts with knowing who's really leading and who's just along for the ride.