In structural steel fabrication, the relationship between the General Contractor (GC) estimator and the steel fabricator estimator is a key part of getting the job done right. Over the years, we’ve learned a lot about how to work together and, like anyone, we’ve made our fair share of mistakes. What we’ve found really works—it’s all about clear communication, teamwork, and focusing on shared goals. We hope these insights will be helpful as you work with all of your steel fabricators.
“Above the Line” and “Below the Line”
The “Above the Line” and “Below the Line” framework guides us. Developed and refined by thought leaders Roger Connors and Tom Smith, it emphasizes self-awareness, accountability, and a shift from a victim mindset to a creator mindset, fostering responsibility and growth.
- Above the Line: A mindset and behavior rooted in openness, accountability, curiosity, and learning. Team members operating above the line are focused on what they can control and what they can do to achieve desired results. They are proactive, solution-oriented, and focused on growth.
- Below the Line: A mindset and behavior characterized by defensiveness, blame, fear, and resistance to change. Team members are reactive, focused on why they can’t achieve desired results, on what they can’t control, and try to avoid accountability.
Let’s look at how applying this mindset in your interactions with the steel fabrication process can improve collaboration and project outcomes.
1. Pre-construction Phase: Open Communication and Shared Goals
- Above the Line: The bid phase sets the tone for the entire project. We’ve learned that open communication between the GC estimator and the steel fabricator estimator from the beginning is key to making sure everyone’s aligned. Rather than rushing through the bid or making assumptions, we take the time to ask questions, review the scope, and make sure we’re all clear on the materials, timelines, and any potential challenges.
Example: In a recent commercial office building project, we worked closely with the GC estimator early on to understand their project timelines and expectations. This allowed us to share our material lead times and fabrication capacity, helping both of us accurately forecast potential delays and adjust the schedule accordingly, which prevented surprises later on.
Behavior: Instead of focusing just on the numbers, ask, “What challenges or opportunities do you see here? How do we work best with the elements within our control? With these known challenges, what can we do to achieve our desired results? Let’s make sure we’re all on the same page.”
2. During the Project: Flexibility and Feedback
- Above the Line: Projects rarely go exactly as planned. Over the years, we’ve learned that being flexible and open to feedback is crucial. We know that things will come up—whether it’s design changes, material delays, or unexpected site conditions. When both estimators are willing to stay open-minded and focus on solutions rather than problems, the project moves forward more smoothly. We always ask our team, “What else can we do to achieve our desired result?”
Example: During fabrication, we found out that a supplier had issues delivering the necessary materials on time. Rather than pointing fingers, we worked closely with the steel fabricator estimator to review alternative options. We found a material substitute and supplier that kept the project on track without compromising quality or budget.
Behavior: When things don’t go as planned, ask, “How can we work together to fix this and keep everything on schedule?”
3. Installation: Problem-Solving as a Team
- Above the Line: The installation phase is when all the planning and preparation come to life, but it’s also where the most issues can arise. Steel doesn’t always fit perfectly on-site, and design adjustments are often needed. We’ve learned that when we work collaboratively with the GC team and maintain a solution-focused attitude, the team can overcome almost any challenge.
Example: During a recent installation, we ran into an issue where the steel beams didn’t line up with the foundation as expected. Rather than pointing to the design team, we came together to figure out a way to adjust the installation method. By working together, we found a solution that kept everything on schedule and ensured the quality of the final product.
Behavior: When faced with a problem, we’ve found that it’s best to ask, “What can we do to solve this together and get the result we want?”
What To Do When Collaboration Breaks Down
Of course, things don’t always go smoothly. Sometimes, it’s easy to slip into a “Below the Line” mindset, especially when under pressure. If you notice that the conversation is starting to feel tense, with people digging in their heels or focusing on who’s at fault, try this step by step approach to get it back on track.
- Show empathy and understanding.
- Acknowledge the challenges both sides are facing.
- Ask open-ended questions, like, “What elements do we control? What can we do to resolve this together?”
Example: During a commercial project, there was a delay in steel deliveries that threatened the installation timeline. The project manager was frustrated and pointed out that the delay could cause significant issues down the line. The conversation quickly turned tense, with both sides focusing on the blame for the delay.
To get things back on track, we followed a step-by-step approach:
- Show empathy and understanding: We acknowledged the Project Manager’s frustration, saying, “It seems like you are really frustrated. I can see how this delay is putting a lot of pressure on the timeline. I completely understand your concerns.”
- Acknowledge the challenges both sides are facing: We shared, “We’re doing everything we can on our end to get the materials as quickly as possible, but I know this impacts your schedule, too. We’re in this together.”
- Ask open-ended questions: Instead of focusing on the problem, we asked, “What can we do to resolve this together and minimize the impact on the project?”
This approach shifted the conversation from blame to problem-solving, and we were able to work together to adjust the schedule, source alternative materials, and keep the project on track.
The Bottom Line
The “Above the Line” mindset fosters collaboration, open communication, and problem-solving throughout a project. By focusing on shared goals and staying solutions-oriented, both the GC and steel fabricator can ensure a smoother, on-time, and on-budget project.
If you’re interested in learning more about how to apply these principles with your team, we’d love to help. Reach out to us to schedule a Lunch and Learn where we can dive deeper into the “Above the Line” mindset and how it can improve collaboration on your projects. Together, we can help your team build better, stronger partnerships and achieve even greater success.