Can you give us a sense of the range of roles these participants have?
Are they mainly foremen, site supervisors, or a mix of different leadership levels?

TO CLARIFY:

• For example, will we have Foremen, Site Supervisors, Lead Hands, Project Coordinators, Health & Safety leads, or even some junior leaders stepping into leadership roles?
• What percentage of the group will include newer leaders who have been recently promoted versus more experienced supervisors who’ve been leading crews for years?
• Do any roles involve client-facing responsibilities, such as dealing with homeowners, general contractors, or inspectors?
• Are some participants managing subcontractor crews, which brings different communication challenges than managing internal teams?
• Is the group spread across multiple job sites or divisions—civil, commercial, residential, concrete, excavation, etc.?

Why this matters:
This will help us determine whether to focus more on foundational skills, advanced conflict management, or cross-trade coordination.

What are the most common leadership or communication challenges your teams face on the job site that you would like to see improved?

TO CLARIFY:

• For example, do crews struggle with unclear instructions, leading to mistakes or rework?
• Is there tension between experienced workers and newer workers, especially when expectations aren’t communicated clearly?
• Do foremen find it hard to address safety non-compliance without escalation or pushback?
• Are difficult conversations being avoided, such as performance concerns, lateness, work quality, or attitude issues?
• Do your leaders struggle to manage subcontractors who don’t follow site rules or timelines?
• Do communication breakdowns happen between crews and project managers, causing delays or confusion?
• Is emotional control an issue—leaders getting frustrated, reacting too quickly, or not de-escalating conflict?

Why this matters:
Pain points guide the tone, scenarios, and emphasis of each quarter’s training.

What would success look like for you after this training series? Are there specific behaviors or results you’d want to see in your leaders?

TO CLARIFY:

• For example, would success look like fewer communication-related mistakes or less rework on-site?
• Would you like to see leaders address issues earlier, instead of letting problems escalate?
• Would stronger leadership reduce crew conflict, turnover, or absenteeism?
• Would you hope to see more proactive communication between trades to reduce delays?
• Do you want foremen to run more effective daily huddles—clear expectations, better listening, stronger direction?
• Would improved emotional intelligence mean fewer blowups, calmer decision-making, or better relationships?
• Would success also look like leaders demonstrating more ownership, accountability, and follow-through?

Why this matters:
This defines our success strategy and aligns the training with measurable impact.

Are there real-world scenarios or challenges unique to your projects that we should incorporate into the training?

TO CLARIFY:

• For example, recurring conflict between different subcontractor groups?
• Challenges coordinating between civil vs. finishing crews, where handoff communication is critical?
• Issues with site leaders managing crew motivation during tough weather, long hours, or seasonal slowdowns?
• Situations where leaders must address quality concerns but struggle to communicate them respectfully?
• Scenarios where younger leaders have trouble leading older, more experienced tradespeople?
• Communication gaps between head office and site crews, especially with last-minute schedule changes?
• Anything related to client communication, inspections, or high-pressure deadlines?

Why this matters:
These scenarios may be used for roleplays, case studies, and coachback discussions throughout the series.

Are there any internal communication channels or supports we should be aware of or using?

TO CLARIFY:

• Do you use Microsoft Teams, Slack, WhatsApp groups, or internal bulletin boards that we could integrate nudges or reminders into?
• Do site supervisors hold daily or weekly huddles where we could insert the training practices (e.g., paraphrasing, expectation-setting)?
• Is there a preferred method for distributing video nudges: Email, text, internal app?
• Do you have internal champions—such as superintendents or project managers—who will also be attending the training sessions and with whom we can coordinate to reinforce the new skills and techniques?
• Is there an internal process for leaders to track or log the application of new skills? For example, a performance review log, diary, or continuous performance record?

Why this matters:
This will help us more accurately evaluate the impact and application of the learning objectives over an extended period, rather than relying on isolated instances of nonconformity or quick emotional evaluations.