Turn Your Team Into A Championship Team

What if your team could perform like a championship roster; every project, every time? At CONEXPO-CON/AGG 2026, you’ll learn how to make that happen. 

How to turn your crew into a winning team is the focus of Turn Your Team Into a Championship Team: Hiring, Training, Management, Motivation and Retention, a featured session at CONEXPO-CON/AGG 2026. The session takes a practical approach to how contractors can move beyond managing individuals and focus on building reliable teams. 

The session will be led by David Fellman, president of David Fellman & Associates, drawing on decades of experience working with companies of all sizes. Fellman’s approach is driven by the idea that teams do not happen by accident. They are built through clear expectations, consistent measurement and improvement plans. 

MORALE IS THE FIRST SIGN

Production numbers are usually the first indicator of a struggling team. David encourages contractors to consider a different indicator first.  

“The clearest short-term sign is probably morale,” he says. “If it’s high, the teams are probably running well. If not, you need to dig into the why.”  

However, low morale is rarely the main issue. It often indicates bigger issues such as a flawed set of rules or unrealistic expectations. Ignoring these signs will eventually affect schedules and productivity; so, it’s important to address them early.  

MEASURING MORE THAN PRODUCTION

Most contractors are comfortable measuring their team’s output. They track hours, estimate tasks and monitor schedules, but where people often struggle is the human side of performance. 

“I believe that you can measure anything, either objectively or subjectively,” he says. 

Objective measures are familiar, for example, if a task is projected to take one hour, it should take one hour. If not, leaders need to understand why. Subjective measures require a different perspective.  

“You can put a number to an attitude too,” he explains. 

David encourages leaders to begin with a simple exercise. Think of your best employee and rate your satisfaction with that person on a scale from 1-10. That rating reflects both skill and attitude, and how you arrive at the result is important to consider. For instance, if it’s a rating of 8, why is that? What would 9 look like and how might you differentiate between the two? 

That process turns minor feedback into tailored improvement plans that teams can work toward. 

CHOOSING THE RIGHT TEAM MODEL

Not every task requires the same kind of teamwork. David uses sports analogies to explain why different team models matter in construction.  

In baseball, individuals have a position and work together towards a common goal. You can often compare a baseball team to an assembly line where each player performs an action on the way to a finished product. In football, players execute individual roles while acting in concert with other players. In a tennis doubles model, roles are fluid, anticipation is critical and team members must adjust quickly and perform with minimal supervision. 

“To a large degree, the task determines which model is most relevant,” he says. 

Construction operations can include all three models depending on the task. Understanding which model applies helps contractors assign roles, forming teams more effectively.  

BUILDING TEAMS WITH INTENTION

Throwing people together and hoping they can work together rarely works. David stresses that teams must be built with intention. 

“You can’t just throw a group of people together and expect them to function as an efficient, effective team.” 

First, leaders must identify who is capable of leading. That decision is driven by a combination of skills and attitudes. Next, teams should be assembled with complementary strengths they can use as a unit. Finally, they should be trained and motivated to achieve the best results. 

Hiring plays a key role in this process.  

David recommends involving current team members in interviews whenever possible and clearly defining company culture to avoid future mishaps. 

MANAGING EARLY

Once someone is hired, contractors tend to miss opportunities to shape behavior early. David encourages leaders to manage new employees closely during the first few months.  

“When you like what you see in terms of skills and/or attitudes, let them know,” he says. “When you don’t like what you see, it’s even more important to let them know.”  

Behaviors that are rewarded tend to be repeated and behaviors that are tolerated tend to be repeated as well. Addressing issues early prevents bad habits from becoming a norm in the workplace. 

USING COMPENSATION TO REINFORCE EXPECTATIONS

David is honest and direct when it comes to compensation and understands its role in behavior.  

“The ‘ideal’ compensation plan, to me, would have at least two parts,” he explains. “First is the ‘guaranteed’ component, [which are] dollars per hour or per year. Second is the ‘earned’ component, [which is] tied directly to some level of performance.” 

David’s session offers contractors tips on how to measure, manage and encourage their teams more effectively. For leaders looking to strengthen their workforce in 2026 and beyond, this session offers tools they can implement right away. 

Don't miss your chance to build a championship team. Attend CONEXPO-CON/AGG 2026’s session Turn Your Team Into a Championship Team: Hiring, Training, Management, Motivation and Retention to start leading like a pro. Register for CONEXPO-CON/AGG 2026 today.