Field Supervisor (cody meeting) Leadership & Safety Compliance Meeting Notes

Informal leadership discussion between senior staff (Brandon, Shane, Clint, CJ, etc.) and a newly-appointed field supervisor.
Focus: safety observations, field mentorship, performance management, core values, communication protocols, incentives, and miscellaneous logistical topics (vehicles, lunch plans).
Tone: candid, sometimes blunt; emphasis on accountability, reduced “whining,” and proactive communication.

Clint can overhear hallway conversations and has nearly “jumped in” before; keep sensitive topics quiet or move to a private room/parking lot.
Shane recently irritated several colleagues; subject remains “extra sensitive.”
Rule of thumb: use low voices indoors; step outside if discussing personnel or disciplinary issues.

Safety (always top priority)
Passionately Pursuing Excellence
Building Trust & Relationships
Collaboration
Fifth value not verbally recalled—keep list handy (recommend saving in phone notes).
Supervisors must model, teach, and enforce these values; deviations require immediate, documented accountability.

Treat each observation as a dual purpose visit: relationship-building + safety verification.
Initial question for every crew: “Have you filled out your pre-task safety plan?”
- If No → stop work; crew must complete plan before continuing.
- If Yes → pull plan up in the app and review together.
Ask task-specific safety questions; confirm understanding.
Verify proper PPE (gloves, safety glasses, etc.); instruct workers to suit up on the spot if missing.
Use the observation as a “micro-training/refresher”: walk through policies, hazards, mitigations.
Always take photos for documentation—mirrors pre-task plan practice.
Ensure crews READ the AI-generated “Do’s & Don’ts” section; if not, give them 30 seconds to skim—complaints are irrelevant.
When crews work in groups, encourage copy-and-paste of shared items to reduce redundancy.

Supervisors must mentor new hires aggressively to simplify the “partner” transition.
Key systems to master within first 2–3 weeks:
- Work-order app navigation
- Correct completion of work-order summaries
- Accurate receipt uploads (no chasing paper!)
- Photo/video documentation
- Crafting “Recommended Repairs” entries
Adopt a “no prima donna” stance; senior techs should coach, not condescend.
For lagging employees, schedule warehouse/parking-lot hands-on sessions.

Keep individual Word files (“write-up logs”) on recurring issues (e.g., Josh, Bill).
If > ≈ 12 verbal reminders → performance issue → formal corrective action.
90-day probation is decisive:
- Identify C- or D-level players early; terminate if not a “core fit.”
Example cases:
- Josh (Tech Level 3): excellent diagnostician, chronic receipt delays; impacts team efficiency → bonus & merit hit.
- Bill: repeated sub-par fixes (e.g., sink drain propped with wood); three wood-related shortcuts logged → prepare corrective-action plan within a week.
Merit raise lever:
- Standard potential raise $=3\%$ .
- Sloppy paperwork/performance may drop to $1\%$ or result in no merit increase.

Annual base salary formula: $\text{Base}=\text{Hourly}\times2080$ .
Supervisor incentive potential: $8\%\times\text{Base}$ (max payout).
Proration rules for mid-year role changes:
- 1st half year paid at Tech-IV rate; 2nd half at Supervisor rate.
Actual payout tied to PDR (Performance & Development Review) metrics—Brandon supplies detailed scorecard.

Supervisor acts as liaison to translate office directives into field reality.
Aim to “minimize whining” by clarifying rationales (e.g., on-call rotations, holiday coverage).
Policy stance on on-call:
- Complaints not entertained; role includes nights/weekends.
- Compensation is “very good,” reinforcing expectation.

Establish weekly one-on-ones with direct reports; monthly may suffice after stability.
One-on-ones can be phone, lunch, or formal meeting—flexible but consistent.
Larger groups (e.g., HVAC team of 17) might require multiple sub-team meetings.
Maintain open channels with parallel supervisors (Mike, Steve, Leo, etc.) and Build / Turner/Jose/Rod to prevent silos.
Personal anecdote (Dave Jordan): lack of supervisor–supervisor rapport breeds disaster; familiarity matters.

“Size-13 boot” metaphor: be friendly first, but ready to “motivate” when lines are crossed.
Distinguish mentoring (constructive) from riding (punitive); document both.
Goal: improve performance, not impose punishment—termination is last resort after clear due process.

Ray Ray: improper drain repair at Starbucks (wood wedge). Photos taken → possible write-up.
Holiday on-call dissent: policy already set; cite service obligations and premium pay.
Eddie @ CrimeLab: exemplar attitude—leading job effectively, positive morale impact.

Observation forms are “easy” once shown; Brandon will train.
Diesel vs. gas truck debate:
- Duramax 26–28 mpg praised.
- Cummins inline-6 praised for DIY maintenance.
- Supervisor trading truck for $15–17$ Honda Accord via step-dad.
Lunch plan: Twin Peaks; Brian drives “too safe,” alternative driver volunteers.

Ethical duty to halt unsafe work immediately (stop-work authority).
Using incentive structure to drive proper documentation links ethics (safety, transparency) with economics (bonus, efficiency).
Removal of chronic under-performers safeguards company reputation, client safety, and morale of high performers.

Create corrective-action file & meeting for Bill (include all wood-fix incidents).
Josh: continue receipt compliance pressure; log each miss.
Schedule weekly one-on-ones with direct reports; send calendar invites for entire year.
Plan first warehouse “hands-on” training for new hires (press fittings, app usage).
Memorize (or phone-save) all five core values.
Respect low-volume rule near Clint’s vicinity; move serious chats outdoors when necessary.