Por John Kenney, traducido por Alberto Torres.

La seguridad no depende de lo que salió bien ayer, sino de las decisiones que tomamos hoy.

Uno de los momentos más peligrosos para una empresa de techado no ocurre inmediatamente después de un accidente. Aunque parezca sorprendente, muchas veces llega después de meses, o incluso años, sin que se presente ninguno. A primera vista, esto puede parecer contradictorio, porque todos los contratistas quieren construir una empresa con un excelente historial de seguridad. Pasar largos periodos sin lesiones refleja un buen liderazgo, trabajadores comprometidos y personas que se preocupan por hacer las cosas bien. Es algo de lo que cualquier empresa debería sentirse orgullosa. Sin embargo, con los años he aprendido que, si no tenemos cuidado, el éxito puede cambiar nuestra manera de actuar. Cuanto más
tiempo transcurre sin problemas, más fácil resulta creer que las cosas siempre seguirán así.

Nadie se despierta una mañana y decide reducir sus estándares de seguridad. Ningún supervisor reúne a su cuadrilla alrededor de la camioneta para anunciar que la seguridad ya no es tan importante como el mes pasado. El cambio ocurre de una manera mucho más silenciosa. Las personas comienzan a sentirse demasiado cómodas. El trabajo se vuelve familiar y la rutina se convierte en algo automático. Con el tiempo, las decisiones que antes requerían una evaluación cuidadosa empiezan a tomarse casi sin pensar. Es precisamente en ese momento cuando la experiencia, una de nuestras mayores fortalezas, puede convertirse silenciosamente en una de nuestras mayores vulnerabilidades.

Lo he visto suceder a lo largo de mi carrera. La primera vez que alguien toma un atajo, generalmente sabe que lo está haciendo. Tal vez deja una herramienta en un lugar inadecuado porque piensa regresar enseguida. Quizá no realiza un último ajuste a su equipo de protección contra caídas porque solo estará ahí un minuto. O tal vez omite una inspección del área de trabajo porque todo parece estar en orden. La mayoría de las veces no pasa nada. De hecho, eso es precisamente lo que hace que esas decisiones sean tan peligrosas. Cuando no existen consecuencias inmediatas, el atajo comienza a parecer justificado. Después de repetirlo suficientes veces, deja de sentirse como un atajo y simplemente se convierte en la manera habitual de trabajar.

Con frecuencia he dicho que el éxito puede ser uno de nuestros mejores maestros, pero también puede convertirse en uno de nuestros mayores engaños. Si algo funciona una vez, nos sentimos agradecidos. Si funciona veinte veces, ganamos confianza. Si funciona cien veces, comenzamos a creer que es la manera correcta de hacer el trabajo. Sin embargo, el techo no se ha vuelto más seguro durante ese tiempo. Las condiciones no son menos peligrosas. Lo único que ha cambiado es nuestra percepción del riesgo. Es un cambio sutil, pero merece tanta atención como los riesgos físicos de los que hablamos constantemente.

Cuando recuerdo a las mejores empresas de techado con las que he trabajado, siempre destaca una característica: nunca permitieron que los éxitos del día anterior determinaran las decisiones del presente. Cada proyecto comenzaba con el mismo nivel de preparación, sin importar cuántos trabajos hubieran completado sin incidentes. Cada techo se trataba como un proyecto nuevo, con sus propios desafíos. Se esperaba que cada cuadrilla comenzara su jornada entendiendo que las condiciones, el clima y los riesgos pueden cambiar. Los buenos resultados del pasado eran motivo de satisfacción, pero nunca una razón para bajar la guardia.

Esa es una de las razones por las que considero tan valiosos a los supervisores de cuadrilla excepcionales. Saben cómo interrumpir la rutina antes de que se convierta en exceso de confianza. Hacen preguntas sencillas que obligan a las personas a detenerse y reflexionar. ¿Ha cambiado algo desde ayer? ¿Este plan sigue siendo adecuado? ¿Estamos trabajando de esta manera porque es la opción más segura o simplemente porque es la más rápida? No son conversaciones complicadas, pero sí importantes, porque nos recuerdan que tomar buenas decisiones requiere atención constante. La seguridad no es algo que logramos una vez y después dejamos atrás. Es una decisión que tomamos todos los días.

También he aprendido que los trabajadores nuevos suelen identificar cosas que los más experimentados pasan por alto. Como todavía no han desarrollado años de rutinas, es natural que cuestionen lo que observan. Preguntan por qué los materiales se colocan de cierta manera o por qué una tarea se realiza siguiendo determinado procedimiento. En ocasiones, esas preguntas revelan oportunidades de mejora que las cuadrillas experimentadas dejaron de notar hace años. Siempre he considerado que eso es positivo. Las buenas empresas nunca desalientan las preguntas porque entienden que una mirada nueva puede identificar riesgos que la familiaridad ha vuelto difíciles de reconocer.

Hay una pregunta que, a lo largo de los años, me ha resultado especialmente valiosa por su sencillez: si hoy estuviéramos comenzando esta empresa desde cero, ¿seguiríamos haciendo las cosas de la misma manera? Es una pregunta poderosa porque nos obliga a distinguir entre la costumbre y las buenas prácticas. A veces, la respuesta es sí. Otras veces, nos damos cuenta de que seguimos haciendo algo simplemente porque siempre se ha hecho así. La construcción evoluciona. Los materiales mejoran. Los equipos cambian. Las prácticas de seguridad continúan avanzando. Las empresas que siguen haciéndose estas preguntas suelen ser las que continúan mejorando.

Cuanto más tiempo llevo en esta industria, más convencido estoy de que el exceso de confianza rara vez da señales claras de su llegada. No aparece acompañado de cambios drásticos ni advertencias evidentes. Por el contrario, se introduce poco a poco en la organización, una pequeña decisión a la vez. Un atajo por aquí. Una inspección omitida por allá. Una conversación que no ocurre porque todos suponen que todo está bien. De manera individual, esos momentos pueden parecer insignificantes. Pero, en conjunto, comienzan a transformar la cultura de seguridad de formas que nadie había previsto.

Las empresas que mantienen constantemente un alto nivel de desempeño entienden que conservar una cultura de seguridad sólida requiere tanta disciplina como establecerla desde el principio. No dependen de los buenos resultados de ayer para proteger a los trabajadores de mañana. Siguen haciendo preguntas, evaluando su trabajo y buscando maneras de mejorar, incluso cuando todo parece estar funcionando bien.

Después de 45 años en la industria del techado, he llegado a creer que uno de los mayores peligros que enfrentamos no es el riesgo que reconocemos, sino aquel al que nos hemos acostumbrado tanto que dejamos de verlo por completo. Por eso, las mejores empresas de techado nunca confunden un buen historial de seguridad con haber llegado a la meta. Entienden que ese historial simplemente demuestra que las decisiones tomadas ayer dieron buenos resultados. Las decisiones de hoy todavía requieren el mismo compromiso y atención.

Porque en esta industria, la seguridad no depende de lo que salió bien ayer, sino de las decisiones que tomamos hoy.

By John Kenney, Cotney Consulting Group. 

Developing supervisors from within remains one of the strongest ways to build a roofing company, but the transition must be managed deliberately. 

Many roofing contractors promote their best operatives into supervisory roles for understandable reasons. They know the work, understand the materials, have earned the respect of the team and can identify poor workmanship quickly. Those qualities matter, but they do not automatically prepare someone to lead a project. 

The responsibilities of a skilled roofer and an effective supervisor overlap, but they are not the same. A skilled roofer proves what they can do. A supervisor must enable the whole team to perform. That requires more than technical ability. The supervisor must plan the work, organise people, communicate with the office, coordinate with others on site, maintain records, protect quality and help the team respond when conditions change. 

When contractors promote strong operatives without preparing them for those additional responsibilities, they place good people in difficult positions. The new supervisor may continue thinking like the most experienced person on the tools while the project needs someone to manage the entire site operation. The result can be frustration for the supervisor, confusion for the team and reduced control for the business. Developing supervisors from within remains one of the strongest ways to build a roofing company, but the transition must be managed deliberately. 

Technical skill is the foundation, not the complete role 

A supervisor needs technical credibility. The site team must believe that the person leading them understands the roofing system, installation sequence, quality requirements and practical challenges of the work. Without that credibility, leadership becomes difficult. 

However, technical knowledge is only the foundation. The supervisor must also understand what needs to happen before installation begins, what information the team requires, how labour should be organised and which issues need to be reported before they affect cost or programme. 

An experienced roofer may know exactly how to complete a difficult detail. A supervisor must make sure the entire team understands the detail, has the correct materials and completes it consistently. An experienced roofer may recognise that access is poor. A supervisor must assess how that access will affect productivity, raise the issue and help develop a workable plan. An experienced roofer may see that another trade is causing disruption. A supervisor must record the effect, communicate it to the project manager and protect the team’s ability to continue productive work. 

The role moves from completing tasks personally to creating the conditions in which other people can complete them successfully. That change is not always easy. 

The best operative cannot continue doing everything 

New supervisors often struggle because they remain too involved in the physical work. They may believe they are helping the team by completing the most difficult tasks themselves, correcting every detail personally or stepping in whenever production slows. In the short term, that can appear productive. In the longer term, it creates a problem. 

While the supervisor is focused on one area, no one may be looking ahead. Materials may not be ready, the next workface may not be released, a delivery may arrive without a plan, quality checks may happen too late or an instruction may not be recorded. The supervisor’s value is no longer measured only by how much work they complete personally. It is measured by how well the entire team performs. 

That requires stepping back from some tasks and paying attention to the wider project. The strongest supervisors still support the team when necessary, but they do not allow constant involvement on the tools, which would prevent them from leading. 

Supervisors must plan beyond the current activity 

Site leadership requires forward thinking. A supervisor should know not only what the team is doing today, but what must be ready tomorrow and later in the week. They should understand which materials are required next, which area will become available, what access or plant is needed and whether drawings or approvals remain outstanding. They should also be aware of any likely interference from other trades and whether the current rate of progress remains consistent with the programme. These questions help prevent the site from becoming reactive. 

Without planning, the team may complete one activity and then wait for the next decision. Materials may arrive too late, labour may be moved unnecessarily and the project may lose momentum. The supervisor does not need to control every part of the project programme, but they should understand how the site team’s work fits within it. They should also be able to explain emerging risks to the project manager while there is still time to respond. A supervisor who looks only at the work directly in front of the team is managing the present. A supervisor who looks ahead is helping protect the project. 

Clear communication is a core supervisory skill 

Many strong operatives are promoted because they lead naturally through example. They work hard, maintain standards and help others when problems arise. Formal supervision requires more than example. Expectations must be communicated clearly. The team needs to understand what work is planned, how it should be completed, what quality standard applies and which site conditions require particular attention. Instructions should be specific enough to prevent misunderstanding. Telling a team to complete an area is not the same as confirming the sequence, material requirements, detail expectations, access restrictions and completion target. 

Communication also needs to work in both directions. The supervisor must listen to operatives who identify a problem, raise a concern or suggest a better method. People working directly with the materials and details often recognise issues before they become obvious elsewhere. A good supervisor does not dismiss that information simply because the original plan came from the office. They assess it, confirm the facts and communicate the issue to the appropriate person. The supervisor becomes the link between the site team and the wider project organisation. 

Daily planning creates control 

A short daily briefing can prevent a great deal of confusion. The supervisor should explain the day’s priorities, expected work areas, labour allocation, material needs, access limitations, quality concerns and relevant health and safety requirements. The briefing does not need to become a long meeting. It should give the team enough information to begin with a shared understanding. 

The supervisor should also confirm whether any issues from the previous day remain unresolved, including missing materials, revised details, access concerns or additional work that needs to be recorded separately. Daily planning allows the supervisor to organise the workforce properly. 

Not every operative has the same experience or strength. Some may be better suited to detailed work, while others may produce more effectively in open areas. Less experienced team members may need to work alongside someone who can provide guidance. Good labour allocation is not simply dividing people evenly across the roof. It is using the available skills in the way that best supports safety, quality and progress. 

Quality leadership begins before the inspection 

Supervisors are responsible for more than finding defects after work has been completed. They should create the conditions that prevent defects from occurring. That begins with confirming that the team has the correct drawings, details, materials and instructions. If a detail is unclear, the question should be raised before installation rather than after a larger area has been completed incorrectly. 

Early checks are particularly important when a team begins a new activity or complex detail. Inspecting the first completed section allows the supervisor to correct the method before the issue is repeated. Waiting until the end of the day or the completion of an entire area can make remedial work far more expensive. 

Quality leadership also means maintaining one standard across the team. Experienced operatives may have developed different working methods over time. Some variation may be harmless, but the completed roofing system must still meet the project requirements and manufacturer guidance. The supervisor must be prepared to address inconsistent work respectfully and directly. Avoiding a difficult conversation does not protect the relationship. It allows the problem to grow. 

Health and safety leadership must be visible 

A supervisor’s behaviour establishes the practical health and safety standard on site. Written procedures matter, but the team pays close attention to what the supervisor accepts in daily operations. If poor housekeeping is ignored, it becomes normal. If access arrangements are used incorrectly, others will follow. If programme pressure is allowed to override agreed controls, the message is clear. The supervisor must reinforce the planned method of work, confirm that controls remain suitable and act when conditions change. 

Roofing work can be affected quickly by weather, access, fragile surfaces, other trades and changes in the work area. A method that was appropriate at the beginning of the day may need to be reconsidered later. The supervisor should feel confident pausing the work when the conditions no longer support the planned approach. That does not make the supervisor unproductive. It demonstrates control. Effective supervision is not measured by keeping everyone working at all costs. It is measured by keeping the work organised, safe and consistent. 

Site records are part of project delivery 

New supervisors sometimes view reporting as an office responsibility. It is not. The site record explains what happened during the work and should capture labour, progress, delays, deliveries, instructions, access problems, weather effects, quality issues and additional work where relevant. Without that information, the office may know that the project is behind or over budget without understanding why. The record does not need to be lengthy, but it must be clear, factual and completed while the information is current. 

This is especially important when site conditions differ from the tender information or when the team receives an instruction that affects the original scope. A photograph can be valuable, but a photograph without context may not explain what changed or why it mattered. Good reporting connects the image, event and project impact. The supervisor’s records support project management, commercial control, client communication and lessons learned. They are part of managing the work properly. 

Supervisors need commercial awareness 

A supervisor does not need to become a quantity surveyor or contracts manager. They do need enough commercial awareness to understand that changes on site create cost. Additional preparation, repeated handling, altered access, revised details, waiting time and changes in sequence can all affect labour, plant and programme. If those issues are not recognised and communicated, the cost may disappear into the project. The supervisor’s responsibility is not to determine entitlement or agree the final value. 

It is to identify the event, record the resources affected and notify the project manager promptly. That simple discipline can make a significant difference to margin recovery. Commercial awareness also helps the supervisor understand why productivity matters. Labour hours are not an abstract office number. They represent the operating plan on which the tender was built.  

The supervisor should know the expected output and recognise when the team is falling behind, but the discussion should remain practical:  

• Is the team working inefficiently, or is the workface restricted?  
• Is the labour level wrong, or are operatives waiting for information?  
• Is the production assumption unrealistic, or has the sequence changed? 

The supervisor helps the business understand the cause, not simply the result. 

Leadership requires accountability and respect 

Supervisors must hold people accountable. That includes attendance, workmanship, productivity, behaviour, housekeeping and compliance with site requirements. Accountability does not require aggression. The strongest supervisors are clear, consistent and fair. They explain the expectation, address the issue promptly and avoid allowing personal relationships to create different standards for different people.  

This can be one of the hardest parts of moving from operative to supervisor. The new supervisor may now be responsible for people who were recently close colleagues. They may hesitate to correct poor performance because they do not want to damage those relationships. Avoiding the issue usually makes the situation worse. Other members of the team see when standards are applied inconsistently. Good operatives become frustrated when poor performance is tolerated, and the supervisor’s credibility begins to weaken. Respect is not maintained by ignoring problems. It is maintained through fairness, honesty and consistency. 

Contractors should define what good supervision looks like 

Many businesses promote supervisors without giving them a clear description of the role. The new supervisor is told to run the site but receives little explanation of what that means. They may focus on production because that is what they know best, while the company expects them to manage records, quality, labour, deliveries, coordination and communication. Those expectations should be defined. 

A practical supervisory standard might include conducting daily briefings, planning labour and upcoming work, confirming materials and access, monitoring quality, maintaining health and safety controls, recording site activity, reporting delays and changes, protecting materials and completed work and supporting the development of less experienced operatives. 

The specific responsibilities will vary by contractor and project type, but the supervisor should not have to guess what success looks like. Clear expectations also make performance reviews more useful. Instead of saying that someone needs to improve leadership, the business can discuss which responsibilities are being handled well and where additional development is required. 

Training should be practical and continuous 

Supervisor development should not consist of one course followed by an assumption that the person is fully prepared. Formal instruction can introduce planning, communication, health and safety, quality control, record keeping and basic commercial awareness. The contractor must then help the supervisor apply those principles on real projects. 

A project manager or experienced supervisor can review the daily plan, examine reports, discuss labour performance and help the new leader prepare for difficult conversations. Short, regular coaching is often more effective than waiting for a major problem. The supervisor should also be encouraged to ask questions. Some newly promoted leaders avoid asking for help because they believe the promotion means they are expected to know everything. That is unrealistic. They are learning a new role. Creating an environment where questions are accepted improves development and reduces the risk of issues being hidden until they become serious. 

Promotion should not be the only career path 

Not every highly skilled roofer wants to become a supervisor. Some people prefer technical work and may provide greater value as senior operatives, specialist installers, trainers or quality leaders. Contractors should avoid treating supervision as the only form of advancement. Promoting someone into a role they do not want can result in losing an excellent operative and gaining an unhappy supervisor.  

The conversation should begin with the individual’s interest, aptitude and long-term goals. Do they enjoy organising others? Can they communicate calmly? Are they willing to complete records and attend meetings? Can they address poor performance? Do they look ahead? Do other members of the team seek their guidance? 

Technical skill remains important, but the best candidate is not always the fastest or most experienced installer. Leadership potential should be considered separately. Creating respected technical career paths also helps contractors retain highly skilled people without forcing them into management. 

Strong supervisors create stronger businesses 

Effective supervisors improve much more than site productivity. They create better communication between site and office, identify risk earlier, support quality, improve records and help less experienced operatives develop. They also reduce the number of decisions that must be escalated to project managers and directors. That gives the business more capacity to grow. 

A contractor cannot manage an increasing number of projects effectively if every site depends on one senior leader in the office to solve every problem. Capable supervisors create control closer to the work. They understand the company’s expectations and apply them consistently on site. The transition from skilled roofer to effective supervisor does not happen automatically with a new title. 

It happens when the contractor defines the role, provides practical training, offers ongoing support and gives the individual an opportunity to grow into leadership. Technical ability may justify the opportunity. Leadership development determines whether the promotion succeeds. 

Learn more about Cotney Consulting Group in their Coffee Shop Directory or visit www.cotneyconsulting.com.

About the author 

John Kenney has more than 45 years of experience in the roofing industry. His career has included every level of roofing operations, from field installation and estimating through executive leadership. He is CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades and earned the MIoR designation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

By John Kenney, Cotney Consulting Group.  

Successful projects don't just generate profit. They generate knowledge. 

One of the biggest mistakes I've seen throughout my career is that roofing companies spend far more time studying failure than they do success. Think about what usually happens after a project loses money. The estimate is reviewed. Labor hours are analyzed. Project managers are asked what happened. Foremen explain the challenges they encountered. Leadership gathers around conference tables trying to identify where things went wrong and how to keep it from happening again. That's a worthwhile exercise. 

But I've often wondered why we don't show the same level of curiosity when a project goes exceptionally well. Some of the most valuable lessons I've learned in this industry didn't come from difficult projects. They came from the ones that seemed almost effortless. The projects where communication flowed naturally. The crews stayed productive. Materials arrived when they were needed. Customers remained informed. The schedule held together. The project closed successfully. 

Those jobs weren't successful because everything happened perfectly. They were successful because a lot of people made good decisions before problems had the opportunity to grow. Unfortunately, once a profitable project is complete, many companies move on to the next one. The final invoice is sent. The file is closed. Everyone gets busy. An opportunity to learn quietly disappears. 

I've always believed success leaves clues just as failure does. The question is whether leadership takes the time to find them. One observation that's stayed with me over the years is that exceptional projects usually aren't built on extraordinary moments. They're built on ordinary disciplines performed consistently. The estimate accurately reflected the work. The project handoff was thorough. Materials were staged correctly. Communication stayed ahead of production. Questions were answered before they became delays.  

None of those actions attract much attention individually. Together, they create projects that seem almost easy. 

I've walked enough successful jobs to know they rarely happened by accident. Someone planned well. Someone communicated clearly. Someone anticipated challenges before they became problems. Someone followed through on commitments that most people never noticed. That's operational excellence. 

Another lesson experience has taught me is that successful projects tend to create false confidence. Leadership looks at the financial results, everyone is pleased and the assumption becomes that the company executed well. Maybe it did. But do we actually know why? 

• Which conversations made the biggest difference?  
• Which decisions protected production? 
• Which planning activities prevented delays? 
• Which leadership behaviors helped the crew perform at its best? 

Those answers deserve just as much attention as the questions we ask after difficult projects. 

I've often encouraged contractors to treat successful jobs as teaching opportunities. Bring the estimator into the discussion. Invite the project manager. Include the superintendent or foreman. Ask everyone the same simple question. "What made this project run so well?" 

The answers are rarely dramatic. Sometimes, better communication during the handoff is better. Sometimes it's a customer who responded quickly to questions. Sometimes it's a project manager who consistently stayed ahead of procurement. Sometimes it's simply a crew that understood the expectations before work ever began. Those observations matter because they identify behaviors worth repeating. 

I've found that average companies often focus on fixing weaknesses. Exceptional companies spend just as much time reinforcing strengths. There's an important difference. If leadership only studies problems, employees begin believing that reviews exist to assign blame.  

When leadership also studies success, reviews become opportunities to learn. That changes the culture.  People become more willing to share ideas. They become more engaged in improving the operation. They begin by looking for successful habits rather than simply avoiding mistakes. That's a healthier environment for everyone. 

One thing I've learned after many years of reviewing projects is that profitable jobs usually don't happen because one person performed exceptionally well. They happen because several people quietly performed their responsibilities consistently:  

• The estimator communicated clearly.  
• The project manager stayed organized.  
• The superintendent prepared the crew.  
• The foreman maintained production. 
• Accounting kept information moving. 

Leadership remained engaged without creating unnecessary distractions. 
When everyone did their part, nobody needed to be the hero. 

I've also noticed something else. Companies that regularly review successful projects tend to become more predictable over time. Why? Because they're identifying repeatable behaviors instead of hoping success happens again. They aren't relying on luck. They're building operational knowledge. 

Every successful project becomes another example of how the company wants work performed. That knowledge gradually becomes part of the culture. New project managers learn from experienced ones. Foremen understand what leadership values. Estimators gain confidence in production assumptions because they receive meaningful feedback from the field. The organization becomes stronger because success is no longer viewed as an outcome. It's viewed as a process. 

I've never believed continuous improvement comes only from correcting mistakes. It also comes from understanding why good work became exceptional. That's where future success is built.  

As roofing companies continue to face labor challenges, changing customer expectations and increasing competition, learning becomes one of the most valuable competitive advantages any organization can develop. 

The companies that improve year after year aren't simply fixing what went wrong. They're identifying what went right and making sure it happens again. Because successful projects don't just generate profit. They generate knowledge. And knowledge, when it's shared throughout the organization, becomes one of the few competitive advantages your competitors can never easily duplicate. 

Por John Kenney, traducido por Alberto Torres.

Las empresas de techado no mejoran simplemente porque sus trabajadores se esfuercen más. Mejoran cuando sus líderes ayudan al equipo a enfocarse en lo que realmente importa.

Visita cualquier empresa de techado durante la temporada de mayor actividad y encontrarás una escena muy similar. Los teléfonos no dejan de sonar. Los estimadores preparan cotizaciones. Los gerentes de proyectos coordinan varios trabajos al mismo tiempo. Las cuadrillas pasan de un proyecto a otro. Los propietarios responden preguntas antes de terminar la conversación anterior. Desde afuera, todo parece productivo. Todos están ocupados. El problema es que estar ocupado nunca ha garantizado que una empresa avance en la dirección correcta.

A lo largo de los años, he observado que algunas de las empresas de techado más trabajadoras que he conocido no necesariamente eran las más rentables. Contaban con personal talentoso, buena reputación y mucho trabajo. Sin embargo, constantemente sentían que estaban tratando de ponerse al día. Al mismo tiempo, he trabajado con empresas que parecían operar con mucha más tranquilidad. No trabajaban menos ni estaban menos comprometidas. En muchos casos, incluso crecían más rápido. La diferencia no estaba en el esfuerzo, sino en el enfoque.

Una de las lecciones que esta industria me ha enseñado a lo largo de mi carrera es que la eficiencia y la eficacia no son lo mismo. La eficiencia consiste en realizar el trabajo rápidamente. La eficacia consiste en asegurarse de que, desde el principio, se esté haciendo el trabajo correcto. Son dos conceptos que frecuentemente se confunden.

Un gerente de proyectos puede responder cincuenta correos electrónicos en un día y, aun así, evitar la conversación que habría prevenido un problema de programación para la siguiente semana. Un estimador puede preparar más cotizaciones que cualquier otra persona en la oficina, pero dedicar tiempo valioso a proyectos que no se ajustan a las fortalezas de la empresa. Un propietario puede pasar todo el día en reuniones sin tomar una sola decisión que impulse el crecimiento del negocio. Todos fueron eficientes. Pero muy poco de lo que hicieron fue realmente eficaz.

He aprendido que las empresas de techado generalmente no se sienten abrumadas porque sus trabajadores sean flojos. Se sienten así porque todos están ocupados reaccionando a las tareas que surgen, en lugar de dirigir el trabajo de manera intencional. Esa diferencia lo cambia todo. Piensa en la frecuencia con la que las interrupciones determinan el rumbo del día. Un cliente llama con una pregunta urgente. Un proveedor necesita una aclaración. Un supervisor de cuadrilla encuentra una condición inesperada. El departamento de contabilidad solicita información. Llega otra oportunidad para presentar una cotización. Todas estas situaciones merecen atención, pero no todas requieren atención inmediata.

Una de las características que he observado constantemente en los líderes excepcionales es su capacidad para distinguir entre actividad y prioridad. No se limitan a preguntar: "¿Qué tenemos que hacer?". También preguntan: "¿Qué es lo más importante en este momento?". La pregunta parece sencilla, pero en la práctica es increíblemente difícil de responder, especialmente en la industria del techado.

En la construcción, casi todo puede parecer urgente. El clima cambia. Las entregas se reprograman. Los clientes llaman. Las cuadrillas necesitan respuestas. Sin disciplina, el problema que hace más ruido rápidamente se convierte en el más importante, incluso cuando no debería serlo.

He visitado suficientes obras para saber que algunos de los mayores problemas operativos comenzaron cuando los líderes se concentraron tanto en resolver lo urgente que descuidaron lo verdaderamente importante. Se pospusieron reuniones de planificación. Se retrasaron revisiones de proyectos. Las capacitaciones se dejaron para la siguiente semana. La comunicación se volvió más limitada. La documentación quedó pendiente para el día siguiente. Nadie tenía la intención de que eso sucediera. Todos simplemente intentaban sacar adelante el trabajo del día. Con el tiempo, las actividades diarias comenzaron a controlar el negocio, en lugar de que los líderes dirigieran las operaciones.

Otra observación que siempre he tenido presente es que los líderes eficaces aprenden a sentirse cómodos diciendo "no". No porque no les importe, sino porque entienden que cada "sí" tiene un costo. Cada reunión innecesaria consume tiempo que podría dedicarse a orientar a un gerente de proyectos. Cada proyecto aceptado sin contar con suficiente capacidad de gestión afecta a los clientes actuales. Cada interrupción atendida sin evaluar su importancia desvía la atención de algo que podría ser mucho más relevante.

El tiempo es uno de los pocos recursos que una empresa de techado no puede comprar en mayor cantidad. Los mejores líderes lo protegen cuidadosamente. Con frecuencia les he dicho a los propietarios de empresas que uno de los ejercicios más valiosos que pueden realizar es revisar cómo utilizaron su tiempo durante la semana anterior. No se trata únicamente de analizar lo que lograron, sino de evaluar cómo invirtieron su tiempo. ¿La mayoría de sus decisiones ayudaron a que el negocio avanzara? ¿O pasaron otra semana reaccionando a cada situación que se presentaba? La respuesta generalmente explica mucho sobre el desempeño operativo de la empresa.

Sin duda, la tecnología ha mejorado la eficiencia. Los programas para elaborar estimaciones son más rápidos. Las plataformas de gestión de proyectos permiten organizar mejor la información. La inteligencia artificial está ayudando a los contratistas a completar tareas que antes requerían una cantidad considerable de trabajo manual. Estos son avances importantes.

Sin embargo, la tecnología no determina la eficacia. Simplemente permite que las empresas realicen sus procesos actuales con mayor rapidez. Si el trabajo está guiado por prioridades equivocadas, una tecnología más rápida solo ayudará a que las organizaciones sean más eficientes avanzando en la dirección incorrecta. Es una idea incómoda, pero también importante.

Las empresas que más he admirado a lo largo de mi carrera no eran necesariamente las más ocupadas. Tampoco eran las que hacían más ruido ni las que constantemente celebraban la cantidad de proyectos que tenían bajo contrato. Lo que realmente me impresionaba era algo mucho más sencillo: parecían tener perfectamente claro dónde debían concentrarse sus líderes. Los propietarios se enfocaban en dirigir la empresa. Los gerentes de proyectos se concentraban en administrar los proyectos. Los supervisores de cuadrilla se dedicaban a ejecutar los trabajos.

Todos comprendían sus prioridades. Y como las prioridades estaban claras, las decisiones también eran más claras. Al tomar mejores decisiones, las operaciones se volvían más predecibles. Y cuando las operaciones eran más predecibles, generalmente también mejoraba la rentabilidad.

Hay una lección que nunca he olvidado: las empresas de techado no mejoran simplemente porque sus trabajadores se esfuercen más. Mejoran cuando sus líderes ayudan al equipo a concentrarse en lo que realmente importa. Eso es la eficacia. La eficiencia permite que las empresas trabajen más rápido. La eficacia permite que trabajen mejor. Las empresas de techado más exitosas entienden que necesitan ambas. Pero si tuvieran que elegir entre las dos, siempre darían prioridad a la eficacia. Porque avanzar rápidamente en la dirección equivocada nunca ha sido una estrategia para alcanzar el éxito.

By Cotney Consulting Group. 

The real risk is signing the contract before the company understands the cost, cash, schedule and supply commitments required to deliver the project successfully.  

Canadian roofing contractors operate in a market where material prices, tariffs, freight costs and availability can change faster than many project contracts. The natural reaction is to focus on price: 

• What does the insulation cost today? 
• How long will the supplier hold the quote? 
• Will steel or aluminum increase again? 
• Can the contractor obtain the specified membrane? 

Those are important questions. But the price itself is not the greatest risk. The greater risk is committing to a fixed project value, completion date and material specification before understanding how the work will be purchased, financed and delivered. A price increase may reduce the contractor’s margin. A poorly structured commitment can eliminate it. 

Construction costs are still moving 

Canadian construction costs continue to rise, even if the rate of escalation is lower than during the pandemic's most disruptive years. Statistics Canada reported that non-residential building construction costs increased during the first quarter of 2026 and remained higher than one year earlier across the metropolitan areas it measures. Those figures represent broad construction conditions rather than roofing materials alone, but they confirm an important point. 

Costs are not standing still. Canadian contractors also continue to operate in a changing trade environment, where tariffs, quotas and import controls can affect the cost and availability of steel, aluminum and related building products. 

The Canadian Construction Association has continued to identify higher costs, geopolitical uncertainty and supply chain pressures as risks facing the industry. Contractors cannot control the global market. They can control when they accept its risk. 

The estimate is only a snapshot 

Every estimate is created at a particular moment. The labour rates reflect what the contractor knows today. The material quotations carry specific expiration dates. Freight assumptions are based on available routes and supplier information. Currency values may affect imported products. The project schedule assumes that materials will be available when required. The estimate may be accurate on the day it is completed yet inadequate by the time the contract is signed.  

That delay matters.  

A tender may remain under review for weeks or months. Scope discussions may continue. The owner may change the schedule. Product approvals may be delayed. A general contractor may request that the roofer hold pricing while other trades are still being finalized. 

During that time, the supplier’s quote may expire. The contractor should never assume that an old material quotation remains reliable merely because the project value has not changed. Before accepting the work, the estimator should update the material pricing, freight, lead times, availability and applicable taxes or tariffs. The contractor must compare the conditions that existed when the estimate was prepared with the conditions that exist when the commitment is made. That final review is not an administrative step. It is a risk decision. 

Quote validity must mean something 

Many roofing proposals include language stating that prices are valid for 15, 30 or 60 days. Too often, that language is treated as a formality. When the owner accepts the proposal after the validity period has expired, the contractor may still honour the original amount because the company does not want to lose the project. 

That decision should never be automatic. A quotation validity period protects the assumptions underlying the estimate. Once it expires, the contractor should have the right to re-verify costs and adjust the price where necessary. 

The company also needs a clear internal process:  

• Who monitors proposal-expiration dates? 
• Who requests updated supplier quotes? 
• Who has authority to extend pricing? 
• Who approves the additional risk? 
• How are changes communicated to the customer? 

Without those controls, salespeople or estimators may extend pricing informally without understanding what has changed. A contractor should not hold a multimillion-dollar material commitment based on a casual email promising that the price will remain good. A quotation is not the same as a confirmed allocation, production slot or delivery commitment. Contractors should understand exactly what the supplier has promised and what conditions remain outside the supplier’s control. 

The contract must allocate volatility risk 

A roofing contractor should not assume that every material increase can be passed through to the customer. The contract determines whether the contractor has any right to additional compensation. 

Before signing, the contractor should review how the agreement addresses material escalation, tariffs, government-imposed charges, taxes, duties, freight increases, product substitutions, delayed approvals, extended schedules, owner-caused delays, force majeure, changes in law, notice requirements and the evidence required to support additional costs. 

The language must be reviewed as a complete system. A material-escalation clause is of limited value if the contract also requires the contractor to provide a guaranteed price despite subsequent price increases. A tariff clause may not help if the contractor misses a strict written-notice deadline. A substitution provision may be ineffective if the owner can delay approval without extending the schedule. 

Qualified Canadian legal counsel should review material-escalation, tariff, delay and substitution clauses. Their effect will depend on the agreement, project type and applicable provincial or federal law. The project team’s responsibility is to understand the business consequence:  

• Who carries the risk if the material costs more? 
• Who carries the risk if it arrives late? 
• Who carries the risk if the specified product is unavailable? 

If the answer is always the roofing contractor, the project price must reflect that exposure. In some cases, the correct decision is not to increase the price. It is to decline the project because the schedule, contract terms or material uncertainty create more risk than the potential return justifies. 

Buying early creates a different risk 

Early purchasing can reduce escalation and availability risk. It can also create new problems. The contractor may need to fund materials months before they can be billed. Storage must be arranged. Products can be damaged, contaminated, stolen or used on another project. Warranties or shelf-life requirements may be affected. The design may change after the purchase has been made. 

The decision to buy early should therefore involve more than the estimator and supplier. Operations should confirm the project schedule. Finance should evaluate the cash requirement. The project manager should verify submittal and approval status. The manufacturer or supplier should confirm storage conditions and product limitations. The contract should establish when ownership transfers and who is responsible for stored materials. 

The contractor should also confirm whether stored materials can be billed and what documentation the customer requires. An early purchase may protect the material price while creating a cash-flow problem that is just as damaging. A profitable project can still strain the company if too much cash is tied up in materials that cannot yet be invoiced. 

Material availability can matter more than price 

A contractor may be able to absorb a moderate increase and still complete the work profitably. A material that does not arrive can stop the entire project. Availability risk should be evaluated during the estimating phase, not after the contract is signed. 

The contractor should know whether the product is regularly stocked, whether it must be manufactured specifically for the project, the realistic lead time, where it is manufactured, whether imported components are involved, whether the supplier has confirmed allocation, whether approved alternatives exist, what other work depends on the same product, how long the supplier will hold the material and what happens if the project schedule changes. 

Special colours, custom metal, tapered insulation, uncommon membrane thicknesses and project-specific accessories can create substantial exposure. A specification may permit equivalent materials, but that does not mean the substitution will be approved quickly. The contractor should identify acceptable alternatives before the original product becomes unavailable. Waiting until the project is already delayed puts the roofing company in the weakest possible negotiating position. 

Supplier relationships are a form of risk management 

Price matters, but the lowest quotation is not always the lowest-risk option. A dependable supplier provides more than material. The supplier provides accurate lead-time information, product knowledge, early notice of changes, documentation, delivery coordination and assistance when a problem occurs. Contractors should evaluate suppliers based on both performance and price:  

• Did the material arrive when promised? 
• Was the order complete? 
• Were substitutions communicated in advance? 
• Was damaged material resolved quickly? 
• Were price changes explained and documented? 
• Did the supplier assist with planning, or merely process the purchase order? 

Strong supplier relationships do not eliminate market volatility. They improve the contractor’s ability to see it coming. That visibility is valuable. A contractor may be able to change the estimate, revise the schedule or discuss an alternative with the customer when the warning arrives early. There are fewer options after the crew has mobilized. 

The purchase order must match the project commitment 

The contract with the customer is only one side of the risk. The purchase order issued to the supplier is the other. The roofing contractor should ensure that the purchase order clearly states the product and manufacturer, quantities, approved substitutions, price, taxes, freight, delivery dates, delivery location, storage requirements, required documentation, responsibility for damaged or incomplete shipments, conditions for price changes and cancellation or return provisions. 

Verbal understandings should be confirmed in writing. The supplier’s quotation should be attached or incorporated where appropriate. The contractor must also verify that the supplier’s terms do not transfer unexpected risks back to the roofing company. A customer contract may require delivery by a particular date while the supplier accepts no responsibility for delays. That gap belongs to the contractor unless it is managed before the order is placed. 

Estimate the consequence, not only the increase 

Material risk should not be measured solely by calculating the percentage price increase. The contractor must consider the full consequence. A delayed material shipment may create additional mobilization, equipment extensions, temporary protection, labour disruption, overtime, storage costs, schedule penalties, lost production on other projects, customer disputes and cash-flow pressure. 

Material delays also consume labour capacity. A crew held for a delayed project may be unavailable for work that is ready to proceed, while remobilization later can disrupt several additional schedules.\ A $10,000 material increase may be manageable. A four-week delay due to the same material may cost several times that amount once operational effects are factored in. 

Estimators and project managers need to think beyond the purchase price. They must ask what happens to the project if the material changes, arrives late or cannot be obtained. That is the real exposure. 

Risk must be reviewed before the signature 

Many roofing companies conduct a handoff meeting after the contract has been awarded. That meeting is necessary, but some decisions are already too late by then. High-risk projects should receive a pre-contract review. Estimating, operations, finance and leadership should examine material quotations and expiration dates, lead times and availability, tariff and currency exposure, supplier commitments, contract clauses, cash needed for early purchasing, storage requirements, approved alternatives, schedule assumptions, notice obligations and potential margin erosion. 

The purpose is not to slow down sales. It is to prevent the company from signing an agreement that operations cannot fulfil at the estimated cost. A project can look profitable on the estimate and still be a poor business decision. 

Discipline protects margin 

Roofing contractors cannot eliminate price volatility. They cannot control tariffs, international conflict, manufacturing interruptions or every transportation delay. They can decide how long they will hold a quotation. They can update supplier pricing before accepting the work. They can review the contract. They can identify alternative materials. They can assess the cash required for early purchases. They can document supplier commitments. They can refuse to accept risk without compensation. 

The market price is visible. The larger exposure is often hidden inside the schedule, contract, procurement plan and cash requirements. That is why the price is not the risk. The real risk is signing the contract before the company understands the cost, cash, schedule and supply commitments required to deliver the project successfully.

Por John Kenney, Cotney Consulting Group, traducido por Alberto Torres. 

Conozca el riesgo ocupacional silencioso de la industria del roofing 

Pregúntele a un grupo de techadores veteranos cuáles son los mayores riesgos de seguridad que enfrentan y probablemente escuchará las mismas respuestas: caídas, condiciones climáticas, levantamiento de cargas pesadas, herramientas eléctricas, tráfico y electricidad. Sin embargo, rara vez alguien menciona un peligro al que ha estado expuesto casi todos los días de su carrera: el sol. 

A diferencia de la mayoría de los peligros en el lugar de trabajo, la exposición excesiva a la radiación ultravioleta (UV) no provoca una lesión inmediata. No hay un ruido fuerte, una luz de advertencia parpadeante ni un reporte de incidente al final de la jornada. En cambio, el daño se acumula lentamente, año tras año, muchas veces sin que nadie se dé cuenta hasta décadas después. 

Para los profesionales del roofing, los efectos de la exposición prolongada al sol merecen mucha más atención de la que normalmente reciben. Proteger a las cuadrillas no se trata únicamente de prevenir los accidentes de hoy. También significa proteger su salud dentro de veinte o treinta años. 

El techo es uno de los entornos de trabajo más exigentes 

Cualquiera que haya trabajado sobre un techo durante el verano sabe que existe una gran diferencia entre el pronóstico del tiempo y las condiciones reales de trabajo. Una temperatura ambiental de 90 grados puede sentirse mucho más alta sobre la superficie del techo. Las membranas blancas reflejan la radiación ultravioleta hacia arriba. Los techos metálicos intensifican el reflejo de la luz. Los materiales oscuros absorben el calor y lo irradian continuamente hacia los trabajadores. 

Los techadores no simplemente están bajo el sol. Están rodeados por él. 

La combinación de luz solar directa, radiación UV reflejada y altas temperaturas en la superficie crea uno de los entornos de trabajo al aire libre más exigentes de la construcción. La mayoría de las cuadrillas acepta estas condiciones como parte del trabajo. Sin embargo, esto no significa que debamos dejar de tomar medidas para reducir la exposición innecesaria. 

El daño ocurre lentamente 

Uno de los mayores desafíos de la exposición a los rayos UV es que sus efectos no son evidentes de inmediato. A diferencia de una caída o una cortadura, la exposición excesiva al sol generalmente no detiene el trabajo. Los trabajadores suelen considerar una quemadura solar como poco más que una molestia. En realidad, la exposición repetida a los rayos UV contribuye al envejecimiento prematuro de la piel, daños en los ojos y un aumento significativo del riesgo de cáncer de piel a lo largo de una carrera. 

La mayoría de los techadores no desarrolla estos problemas después de un verano. Los desarrolla después de cuarenta veranos. Por eso, este problema merece el mismo nivel de atención que cualquier otro riesgo ocupacional. 

La experiencia no brinda protección 

A menudo he escuchado a techadores con experiencia decir que ya no se queman porque se han "acostumbrado al sol." 

Desafortunadamente, así no funciona la radiación ultravioleta. La ausencia de una quemadura solar grave no significa que la piel no esté sufriendo daños. Cada día de exposición excesiva se suma al efecto acumulativo. De muchas maneras, los techadores veteranos podrían enfrentar un mayor riesgo a largo plazo simplemente porque han acumulado décadas de exposición. Los programas de seguridad deben reconocer que la salud ocupacional no consiste únicamente en prevenir las lesiones de hoy. También implica proteger carreras profesionales que pueden durar cuarenta o cincuenta años. 

La protección debe convertirse en una rutina 

Afortunadamente, reducir la exposición a los rayos UV no requiere procedimientos complicados. Al igual que con muchas medidas de seguridad, la constancia importa más que la complejidad. Las camisas ligeras de manga larga diseñadas para el trabajo, las extensiones de ala ancha para cascos de seguridad, los lentes de seguridad de calidad con protección UV, la protección para el cuello y la aplicación regular de protector solar ayudan a reducir la exposición acumulativa. 

Estos elementos no deberían considerarse accesorios opcionales para mayor comodidad. Deberían convertirse en componentes estándar del equipo de protección personal durante los trabajos al aire libre. Las mismas empresas que invierten en equipos de protección contra caídas también deberían invertir en proteger a sus empleados de riesgos ocupacionales cuyos efectos se desarrollan durante décadas, en lugar de segundos. 

La planificación hace la diferencia 

La planificación de las operaciones también puede ayudar a reducir la exposición innecesaria. Durante períodos de calor extremo y altos niveles de radiación UV, los gerentes de proyecto deben evaluar, cuando sea posible, el orden en que se realizan los trabajos. 

Las tareas que requieren una exposición prolongada en áreas abiertas con frecuencia pueden programarse para las primeras horas del día. Mientras tanto, los trabajos en áreas con sombra, la preparación del área de trabajo y del equipo o las tareas en interiores pueden realizarse durante las horas de mayor intensidad del sol por la tarde. 

Ningún contratista de roofing puede eliminar por completo la exposición al sol. Pero todos pueden manejarla de una manera más inteligente. Estas decisiones protegen a los trabajadores y, al mismo tiempo, pueden mejorar la productividad al reducir la fatiga relacionada con el calor. 

El liderazgo establece el estándar 

Una de las mayores influencias sobre la cultura de seguridad es aquello que los supervisores deciden enfatizar. Si los supervisores usan constantemente protección para el cuello, lentes de seguridad y protector solar, y además motivan a sus cuadrillas a hacer lo mismo, los empleados rápidamente comenzarán a ver estas prácticas como algo normal. Si los líderes ignoran los riesgos para la salud a largo plazo, las cuadrillas probablemente harán lo mismo. 

La cultura de seguridad no se construye únicamente a través de políticas escritas. Se construye mediante el ejemplo que los líderes de campo dan todos los días. El mensaje debe ser sencillo: 

Protegerse del sol no es una cuestión de comodidad. Se trata de asegurarse de que     el trabajo de hoy no provoque problemas de salud mañana. 

No olvide proteger sus ojos 

La piel no es la única preocupación. Años de exposición a la radiación ultravioleta también pueden contribuir al desarrollo de cataratas y otros problemas de la vista. Los techadores pasan innumerables horas observando superficies altamente reflectantes donde la luz del sol rebota directamente hacia sus ojos. Los lentes de seguridad de calidad que ofrecen protección contra los rayos UV deben considerarse una parte esencial del equipo de protección personal, no solamente una medida de protección contra impactos. Una visión clara no solo es importante para la salud a largo plazo. También es fundamental para desplazarse de manera segura cerca de los bordes del techo, identificar peligros y realizar un trabajo de calidad todos los días. 

Mirando más allá del trabajo de hoy 

Una de las características de un programa de seguridad sólido es su disposición para pensar más allá de las lesiones inmediatas. Las mejores empresas entienden que proteger a sus empleados significa considerar tanto los peligros de hoy como su salud en el futuro. 

Así como fomentamos el uso de protección auditiva antes de que ocurra una pérdida de audición, debemos fomentar la protección contra el sol antes de que el daño en la piel sea permanente. El objetivo no es simplemente terminar otro proyecto de manera segura. Se trata de ayudar a los trabajadores a disfrutar de carreras largas y saludables después de décadas en la industria del roofing. 

Reflexiones finales 

Los riesgos ocupacionales más peligrosos no siempre son aquellos que provocan lesiones inmediatas. A veces son aquellos a los que nos acostumbramos tanto que dejamos de notarlos por completo. 

Para los techadores, la exposición a la radiación ultravioleta es un riesgo. Cada día que se pasa sobre un techo deja huella. La mayoría de las veces no podemos ver el daño mientras ocurre, pero sus efectos se acumulan a lo largo de toda una carrera. 

Las mejores empresas de roofing entienden que la seguridad no se mide únicamente por los accidentes que no ocurrieron hoy. También se mide por la salud a largo plazo de las personas que han ayudado a construir el éxito de la empresa durante los últimos cuarenta años. 

By John Kenney, Cotney Consulting Group.  

Learn about roofing's silent occupational hazard.

Ask a group of veteran roofers about the biggest safety risks they face, and you'll probably hear the same answers. Falls. Weather. Heavy lifting. Power tools. Traffic. Electricity. Rarely does someone mention the one hazard they've been exposed to almost every day of their career — the sun. 

Unlike most jobsite hazards, excessive ultraviolet (UV) exposure doesn't cause an immediate injury. There is no loud noise, no flashing warning light and no incident report at the end of the day. Instead, the damage builds slowly, year after year, often without anyone realizing it until decades later. 

For roofing professionals, the effects of long-term sun exposure deserve far more attention than they typically receive. Protecting crews isn't just about preventing today's accidents. It's also about protecting their health twenty and thirty years from now. 

The roof is one of the most demanding work environments

Anyone who has spent time on a roof during the summer understands the difference between the weather forecast and actual working conditions. An air temperature of 90 degrees can quickly become much hotter on the roof surface. White membranes reflect ultraviolet radiation upward. Metal roofs amplify glare. Dark roofing materials absorb heat while continuously radiating it back toward workers. 

Roofers aren't simply standing in the sun. They're surrounded by it. 

The combination of direct sunlight, reflected UV radiation and elevated surface temperatures creates one of the harshest outdoor work environments in construction. Most crews accept those conditions as simply part of the job. That acceptance, however, shouldn't prevent us from reducing unnecessary exposure. 

The damage happens slowly 

One of the biggest challenges with UV exposure is that the effects aren't immediately obvious. Unlike a fall or a laceration, excessive sun exposure doesn't usually stop production. Workers often think of sunburn as little more than an inconvenience. In reality, repeated UV exposure contributes to premature skin aging, eye damage andsignificantly increases the risk of skin cancer over the course of a career.  

Most roofers don't develop these problems after one summer. They develop them after forty summers. That's why this issue deserves the same level of attention as any other occupational hazard. 

Experience doesn't provide protection 

I've often heard experienced roofers say they no longer burn because they've "gotten used to the sun."  Unfortunately, that's not how ultraviolet radiation works. The absence of a severe sunburn doesn't mean the skin isn't being damaged. Every day of excessive exposure adds to the cumulative effect. In many ways, veteran roofers may actually face greater long-term risk simply because they've accumulated decades of exposure. Safety programs should recognize that occupational health isn't only about preventing today's injuries. It's also about protecting careers that may span forty or fifty years. 

Protection should become routine 

Fortunately, reducing UV exposure doesn't require complicated procedures. Like many safety improvements, consistency matters more than complexity. Lightweight long-sleeved performance shirts, wide-brim attachments designed for hard hats, quality UV-blocking safety glasses, neck protection and regular sunscreen application all reduce cumulative exposure. 

These shouldn't be viewed as optional comfort items. They should become standard components of personal protective equipment during outdoor work. The same companies that invest in fall protection equipment should also invest in protecting employees from occupational hazards that develop over decades instead of seconds. 

Planning makes a difference 

Operational planning can also reduce unnecessary exposure. During periods of extreme heat and intense UV conditions, project managers should evaluate work sequencing whenever practical. Tasks requiring prolonged exposure in open areas can often be scheduled earlier in the day while shaded work, staging activities, equipment preparation or interior tasks are completed during peak afternoon conditions. 

No roofing contractor can eliminate sun exposure. Every contractor can manage it more intelligently. These decisions protect workers while often improving productivity by reducing heat-related fatigue. 

Leadership sets the standard 

One of the greatest influences on safety culture is what supervisors choose to emphasize. If foremen consistently wear neck protection, sunglasses and sunscreen while encouraging crews to do the same, employees quickly recognize these practices as normal. If leadership ignores long-term health risks, crews will usually do so as well.  

Safety culture isn't built through written policies alone. It's built by the daily example set by field leadership. The message should be simple. Protecting yourself from the sun isn't about comfort. It's about making sure today's work doesn't create tomorrow's medical problems. 

Don't forget your eyes 

Skin isn't the only concern. Years of ultraviolet exposure can also contribute to cataracts and other vision problems. Roofers spend countless hours looking across highly reflective roof surfaces where sunlight bounces directly into their eyes. Quality safety glasses that provide UV protection should be considered essential PPE, not merely impact protection. Clear vision isn't only important for long-term health. It's critical for safely navigating roof edges, recognizing hazards and performing quality workmanship every day. 

Looking beyond today's job 

One of the signs of a mature safety program is its willingness to think beyond immediate injuries. The best companies understand that protecting employees means considering both today's hazards and tomorrow's health. 

Just as we encourage hearing protection before hearing loss develops, we should encourage sun protection before skin damage becomes permanent. The goal isn't simply getting through another project safely. The goal is helping employees enjoy long, healthy careers after decades in the roofing industry. 

Final thoughts 

The most dangerous occupational hazards aren't always the ones that cause immediate injuries. Sometimes they're the ones we become so accustomed to that we stop noticing them altogether. 

For roofers, ultraviolet exposure is a hazard. Every day spent on a roof leaves an impression. Most of the time we can't see it happening, but the effects accumulate throughout an entire career. The best roofing companies understand that safety isn't measured only by the accidents that didn't happen today. It's also measured by the long-term health of the people who helped build the company's success over the last forty years. 

By Emma Peterson.

We’re counting down the 10 most-read stories from The Coffee Shops® to help you stay on top of the latest industry conversations.

Though it may be hard to believe, October is already coming to a close. And if your month has been anything like ours here at The Coffee Shops®, it’s been busy and hard to keep up with!

To make it a bit easier for our readers to catch up on the biggest industry news and stories from October 2026, we’ve collected our top ten articles published this past month.

As our readers move into the off-season, we’ve seen an uptick of interest in training and business development articles! On the training side, our top ten list includes an article about John Kenney of Cotney Consulting Group's upcoming two-day live classroom training workshop (November 17-18, 2026) and an article based on a conversation with Rick Johnson of Tremco CPG about partnering with manufacturers that back their products up with training.

On the business development side, Emma Peterson wrote three articles for The Coffee Shops® highlighting different ways contractors can set their businesses up for success. The first, which comes in at number 6 on our list, talks about four takeaways from a decade of RoofersCoffeeShop® Trends Reports. The other articles, which take spots 3 and 2, take a look at the state of the economy going into the last quarter of the year and at the National Roofing Contractors Association (NRCA)'s live LEGALCon event, respectively.

As for our top article of the month, it was all about "the certifications, technologies and best practices that help roofing professionals build more fire-resilient structures.”

Our top ten articles from October

10 - The business case for smarter construction recycling

9 - Extending building life starts with education and training

8 - Advocacy remains a roofing priority

7 - Building smarter roofers with expert training

6 - A decade of roofing trends

5 - Good project managers think three weeks ahead

4 - NWIR scholarship opens doors for future roofing leaders

3 - Going into the last quarter of 2026

2 - Set yourself apart from the competition at LEGALCon 2026

1 - Creating a more fire-safe future

By Emma Peterson.

Although roofing practices and regional challenges vary around the world, John Kenney explains why the industry's fundamental goals remain the same and how contractors can benefit from sharing their experiences.

In an episode of Roofing Road Trips®, Heidi J. Ellsworth sat down with John Kenney of Cotney Consulting Group to get his insights into the global roofing industry. John is an ideal guest for this discussion, as his 45+ years in the roofing industry have guided him in his work in both the United States and the United Kingdom.

John’s story starts with working in the field for a family-run roofing company in the Northeast of the U.S. From there, he worked his way up to estimating and managing projects for the same company. Today, he is the CEO of Cotney Consulting Group and “works with roofing contractors on estimating operational performance, project management, workforce development and more.” He is also very active in a variety of professional organizations, being a member of the International Federation for the Roofing Trades (IFD), National Roofing Contractors Association (NRCA) and the former Institute of Roofing.

When we asked him about what he’s seeing that is currently impact contractors on both sides of the pond, he highlighted labour challenges, estimating issues, margin protection and supply pressures. As he put it:

I think contractors in both markets are trying to find, develop and retain skilled people. I also think they're trying to estimate work accurately, protect the margins of the businesses and convert a good tender into a well-managed project. And as they’re trying to deal with that, they’re having to manage changing programs, incomplete information, material lead times, access relations and pressure from clients.

That’s not to say that all the issues that contractors face are universal, as things like hurricane season for U.S. contractors and handling apprenticeships in the U.K. are unique to their regions. But as John put it, “While the markets are very unique, at the end of the day, roofing contractors on both sides of the Atlantic are trying to complete quality work, the protect their people, serve their clients and operate profitable businesses.”

His advice for contractors on both sides of the pond to overcome these shared challenges? Work together. In John’s words, “I always have believed that you become better at what you do when you're willing to take a look beyond your own market and listen to how other professionals approach similar problems.”

Listen to the whole episode or Watch the recorded conversation to hear more of John’s expert insights.

By John Kenney, Cotney Consulting Group.  

The question isn't whether learning is taking place. The question is whether your organization is teaching the lessons that will make it stronger tomorrow than it is today.

One of the biggest misconceptions in business is that training only happens when people gather in a conference room, attend a seminar or complete an online course. In reality, training starts the moment someone walks through the door. Every conversation. Every decision. Every project meeting. Every jobsite. Every interaction between a foreman and a new crew member. Every response from a project manager. Every expectation an owner reinforces — or overlooks. 

Whether a company realizes it or not, it's teaching people how the business operates every single day. The only question is whether those lessons are intentional. I've spent much of my career helping roofing contractors improve operations, and one observation has stayed with me through every company I've worked with. People usually don't perform the way leadership expects. They perform the way leadership consistently demonstrates. That's an important distinction. 

I've walked into companies that proudly told me they had excellent procedures, detailed manuals and well-developed systems. Yet when I spent time with their teams, I found something entirely different. Employees weren't following the documented process because they had learned another one. 

They had learned how the company actually operated. Those lessons didn't come from a training manual. They came from:  

• Watching experienced employees 
• Seeing which standards leadership enforced and which ones quietly disappeared when business became busy. 
• Observing what happened when mistakes occurred, deadlines slipped or communication broke down. 

People pay far more attention to behavior than they do to policy. 

One lesson I've learned over the years is that culture isn't created by what a company says. It's created by what the company consistently accepts. If incomplete job documentation is tolerated, new employees learn documentation isn't really important. If project handoff meetings are frequently skipped, new project managers quickly conclude they're optional. If change orders are delayed until the end of the project, that becomes the accepted way of doing business. Nobody needs to explain those expectations. People learn them simply by working there. 

I've also noticed that new employees become remarkably good observers. Before they're confident enough to make decisions on their own, they're watching everyone around them. 

• How does the superintendent handle pressure? 
• How does the project manager communicate with the customer? 
• How does the estimator respond when production questions arise? 
• How does the owner react when problems develop? 

Those observations become the foundation of their professional habits. Long before they're officially trained, they're already learning. That's why experienced leaders understand they're always setting an example, even when they don't realize it. 

A foreman who begins every morning with a clear plan is teaching preparation. A project manager who follows through on commitments is teaching accountability. An estimator who takes the time to explain production assumptions is teaching collaboration. An owner who remains calm during difficult situations is teaching confidence. Those lessons become part of the company's culture because people naturally repeat what they experience most often. 

Unfortunately, the opposite is equally true. I've seen organizations unintentionally train employees to accept constant firefighting as normal. They learned that planning could wait because someone would eventually solve the problem. They learned that communication wasn't necessary until something went wrong. They learned that documentation could always be completed later. Over time, those habits became the company's operating system. No one designed it that way. It simply developed through repetition.  

One observation that has stayed with me throughout my career is that companies don't drift toward excellence. They drift toward whatever behaviors leadership reinforces most consistently. That's why culture requires far more than good intentions. It requires consistency. 

One thing I admire about exceptional roofing companies is that they recognize teaching doesn't stop after orientation. Every project becomes an opportunity to develop people. Job reviews aren't simply discussions about profit and loss. They're learning sessions. Project meetings aren't just about schedules. They're opportunities to improve communication and decision-making. 

Even mistakes become valuable if leadership takes the time to explain what happened and how similar situations can be avoided in the future. That approach creates something every contractor wants, but very few intentionally build. Institutional knowledge. Knowledge that doesn't exist in one person's head. Knowledge that's shared, reinforced and passed from one generation of employees to the next. 

I've often said that one of the greatest risks facing any roofing company isn't losing a customer. It's losing decades of experience because no one took the time to pass it on. Strong companies don't allow that to happen. They create environments where experienced people teach naturally because leadership values learning as much as production. 

Another lesson I've carried with me over the years is that training isn't measured by how many classes employees attend. It's measured by how they perform when no one is watching. That's when habits reveal themselves. That's when culture becomes visible. 

Technology has created tremendous opportunities to improve learning. Online training, digital resources and mobile access have made education more available than ever before. Those tools are valuable, and they should absolutely be part of a company's development strategy. 

But technology doesn't replace leadership. People still learn most effectively by watching experienced professionals make decisions, solve problems and demonstrate the standards expected throughout the organization. That's how confidence is built. That's how judgment develops. That's how future leaders emerge. 

The strongest roofing companies I've worked with understand that every day is a training day. Every conversation either strengthens the culture or weakens it. Every decision either reinforces expectations or quietly changes them. Every leader is teaching something. Whether they intended to or not. Because your roofing company is always training someone.