Playing the long innings with people
Dave Caldwell
How the managing director of OSS Commercial Flooring borrows 2005 Ashes-era cricket lessons to build stronger installation teams
WHEN it comes to keeping installation quality consistent across different projects and sites, persistency is key. I was told once you’re only as good as your worst fitter on their worst day, and that stuck with me.
Everyone can have a bad day, but ideally not alone. That’s why I team people up, balancing out the yin and yang on every project. Pairing the right people ensures the job gets done to standard, even when someone’s having a rough day.
I’ve got a team of 12 guys who operate well together, and I try to read them. If someone looks fatigued, stressed or in need of a break, I won’t put them on a project that will push them too far. Instead, I’ll pair them with someone more motivated who can lift their energy. I check in regularly to make sure everything’s on track.
It’s more about managing people than managing the work itself.
Everyone has their own life and pressures, they don’t need me shouting at them. My job is to point them in the right direction and keep their environment right so they can focus on doing the best work possible. I’m always thinking: are they away too much, missing family, on night shifts too long, or paired with someone not pulling their weight? All of this affects consistent quality.
Generally, I get it right, but sometimes I don’t. You can’t treat people like robots. You can’t just hand someone a job sheet and expect it done perfectly. They need to feel valued, motivated and comfortable to perform at their best.
I often think about sport in this context. In 2005, England won the Ashes. I was at Trent Bridge for that incredible catch from Andrew Strauss, then the run-out that Ricky Ponting didn’t like. I was at Old Trafford for Michael Vaughan’s 100.
Famously, I wasn’t at the last day at Edgbaston despite having tickets, as I thought it would wrapped up in no time. So we watched at home and my wife was calm while I was jumping up and down. I remember thinking, ‘We’ll see what happens,’ and sitting down to watch. The tension, the pressure, the team dynamics, it was a perfect lesson in human behavior under stress. When the final wicket fell, I danced around, went wild, then started laughing at myself for not going to one of the most gripping finales. Those experiences taught me a lot about leadership, motivation, and how people respond to pressure, and I bring that into my work every day.
Some players are chaos incarnate. Their heads are filled with their own ambitions, and they can’t see the bigger picture. They need careful management to thrive, otherwise it’s chaos.
The same goes for some of my team members: if you don’t understand what makes them tick, if you don’t pair them correctly and motivate them in the right way, the project suffers.
My goal is to make the people working for me feel valued and appreciated, whether it’s through a simple check-in, a thank-you at the end of the week or letting them know I noticed their effort. It doesn’t take long, but it makes a difference in morale and consistency. That’s why my team tends to stick around.
The same Ashes approach applies when introducing new products or working methods. I stay up-to-date through manufacturer reps I’ve built strong relationships with over the years. They keep me informed on new products, what’s performing well and what’s worth trying. I’ll test things out with the crew, get their feedback and decide if it’s the right fit. Sometimes I take the team slightly out of their comfort zone, but never without support behind them. That balance keeps them sharp, confident and delivering high-quality work.
Floor prep and adhesives are the backbone of any job, and how you approach them also says something about how you run a team. Fast-set screeds can look tempting when programmes are tight, but I’ve learned, sometimes the hard way, that conditions are everything. Too dry or too damp and the finish suffers and no amount of pressure from above changes that reality. Drying and walk-on times should be put into the quotation stage precisely so nobody onsite is ever put in the position of having to rush or cut corners.
I’ve learned the importance of experience on the ground. Some installers need direction, while others can run with a project. I’ve got people I trust to manage themselves, freeing me up to focus on other things, checking in, mentoring and troubleshooting where needed. It’s not about doing it all myself, it’s about assembling the right team and giving them space to perform.
I don’t advertise for domestic work, but occasionally we do jobs for existing clients. Homeowners expect perfection, and rightly so. It takes extra time and care, but seeing their appreciation, and knowing the work reflects well on the company, is rewarding. It reinforces my focus on every project: attention to detail, preparation and making sure people feel supported.
At the end of the day, it comes back to people. It’s about understanding who you’re working with, how to motivate them and how to keep quality consistent. It’s not just about following instructions, it’s about leadership, empathy and experience. A well-prepared team delivers the best results, and that’s what I focus on every day.
