Keep a journal describing your work, especially when what you are doing is relevant to those requirements.
Keep a detailed journal of what you do everyday, especially your interactions with others.?ÿ This has gotten me out of a bind on more than a few projects where I was taking direction from not only my boss, but superintendents, field bosses,etc.?ÿ
Work at learning everything you can about being a Chief first.?ÿ Learning the "tricks of the trade" can come later.?ÿ Always listen to your crew.?ÿ No idea is dumb.?ÿ They have a different perspective than you do.?ÿ Even if what they offer doesn't seem feasible, at least give it some thought.?ÿ Lastly, always lead from the front.?ÿ If someone has to get wet, be the first one in the water.?ÿ If brush needs to be cut, be the first one with a machete in your hand.?ÿ Do the hard jobs before you ask your crew to do them.?ÿ Build their respect and your crew will go anywhere and do anything for you.
1.) I doubt they pay you enough to get hit by a car, so don't.
2.) Always take field notes and, if possible, a bunch of pictures.
3.) Do your field work in such a way that someone who didn't see it could sit down with the job folder and draw it.?ÿ Better yet, ask to get some time in the office so you can see it first-hand.
4.) If the place you work won't accommodate 1-3, move on.
Probably kill another thread, but the first lesson I learned as a party chief was:?ÿ
If you are the party chief, you need to see everything on the job.?ÿ You'll be the one explaining it to the boss if there are questions.?ÿ You cannot accurately describe conditions you never saw.
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Write notes when the LS or PM is giving you instructions for the field.?ÿ Had one PM who would complain about things we didn't do or get, when I knew he never told us in the morning.
Let the supervisor know your progress at the end of each day.?ÿ And let them know if you got stopped on the job, or finish early.?ÿ Don't just show up, and say, "we finished, what do you want us to do now?"?ÿ
The minute things don't go as planned or anticipated, that is when you should notify your supervisor, not as above, when you get back to the office.
No one but kids really like surprises.
Lots of great advice above (especially Brad Ott's and and Holy Cow's from my experience). I would add to always be on the lookout for Mentors- these can be a registered professional, a Party Chief who is in the business for the right reasons (loves to retrace footsteps, knows what to look for and what traps to avoid in the field, etc.), a top notch Tech, an excellent Title Abstractor, etc.- you'll recognize them as a possible mentor when you meet them and get to know them (they will have a genuine passion for this field). Form professional relationships with these folks and never be afraid to reach out to them when you need sage advise, need to bounce a work related "conundrum" off of them to get a different perspective or just to build your personal professional network. I have been very fortunate to work for some phenomenal people over the past 30+ years and still reach out to some of them from time to time for advice or a fresh perspective on a project related issue. We are in a profession that carries history forward and I have never met a good person in this field that is not willing to help you out.
Congrats on your new opportunity and hope it all works out well.
"Write notes when the LS or PM is giving you instructions for the field. Had one PM who would complain about things we didn't do or get, when I knew he never told us in the morning."
Been there, got the t-shirt. It made a huge difference in how one supervisor treated me when I started writing down his verbal instructions. I was less to blame for "forgetting" things. I was also less prone to actually forgetting things, so it was good for two reasons.
Write notes when the LS or PM is giving you instructions for the field.?ÿ Had one PM who would complain about things we didn't do or get, when I knew he never told us in the morning.
That works great right up until they come back with "Well, you should have known" (based on some previous project, experience, blah blah).
If I had a nickel for every time I heard that, or some variation on "Standard surveying practice means [insert unusual or screwball survey custom unique to that specific region]", I would be a rich man.
It can be interesting, but also aggravating. I certainly don't mind adhering to local practices (within reason), but don't tell me that I am stupid and "everyone everywhere does it this way" when you've never worked outside your own zip code...
thanks for the replies everyone!?ÿ?ÿ
Definitely lots of great advice posted. As a fellow PC, I??ll say this: take the time to train your helper, if you have one. Intelligence is a variable aspect. Pay attention to how they learn and what they get easily or if they are struggling with concepts. Be patient and treat them respectfully, even if your chiefs didn??t. A second set of well trained eyes can help catch mistakes and makes your job easier, more efficient, and less stressful. I have a few fellow chiefs who don??t spend a wink teaching and as our company gets busy it becomes difficult to promote from within if a helper hasn??t learned much in three years.?ÿ
Not talking to the public is good advise for construction, but a recipe for disaster in boundary work. Of course discretion is still important.