Top Gun pilot, Maverick, famously commented that “it’s not the plane, it’s the pilot”. On the subject of ‘leadership’ in the construction sector, it has never been more important.
On the 3rd of October 2024, a diverse group of professionals joined CITB’s panel to discuss “Leadership in Construction” hosted by Mark Worrall (BBI Services) at UK Construction Week. The expert panel consisted of Sarah Clarke (Think Organisation), Amelia Maydom (untypical) and John Wallace (Ridgemont Legal Services) who shared varied insights on the importance of leadership in the construction sector.
Key skills required of construction leaders today
Hard and technical skills are of equal importance to the right psychological behaviours for a leader – i.e. understanding people, their emotions and the ability to listen.
Adaptability and emotional intelligence are essential leadership skills which enable leaders to successfully guide their teams through the unpredictable and ever-changing landscape of the construction industry. Taking a “calm, rational” approach to challenges, “making the complex simple” and having a mindset that “seeks resolution over conflict” is crucial.
While we often see “directive” leaders in the construction industry (leading from the front, rather than building consensus), this form of leadership style is not necessarily appropriate when managing diverse teams and delivering complex projects, reinforcing the need for adaptability.
Nurturing effective leadership through work culture
Investing in leadership, through psychometric testing, 360 reviews and continuous feedback is a positive step to developing a psychologically safe work environment where people can understand themselves, and their needs, to advance.
The four-step “Plan. Do. Check. Act” framework encourages consistent reflection on actions and can be utilised to nurture individuals and teams to plan effectively, reflect during projects and continuously improve.
Empowering leaders through development programmes
A common statistic shows that many leaders, regardless of their time in the industry, have received just 2-3 days of formal training. Many learn on the job, as demonstrated by the “70, 20, 10” learning approach – 70% is on-the-job experience, 20% through others, and 10% via formal training experiences.
To prevent this from negatively impacting teams, organisations should prioritise and invest in facilitated development through leadership programmes to allow their leaders to thrive; something that is particularly important in an innovative and technology-driven sector. It is vital that organisations acknowledge that not “one-size-fits-all” and that they should proactively seek tailored development programmes.
BBI Services are specialists in delivering tailored development programmes for current and future leaders, enhancing their toolset, skillset and mindset to succeed. Get in touch with their team for more information: info@bbiservices.com
Thank you to the CITB for facilitating this insightful discussion and raising awareness around the key skills for current and future leaders in the construction industry.