As a former construction company CEO, I believe that our project superintendents are critical to achieving project, company and industry success. These leaders are responsible for the planning and execution of day-to-day field construction activities, directing an eclectic group of teams employed by numerous construction companies.
The culture and performance on a project are in direct correlation to the project superintendent’s ability to create the conditions for project success, and as construction executives, we have a responsibility to help them achieve this desired outcome. Project superintendents are an extension of company leadership’s commitment to delivering work safely, ethically and profitably—as our clients are wowed and our employees achieve their career dreams.
Leading a construction project is complex. Site logistics, supply-chain management, specialty contractor coordination, regulatory compliance, changing weather, ever-changing scopes of work, incomplete contract documents and mitigating/managing risks are enough to deal with. Now layer on the complexity of leading a multiskilled, multilingual, cross-cultural workforce that is in high demand and short supply. This is a momentous leadership expectation we place on our project superintendents.
Do construction executives adequately invest in educating and upskilling their project superintendents’ leadership skills, culture-building and transformation skills, and performance-coaching skills? Do you?
The wheel of project superintendent leadership education has already been invented. If you are ready to invest—and reinvest—in your project superintendents’ leadership development, reach out to ABC today.
