Good leadership is needed now more than ever. Trying times increase stress levels for all employees in the company, and good leaders can provide assurance during disruptions. The challenge for a leader is to be genuine and acknowledge that we’re all in this together. It’s best to tell people when you know something that affects them and also tell them what they can expect. There’s a lot of credibility and power in being up front and honest.
Successful companies undoubtedly have leaders who are diverse in backgrounds and skills. But no matter what those backgrounds and skills are, a good leader needs to have humility. Not only is it critical that a leader admit they’re human, but it’s important to recognize that the people they work with are, as well.
If you’re struggling as a leader, admit it. That makes you more relatable and shows that you trust your coworkers. Good communication is essential to seeing your company through disruption, and it’s a sign that you care about the employees. There needs to be less emphasis on blue-collar or white-collar jobs. Every one of the employees has their part to play on a job, and they’re all essential to getting it done.
Good leaders create the opportunity for people to excel in their jobs and be innovative. They are acquainted with the technology that affects their industry, and they investigate the tech that can help their company remain relevant.
Technology has carved out a niche, continues to increase in use and is here to stay. Tech tools have moved in – some types quicker than others – and are now a part of every aspect of our world. Technology enables and empowers people to do their jobs faster and with less effort.
Using technology in the architecture, engineering and construction (AEC) space, we have the opportunity to leverage data from the current project in order to streamline the next project. What worked well? What didn’t? How did we do on the schedule? What were our budgetary challenges? What can we do differently next time?
Data can also be used to equip smarter buildings with systems that can be monitored on a daily or even an hourly basis and long-term. As a value-add that distinguishes some companies from others, the data gathered throughout the job can be handed off to the owner at project completion for future use.
Although standardization has been a challenge in construction because of competition, it could revolutionize the amount of work we can complete in the face of increasing demands. An example that’s been discussed is integrating BIM on a common platform. If we could design a job, plan and monitor construction, and do close-out all through one program, that would be a big victory across the board for the AEC industry.
On episode 62 of Bridging the Gap podcast, I had the opportunity to talk with Michael Glatt, of MACRO, a Savills Company about leadership.
Resources
