Are You Promoting Leaders or Creating Them?
In construction, leadership is often mistaken for management. Many SMEs promote based on technical skill, only to discover that the new leader struggles to inspire or guide a team. This leadership gap is a silent threat to growth, morale, and long-term sustainability. The real challenge isn’t just about filling roles; it’s about building a culture where leadership is nurtured, not taken for granted.
Leadership isn’t about who talks the most on site. It’s about creating an environment where people feel supported, motivated, and empowered to do their best work. Too often, companies rely on tradition or instinct, hoping that the right person will “step up.” But without intentional development, the gap only widens.
The Cost of Getting It Wrong
Promoting the wrong person into a leadership role can have major consequences. It’s not just about one person’s performance; it’s about the impact on team morale, project outcomes, and even the company’s reputation. I can’t emphasize enough how we need to do more of the due diligence side of things and the front loading of everything in the interview stages. The selection process needs to be so on point. You’re not going to get it right every time, that’s the reality.
Many employers skip rigorous assessment, relying instead on gut feeling or short interviews. This approach often leads to costly mistakes. The right leader isn’t just technically competent—they need the right mindset, communication skills, and emotional intelligence. Without these, even the most experienced professional can compromise a team’s potential.
Building a Sustainable Leadership Pipeline
The solution begins with intentional development. Companies should invest in behavioral assessments, multi-stage interviews, and ongoing mentorship. These tools help identify not just who can do the job, but who can lead and inspire others. “Are we doing enough to support the people that we want to be the next generation of leaders within construction? Do you have a program in place? Does the program work?”.
Leadership groups, including trusted outsiders, can provide unbiased perspectives and help spot gaps before they become problems. Mentorship and peer networks ensure that leaders continue to grow, even after they’re in the role. This approach builds resilience and keeps leadership fresh and effective.
Conclusion: Make Leadership a Priority
Leadership is not a luxury—it’s a necessity. By investing in development, assessment, and support, companies can close the leadership gap and build a stronger, more resilient future. Leadership isn’t about luck or tradition; it’s about creating a culture where every voice matters and growth is part of the plan.
Even when mistakes are made, what matters is that you reflect, learn, and adapt. Eventually, you will learn from your mistakes and you will learn from some of the stuff that you’ve tried to put into the business that didn’t work. By striving for honest evaluation and supporting leaders at every stage, companies can navigate setbacks and continuously strengthen their teams for long-term success.
This article draws insights from the featured episode: The Construction Leadership Gap – Why We’re Running Out of REAL Leaders on the I'm The Gaffer podcast. Stay tuned as we explore the challenges and opportunities in construction—where success is crafted with expertise, innovation, and dedication.
