By Kelsey Zibell, NCCER

The skilled labor shortage remains a prominent problem within the construction industry. However, that is not the whole picture. Not only are people not pursuing careers within the industry, but a large chunk of the industry will retire in the coming years. Front-line managers, superintendents and other management roles are retiring sooner than positions can be filled.

In fact, within the next three years, over a third of construction managers are estimated to retire. By 2026, over half will be retired.

Luckily, the retirement of seasoned workers opens the door for inspiring leaders to step up. But entry level workers and craft professionals need to be focused on learning the skills needed for management now as it can take nine to 12 years to become highly experienced.

When pursuing leadership positions, craft professionals need to be more than good at what they do. They have to develop progressive qualities and be able to work with their team to accomplish the goals of the company.

Good leaders should follow these practices to guarantee the success of their company, teammates and the industry as a whole. If you are looking to work your way up, these are the three things you should practice daily:

1. Building Trust

FMI, a management consulting company focused on engineering and construction industries, shares that trust, more than anything drives enduring performance. According to a survey with over 400 senior leadership members, “team trust is the best predictor of team performance.” By taking steps to ensure trust among employees, a supervisor can count on them to work efficiently given the task at hand. 

With trust comes authenticity. When teammates trust one another, they can be honest about shortcomings, successes or areas where they may need some assistance. Employees take their cue from their managers – make sure to only say what you mean and do not be afraid to admit mistakes.

In addition, it is important to be accessible and committed to following through to help deliver quality work. Being reliable is essential, both in building and maintaining trust. 

Trust is proven to be a critical component of success by the Covey Institute. According to FMI, the Covey Institute found that companies who practice trust internally and externally deliver 286% more value to their shareholders over time.  

2. Clear Communication

This may seem obvious, but it is key. A good leader must properly convey the ideas, purposes and goals of a particular project and the organization as a whole. To work efficiently, everybody involved must know what they are working toward.

According to FMI, “Without a shared purpose, teams lack clear direction and may spend time, energy and resources going down the wrong path.”

The easiest way to clearly communicate is face-to-face. It’s estimated that anywhere from 60-90% of communication is through body movement, hand position, eye contact and other nonverbal cues. Although texting and phone calls makes it easy to reach employees, it’s not always the right method to convey information clearly. Placing an importance on in-person, or at least virtual face-to-face, meetings regularly helps with transparency.   

Additionally, the supervisor needs to engage each worker in the common goal. To get everybody on the same page, the leader may get the team together to go over core objectives and establish a ‘Why’:   

• Why are we working on this project?
• What are our objectives?
• What outcome should we expect when we are finished?
• What is each person’s role? 

Once addressing an end goal and creating a plan for how to get there, a manager makes sure their employees are working toward fulfilling those objectives.


3. Inclusivity

To better the industry and encourage skilled men and women to join the field, leaders need to practice inclusivity. As people of color, women and veterans look to join the industry, it’s necessary to ensure that the industry is including everyone.

Inclusivity means more than hiring minorities. It means making sure they are part of the team, making sure they are valued and making sure their opinions have equal weight. 

Managers need to be able to identify and fix problems of inequity when they arise, such as unequal pay and benefits, unequal access to training and development opportunities, inconsistent performance ratings and promotion differences. A good leader would remedy these problems and remain transparent about the company’s shortcomings and changes that have been made.

Additionally, a good leader will talk about how they value diversity and follow those claims with action. By asking minorities for their input and valuing their opinion, promoting diversity internally and externally, recruiting a diverse workforce and limiting bias on performance ratings and promotions — those in managerial roles can make certain their team is inclusive.

Overall, a good supervisor will ensure that their employees are provided with the information and support they need to be successful and efficient. As the seasoned management workforce continues to retire in the coming years, it is vital for craft professionals to work their way through the industry to become effective leaders who practice trust, clear communication and inclusivity. 

About the Author

Kelsey Zibell is a contributing author at NCCER in Alachua, Florida and currently a student at the University of Florida pursuing a bachelor of science degree in public relations. Working with NCCER and the Build Your Future initiative, she is learning and writing about the skilled labor gap and how to recruit the next generation of craft professionals.