Rethinking Leadership in Construction: Insights from BUILDFest

📅 2 weeks ago

Tariq Shobad of Graham Construction discusses the pitfalls of promoting top workers to leadership roles, advocating for tailored career paths and mentorship in the construction industry.

During the inaugural BUILDFest trade show hosted by the Vancouver Regional Construction Association on September 24, Tariq Shobad, the operational lead at Graham Construction, shared significant insights about the complexities of leadership roles within the construction industry. He emphasized that promoting the best worker on a construction site to a leadership position may not always be the most prudent choice.
Shobad's remarks were delivered in a talk titled "Promoting Your Best Worker is a Mistake," where he argued that not all individuals aspire to or are suited for leadership roles. He pointed out the unreasonable expectation that everyone should aim for the same leadership goals, stating, "There are simply too many personalities to put everyone into the same box." This perspective highlights the diversity of skills and aspirations among construction workers, suggesting that some may excel in their current roles without the desire or capability to transition into management.
The implications of thrusting unprepared workers into leadership positions can be detrimental, according to Shobad. He noted that such decisions can lead to increased project costs due to inefficiencies, such as poor scheduling and unclear communication. These factors not only delay project completion but also contribute to intangible costs, like low morale among crew members. "If they’re trying to figure out the schedule, aren’t able to issue clear instructions and the job finishes late, that all adds to costs," he stated. This cycle of inefficiency can ultimately increase turnover rates, particularly among skilled workers who might seek better opportunities elsewhere.
Shobad also addressed the stigma associated with declining a leadership promotion. He explained that many employees feel pressured to accept such roles, fearing that turning down a promotion might be seen as a lack of ambition. He suggested that the absence of a structured trial period for identifying suitable leadership candidates exacerbates this issue. Workers often find themselves in a position where they realize the role is not a good fit, effectively facing a demotion if they wish to return to their previous tasks.
Despite the existence of various certifications and training programs in the construction industry, Shobad criticized the lack of formal mentorship and leadership training. He remarked, "For them to then realize this isn’t for me, it’s effectively a demotion to go back on the tools and there’s a certain stigma attached to it." In response to this gap, he has initiated a cohort program aimed at site leaders who wish to enhance their leadership skills through targeted virtual sessions that accommodate their schedules.
This innovative approach allows participants to learn in a supportive environment, sharing their experiences and troubleshooting challenges together. Shobad proposed the concept of "mastership," where skilled workers can take on mentorship roles, leveraging their expertise without the pressure of traditional leadership expectations.
Ultimately, Shobad advocates for a system that enables workers to continue excelling in their existing roles while advancing their careers in meaningful ways. He believes that by allowing employees to thrive in their strengths, overall client satisfaction improves, leading to repeat business for construction firms. As he concluded, "Client confidence increases and if you deliver and if the quality is top notch the client wants you back for the next project."

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