Why Transparency Builds Better Leaders in Construction
The strongest leadership pipelines aren’t built in secret—they’re built in the open. When employees know what it takes to lead, they step up. But in too many construction companies, succession planning feels like a closed-door conversation. And that silence? It’s costly.
Here’s what happens when you don’t share the plan:
A mid-size construction firm lost a senior superintendent—not because he was unhappy in his job or got a better offer elsewhere. No, he left because no one told him where he stood. He thought the quality of his work and his dedication to the company would earn him a promotion. But when an opportunity arose, the replacement came out of left field. The company never defined what they were looking for in a leader or how to earn a promotion. He thought he was doing the right things – but who knows?
If you want your people to stay, grow, and lead—they need to see the path.
1. Make Leadership Expectations Clear
Most companies evaluate potential leaders… but keep the criteria vague or private.
Define what “leadership readiness” means in your company
Include technical and behavioral competencies
Share this framework with everyone—not just execs
Pro tip: Use it during performance reviews to set real targets for growth.
2. Make Leadership Development Everyone’s Job
If managers aren’t growing others, they’re not really leading.
Include “developing future leaders” in job requirements
Ask: “Who did you mentor this year?”
Reward those who delegate, coach, and elevate others
It’s not just about doing the work—it’s about passing the torch 🔦.
3. Give Feedback That Connects Today’s Wins to Tomorrow’s Roles
Praise is good. Targeted praise is better.
Good: “Nice job staying on budget.”
Better: “That’s the kind of financial discipline we expect from our senior leaders.”
Link daily actions to long-term leadership potential. People pay attention (and do more of “it”) when they see the connection.
4. Be Honest About Succession
It’s OK to not have all the answers or a fully-baked plan – just say so.
“Our preference is to promote from within—here’s what we’re looking for,” (see tip #1).
That’s transparency. And it builds trust.
The Bottom Line? Show People the Future.
When you make leadership development visible and intentional, you send a powerful message: “We believe in your potential.”
In construction, where experience and loyalty are everything, that message keeps your best people engaged—and building for the long haul.
*This newsletter is excerpted from a larger article written for the Construction Management Association of America.
