This past year has been a year like no other. In a crisis situation, especially an extended one like COVID-19, it is easy for construction leaders to focus on telling people what needs to happen next. This is essential for ensuring people’s safety and business continuity. While telling is natural, listening and asking questions are just as important. “Listening is the front end of decision making,” writes Bernard T. Ferrari in a recent article.
Leadership expert and author Andy Stanley once Tweeted, “Leaders who refuse to listen will eventually be surrounded by people who have nothing significant to say.” Construction organizations are charting new territory and adapting daily. It is time for leaders to check in with key stakeholders. Who are the most important groups for construction leaders to talk to now?
It is important for construction leaders to touch base with their C-suite executive team, next-generation employees who are on the frontlines, clients and prospective clients. Each group provides a unique perspective on circumstances inside and outside of a construction business. Below are four critical questions construction leaders must ask these key stakeholders now. And the leaders should sit back and truly listen to the responses.
1. HOW ARE YOU AND YOUR FAMILY DOING?
Most construction leaders do not know to what extent an individual has been impacted by the COVID-19 crisis—unless they ask. It’s important to understand what toll the pandemic has taken on a person. For example, many people have had to juggle work and managing their children’s virtual schooling, or dealt with a family member losing their job. Situations like these take a toll on everyone in the family and could certainly impact finances and family life.
Starting with, “How are you and your family doing?” allows a leader to be sensitive to an individual’s personal situation and state of mind. This question is more than a simple “How are you?” It is a genuine attempt to understand how someone is faring. Leaders need to keep this a general question and not get into specific health issues due to HIPAA requirements.
“Building positive relations is an important part of leadership, and listening is a critical part of building good relationships,” according to Erica Hersh, in an article published by the Harvard T.H. Chan School of Public Health.
2. WHAT IS DIFFERENT NOW THAT I SHOULD BE AWARE OF?
Lots of major changes have taken place in that past year, but not all changes are visible at the executive level. Construction leaders gain insight into changes within and outside of their organization by asking, “What is different now that I should be aware of?” This is not just a one-time question. This question is critical for frequent check-ins with key stakeholders. Even during seemingly stable times, this question can provide early insight into problems before they billow out of control. This question is also useful for identifying opportunities that are flying under the radar.
3. WHAT IS MOST IMPORTANT TO YOU RIGHT NOW?
Priorities shift quickly in response to external and internal circumstances. Regularly checking in with key stakeholders about what is important to them right now allows a construction leader to align with an individual’s priorities.
For example, a leader may increase a superstar’s salary in hopes of retaining that employee. But if what that superstar really wants is more flexible hours, the pay raise won’t work. A proposal that was submitted to a client six months ago may have defined priorities, but those priorities may have shifted since then. The only way to know for sure is to ask.
4. HOW CAN I HELP YOU?
The simple question, “How can I help?” allows a construction leader to identify what resources or support an individual needs to succeed. It’s common for the response to that question to be a surprise to the construction leader. Digging deep to clarify exactly what type of help is needed also prevents a construction leader from wasting time and resources on efforts that are not needed.
Leaders don’t bail, especially during challenging times. They ask and they listen. Listening can create momentum within a company that will extend for generations.