The work of an entire company often depends on the loyalty and leadership qualities of the managers and executive leadership. A competent leader directs and supports the staff, while an illiterate one kills any initiative and desire to do something with a passion. 

In February 2022, over 4.4 million workers left their positions, according to the Bureau of Labor Statistics (BLS). In light of the pandemic, American employees are unsure if this is the way they want to spend their lives, and this has left many feeling uneasy. As a result, they are seeking new principles of engagement, including not only greater wages and better work-life balance but much more meaning, recognition, feedback, and satisfaction with the job overall.

If you think everything from above has nothing to do with you, consider the fact that 75% of employees claim that their boss is the worst aspect of their job. What makes sure you’re not one of them? 

We’ve summed up the 7 things good construction bosses never do, and how to fix it if you’re far from perfect.


  • No communication clarity 

Lack of clarity is a warning indicator of poor management. Uncertain communication is the most common source of employee dissatisfaction with their supervisors, as 31% of them claimed for the Real Estate Witch Employee Unhappiness Survey in February 2022. 

Communication in the workplace can go awry if there is a disparity between what one person says and what the other person hears. To put it another way, interaction isn’t mutual when the recipient of your message doesn’t understand what you’re trying to convey. 

For a construction company to be successful, it must have a clearly defined purpose, mission, strategy, and personal management philosophy. Lack of leadership distinctness, frequent and unfounded mind changes, inability to formulate tasks clearly, and shortage of courage to remain direct in instructions are all signs of a leader who will lead to the demise of a firm. 

How to fix:

A person who’s not able to make a decision is very difficult to work with. Decide what you want before handing out tasks, and then change them as you go. construction employees lose motivation when their boss not only changes tactics but also blames the staff for the failure.

Employers that set unrealistic deadlines for their construction staff may also have good intentions, but they tend to be too optimistic and set too high expectations for their employees. You’ll need your team to give you a reality check in this situation. To get closer to an attainable objective, ask intelligent questions and share relevant evidence. Try prioritizing tasks together and tackling the most critical ones first if things are overwhelmed by external influences.


  • Micromanaging instead of trust

The second reason workers are frustrated with their boss (27% of respondents) is micromanagement, due to the REW survey. This is a challenging atmosphere for employees. They can’t seem to get anything done because their boss is too demanding and intrusive. 

A lack of confidence is the root cause of constant monitoring. These employers have a hard time delegating work because they don’t feel their employees are up to the task. They become too concerned about reaction times or WC breaks since they feel they are completely responsible for the team’s performance.

You are responsible for completing the work on time, on budget, and in accordance with the terms. And if you are trying to control every detail of the work of each employee, then you are wasting the company’s money. The organization doesn’t need two people to do the same job. Either you do this work yourself, or your team does.

How to fix:

No one is saying that striving for perfection or wanting to maintain high standards is a bad thing. But don’t go overboard with this. There is no point in forcing employees to redo a report because of the wrong font or missing comma. Such work makes them feel disappointed not only in the job done but also in their construction company’s leader.

Employees hate it when the boss says he trusts them and then arranges daily checks. A good employer must learn to trust subordinates, give them the opportunity to prove themselves, over-communicates, and attempt to understand their stress levels.


  • No respect for employee’s time

There is an expression “The bosses can only be delayed, but they’re never late”. This is one of the rules of irresponsible leaders. First, good bosses are not delayed, and second, do not come up with excuses. If the construction company has rules, all employees, including the boss, must adhere to them.

It is obvious that the construction worker can stay late at the meeting, or cancel a scheduled conversation, since he really may have more important things to do. We are talking about the systematic disregard for the rules that the management itself prescribed for all employees of the organization.

Also, if an employer asks workers to stay at the office after the shift ends but he, in turn, leaves early, such a leader is implying that he does not appreciate employees’ time or their labor. When the manager revels in his power, without regard for anyone, sets the time for a meeting and makes people wait for it for hours, pulls the subordinate out of a vacation, or does not give it at all – this is a huge problem. 

How to fix:

The construction leader must be a model of time management and take into account the interests of subordinates. When estimating the time required to complete a job, consider the side of caution; it is preferable to finish early than to be late. Set reminders for everything. Android and iOS users have access to robust scheduling and calendar applications. 


  • Losing your temper doesn’t show your authority

When a leader allows himself to be rude or aggressive towards subordinates, he thereby destroys his own authority. Nobody respects blowhards; it is uncomfortable and unpleasant to work under the guidance of such a person.

According to the REW Employee Unhappiness Survey, up to 75% of employees are frustrated with their managers, with nearly every 5th saying they experience personal attacks or unkind remarks. If this is considered the norm in your company’s working environment, employees perceive it as a risk of never climbing the career ladder since such a leadership style kills the desire for development and professional growth in subordinates.

How to fix:

Respected employees are 63% more satisfied with their job due to the TeamStage review. Do you want your employees to have high productivity, engagement, and company loyalty? Try to restrain your temper, show more respect to your team and remember, they don’t work for you, but with you.


  • Rules for rules

Each company has its own traditions and charters. Some of them have developed over time empirically, others dictated by law. It is easier to work by the rules than in anarchy. But these “laws” are useful when they make the life of employees simpler. And if they aren’t?

For example, you can’t eat in the office, even at lunch. But at the same time, the office does not have a kitchen where one could have a snack. At other enterprises, it is forbidden to access social networks from office computers, although no one has canceled phones yet. The company dress code is often a painful issue for a lot of employees. 

How to fix:

It’s tempting to focus on what your team shouldn’t be doing, but good employers take the opposite approach: they focus on how to motivate and engage the staff. Don’t think about the duration of the coffee break, rather tell how everyone’s work affects the future of the construction organization. Try to focus on the big picture, allowing people to feel free and reach their potential.


  • Too many sticks, too few carrots

The phrase “I don’t keep anyone here” is one of the most powerful demotivators that a subordinate can hear from his superiors. If the company does not hold on to you, it means that it does not really need you, your contribution is not appreciated, and you will easily be replaced (if necessary). What prospective professional would ever work in such conditions?

34% of an organization’s employees may leave within a year if they are not recognized for their hard work due to the TeamStage research. The fact is, underappreciated employees are dissatisfied with their jobs, thus they would seek employment elsewhere.

How to fix:

The purpose of a good construction leader (among other things) is to inspire the team to new achievements, establish a friendly pleasant atmosphere for the team to work in, and evaluate the performance of employees. A competent employer does not criticize the staff, does not get personal, but criticizes the actions or their results.

Remember: criticism should be detailed, reasoned, stuck to the point, and directed not at the employee personally, but at his or her mistakes and shortcomings. And simple “thank you” for the job well-done works better than dozens of corrections for an unperfect report.


  • Not paying attention to company culture

According to Recruit Loop’s figures on job satisfaction in the US, the number of disengaged workers currently exceeds 50% of all American employees. A disengaged employee is one who goes through the day without enthusiasm or vigor. They are sleepwalking, “working for working” without any focus on results and goal achievement. This can not only have a detrimental impact on the workplace but can lead to offices becoming toxic and entire firms losing their competitive edge.

On the other hand, a recent survey by Flexjobs found that 62% of employees believe toxic company culture is the main reason they hate their job. A competent employer stands up for quality in both: achieving performance and communicating with colleagues. If the obviously poor quality of work, careless attitude to duties, and the habit of provoking conflicts do not cause the manager to make a remark to a subordinate who demonstrates the listed signs, then that employer is far from ideal.

How to fix:

Fortunately for construction organizations, there is a technique to not just increase team members’ engagement but also their productivity. And that is to invest in the corporate culture. Building the right company vision is one of the keys to achieving it. Try to describe the perfect company culture as you see it and then ask your team to tell their opinion about it. That’s the basis for developing a winning company culture.

The second vital issue is to choose employees wisely, paying attention not only to professional qualities but to an emotional portrait of the candidate. 

If you would like to learn how to become the best construction boss ever, book a call with Raymond Search Group HERE and I’d be happy to share what some of the most successful construction leaders are doing right now to ensure they remain competitive (and loved by their employees) in this ever-changing market.