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Building Magic: Why Leadership and Management Matter in Construction
Damini Sharma | 26th Februrary 2025 | 4 mins
I’ve always seen construction as a kind of magic. We start with a plan on a screen and watch as it gradually becomes something real. Day by day, steel and concrete rise up, transforming empty plots into buildings that will define our skylines for decades to come. I’ve also been amazed by the creative ways old spaces get a new lease on life, turning disused sites into lively hubs where people can live, work, and play. It’s this sense of possibility that keeps me passionate about our industry.
But behind the cranes and behind the dust, there’s another kind of alchemy: the leadership and management that hold everything together. Because, ultimately, it’s the people running our projects who decide whether we truly succeed or struggle.
Where We Stand
Construction remains a backbone of the UK economy – making up around 6% of total economic output and yet, like many sectors, we face stubborn issues. Productivity often trails behind other industries, sometimes by as much as 20%. Meanwhile, staff shortages and a lack of clear career pathways can leave talented people feeling stuck or undervalued, prompting them to seek opportunities elsewhere. When that happens, we lose not only their immediate skills but also the future expertise and mentorship they could have offered.
From my perspective, it’s not just about throwing money at the problem or adopting the latest technology, though investment and innovation certainly help. It’s about rethinking how we lead, how we manage, and how we nurture the people who choose to build their careers here.
In fact, I was talking recently with a senior leader from one of the UK’s major construction and infrastructure contractors – a significant employer in our sector and they were echoing these exact challenges. Productivity, leadership, and staff retention were at the top of their list of concerns. Hearing someone else voice these worries – and at such a high level, really highlighted the importance of taking action.
Why Leadership and Management Matter
The best sites I’ve worked on had something special in common: leadership that encourages trust, collaboration, and open communication. From the apprentice just starting out to the most experienced hands on-site, everyone felt like their contributions mattered. When people feel genuinely valued and heard, they’re far more likely to stay, to share their ideas, and to be invested in the success of the project.
On the flip side, I’ve seen projects stumble when communication breaks down and staff feel overlooked. Productivity drops, morale plummets, and you start to see a revolving door of talent. In an industry as large and vital as ours, this is a pattern we can’t afford to ignore. Good leadership and management aren’t just “nice to haves” – they’re fundamental if we want to reduce turnover, boost efficiency, and safeguard the long-term future of construction.
A Broader Vision for Change
Of course, improving leadership and management is only part of the solution. There are several key areas we need to tackle in parallel:
- Training and Development Offering structured career pathways and regular upskilling opportunities keeps team members engaged and hopeful about their futures.
- Technology and Innovation Embracing modern tools can supercharge productivity, but it works best when leaders involve their teams early and ensure they’re confident with new systems.
- Collaborative Culture From stronger supply chain partnerships to knowledge-sharing with educational institutions, working together at every level helps keep our industry moving forward.
- Inclusivity and Wellbeing Championing diversity, providing safe working conditions, and focusing on mental health are crucial if we want an industry that attracts—and keeps—talented individuals.
None of this is going to happen overnight, and it can’t just be a top-down directive. We need everyone – from new entrants to the most senior decision-makers, to champion a positive workplace culture. When we commit to doing this together, we create an environment where each project, and each person, can reach their full potential.
Human-First: An Essential Approach
At The OM Group, we believe in a “Human-First” approach. In simple terms, that means recognising that people – whether on-site or behind the scenes – are the driving force in any construction project. When leaders genuinely invest in their teams by offering clear progression routes, regular training, and open communication, we see a ripple effect of benefits, from smoother workflows to happier, more engaged employees.
I’ve seen the incredible results that come from putting people at the heart of your strategy. Recently, we’ve been working with a high-profile client in London who are transforming the spaces in which people live, work, stay, and play. They’re breathing new life into parts of the city that, in many cases, had long been overlooked. Yet none of this visionary development would be possible without effective leadership at every stage, from the Directors setting the strategic direction down to the site managers making sure each day runs smoothly.
CITB ’s Fully Funded ILM Qualification: Part of the Solution
It’s this commitment to better leadership and management that makes the CITB’s fully funded ILM qualification in Leadership and Management for the Construction and Built Environment Sector such an exciting development. While it’s certainly not the only solution, having a structured, recognised pathway for professional development can make a tangible difference. It provides the tools and knowledge teams need to lead effectively – ensuring projects stay on track, communication remains clear, and staff feel supported.
We’re proud at The OM Group to be part of delivering this training, because we see how closely it aligns with our Human-First philosophy. It’s one thing to talk about boosting leadership skills in our industry; it’s another to provide a practical route for people to actually acquire them.
Looking to the Future
At the heart of it all, construction is about building a legacy. Long after the last crane is gone, the structures we create will continue to shape communities and influence how people live their lives. If we want this legacy to be a positive one, we need to invest in the people who bring our plans to life.
That means rethinking leadership and management, embracing a culture of collaboration, and ensuring development pathways are clear and accessible. When we combine these efforts with targeted training opportunities, like the fully funded ILM qualification from CITB, we give ourselves a fighting chance at tackling productivity challenges, boosting staff retention, and, most importantly, keeping the magic of construction alive.
Because when we get it right, there’s nothing quite like watching a blueprint become a building – or a once-disused space become a vibrant new community. That’s what makes construction feel like magic to me. And that’s why strengthening our leadership and management is one of the most important investments we can make, for ourselves, for our industry, and for the generations that will carry on the work once we’re gone.