A New Year means a fresh start and due to this fact, it is a common time for management changes. While this is a reality in our industry, it brings with it numerous challenges, some of which are universal, others that are strictly associated with construction and design.
When Meinhardt announced the appointment of their new regional CEO Peter Galvin, one of the first comments was in regards to ‘building a legacy’, which is a key element in the construction and design arena.
“My aim is to build upon the legacy that Glenn (former regional CEO) has created. We are known for providing to clients the benefits of what we call ‘practical imagination’ and I want to ensure we continue to deliver ideas that work; solutions that are smarter, more deliverable and more cost-effective” he says.
This is an industry where your body of work is highly visible. We are creating things; high involvement, high-risk work that brings with it unique challenges. This can create a major challenges for those stepping into a position of management, as they not only take on the responsibilities of their predecessor, but also the pressure of the latter’s body of work.
Conflict
Conflict is a key issue in construction, and is often present during the changing of managerial hands. In the report ‘Men and Conflict in the Construction Industry’ by Natalie Galea and Martin Loosemore of the Factulty of the Built Environment from the University of New South Wales, it states that “the construction industry is well known for its high levels of inter-personal and inter-organisational conflict”.
This is a valid statement for numerous reasons, but key catalysts for conflict in both design and construction sectors are a differing of vision and a lack of communication, both of which tend to go hand in hand.
In an industry that uses the perspectives and expertise of many, and is led by the wants and needs of the client, it would be near impossible to not experience a level of inter-personal conflict when there are so many differing agendas.
Stepping into a new high-powered position brings with it the responsibility of upholding the standards of the past, as well as a necessary differentiation in future works that allow for one’s own ‘legacy’.
Communication
This is why communication is vital in any managerial position. Issues can be resolved or even avoided all together if proper channels of communication are adhered to and all points of view are taken into consideration.
Affirmative action programs are also essential in order to streamline the changeover from old management to new, and offer to holistically consider employees from every position. This can be really difficult in large companies, but with the right managerial support, an action plan delivered from the CEO can be communicated to all employees.
A New Year means change. It cannot be avoided, but it can be streamlined and even an incredibly positive move. Once initial challenges are dealt with, the true value of new innovation can truly be experienced.
