Successful Construction a Product of Excellent Leadership

April 24, 2019

This week, we came across a topic on Construction Dive got us thinking—especially about how much we love our team here at Magellan.

Speakers at the Associated General Contractors of American's convention this month cited interesting Gallup research and suggested that these numbers may be a result of a company's culture. The research states that 1/3 of workers like their jobs (suggesting that 2/3 dislike their jobs in some way), 51% are disengaged at work (lacking passion or energy), and 16% are actively disengaged (acting out their unhappiness). However, the speakers stated that unhappy workers may remain passionate about the industry at their core and that managers and supervisors should take action when early signs of the disinterest start to show. They suggested that countering the disinterest by fostering a culture and environment that inpires and will, therefore, motivate.

Though an inspiring call to action, these suggestions (at least out of context of the convention) lack a plan of execution. Construction Dive included a real-life case study from the perspective of a construction director, Aaron Phillips, that sheds some light on the application of these ideas. Phillips suggested that wise, skilled supervisors and managers may be adverse to change given their knowledge, but the perspective of the team members below them should not be discounted when considering company culture and processes. Phillips himself had to take a step back to evaluate what processes were taking place, what interactions between his team members and subcontractors were like, and how resources and lessons-learned were communicated and exchanged—the company culture as a whole.

Phillips admitted, "I actually had to change the way I talked about [the work]. We're going to modify, we're going to tweak, we're going to enhance what we do...[and] make it more efficient."

At Magellan, we're lucky to have such amazing supervisors and managers that prioritize company culture. We're able to sustain a culture that thrives, inspires, motivates, and serves—not only for the enjoyment and betterment of our team but for our clients as well. The math is simple. A great culture inspires passionate work, which produces an amazing product and, therefore, happy clients. It doesn't any get better than that!

Thank you, Team Magellan!

To read more about the AGCA convention and Aaron Phillips' case study, check out Construction Dive.

Successful Construction a Product of Excellent Leadership