This is a book worth a place on the desk of any construction manager (and people managers everywhere).
Dave Stitt and I connected instantly when we first spoke last year, completely unrelated to this or any other book. Our discussions have been varied since, always with shared enthusiasm, and unabashed confidence of where we have been, or are going. His energy is infectious, his perspectives easy to align to, with a pithy anecdote never far behind.
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It was therefore no surprise to read his 2022 book in a similarly attuned frame of mind. His passion comes through on every page – and the anecdotes help keep a steady pace, fixing each new point firmly into the construction paradigm.
Coaching leadership
Here is Stitt explaining what is different in engaging with your people in a coaching style. “You stop seeing them as a problem to be fixed and you start seeing them as a treasure to be discovered… you say, ‘what do you think?’, and then you listen.”
The premise of the book is not new. The coaching leadership style is well documented and has probably not passed by any MBA or well-read manager or consultant. But Dave’s writing is to the point, backed up with pertinent examples, and just enough academic reference to be assured the bridge between the two is secure.
Crucially, everything is directed back to what counts most: the day-to-day of management and leadership, as it connects to the construction project world. Chapter 4 of this second edition offers confirmation of this appreciation, from at least a dozen people from his accompanying training course.
Self-Determination Theory
As part of my psychology MSc this year, one module focused upon classical and contemporary social psychology. I have concluded that much of the management jargon I have been fed over the years, at least the decent concepts, have been influenced from here.
Stitt has a chapter outlining one of the most significant revelations (in my opinion). He does not name the series of connected theories per se, but he cites Dan Pink, who is well respected in this psychological field. This and related theories are described perfectly.
It is called Self-Determination Theory, one I have written about before here. It helps explain why our obsession with motivation by cash incentive, as employer of internal teams or of external contracts and work packages, ultimately causes organisational or project harm. As Stitt states: “… external enticements… extrinsic motivations… are not very effective”. To which he then makes the comparison to command-and-control style management which is very much the abrasive construction norm most can relate to (be that employee or supply chain relationship carrot-and-stick, comply-or-die culture we all know).
In Stitt’s words: “… command and control… sucks initiative, confidence and accountability out of a team…”
He adds: “[That’s] risky when… commercial agendas are indifferent to the success of the project as a whole… Are your people empowered to spot quality issues, and the conditions that breed them, and speak up…?”
Understanding these implications of externalising motivations are lessons we should all have close to hand.
Managing the coaching conversation
Stitt offers some excellent practical advice in managing the coaching conversations. As an empathetic manager myself, with training from several multinational organisations seeking to enable this style of communication and learning leadership, these chapters resonate. Learning the right way to prepare and start such discussions, how to direct them, and how to conclude them in empowering rather than directing ways.
These are important things to give your people the means to find their why. I am reminded of my own why in reading his words here, but also improved by these practical chapters and how they can be applied.
How far can coaching go?
I do disagree with Stitt on one thing. His pragmatic stance is one in which the fundamentals of construction are considered beyond absolute change – it is just how it has evolved to be. My opinion is that this confrontational industry norm is a reflection of how we set projects up. And if this more engaging coaching style of leadership were present in senior political spaces – where expectation was on leaders to bring teams with them, not just drive them hard to the next staging post – the projects serving these masters would be less caustic from the start.
A world better informed and more real in its possibility in consideration of this project management style. But that is my research challenge – and therein my bias.
There is more I could offer in review. Stitt has given plenty more insight and well-reasoned connection to contemporary thought, similarly linking other behavioural thinking to construction project application. But I will let you read the rest for yourself.
At 126 pages this is an afternoon’s single-sitting read. But one to keep close by as that next chance to try “…a tool for challenging and supporting your people…”, to which both you and all your leaders-in-waiting should be demanding and apply.
Join Dave Stitt on 25 & 26 October as part of the free virtual CIOB Tomorrow’s Leaders Community Launch, for three sessions giving a taster of the Coach for Results course. You can register now using the following link - https://hopin.com/events/ciob-tomorrow-s-leaders
