Paul Gandy’s five pointers for construction project managers

New CIOB president Paul Gandy has a wealth of construction experience, working on major projects and running big contractors, during a period when project delivery has become ever more complex. So what advice would he give to project managers working in construction today?

That’s the job: build it safely, build it well, and build something that lasts – whether it’s to live in, work in, or play in.

It’s easy to lose sight of that when you’re caught up in everything else a project demands, like sustainability and social value. But as a project manager, you’ve got to use your judgment. Know when to say stop, when something needs to be rethought, or when a team change is needed.

It’s not easy – especially in an industry that always wants things done yesterday. But give yourself permission to pause if that’s what’s needed to do it properly.

I’ve taken a few. Some by choice, some not. After working on Wembley with Multiplex, I went from being a managing director to running a defence construction business with Carillion. On paper, that looked like a step back. But actually, it was a great move. I got back to delivering projects and into the public sector, which I enjoy.

Earlier in my career, I moved into MEP subcontracting and worked in FM. Those moves broadened my experience, and five, 10, 15 years later, they added real value to my CV.

So don’t get too hung up on job titles or a straight-line career path. The broader your base, the more useful you become.

Don’t expect to be comfortable with every role that you step into. Make sure you’ve got a good support network, your manager, mentor, colleagues, friends. But don’t stick only to what you know. You won’t reach your potential that way. Sometimes you’ve got to take a leap.

When you’ve been promoted into a new role, don’t expect that appraiser to say you’re great at everything – if they do, it’s probably not a real step up.

My chair once said: “You like walking toward the sound of gunfire.” Not everyone is like that. But grab opportunities when they present themselves.

Even the best individual can fail with the wrong team. And a strong team can cover your weaknesses and help you thrive.

I’ve seen challenging projects turned around by great teams. I’ve also seen straightforward projects fail due to poor teams.

So focus on the people – on motivation, communication, relationships. That’s what drives success. When you look at notable successful projects, the team is always what makes them work.

Fifteen years ago, I was an expert in high-rise buildings. I wouldn’t say that now. Things have moved on an awful long way since then.

As a project manager, you’ve got to know your gaps, and keep up – with new regulations, the carbon footprint, social value and plenty more. There’s a lot of pressure and complexity to deal with. This is where competency is so important.

But always remember what’s at the centre of the project: the building.