Robin Carter

One of the most liberating yet daunting steps I’ve taken in my career was overcoming the fear of making the wrong decision. Learning that its not about always making the right choice, but rather learning to make decisions for the right reasons and with a clear, calculated outcome in mind. the specter of failure often paralyzes decision-making. For instance, on a project, I was faced with a problem with many solutions that could either ruin our efforts or save the day. The pressure was high, but rather than shy away, I relied on information & foresight. The decision was not without risk, but was informed. The outcome, this time, was good, but it in hindsight, other options would have had a better outcome. Embrace the possibility of failure.

Every construction project is a labyrinth of potential risks and problems. But here’s the deal: The secret to sidestepping these obstacles is the prep work, the preconstruction planning. Imagine you’re the captain of a ship. You wouldn’t set sail in stormy seas without a map and a solid plan, right? The same goes for construction. Here’s the kicker: it’s not enough to plan for what you think will happen. True success lies in anticipating the unexpected, the wild card issues. That’s where the real planning shines. It’s about being as prepared for the unlikely as you are for the likely.

Growing as a construction leader involves transitioning from being a doer to a coach. Successful leaders understand that their role is to empower their team, guiding them through challenges rather than solving problems for them. This means focusing on developing your team’s skills and confidence, allowing them to take ownership of their tasks. By fostering a culture of learning and accountability, you encourage innovation and problem-solving within your team. Effective leadership in construction requires patience, a commitment to continuous learning, and the ability to inspire and motivate others to achieve shared goals.

In holistic construction management, the most significant VE opportunities arise before construction begins. This is because the construction phase, where project management exerts the most control, greatly impacts costs primarily through scheduling. Effective preconstruction planning is key to identifying VE opportunities, ensuring cost efficiency and project success from the outset. VE during construction often looks like a saving but becomes a cost in duration.

To tackle capacity issues in a team, it’s key to identify if they’re due to training needs or process inefficiencies. Assess if team members have the necessary skills; if not, consider targeted training. Examine your processes for any bottlenecks and streamline them for better efficiency. Also, ensure clear communication and effective team collaboration are in place. My opinion: Often, a mix of skill gaps, process issues, and communication challenges leads to capacity problems. Addressing each can yield effective solutions.

It’s difficult to say in less than 750 characters, but in simple terms, avoiding conflicts in construction relies on clear communication. Contractors should draft scopes, clarifications, and qualifications in language the end user can easily understand. The documentation should categorize tasks under “GC is doing,” “Owner/others are doing,” and “We assume this is not required.” It’s vital for each party to review their responsibilities and understand every detail. If there’s any confusion, asking questions is key. This method fosters transparency and shared understanding, minimizing disputes.