Success Driver: Early and Open Communication

Although calling out “head’s up” when a problem is first detected could prevent so many later and larger issues on projects, many in the construction industry are reluctant to do so. Why? Pros point out that as an industry, we sit on problems for fear of being tagged as either overzealous or incompetent. Establishing a work environment in which uncertainties can be freely and proactively expressed is likely to do way more good than adding yet another communications training or protocol to the handbook. 

Holding Back vs Shouting Out

Normalizing late communication? In the experience of Fulton Cure of Well-Built Construction, workers notice problems early, but for a variety of reasons are fearful about calling them out. “To prevent small problems snowballing into major delays,” Cure encourages construction company leaders to “place more value on open, early communication”:

On most jobsites…issues aren’t invisible. They’re usually caught early by someone. They just aren’t shared early….When you wait to give bad news, it does not go away on its own. It usually gets worse….Schedules don’t shift gradually when problems are ignored, they slip suddenly. Teams…end up reacting late. Leaders can’t make informed decisions, they’re forced to make urgent ones. And in most cases, those surprises weren’t unavoidable, they were just unspoken and unknown.

….In many cases, professionals are rewarded (whether it be explicit or not) for solving problems before they become visible. Fix it quietly and without help, and you look capable. Raise it too early, and you risk looking overzealous or unqualified. 

That creates a predictable outcome: people hold information until they feel 100% confident. The problem, however, is that construction projects don’t benefit from one individual’s confidence nearly as much as they benefit from visibility and transparency.

The antidote to “improving communication,” in many construction businesses is not layering on more training, meetings, reports and protocols. Rather, it’s shifting the expectation from “polished updates and complete answers” to early identification and communication of potential problems, even amidst uncertainty. As pros from Well Built Construction point out: “The difference between a manageable issue and a major disruption is rarely the problem itself. It’s when it gets communicated and dealt with.” Specifically, construction business leaders will find it helpful to remember that effective teams don’t wait until there is full clarity and a clever power point deck to detail a challenge: 

• They invite questions and ideas and potential solutions. They don’t shoot them down. In these environments, you’re more likely to hear, “This could become an issue, and thank you for bringing it up” or “We don’t have all of the answers yet, but here’s what we’re seeing.” This type of communication doesn’t eliminate risks and issues altogether, but it does give teams time to manage them. That’s the biggest difference….

• If a team member raising a concern leads to frustration, second-guessing or reputational risk, people will naturally start to hold back their thoughts. Not because they don’t care, but because they’re trying to manage how they’re perceived. 

• Leaders who consistently get early visibility…respond early to warnings without overreacting. They don’t penalize or diminish issues that turn out to be minor. They prioritize awareness over perfection. They reinforce that uncertainty is part of the job, not a sign of weakness. 

Specific Tips for Improved Communications on The Job

Without consistent communication (up, down and all around), misunderstandings run amok on construction projects and can frequently be found at the roots of cost overruns, project delays and dissatisfied stakeholders. Though it takes effort to adapt and stick to communication routines, CIC Construction Group reminds us that the results are worth it: “Effective communication in construction is the invisible tool that binds the visible elements of a project together. It’s the difference between a project that flows smoothly to completion and one riddled with setbacks.” Specific communication tips from pros include these three:

• Establish Feedback Mechanisms

Creating an environment where team members can provide feedback or voice concerns promotes proactive problem-solving and continuous improvement.

• Hold Regular Meetings

Daily briefings, weekly updates and monthly reports help all teams stay aligned, informed and engaged. Meetings help management and workers to stay on the same page regarding planned and ongoing projects, expectations and courses of action and to clearly understand their roles and responsibilities.

• Practice Active Listening

 Understand the speaker’s perspective, take notes on key points, and make eye contact. Don’t wait to send follow-up emails for clarification, address concerns during the meeting.

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