Eliminating Barriers to Change in Construction Companies
It's not uncommon for businesses to encounter barriers to change, effectively derailing the training and upskilling process and making it difficult to achieve a shared goal or vision. In Construction, these barriers may manifest themselves in different ways — from tight project deadlines that lead people to prioritize short-term goals to a lack of organization-wide engagement in the need for business transformation.
Barriers to change are largely based on a lack of communication, engagement, and collective ownership. Teams in the field effectively become blinkered by their own direct operational requirements, and they may lose sight of the bigger picture. While these teams are working on wholly different projects, they are still part of the same organizational whole and dealing with the same supply chain and resource allocation challenges as everyone else across the business.
Construction companies need to work to achieve a sustainable approach to business development. This means managers must foster widespread engagement and ownership from all stakeholders at all levels of the company. In addition, effective communication and transparency should become the norm, identifying the obstacles to transformation. It is easier for team members to recognize the need for business transformation.
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Solution: Remove barriers to change with collective ownership
Developing your operational managers into authentic leaders — supported by policies of organization-wide communication and transparency across all levels — is effective in eliminating these barriers. Leadership and management teams work directly and in open communication with people across the organization, listening to their needs and discussing the broader aspects of the company's operations. Learn more about how leadership development can be used in the Construction industry here.
This helps people in the field not only to recognize the need for change within the Construction business but also to take active ownership of this need. Once people are actively engaged in the need for change, they will assist management teams in making this change happen. By taking ownership of broader organizational challenges, team members will be more inclined to embrace change themselves, actively working towards it and removing impediments and points of resistance along the way.
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