In some ways, reactive training does make sense. Construction teams encounter an obstacle or point of friction as part of their operations, and then training is developed to put this right in the future. However, this is an inefficient way to upskill. Managers are left essentially "fighting fires" rather than ensuring ongoing operational effectiveness.

Site issues, whether safety, scheduling, or people issues, are often rooted in problems with a site’s or company’s processes.

Developing managers into leaders based on what has happened in the past fails to upskill them to identify future inefficiencies and enable them to know how to address them quickly. This will empower teams in the field to have all the knowledge and understanding they need to complete projects in the right way.

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Solution: Take a proactive and transformational approach

It is always better to prevent a problem or inefficiency rather than putting the problem right after the event. Taking a proactive approach to leadership development means embedding development as a core competency – managers are being developed into leaders continuously. Feedback loops are opened, and leadership can gather the data required to work proactively, identifying problems before they occur. Learn more about how leadership development can be used in the Construction industry here.

This does not mean that a reactive form of training and human resource management does not still play a part. Unforeseen problems can and do arise over the course of a Construction project. Leadership teams must be able to execute an agile and flexible approach to project management, making effective changes as and when required. 

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