When it comes to a company’s success, the foundation isn’t just in the services or products they offer—it’s in the leadership that drives the team forward. Leadership, quite simply, sets the tone for everything: how employees feel about their work, how they perform, and ultimately, how the company grows and thrives.
As the saying goes, “People don’t leave jobs; they leave managers.” A company with solid leadership fosters a culture of trust, innovation, and engagement, which translates into tangible success.
This is especially true in construction industries, where leadership is critical in navigating high-pressure situations and delivering on complex projects. Construction leaders don’t just manage people and timelines—they set the bar for how teams communicate, collaborate, and overcome challenges. Strong leadership isn’t just important in an industry known for its demanding pace and high stakes—it’s essential for a company’s performance and long-term success.
The role of leadership in shaping company culture
Leaders set the tone, define the culture, and guide their teams through good times and challenges. “Leadership isn’t just a part of the company culture—it is the company culture,” says Erin Thorp, who has spent 20 years in the engineering and construction industries as a coach and mentor. Her experiences show that leadership is more than just managing tasks; it’s about leading with integrity, fostering open communication, and guiding the team toward a shared goal.
Leadership isn’t just about having the right words plastered on a poster or a mission statement hanging in the office—authentic culture is built by actions, decisions, and behaviors. Leading with values, integrity, and a clear vision guides a team’s daily operations. “You may have a beautifully articulated desire of what you want to happen in your company… but if the day-to-day activities don’t match that, then you end up with a culture of how people are behaving, not what’s printed on the wall,” says Thorp.
One key responsibility of a leader is to model the behavior they expect from their team. When leaders “walk the talk,” they instill trust and create a culture that values accountability and consistency. This is especially crucial when tough decisions must be made during challenging situations. In these moments, leaders need to lean into difficult conversations rather than shy away from them. “It’s how I show up in those tough moments,” says Thorp. “Do I turn a blind eye, or do I actually approach and have a meaningful discussion?”
Leaders directly influence employee morale, retention, and productivity by leading with integrity, openness, and a commitment to the company’s values. When leaders are clear in their vision and consistent in their actions, employees feel supported and motivated, resulting in a more robust, productive workforce.
Good company culture drives success
Company culture isn’t just a buzzword—it’s the driving force behind how teams function, how employees feel about their work, and how well the company performs. When company culture is positive, it creates a ripple effect across daily operations, employee engagement, and overall success. Culture is about more than just having a “feel-good” environment. “If we take care of the person and understand where they’re coming from, you’ll see a return,” Thorp says. That return often comes from increased productivity, lower turnover, and higher morale.
In Thorp’s experience, despite its tough exterior, the construction industry is no different from other sectors that need a people-focused culture. Many leaders in construction believe their workforce only responds to strict deadlines and pressure, but that’s no longer the case. “The construction industry has a persona of being rough and tough,” she says, “but it’s the personal side of things that drives success.” She explains how younger generations entering the workforce are looking for more than just a paycheck—they want to balance work and life and feel valued as individuals.
This shift is reflected in the data. Studies show that companies with a strong, positive culture experience significant growth. For example, Gallup’s extensive research on employee engagement has consistently confirmed the relationship between engagement and critical business metrics, including customer loyalty, profitability, productivity, turnover, and safety.
When leaders build a culture that values their people, it shows in daily operations and, ultimately, in the company’s success. Whether hitting deadlines, improving productivity, or retaining top talent, a positive culture sets the stage for sustainable growth.
Top traits of influential leaders
According to Erin, the key traits of influential leaders are communication, empathy, adaptability, and accountability. She refers to these as “power skills” that enable leaders to connect with their teams and make informed decisions. These qualities are essential, particularly in industries like construction, where collaboration can make or break a project.
Communication is at the heart of leadership. A leader who communicates openly and transparently fosters an environment where employees feel informed, valued, and empowered. As Erin Thorp highlights, communication isn’t just about sharing information and listening. “When leaders listen to understand and then take thoughtful, intentional action, that’s when employees start to feel seen and heard,” she explains. This communication type builds trust, leading to more engaged and motivated teams.
Adaptability is another must-have trait in today’s fast-paced business environment. Leaders need to pivot quickly when unexpected challenges arise, especially in industries like construction, where timelines and conditions can change instantly. Erin’s leadership approach during her airline hangar project exemplifies adaptability in action. Faced with delays and last-minute changes, she leaned into the challenge, adjusted plans, and kept the team focused on the end goal. Adaptable leaders like Erin show their teams that flexibility and resilience are part of the job, encouraging creative problem-solving and innovation.
Empathy is often underestimated, especially in traditionally challenging industries like construction. But as Erin points out, it’s a critical component of leadership. “Construction leaders are technically sound, but it’s the people skills—leading with empathy, making sure people feel heard—that drive success,” she says. Empathetic leaders build stronger relationships with their teams, creating a culture where employees are more likely to collaborate and go the extra mile because they feel valued and understood.
Finally, accountability is the trait that ties everything together. Leaders who hold themselves and others accountable create a culture of responsibility and integrity. Erin stresses the importance of walking the talk: “Leaders need to show up consistently, even in tough moments, to set the standard for accountability.” When employees see leaders taking ownership of their decisions, it motivates them to do the same, leading to higher performance and a more vital team dynamic.
“It’s the small, everyday moments that define leadership,” Erin notes. “Are you leaning into tough conversations or avoiding them? Are you listening to your team to understand or just to respond?” Leaders who practice these skills regularly cultivate trust and engagement within their teams.
Good leadership and long-term growth
Good leadership drives daily operations and positions companies for long-term growth. Leaders who focus on continuous learning and adaptability can help their teams weather industry challenges like labor shortages or economic downturns. As Erin puts it, “When we listen with the intent to understand and take thoughtful action, we show our teams that we value their input.”
This is especially relevant in the construction industry, where shifting market demands require flexibility. Erin believes that companies investing in leadership development can create a sustainable culture that thrives even in tough times.
One of Erin’s most memorable projects involved building an airline hangar under intense time pressure. The team struggled to stay on schedule because of delays and the added challenge of an accelerated plane delivery. Erin recalls how daily conversations with various trades and stakeholders became critical to the project’s success.
In these daily, tough conversations, Erin demonstrated the importance of staying calm and solution-focused, even when others became defensive or frustrated. At one point, she reminded a contractor, “Are you trying to win this conversation, or are you here to help find a solution?” This question shifted the team’s mindset from blame to collaboration, allowing them to refocus on the project’s completion. “We had to constantly remind ourselves that the goal was to deliver the project on time. It wasn’t about who was right or wrong; it was about coming together to find a solution.”
This leadership approach—one focused on collaboration, empathy, and maintaining clear goals—allowed the team to finish the project on schedule despite the odds.
In addition to adaptability, leaders who prioritize continuous learning create a culture that is more equipped to handle long-term challenges. Erin emphasizes that leadership development isn’t a one-time event but a continuous process. “It’s not just about sending someone to a one-day course and expecting them to be a new leader,” she says. “It’s about constant practice and growth.” Leaders who invest in their development and encourage their teams to do the same build a culture of learning and innovation, which helps the company stay agile in the face of new trends and challenges.
Economic downturns and labor shortages can be particularly difficult for companies, especially in construction, where resources are often stretched thin. Erin points out that leaders committed to long-term success must lean into these moments rather than retreat from them. “You don’t have time not to lean into tough conversations,” she says. Leaders can guide their teams through difficult periods by addressing problems head-on, taking responsibility, and finding collaborative solutions while maintaining morale and focus.
Leaders committed to continuous learning and flexibility are better positioned to help their companies adapt to industry shifts, whether driven by economic factors or changes in workforce expectations. Erin notes that the younger generations entering the construction industry today have different priorities, such as work-life balance and personal growth. Leaders who can recognize and adapt to these trends will retain top talent and ensure their companies remain competitive in an evolving market.
Ultimately, leadership’s influence on a company’s resilience comes down to its ability to adapt, learn, and maintain a strong culture. Leaders who embrace these qualities create organizations that can survive challenges and are well-positioned to thrive in the long run.
Final thoughts
Leadership is a practice, not a one-time course. “It’s about constant practice and growth… You’ve got to put it into practice on the daily,” Thorp says. Businesses create environments where employees feel valued and motivated by prioritizing continuous learning and cultivating a positive, people-centered culture. Companies that invest in their leaders and culture will be best positioned for future success. As Thorp reminds us, “If we take care of the person, you’ll see a return.” Success truly starts at the top.
To learn more about Erin Thorp and how she can help you to create more successful leaders, visit her website at https://www.erinthorp.ca/.
