Construction is complex business. It takes dozens, often hundreds, of people to build a commercial structure. That equals a lot of room for error.

According to a recent FMI survey of 600 construction leaders*, poor communication and poor project data account for 48 percent of all rework on U.S. construction projects, totaling $31.3 billion per year in avoidable construction costs.

Software platforms such as Procore, Cosential, and Viewpoint are helping the industry make strides in real-time information collection, knowledge management, and historical data capture, but poor communication presents an entirely different challenge, a human one.

Everyone in the industry comes from a different background and brings a unique perspective, training, experience, and style of delivering and receiving messages. Being mindful of that and more intentional when communicating can make a big impact.

Here are a few communication best practices that universally apply to all facets of life.

Focus on the one thing.

Consider the goal of your communication, whether it’s a meeting, a phone call, a presentation, or just an email. What is the one thing that you need the other party to know? Identify that and make that the focus of your message. Start with it, end with it, and follow up on it.

Cut to the chase.

Know your audience and consider what’s on their mind. Construction and development move fast. Be direct and clear in communicating your need, and the action required on the other person’s part. Also, consider what is the most efficient means of communication.  A quick, impromptu phone call might accomplish the same thing as a meeting.

Keep it simple.

It’s awesome that you know every term in the construction dictionary, but that doesn’t mean it’s a good idea to use them. Again, consider your audience. If you are speaking with engineers or technical trades, then use the most specific terms you know. If speaking to a more general audience, avoid technical terms, phrase your key message in a way that is more broadly understood.

Be specific.

Instead of telling your owner that you will need to cut off power to a portion of the site sometime in October, tell them you will be cutting power off to buildings A, B and C on October 8th. This applies to communicating with colleagues as well. Don’t ask them to “take care of the paperwork.” This assumes they share your sense of urgency. Instead say, “please have the paperwork completed and on my desk by 5 p.m.” This is good management 101.

Be inclusive.

Anyone with a stake in the project should have a seat at the table. Just because the individual seated across the conference room from you doesn’t speak up during the project meeting, doesn’t mean he or she doesn’t have a valuable role in the outcome of your project. Engage everyone because more input provides more knowledge, and more knowledge builds better projects.

Follow up.

Don’t assume your message was heard and understood as you intended. At the end of a meeting or after you have sent an email, follow up with the other party to ensure your message was received as it was intended. You can do this by reiterating your key message, asking questions, or sharing detailed minutes or notes from your discussion.

Be responsive.

Unresponsiveness often conveys disrespect or lack of concern for others’ needs. Responding is always productive. When in doubt, a good fall back is, “I don’t know, but I’ll find the answer.”

Be honest.

This may be the last item on this list, but it’s the number one most important practice in effective communication. If you want to be heard, you must be worth listening to. If you are not trustworthy and accountable, you will lose your audience. Deliver both good and bad news as soon as you get it. Remember, the earlier you discuss an issue, the faster the team can resolve it.

 

While communications may be a significant problem for the construction industry, it is also one that is easy to overcome through consistent and diligent efforts to improve. Collaboration and good communication result in not only more successful construction projects, but also enjoyable construction experiences.

Learn more about how EMJ approaches client relationships and construction projects at EMJCorp.com.

* In April 2018, FMI Corporation partnered with PlanGrid to survey nearly 600 construction leaders and decision makers to discover how teams spend their time while on a job site, challenges associated with poor data management practices and miscommunication, and their technology investments. Read more about the study on PlanGrid.com.

 

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Dottie McCallen has more than 16 years of experience in strategic communications, public relations, and content marketing. As EMJ Communications Manager, Dottie directs the internal and external communications for the company and provides executive counsel on organizational and operational communications. 

In college, I gave a speech about remaining human after graduation. I really wish I had saved a copy to see if my 2019 self would agree or possibly challenge some of my conventional wisdom at that time. If I were to take a stab at what the crux of my message was it probably revolved around kindness, being considerate, looking for the good in others, and appreciating others.

Flash forward to now, all of these ideas still hold true but technology has changed the playing field. Why call someone if you have a problem with this individual – compose a public tweet to call her or him out on it? Does it need to be true? Nahhh…just publish. Worry about a retraction or apology later.

How about a desperate job seeker looking for an opportunity? No sooner has the person entered their information into an ATS, an auto-reply comes back and says that the company is moving forward with other candidates who are more qualified. Seriously – all of that from resume keywords? Not even a phone call to see if the person has heart, grit, passion, and determination?

If I were to give a speech now about remaining human, I would mention all of things I did 20+ years ago but would add:

Think about what your social media posts say about you as a person. Do they portray you in a good light? Do you come off as impulsive? Do you have all of the facts or a whole story to even offer an opinion? Is your goal to be uplifting or just bash/trash/crash as many people and events as you can?

Be deliberate and intentional. If you have a disagreement with someone, think through your response. Take others’ feelings into account. Or, as the old adage goes, put yourself in someone else’s shoes.

Practice giving people grace. Former President George W. Bush famously said, “Too often, we judge other groups by their worst examples – while judging ourselves by our best intentions. And this has strained our bonds of understanding and common purpose.” That is so true. We have no idea what goes on in someone’s life outside of work. Sure, colleagues share things but usually not the really painful or bad things. You may not know if they have a sick child or parent, financial hardships, or a spousal/significant other problem.

As much as you can, be someone who listens, can keep a confidence, and provide resource ideas to those that need it. Use technology for what it is. It is a tool. It should be one tool in the box. Don’t rely on or hide behind it. Remember to pick up the phone, or better yet, go and deliver news face-to-face instead of by email or text. A little human TLC goes a long way in breaking any kind of message to others.

Above all, we should all look for the good and positives in all situations, instead of immediately jumping to the negatives and worst-case scenarios. How do you plan to remain human in 2019 and beyond?

As Senior Vice President of People, Heather is a member of the executive team, providing leadership to departments within the corporation that directly impact EMJ’s culture, including benefits, learning and recruiting. Heather has more than 20 years of experience in employee resources-related fields. She is a national member of the Society for Human Resources Management (SHRM) and is designated as both a SHRM Senior Certified Professional (SHRM-SCP) and a Senior Professional in Human Resources (SPHR). Heather is a DDI-certified trainer and an accomplished speaker. She lives in Chattanooga with her husband and three children.

At a recent luncheon, a retired Lieutenant General asked the audience, “What are your values?” Everyone sat silently for a moment or two letting that question sink in. No one dared to shout out an answer—either out of intimidation or maybe because we don’t really think about them often enough to verbalize (in front of a decorated general) much less live them.

I thought about my personal values for the rest of the day and how they impact my interactions with others and how I view myself, my job, and those close to me. What I value most includes: integrity, humility, honesty, respect, grit, passion, selflessness, trustworthiness and creativity. All of them are important to how I want to live and how I want to be viewed. I don’t think I would be comfortable with forsaking one for another—they are all in my DNA and how I want to conduct myself.

My challenge for all of you is this—if you were asked over lunch to verbalize your values, would you be able to? Would the list be accurate, not just words that someone wants to hear, but what you truly believe and how you carry yourself? Are you passionate about each one? Would others use the same words to describe you?

Values are important, and we should never forget or abandon them. We should be able to call upon them in any situation that we encounter during our work and personal time. They should be unique to each of us, and we should appreciate others’ values as much as our own.

Click here to learn more about EMJ Corporation and its values.

 

As Senior Vice President of People, Heather is a member of the executive team, providing leadership to departments within the corporation that directly impact EMJ’s culture, including benefits, learning and recruiting. Heather has more than 20 years of experience in employee resources-related fields. She is a national member of the Society for Human Resources Management (SHRM) and is designated as both a SHRM Senior Certified Professional (SHRM-SCP) and a Senior Professional in Human Resources (SPHR). Heather is a DDI-certified trainer and an accomplished speaker. She lives in Chattanooga with her husband and three children.