Just as culture expects more from technology and entertainment, society expects more from built environments. The importance of professional development is not limited to the leader in the construction organization, though the leader ultimately sets the tone for the role of development among the team.
In Susan Scott’s book, Fierce Leadership, she discusses key best practices for leaders today. This principle speaks to the importance construction leaders must place on their individual continued professional development. This perspective of active leadership and executives personifying professional development in their own lives helps build the organization’s culture. There are intrinsic motivations for professional development, but professional development also offers a competitive advantage to the organization.
In her book Multipliers, Liz Wiseman makes a clear distinction between a leader who is a know-it-all versus a challenger. A challenger looks for opportunities to stretch the team to grow the organization and build energy.
There are the traditional construction accreditations, certifications and conference experiences that many professionals in the industry already actively receive on a regular basis. These approaches should be a mix of formal and informal methods of development and seek to encourage continuous learning.
- Network with industry peers through national organizations and build relationships in local chapters.
- Encourage departments to host quarterly workshops for other team members to learn the cross-functional skills.
- Develop soft skills related to critical thinking, leadership principles, motivation and collaboration.
However, many of them do not require anything more than a positive organizational culture. The construction industry is not spared from the need for continued professional development
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