In the design and construction industry, we pride ourselves on being efficient, direct, and solution-focused. And rightfully so—when you’re managing million-dollar projects and high-stakes timelines, there’s no time for fluff. But in the push to get things done, there’s a blind spot that quietly undermines productivity, morale, and even project outcomes: the way leaders communicate with their teams.

Let’s be real—most engineers and project managers didn’t get into this business because they love small talk. Communication tends to be transactional: timelines, specs, budgets, decisions. It’s all about data, not dialogue. But when you move into a leadership role, the game changes. You’re no longer just solving technical problems—you’re leading people. And people problems don’t come with blueprints.

When Managers Manage, but Don’t Lead

The problem many teams face isn’t that communication doesn’t happen. It’s that the style and intent behind it don’t align with leadership best practices. A common dynamic:

  • The manager issues a directive.
  • The employee executes—or doesn’t—and confusion brews.
  • Frustration builds on both sides.

It’s not about authority. It’s about alignment. Leaders who don’t adapt their communication style often default to “tell mode,” especially under pressure. But “telling” isn’t the same as leading. Leadership communication is intentional. It includes listening, clarifying expectations, asking questions, showing empathy, and creating psychological safety. Yes, even on a jobsite.

And no, it’s not about getting soft. It’s about getting smart.

Engineers Are Trained to Solve Problems—Just Not People Problems

Here’s the kicker: many of our industry’s professionals are trained in hard skills—math, systems, mechanics, scheduling. Communication? That’s usually a footnote in the curriculum. So it’s no surprise that interpersonal skills are often the Achilles’ heel of even the most technically brilliant team leads.

This gap shows up in subtle ways:

  • A supervisor who delivers feedback like a punch list—with no explanation or encouragement.
  • A project manager who assumes silence equals agreement.
  • A team lead who thinks “I told them” is the same as “They understood.”

These habits don’t just make communication inefficient. They create tension, distrust, and disengagement—especially in today’s multigenerational and multidisciplinary workforce, where expectations around respect and inclusion are higher than ever.

Building Better Communication on the Jobsite and Beyond

So how can technical leaders level up their communication without losing their edge? A few key mindset shifts:

🔹 Don’t just inform—engage. Instead of saying, “This is what we’re doing,” try, “Here’s what we’re looking at—does that align with what you’re seeing?”

🔹 Replace assumptions with questions. Don’t assume someone understands—ask them to repeat it back or clarify what they heard.

🔹 Feedback isn’t a performance review. It’s an ongoing dialogue. Frame it with context, purpose, and opportunity for growth.

🔹 Lead with curiosity, not control. Ask your team what’s working, what’s not, and what they need from you. Then actually listen.

🔹 Empathy isn’t weakness—it’s connection. Showing consideration for someone’s stress, schedule, or roadblocks can build massive trust.

The ROI of Good Communication

Want fewer errors? Better retention? Stronger collaboration between trades, teams, and stakeholders? It starts with how leaders talk to people—and how those people feel when they walk away from the conversation. Your communication style, whether you’re a construction manager or senior engineer, sets the tone for everything else.

Communication may not pour concrete or build a bridge, but it determines how well—and how willingly—people show up to do it.

Author

Kelly Jackson, Executive Director SLC3