Growing up, you may be part of the one percent that knew exactly what you wanted to do and how you were going to do it.  Congratulations and appreciate that this clarity is a gift meant to accelerate the trajectory of your success.  However, for many of us, we fell into the construction industry without really knowing how to evaluate the full potential and variety of opportunities it holds.

After many years of managing projects, the natural path of competition, desire to achieve, or trying to prove something to ourselves ….or others…. Has led us to the curiosity of Executive Leadership.  Transitioning from a managerial role in construction or project management into an executive position is a transformative journey. It requires more than technical expertise and operational know-how—it demands a shift in mindset, priorities, skill sets, and self-awareness. This evolution involves moving from managing daily tasks to steering the broader vision of a company.

On a deeper side, it requires authenticity with ourselves, where we are in our life, our relationships, the ability to see the big picture, an emotional intelligence that requires the comprehension of others and invites the need for patience, accountability, and maturity in morals and virtues.

By creating a destination map and aligning steps with your goals, you can navigate the transition effectively while learning your way through the experiences necessary to prepare for the challenges and opportunities of becoming an executive manager.

Taking the Leap

The first step in this transition is understanding the difference between being a construction or project manager and becoming an executive manager.  Construction or project management is the management of the organized structure of repeatable tasks that collaboratively deliver a defined Scope of Work.

In some cases, this includes the management of resources such as material, equipment, labor, and skilled workforce.  However, the bulk of the work lies in the administration, record-keeping, and facilitation of information collected through research from the designated professionals on your team.

An executive manager, on the other hand, is looking at the big picture for the company.  This includes forecasting, identifying opportunities, networking, follow through, creating the big picture or overall Master Plan of the future of the company.  These are two very different types of work that generate different types of stresses, require different skills, and demand different levels of energy and engagement.

Society pushes a thought process that has us always focusing on climbing up the ladder. However, if we are honest with ourselves, sometimes the answer is not climbing out of your "Genius Zone" but instead learning how to expand and elevate in the style most complimentary to your skill sets.

This self-awareness and self-evaluation need a deep, sincere, and honest discussion with yourself.  Do I love what I am doing?  If I continued here, what needs to be done to shore up the areas of the company that need upper management support?  And then ask, "Am I resisting out of fear of the unknown – the unfamiliar? Or am I resisting (procrastinating) because it is not where I can perform at my best?" Sometimes, our biggest growth happens when we are forced or challenged to do things we don't want to do.  Therefore, it is important to ask yourself these questions to determine the right path forward.

Embracing Strategic Thinking

Once we have concluded that we are comfortable with testing the unknowns of the unfamiliar, we can evaluate the difference between tactical and strategic thinking. As a manager, your focus has been on tactically executing projects, meeting deadlines, managing project budgets, and resolving immediate challenges. In an executive role, the emphasis shifts to long-term vision, sustainability, and growth.

Strategic thinking requires looking beyond the present and considering the bigger picture. This includes evaluating market trends, assessing the company's competitive position, understanding workforce challenges, and identifying opportunities for innovation. It also involves anticipating challenges before they arise, developing proactive solutions, and contingency plans that align with the organization's goals.

To embrace the executive skill of strategic thinking, start by studying your company's overall mission, values, and strategic objectives. Understand how the projects you're bidding on contribute to these goals and consider ways to enhance their impact. Look for a collective advantage by gaining momentum in reputation and expertise. Start sitting in on (not contributing – just yet) but sitting in on executive discussions. Watch the behaviors and interactions of people.  Log what works and what does not. Research and watch what your competitors are doing and begin participating in high-level discussions about market opportunities, risks, and business development.

Building Leadership Skills

Executive roles require different leadership skills than management. While managers may focus on guiding teams and ensuring task completion, executives must inspire and influence at a company-wide level.

Communication is one of the most critical skills to develop. As an executive, you'll need to articulate the company's vision clearly and educate others on the importance of aligning their efforts with that vision. Provide an answer to the WHY?  People want to understand how they are contributing to the final deliverable and what part they have in the success.

This includes presenting to stakeholders, engaging with clients, and fostering open communication within your organization and doing so with a confidence that does not demean, look down upon, or have an air of know it all arrogance.

Another vital skill is decision-making. Executives often face complex decisions with far-reaching implications. This is where practical experience is imperative.  You cannot skip experience.  The Lessons Learned through your days with boots on the ground will give you the commonsense problem-solving skills to make quick decisions that can keep an entire project from folding. When we get promoted without this experience, we have to know when we don't know.

Lean on the experience of those around us and learn through the moment by following systems and processes that have been successful in the construction industry since its inception.  Developing a structured approach to decision-making, including evaluating risks, consulting with key stakeholders, and considering long-term impacts, is essential.

To build these skills, seek out mentorship from existing executives and then practice what you learn by teaching others, attend leadership development programs, and practice engaging in broader organizational issues, and dive into personal development construction education from entities like Construction Management Online. This firsthand experience will help you gain confidence and refine your abilities.

Delegating Operational Responsibilities

One of the most significant shifts when moving into an executive role is letting go of day-to-day operational tasks. You know – those ones that were easier for you to do yourself, then take the time to teach someone else to become proficient in replacing you.

As an Executive, your job is now to focus on the company's overall performance rather than managing individual projects. This transition requires effective delegation and trust in your team. When you are able to provide instruction, breaking it down into the way you see it needing to be done, not only do you gift them the knowledge of your years of experience in the position, but you gift yourself time and ease of mind.

Start by identifying your replacement.  A succession plan that supports capable managers who can handle operational challenges (and specifically have been asked if they want to be promoted to a new type of leadership position or if they would be more comfortable expanding their current role – again, understanding there are skills we are naturally blessed with and others we have to learn.) Invest in their development and provide them with the tools, training, and support they need to succeed.

Empower them to make decisions within their areas of responsibility and require independence while still being available for guidance when necessary. This approach is what makes Construction Management Online's signature certification program, "Construction Management Essentials" so unique.

The company and student both benefit from Cory Fisk's 25+ years of construction experience and mentorship, which inspires "learning while working" in real time and real scenarios.

Processes and systems will also play a big role in your new position as an executive manager. This structure supports the redefining of your role to become an effective delegator. Instead of being directly involved in every decision, now, an overview of the entire picture is important, and it is important to focus on creating systems and processes that ensure accountability and efficiency.

Review performance metrics regularly and hold team members accountable for their results. In addition, anticipate your workforce's needs to stay ahead and meet expectations.

Letting go of operational control can be challenging, especially for those who have built their careers on being hands-on. But understand – knowing how to build something does not mean you know how to manage the work.  It is a transition that will take work and restraint as you let them work through it, fail, pick themselves up, and feel the reward of getting through to the other side with your guidance. The extra work you put in to create a space for your team to build their confidence is critical to creating the time and space needed to focus on strategic priorities.

Understanding and Shaping Organizational Structure

Executives are responsible for designing and overseeing the company's organizational structure to ensure it aligns with strategic goals. The foundation for this should be placed squarely on clarity of company virtues, the reputation you wish to display, and the moral integrity provided to employees and clients alike in loyalty, respect, and honesty.

Understanding how the company operates at every level is essential for identifying inefficiencies, addressing gaps, and creating a cohesive framework for growth.  One of the biggest mistakes in the construction industry is believing that your workforce is on a need-to-know basis.  This divides and separates and makes necessary overlap difficult to achieve if the left-hand does not know or understand what the right hand is doing, capable of, or responsible for.

Begin by analyzing your company's current structure. Ensure a succession plan is in place for each position with proposed designation maps showing how an employee can earn opportunities to be in the role.  Have clear policies for expectations, deliverables, and consequences.

Encourage awareness not only of the roles and responsibilities of each position but also of who does what and how it interacts, supports, and influences the work of others on the team. Review reporting lines, roles, and responsibilities to determine if they support or hinder efficiency.

Identify areas for improvement, such as streamlining workflows, clarifying job descriptions, or investing in new technology. As you move into an executive position, consider how you want to shape your role within the organization.

How will you integrate your style with the previous one to create your unique fingerprint without disrupting the current workflow?

Some executives prefer to take a hands-on approach, remaining actively involved in decision-making and project oversight. Others choose to delegate most responsibilities to a leadership team while focusing on high-level strategy and business development. Decide which approach aligns with your strengths and your company's needs.

Expanding Your Network

Networking becomes increasingly important as you transition into an executive role. Building strong relationships with industry peers, clients, and stakeholders can open doors to new opportunities and help you stay informed about market trends.

Executives often represent their companies at conferences, trade shows, and networking events. Use these opportunities to connect with others, share insights, and establish your presence as a leader in the construction industry. Additionally, consider joining professional organizations or executive forums where you can exchange ideas and learn from other leaders.

Within your organization, prioritize building relationships with key stakeholders, including investors, board members, and department heads. Strong internal connections are just as important as external ones when it comes to achieving company-wide alignment and support.

Balancing Vision and Practicality

As an executive, your role involves balancing the company's long-term vision with the practicalities of daily operations. While it's essential to think big and focus on growth, it's equally important to remain grounded in the realities of your business.

This balance can be achieved by regularly reviewing performance metrics and staying engaged with your team's challenges.

For example, if your vision involves expanding into new markets, using software like Lumber can ensure you understand the financial and operational implications of doing so. Collaborate with your leadership team to develop realistic plans that align with your vision while addressing any constraints.

Remember that preserving the company's core values and culture is as important as pursuing new opportunities. Growth should enhance what makes your organization unique, not compromise it.

Planning for Your Future Role

One of the most important decisions you'll make as an executive is how you want to engage with your company in the long term. As your business grows, you may need to decide whether to take a hands-on role in its daily operations or delegate more responsibilities to a leadership team while focusing on high-level strategy.

However, if you enjoy being part of the everyday action and want to stay directly involved in projects and operations, consider ways to balance this engagement with your executive responsibilities. This might involve overseeing key initiatives or mentoring department leaders while delegating routine tasks. The key is staying aware of the fine line between performing the work yourself or guiding the flow of work so others can learn through the process.

Alternatively, if your strengths lie in strategy and business development, focus on hiring and empowering a strong leadership team to manage day-to-day operations. This approach lets you concentrate on long-term growth, industry partnerships, and overall company direction.

There is no one and done.  Everyone will have a combination of skills and experiences that make their executive leadership uniquely their own.  It will be your choice driven by your goals, interests, and your company's needs. Both paths can lead to success if approached thoughtfully and intentionally.

Final Thoughts

Transitioning from a managerial role to an executive position is a journey of growth, self-awareness, and transformation. It requires a shift in mindset from focusing on tasks to focusing on vision, from executing plans to creating them. Leaning on partnerships like Lumber's technological innovation or the construction knowledge and personal growth development offered by Construction Management Online, you can custom-design your destiny.

By developing leadership skills, embracing strategic thinking, and understanding the dynamics of your organization, you can successfully navigate this transition and thrive as an executive.

This shift is not just about climbing the corporate ladder—it's about evolving into a leader who can inspire teams, drive innovation, and shape the construction industry's future. By mapping your destination and aligning each step with your long-term goals, you can make this journey with confidence and purpose, ensuring your success as an executive leader in the Construction Industry.