Common Cognitive Misconceptions Among New Construction Managers

Matt Verderamo is a consultant at Well Built Construction Consulting, a construction consulting firm in Baltimore. The views expressed in this article are solely those of the author.

One of the most critical moments in a leader's career is the moment they are promoted to an executive position.

This is not because they suddenly have more power or have finally earned the title they dreamed of. Its importance lies in the fact that leaders have a disproportionately large impact on the behavior, thinking, and feelings of other members of the organization. The spotlight will be on you more intensely than ever before.

For example: A boss I had early in my career once actively taught me how to lie to general contractors. As a subcontractor, he often said, "We must protect ourselves at all costs, even if it means distorting the truth to save ourselves." Then I watched him lie to clients firsthand.

It got even worse.

I remember that when discussing my performance, compensation, or ideas to improve the company, he would often speak rapidly and rationalize why I needed to give more, why a raise wasn't possible, or why an idea wouldn't work. Whether he was right or wrong, I couldn't help but think, "This is the man who taught me to lie to clients. Is he also lying to me to get what he wants?"

I was never able to shake that doubt, and ultimately, I left that company.

For new leaders, this should be a lesson: everything you do is under public scrutiny. This doesn't mean you have to be perfect, but you must be extremely aware of your own shortcomings so you can improve and earn your team's trust.

New leaders must work on themselves

The struggle for many new leaders stems from failing to realize that imperfection is acceptable.

Instead of acknowledging their shortcomings, they pretend to be someone else. They view imperfection as weakness, so they hide it from everyone, ultimately making mistakes that everyone sees but they refuse to admit, out of fear of losing face.

This approach is completely wrong.

Most people already know quite well what areas a newly promoted person needs to improve.

They know whether this person is too sharp, whether they avoid difficult conversations, whether they are not good at listening; they also understand whether they become defensive, withdrawn, or overly impatient under pressure.

Therefore, when leaders act as if these problems don't exist, trust is lacking.

In fact, people don't trust leaders because they appear perfect, but because they appear honest. This is why self-awareness is such a powerful driving force for new leaders.

When a leader can honestly say, "I know the areas where I need to improve are..." it immediately sends three messages to the team:

• First, this person can face reality.
• Second, they are working to improve.
• Third, it is safe to tell the truth here.

The importance of the last point is far greater than most executives realize. Because promotion is a test of whether a new leader can create an environment where the truth can travel upward—whether that truth is good or bad.

If the team cannot give feedback to the leader, the leader's growth will be extremely slow. And if leaders become defensive when challenged, they will inadvertently teach the team to remain silent. Once that happens, everyone suffers.

People tend to stick to their perceptions

I believe people are not naturally good at noticing positive changes in others. Even if someone is working hard to improve, even if the effort is genuine, even if their behavior is indeed getting better.

Most people are busy dealing with their own stress, workload, and the fixed judgments they have formed about others based on past impressions. They don't go around saying, "You know, I think she is 18% more patient than she was six weeks ago."

But once you clearly tell others that you are deliberately working on improving a certain area, they will start to pay attention.

For bosses and executives, you are promoting people to more important positions every year. Some are promoted for their execution skills, some for sales ability, some for project management skills, and some for being the best technical expert.

But the higher the position, the less success depends on individual output, and the more it depends on their ability to lead others.

So, what exactly should a new leader do?

Here is an action framework:

1. Engage in self-reflection.
Before communicating with the team, leaders need to be honest with themselves first. Which two or three behavioral patterns might limit your performance in the new role? Be specific, not like "I want to get along better with people." It should be more like: "I need to listen better. I need to be calmer under pressure. I need to stop interrupting others when I disagree."

2. Inform the team of what you are working to improve.
This is the step most leaders skip. They assume growth should remain private until it is complete. This is exactly the opposite. A simple conversation like, "I know I need to improve in this area, and I am working on it," builds trust much faster than quietly working on it.

3. Proactively ask for feedback.
Don't just say "my door is always open." Ask explicitly: "If you see me slipping back into old habits, please tell me." People need permission, and they need to hear that permission more than once.

4. Also ask them to notice progress.
This is crucial. Tell them that if they see improvement, they are welcome to let you know as well. Positive reinforcement is not about being sentimental; it is useful. It helps leaders understand what works and gets the team involved in the change.

5. Do not be defensive when receiving feedback.
This is the moment that makes or breaks you. If leaders make excuses, rationalize, or are visibly displeased, the message the team receives is: "Stop telling me the truth." A proper response should be like: "Thank you, that's helpful. I understand. Please keep telling me."

If you are a boss or executive who promotes people to higher positions, teach them these principles as early as possible.