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Fulton Cure is a consultant with Well Built Construction Consulting, a Baltimore-based firm that provides strategic consulting, facilitation services and panel discussions for construction executives. The opinions are the author’s own.
Gen Zers like me grew up in a world of comfort. We never had to learn how to read a map. We’ve never had to put quarters in our phones to make a call. We created email accounts when we were in elementary school and had cell phones before we could drive. We are comfortable with technology because we grew up with it.
In contrast, many of our most experienced coworkers began their adulthood and careers with little or no reliance on technology. They learned to do their job the old fashioned way. Pen and paper, picking up the phone and calling people, swinging a hammer.
There’s a big gap between the tech-centric lifestyle that Gen Zers grew up with and the daily grind of a construction site. Similarly, there is a gap between how a Gen Zer will approach a career in construction and how someone from an earlier generation might.
Cure Fulton
Permission granted by Fulton Cure
The construction industry has come a long way to incorporate more technology into workplaces. For example, it’s common to see foremen and GCs walking around with digital plans on their iPads or sending punch lists from their phones using construction management software.
This is comfortable for a Gen Zer. We know how to use an iPad and can figure out project management software easily. I’ve had older co-workers share with me that they still tend to write job lists and make copies of those handwritten lists to hand out to subcontractors. I will leave to your imagination some of the problems that would arise from this method.
Open to change
The construction industry is constantly evolving with new tools, new methods, new technologies, just to name a few. It will continue to evolve as the world does. With this, the way we approach construction management must also evolve.
With interest in construction careers waning, it is vital that the younger generation get excited about becoming a part of it. To do this, we must be willing to adapt to this new way of thinking.
Construction executives must be open to change. to change how you treat your employeeschange your interaction with your business partners, change your interaction within an office. Consider that Gen Zers’ perspective and worldview are different than yours. That doesn’t make theirs wrong and yours right. It’s different, because we were raised differently.
Gen Z members value respect, empathy, creativity and a fast-paced environment. We want instant gratification and positive feedback. As the boss of a Gen Zer, be ready to offer positive feedback whenever possible.
When constructive criticism is needed, remember that respect, empathy, and direct communication are best. Also remember that Gen Zers tend to look for things that can be done faster, easier, and more efficiently. So be open to hearing ideas, exploring new methods and thinking of ways they improve team morale.
mutual respect
Instead, younger construction managers need to understand that there are aspects of the job that are best done in a particular way. It is proven that the best way to communicate with a business partner is to pick up the phone and call them. Emails and text messages serve their purposes, but nothing is more effective than a phone call.
Likewise, there are ways in which schedules and details of each trade are created that must be done in a certain way. When you see an opportunity to improve your means and methods, have an honest conversation with your boss. Tell them why you want to do things differently and explain how it achieves your goal.
As the construction industry continues to evolve, bridging the generation gap is key to its future success. Gen Z brings fresh perspectives, adaptability and a natural affinity for technology, while more seasoned professionals offer invaluable experience, time-tested wisdom and a deep understanding of industry fundamentals.
By embracing the strengths of both, construction companies can foster innovation, improve efficiency and create a work environment where all employees thrive. The future of the industry depends on our ability to work together, learning from each other and cultivating an environment where each generation feels valued and empowered to contribute.
This mutual respect and collaboration will not only strengthen the workplace, but ensure that construction continues to grow and prosper.
