“…are your people empowered to spot quality issues, and the conditions that breed them, and speak up…?”

Dave Stitt (2022) “Coach for results”

A blog to briefly congratulate Dave Stitt on a book worth a place on the desk of any construction manager (and people managers everywhere).

Coach for Results : Empower your people to achieve the extraordinary. Dave Stitt (2022)

Dave and I connected instantly when we first spoke last year, completely unrelated to this or any other book. Our discussions have been varied since, always with shared enthusiasm, and unabashed confidence of where we have been, or going. His energy is infectious, his perspectives easy to align to, with pithy anecdote never far behind.

It was therefore no surprise at all to read his 2022 book in similarly attuned frame of mind. His passion comes through on every page; and the anecdotes help keep a steady pace, fixing each new point firmly into the construction paradigm.

Coaching Leadership

The premise of the book is not new. The coaching leadership style is well documented and has probably not passed by any MBA or well-read manager or consultant. But Dave’s writing is to the point, backed up with pertinent example, and just enough academic reference to be assured the bridge between the two is secure. Crucially, everything is directed back to what counts most: the day to day of management and leadership, as it connects to the construction project world; and the care and growth of those coming through that are its future, and it’s today. Chapter 4 of this second edition offers confirmation of this appreciation, from at least a dozen cohorts from his accompanying training course.

Self-Determination Theory

As part of my psychology MSc this year, one module focused upon classical and contemporary social psychology. I have concluded that much of the management jargon I have been fed over the years, at least the decent concepts, have been influenced from here. Dave has a chapter outlining one of the most significant revelations (in my opinion). He does not name the series of connected theories per se, but he cites Dan Pink who is well respected in this psychological field, and Dave describes this and related theories perfectly.

It is called Self-Determination Theory, one I have written about before {here}. It helps explain why our obsession with motivation by cash incentive, as employer of internal teams or of external contracts and work packages, ultimately causes organisational or project harm. As Dave states “…external enticements…extrinsic motivations…are not very effective…” pp11, to which he then makes the comparison to command-and-control style management which is very much the abrasive construction norm most can relate (be that employee or supply chain relationship carrot and stick, comply or die culture we all know).

In Dave’s words:

Understanding these implications of externalising motivations are lessons we should all have close to hand.

Managing the coaching conversation

Thereafter Dave offers some excellent practical advice in managing the coaching conversations. As an empathetic manager myself, with training from several multinational organisations seeking to enable this style of communication and learning leadership, these chapters resonate. Learning the right way to prepare and start such discussions, how to direct them, and how to conclude them in empowering rather than directing ways. These are important things to give your people their means to find their why. I am reminded of my own why in reading his words here, but also improved by these practical chapters and how they can be applied.

How far can coaching go?

I do disagree with Dave on one thing. His pragmatic stance is one in which the fundamentals of construction are considered beyond absolute change – it is just how it has evolved to be. My opinion, is that this confrontational industry norm is a reflection of how we set projects up. And if this more engaging coaching style of leadership were present in senior political spaces – where expectation was on leaders to bring teams with them, not just drive them hard to the next staging post – the projects serving these masters would be less caustic from the start. A world better informed and more real in its possibility in consideration of this project management style. But that is my research challenge – and therein my bias.

There is more I could offer in review. Dave has given plenty more insight and well reasoned connection to contemporary thought, similarly linking other behavioural thinking to construction project application. But I will let you read the rest for yourself. At 126 pages this is an afternoon’s single sitting read. But one to keep close by as that next chance to try “…a tool for challenging and supporting your people…”, pp14, to which both you and all your leaders-in-waiting should be demanding and apply.

Stitt, D (2022) “Coach for Results : empower your people to achieve the extraordinary” 21CPL Productions