At 2 Counties Construction, we are proud to support an inclusive, flexible, and forward thinking workplace. But as a woman in the construction industry, I still see this sector needing to catch up when it comes to equality.
Recently, I enrolled in a leadership course focused on team management, workplace culture, and effective leadership. Or so I thought, what I found instead was a collection of outdated views that felt completely out of touch with today’s workforce.
One comment that really stood out was the idea that remote employees are not truly part of the team and do not show the same commitment as those in the office. This could not be further from the truth.
At 2 Counties Construction (2CC), both our directors and team members work in a hybrid model spending time between site, the office, and home. It gives us the flexibility to work around life while staying productive and connected.
Flexible working is not a weakness; it is a tool that improves productivity, reduces stress, and increases job satisfaction. It also helps with retention, which is something the construction industry badly needs.
Another thing I found troubling was the suggestion that directors and managers should not build friendships with their teams, or even see themselves as part of the team. At 2CC we strongly disagree with this. A friendly, trusting relationship between leaders and their teams, leads to better communication, stronger collaboration, and happier employees. Connection isn’t a weakness, it’s a strength.
I found the most concerning part of the course was the endorsement of a top down, command and control leadership style, where managers issue orders, expect results, and question your worth if targets are not hit, or your performance is seen as substandard by management.
This rigid, dominance based approach is outdated. Today’s best leaders inspire, support, and collaborate. I truly believe things like emotional intelligence, psychological safety, and open communication lead to far better results than fear or micromanagement ever will. This is the ethos we believe in at 2CC.
What also worries me is the message these kinds of courses send to young people entering the industry. Construction already struggles with a culture of silence and tough it out attitudes, which we know leads to mental health issues. Pushing old school leadership styles only reinforces those problems. Instead, we should be building up a new generation of leaders, ones who prioritise empathy, communication, and inclusivity. These are not soft skills, they are essential.
Following the completion of appraisals, all staff expressed satisfaction in being part of a supportive and inclusive team where their views and needs are genuinely heard. They thrive in a positive work culture that promotes open communication, supported by an open door policy and approachable managers and directors. Employees feel valued and empowered, especially when entrusted with responsibility, which further motivates them to contribute meaningfully to the organisation’s success. At 2CC, we lead with openness, every team member has a voice and every opinion counts.
Our strength comes from the different experiences, talents, and perspectives we all bring to the table. It’s time to leave outdated leadership where it belongs, in the past.