Here’s the deal. Gary Vaynerchuk recently recommended that I do an episode about why I suck, and I think it is really a post about transparent leadership. This is not a self-deprecating moment to get sympathy or positive feedback. I just want you to know that I really do not have this figured out.
Short answer: Transparent leadership means being honest that nobody has it figured out. I am pretty awesome about half the time, and the other half I am not. I have made big mistakes, I get defensive, and I can be controlling. I learned more from transparent leaders than from polished ones, so I share my worst half too. Do not judge the half of the time you struggle against everyone else’s best half.
Why Do Transparent Leaders Teach More?
There was an influencer Kate used to listen to who said something I think is super funny and true. We all suck about 50 percent of the time. I am awesome 50 percent of the time, and 50 percent of the time I suck.
Here is why that matters. You should not judge yourself in the 50 percent of the time you suck against the 50 percent of the time the rest of us are awesome. All you ever hear about is me being awesome. You never hear about the other half.
When I used to be really involved in church, there were leaders who were really polished. Perfect husband, perfect wife, perfect everything. I did not learn much from them. Then there was a church leader here in Phoenix whose wife gave a talk and said, we have not had an ideal marriage. Her husband would just be himself and be transparent. I learned more from the transparent leaders than I ever did from anyone else. That is why psychological safety matters so much on a team. People learn when leaders are honest.
My Early Career Mistakes
When somebody tells me they work at Hensel Phelps and they know me, I cringe, because I do not know if they heard stories from when I was young or remember me from the later years. When I was young, I was super immature. I grew up as an only child, by myself, with great parents, and I was socially awkward. Here are a few things I did:
- I poured gasoline down expansion joints that had foam in them, to clear out the foam.
- I rearranged offices among my fellow field engineers without ever saying anything.
- I accidentally laid buildings out in the completely wrong spot.
- I was near a situation where somebody made a mildly inappropriate joke, and I did not correct it. I was suspended.
I have written about other early failures that shaped how I lead, too.
Why Is It Hard for Me to Take Criticism?
I am a glass house. I am so fragile. If somebody criticizes me, I wall up and get immediately defensive. Here is more of what people do not see:
- I can be scary and intimidating.
- Nobody asks my opinion, because they already know what I think. I can be super judgmental.
- If I get cold on somebody, I get really cold.
- I am super controlling. People say they would love to work with me, until they get to know me.
Owning that is the first rung of the ladder of accountability. I cannot get better at something I pretend I do not do.
When the Project Comes First
People say, Jason knows how to run projects. Yes, but at what expense? My identity is wrapped up in the project going well. So if the decision is to be kind to somebody or to make something happen no matter what, I will choose no matter what. How is that good? When it comes to cleanliness and safety, I can understand it. But otherwise, I need to be patient with myself and with others.
When I was a project director and field director, I remember one job that was a train wreck. The developer, the owner, and the consultant were all trying to start construction before the design was complete, before they had permissions, and before the city would authorize temporary water. That is how rushed, pushed, and panicked it was, and the constraints were everywhere. It started going so badly that I said, I am out. I will not be part of this train wreck. So I will either be controlling or run from something. Neither is my best half.
| What people see | What they do not see |
|---|---|
| Projects that run well | My identity wrapped up in the project, at people's expense |
| Confidence and strong opinions | A glass house, defensive and fragile |
| Someone people want to work with | Someone controlling, until you get to know me |
Why I Serve the Construction Industry
Here is the secret to me. My grandma Doris served me all the time. There are lots of great family members, but she was always serving me, and that is what I learned. I want to make people happy.
So I feel enjoyment when I can make people happy in the construction industry. Should I need that? No. Should I be happy on my own? Sure. Do I want to be famous? Do I want money? I do not care about those things. I like it when somebody is happier because of my efforts. Even that is not enlightened, but it is who I am, until further notice. It is also why I care so much about respect for people.
It Is Okay If You Suck Half the Time
So nobody can hurt me. You think I do not know what I am doing, or that I am wrong? I am way ahead of you. I agree.
And I want you to know it is okay if you suck half the time. We all do. The big secret is that there are no perfect marriages, no perfect relationships, no perfect companies, and no perfect projects. It is okay to say, half the time I am pretty awesome, and half the time I show up pretty poorly. I am a good person, but between nature and nurture, I kind of suck. If you ever think I am perfect and know it all, you do not know me.
On a jobsite, that might mean a superintendent telling the foremen at the morning huddle, I got that one wrong, here is what I am changing. That kind of honesty is what lets a team trust you.
If you want to go deeper, our book on respect for people, nature, and resources covers how leaders can serve the people around them.
So here is the challenge. The next time you compare yourself to another leader, remember you are seeing their best half. Then pick one thing you know you do poorly, and tell your team about it.
Bottom line: Nobody is perfect, so share the half of the time you suck, and do not judge your worst half against everyone else’s best.
If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.
On we go.
FAQ
What is transparent leadership?
It is being honest about your mistakes and weaknesses instead of presenting a polished, perfect image. I learned more from transparent leaders than from anyone else.
Why does Jason say he sucks half the time?
Because it is true for all of us. I am awesome about half the time and not so great the other half, and I want people to stop judging their worst half against everyone else’s best.
Why do transparent leaders teach more than polished ones?
Polished leaders hide the hard parts, so there is not much to learn. Transparent leaders show what went wrong and how they are working on it.
Why does Jason serve the construction industry?
I enjoy it when somebody is happier because of my efforts. I learned that from my grandma Doris, who served me all the time.
People Also Read:
Two Construction Project Failures That Shaped How I Lead
Psychological Safety
The Ladder of Accountability
If you want to learn more we have:
-Takt Virtual Training: (Takt Virtual Training)
-Check out our YouTube channel for more info: (Elevate Construction on YouTube)
-Listen to the Elevate Construction podcast: (Elevate Construction Podcast)
-Check out our training programs and certifications: (Training Programs and Certifications)
-The Takt Book: (The Takt Book on Amazon)
Discover Jason’s Expertise:
Meet Jason Schroeder, the driving force behind Elevate Construction. As the company’s Founder and COO, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.