“If I really want to improve my situation, I can work on the one thing over which I have control – myself.”  (Stephen R. Covey)
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Applying Stephen Covey’s seven habits to construction leadership
Dr. Stephen R. Covey’s book, “The Seven Habits of Highly Effective People“ remains as a timeless part of his legacy and as a very practical, relevant field guide several decades after being published. Here’s how to apply these principles as a leader in construction. 
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Habit 1: Be Proactive

In Covey’s words proactive people take initiative and “work on things they can do something about.” Some in leadership positions still suffer from a victim mindset that makes it difficult for them to even recognize where they have control, let alone embrace the agency to do something. 
Conversely, effective leaders take ownership, embrace accountability and show responsibility. In construction it may also mean scanning the future horizon for potential challenges to head them off early. What are the potential schedule and budget-busters? What might go wrong that can be avoided through a conversation with our customer now? What needs to be coordinated or replanned today with the various trades so we are aligned a week, or a month from now? 
Be proactive. Take ownership and go first. Lead by example. Help unify us as a team around our purpose and core values, and to operate by them daily. 
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Habit 2: Begin with the end in mind

Where are we going? Why is that important? How will we define success?
This habit is about creating clarity around the team’s destination before you attempt to gain traction. Teams thrive when they can see how today’s efforts connect to a bigger picture. A highly effective construction leader not only has a clear vision of success at the onset of a project, they are also adept at regularly sharing that vision. They understand this happens through clear, concise and timely communication. They are masters at sharing relevant information by making team meetings focused and efficient, and by making time for regular “one-on-one’s”.
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Habit 3: Put first things first

The third habit means resisting the urge to chase the latest and loudest triggers attempting to pull your attention away and instead proactively directing it to the priority. Great leaders in construction have a knack for identifying the “W.I.N.” (What’s Important Now?). Rather than reactively chasing a never-ending to-do list, leaders in this domain have a clear picture of the vital few “MUST-Do’s” for the year and for the next 90 days. They likely have a personal weekly discipline to clarify the top three items that matter most this week and even for today. Putting first things first means ensuring the project team also has a process for prioritizing and collaborating to adapt as things change. This keeps the build process focused and efficient where it could otherwise feel like constant, proverbial “fire-fighting” on a job site. 
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Habit 4: Think win/win

Successful builders understand that a reputable, referable engagement with a home buyer or commercial building client cannot survive as anything but win-win. This goes for vendors and suppliers as well. Yet, many will still approach the relationship as adversarial, operating from what appears to be a win-lose or lose-win paradigm. Effective leaders here look for what Covey called a “Third Alternative” – not your way or my way, but a different way that works for us both. Rather than maximizing profits at the cost of the relationship or accommodating the customer’s every whim at the expense sustainable finances, leaders who think win-win have systems in place to meet the needs of both parties. 
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Habit 5: Seek first to understand, then to be understood

Let’s face it, construction is a rough and tumble environment. Speak up or get stepped on! Leaders may be tempted to approach interactions with team and customers in a telling approach, believing it is the leader’s job to have the answer, solve the problem and be right.  Instead, the highly effective see the value of being curious just a little longer and slower to tell. They start by asking questions from a sincere stance of attempting to see the other person’s perspective.  Allowing space for others also allows space for new information that can help resolve the problem. 
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Habit 6: Synergize

Synergy means the whole is greater than the sum of its parts. A successful build comes from a group of individuals who may share interests in a particular craft or trade, but who are diverse in their talents, strengths and perspectives. Teams perform at a higher level when the leader recognizes, values and exploits those differences for the greater good.
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Habit 7: Sharpen the saw

Construction leaders are often assertive, decisive and certain. The upper echelon, however, couple that with an openness to learn and get better. Team members are looking to see if their leaders prioritize professional development by being an avid learner and seeker of new information. Show your team that it’s not just okay to do the same, but create opportunities for it amid the “busy-ness” of getting projects done on time. 
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Reflection:

Which one of the seven habits is your greatest strength zone as a leader? Which area, if improved, could add the greatest value to the organization?
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