Stepping Into Leadership and Creating Inclusive Culture

As I write this, I’m on my way to the airport heading to Vancouver for the ICBA conference where I’ll be giving a keynote speech and spending time at our booth. If you are in Canada and attending, I would love for you to stop by and say hi. We’ve got some exciting things prepared that I cannot wait to share. On top of that, Kate and I just published TAKT Steering and Control. This book is the result of years of research on systems, meeting structures, agendas, boards, calculators, and more, but we managed to bring it all together in just six weeks of writing. I am proud of what we created and the clarity it will bring to project teams.

A Listener’s Question

In this blog, I want to respond to a listener who wrote in with an important question. This individual has been following my content for over a year, reading my books, and applying the principles we talk about. They’re currently in a crew lead role and working toward becoming a foreman. Their question was simple but powerful: How do I avoid speaking negatively about team members while still addressing performance issues with my foreman?

This is a situation many leaders find themselves in. You want to uphold professionalism, avoid gossip or negativity, yet you also need to maintain accountability and protect the culture of the crew.

Leading With Facts and Culture

Here’s my perspective. If someone is not performing, you cannot stay silent. Allowing poor behavior to go unchecked sets a negative standard for the entire crew. That doesn’t mean you have to be negative. The key is to stay factual, professional, and rooted in culture.

Instead of labeling people as the problem, focus on behaviors and outcomes. For example: Our crew culture is about working hard, being safe, and staying engaged. These behaviors we are seeing right now are not in line with that culture. This framing shifts the conversation from blaming individuals to aligning behaviors with expectations.

When addressing underperformers directly, I always remind them of their potential. Then I clearly set the boundary: Your behavior must change now or the issue will be escalated and addressed. For the foreman or leaders above you, the language should also remain factual and centered on culture, not on personalities.

Building a More Inclusive Industry

While answering this question, I also shared a perspective I believe is overdue in our industry: shifting from the term Foreman to Crew Leader. The language we use matters. Continuing to rely on masculine terms excludes women, makes them feel invisible, and reinforces an outdated culture.

As a father of daughters, I’ve seen firsthand how important it is to create environments where women feel seen, supported, and respected. Construction cannot afford to leave out half the population. We need diverse perspectives, and it starts with inclusivity in the way we think, act, and even in the words we use daily.

This is not about being political. It’s about recognizing human experiences, being empathetic, and building a culture that respects everyone on the jobsite. Words shape culture, and culture shapes results.

Raising Expectations and Standards

At the end of the day, leadership is about setting high standards, upholding them consistently, and caring enough about people to call them to a higher level. Poor performance cannot be excused. Negative behaviors must be confronted. And inclusivity cannot be optional if we want to build a stronger industry.

The challenge for every leader is to communicate clearly, stay factual, and ensure that the team culture remains aligned with excellence. When you lead this way, you are not tearing people down, you are giving them the chance to rise up.

Key Takeaway

Leadership means being factual, professional, and culture-focused. Avoid negativity, but never ignore poor performance. Hold people accountable, set clear expectations, and always build an inclusive environment where everyone can thrive.