How to Be an A-Hole Project Manager in Construction (and Why You Shouldn’t)
I’m going to talk about how to be an a-hole project manager in construction.
Let me be clear from the start: I love project managers. The reason for this blog is because I’ve seen destructive behaviors repeated in our industry over and over again, and I want us to spot them, call them out, and stop them. The tone here is tongue-in-cheek. I’m giving you a “how-to” list for being an a-hole so that you can do the opposite.
The A-Hole Playbook
- Bully the trades. Treat them as inferior, throw your GC weight around, and make them feel like second-class humans.
- Force cost reductions. Ignore the reality of their need to stay in business. Deny change orders, slash bids, and squeeze them until payroll hurts.
- Play manipulative negotiation games. Twist “Never Split the Difference” into a win-lose weapon.
- Be rude and disrespectful. Send curt, cold emails without even using their name. Make them dread seeing your messages.
- Use abusive practices. Leverage bad systems like retainage, flawed contracts, and CPM scheduling to your advantage.
- Blame others. Make sure mistakes land on the PE, the super, the designer, anyone but you.
- Micromanage everything. Constantly check on work that isn’t due yet, eroding trust and morale.
- Withhold information. Keep drawings and updates to yourself, then act surprised when things go wrong.
- Set unrealistic deadlines. Demand the impossible, then use failure as ammunition.
- Ignore safety. Brush off safety concerns until someone gets hurt, then blame the crew.
- Change scope constantly. Shift directions mid-job without warning.
- Trash talk trades. Stir up drama between crews and talk about them behind their backs.
- Lie about change orders and payments. Hold back money to exert control.
- Lead by absence. Show up late, leave early, and only appear to criticize.
If you follow this list, you’ll build resentment, destroy trust, and damage careers, including your own. Sadly, I’ve witnessed each of these behaviors far too often.
Why This Has to Stop
This isn’t just bad leadership. It is toxic to the industry. It erodes relationships, destroys collaboration, and puts projects at risk. My hope is that we can make these behaviors so unacceptable that they disappear from our job sites. Respect for people isn’t optional. It is the foundation of sustainable, high-performing teams.
Key Takeaway
Bad PM habits like bullying, micromanaging, and manipulating trades aren’t just unprofessional. They are industry poison. Learn to spot these behaviors, refuse to tolerate them, and lead with respect instead.
If you want to learn more we have:
-Takt Virtual Training: (Click here)
-Check out our YouTube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)
Discover Jason’s Expertise:
Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, 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.
On we go
