What Advice Would You Give Someone Brand New To Site Supervision Coming From A Technical Background?

What advice would you give someone brand new to site supervision coming from a technical background?

That question recently came my way, and it struck me as one worth exploring in depth. So, in this blog, I’m sharing four essential mindset and behavior shifts to help anyone transitioning from a technical background into the world of construction leadership. This isn’t a criticism—quite the opposite. It’s a call to action, and a helpful framework, for making that leap successfully.

1. Understand the Extroverted Nature of Construction:

If you’re used to a world of focus, solitude, and data—welcome to the opposite. Construction is chaotic, fast-paced, and people-driven. It thrives on communication and collaboration. That doesn’t mean your thoughtful, methodical mindset isn’t valuable—it is. Introverted people bring depth and clarity to decision-making. But you’ll have to balance that with the demands of an extroverted environment.

Common traits of technical professionals transitioning in:

• Camera off in virtual meetings.
• Preference for closed-door work.
• Minimal communication—texts, emails, maybe a call.

Now, you’ll need to flip the switch and step into the “people framework.”

2. Read “How to Win Friends and Influence People” – Seriously:

This is not optional advice. I’ve given this suggestion more times than I can count, and it always lands.

Read the book. Listen on Audible. Do it yearly.

You’re going from a role that required 80% technical skill and 20% people skill… to the reverse. Leadership is 80% people, 20% technical. This book will teach you how to thrive in that new landscape.

Also: Get out. Get into meetings. Join huddles. Walk the site. Talk to foremen. Even if it’s outside your comfort zone—especially then. Take a nap later if you need to. But show up.

3. Shift from Expert to Question-Asker:

As a subject matter expert, you may have been used to having answers. But as a leader in construction, your strength lies in your curiosity and your ability to leverage the genius of the team.

You’ll be working across 20, 30, even 40 scopes of work. You can’t be the expert in all of them. So, ask questions. Build relationships. Create clarity. This is what Jocko Willink’s “Laws of Combat” are all about:

• Cover and Move – Build the team.
• Simplify – Make things visual and clear.
• Prioritize and Execute – Focus on the right tasks.
• Decentralized Command – Everyone leads.

You’re moving from “I lead my area” to “we lead together.”

4. Connect Like It’s Your Job—Because It Is:

Connection is your superpower now.

• Connect with your family and support system.
• Connect deeply with your project team.
• Connect genuinely with people in the field, especially foremen.

Look people in the eye. Shake their hand. Say kind things. Eat lunch with them. Help remove roadblocks. Praise their work. Create psychological safety.

If you remember one thing from this blog, let it be this: Leadership is connection.

Bonus Insight: Balance Compassion with Command:

With people: Be Brene Brown or Simon Sinek—loving, empathetic, connected.

With the environment: Be General Patton—clean, safe, organized, no compromise.

By maintaining command of the site conditions, you earn the freedom to support, empower, and lead people with humanity.

In Summary:

If you’re coming into construction leadership from a technical background, here are your four keys:

1. Embrace the extroverted chaos—your calm mind will be an asset.
2. Study how to connect with people—start with How to Win Friends and Influence People.
3. Let go of always being the expert—become a team-powered question-asker.
4. Prioritize connection—every day, every interaction.

Key takeaway:

Construction leadership isn’t about knowing everything—it’s about connecting with people, asking great questions, and building a team that thrives together.