'Demo the outdated mindset'

It’s human nature to continue doing things the way we've always done them. Some old ways retain their value. But outmoded mentalities and approaches often hold business owners back from sustainability and success. That's why we talked to CEO advisor Jen Cáceres of Perpetual Capacity Coaching & Consulting. She helps construction leaders to adopt and adapt practices and philosophies to achieve their goals.

A version of this story first appeared in The Level newsletter. To get it in your inbox weekly, sign up for free, here.

By Margot Lester | The Level

If we only make one change to improve business, what should it be?

Demo the outdated mindset. Complacency is keeping us stuck and we’re not slowing down to consider why we do certain things or what our competition is doing. From how we hire and lead to how we interact with customers and adopt technology, we can’t keep doing things the way 'Sally' set them up in 1953 in the back office. That goes for customer relationships, too. Outdated thinking creates blame, stalls growth and kills relevance. Longevity and progress begin when we get honest about what’s no longer serving us. It’s time to ask the questions, get a little uncomfortable and evolve.

Can you give us a couple of examples?

The biggest barrier to success in construction right now is failing to meet the needs of the current and next generations. If we want to attract and retain great people, we have to evolve our mindset, our systems and our style. Outdated hiring processes, command-and-control leadership and sink-or-swim unplanned onboarding won’t cut it. We say we care about the labor shortage but still believe in the stories we tell ourselves, like “young people don’t want to work.” Gen Z isn’t lazy; they’re a different generation. They expect clarity, coaching, development, purpose and a reason to stay. 

One of the most common and costly mistakes in construction leadership is… enabling bad behavior because “that’s how it’s always been” or “that’s just so and so." That leaves you with excuses and a lot to lose. When we overlook and sometimes even reward it, we teach people it's acceptable. Safety shortcuts, hidden incidents and KPIs prioritized over people create a culture lacking integrity and truth. That’s not leadership—that’s risk. If someone’s behavior is costing you good people, clients or culture—you already know. The question is, what has to happen before you’ll do something about it? It’s time to admit what, and potentially whom, we’ve outgrown, reset expectations and hold every level accountable. 

How can construction leaders create long-term sustainability?

We have to stop tossing people in and start shaping them on purpose, not by accident. That shift fuels lasting impact. The best place to start is with a purpose-driven onboarding plan for new and emerging leaders. Not a generic checklist but a tailored process with clear expectations, check-ins and real manager involvement. Due to our often antiquated ways in construction, we’ve gotten comfortable with compliance-based training and “industry standards”—ignoring deeper development work to lead people well. When done right, it boosts productivity, retention and engagement. If you want to compete in any economy, invest in your people.

Thanks for reading today's edition! You can reach the newsletter team at thelevel@mynewsletter.co. We enjoy hearing from you.

Interested in advertising? Email us at newslettersales@mvfglobal.com

Was this email forwarded to you? Sign up here to get this newsletter once a week. 

The Level is written by Margot Lester and edited by Bianca Prieto.