Newly promoted executives in the construction industry often find themselves caught between excitement and anxiety. The leap from middle management to executive leadership is both a major career milestone and a serious challenge, writes Matt Verderamo, a consultant at Baltimore-based Well Built Construction Consulting. His advice? Embrace change, ask for help when needed, and don’t be afraid to speak your mind.

In his work advising construction professionals nationwide, Verderamo has observed a common trajectory for new executives.

Most promotions, he says, follow a familiar five-step arc: “First, a boss approaches you to let you know you’ve been tapped for an executive role. Second, you get excited because it’s what you’ve been working for,” Verderamo writes. “Third, the realities of the position set in and you start to wonder if you are capable. Fourth, you start preparing yourself for the new role by working the hardest you’ve ever worked in your life. With all the new responsibilities and competencies needed, your brain is always moving.”

If all goes well, he adds, that effort pays off: “Fifth, assuming you put in the work, you prove you are capable of the role and get the promotion. The work doesn’t stop, but it gets easier over time until you eventually cement yourself in that position — only for it to happen all over again when you get to the next level.”

Handle growth with grace

According to Verderamo, what separates successful executives from the rest is not only technical competence, but emotional maturity and grace under pressure. The industry is fast-moving, high-stakes, and demands clear thinking in the face of major transitions.

“In my work with contractors across the country, I am reminded that if you want to be an executive, you really need to handle growth with grace and maturity,” he writes. “It’s going to be scary, but you must be able to overcome that fear and go out and take action.”

Be flexible in the face of uncertainty

Executives today must contend with volatile markets, labor shortages, and the ongoing ripple effects of supply chain disruptions. This makes adaptability a must.

“For leaders and businesses to succeed, they must stay agile and open to change. And I’m not talking about the unnecessary change that comes with not being able to make up your mind,” Verderamo says. “I’m talking about changes like evolving market conditions, backlog issues or opportunities in new sectors. Maintaining your strategic direction through all of this is a challenge, no doubt.”

Executives who remain calm in the face of these pressures set the tone for their teams. “Flexible executives are highly valuable because they maintain their composure in the face of this type of change, which means their teams maintain their composure, too,” he explains. “And when you have large teams of people holding strong in the face of change, you’ve got a business ready to reach the moon.”

Don’t stay silent — speak up

New executives often struggle with whether to voice concerns or ideas, especially early in their tenure. But keeping quiet can be counterproductive, Verderamo warns.

“It’s hard to be a new executive. It’s a whole new set of responsibilities and expectations for yourself and others, which can be stressful and confusing. And since you’re trying to prove you can do the role, you may consider keeping that stress and confusion to yourself,” he writes.

He has seen many new leaders hesitate to speak up when their ideas don’t gain immediate traction or when they feel uncertain. “Often it comes down to the fact that you’re new in the position, and while your ideas are appreciated, they don’t fit with the direction of the business right now.”

This can lead to disengagement. “In both scenarios, I’ve noticed that new executives will stop speaking up; they don’t ask for help or bring new ideas.”

But silence only isolates new leaders further. “While I appreciate that feeling of keeping quiet in the face of struggle, no one can help you if they don’t know you’re struggling. Second, no one can know you’re frustrated about not having your ideas heard if you don’t speak up and say something. Third, the business will never pursue your ideas if you don’t present them.”

Instead, Verderamo encourages new leaders to push past the discomfort and engage actively. “If you notice yourself getting quiet, I would urge you instead to speak your mind. I think you will find it to be a rewarding experience that reinforces your executive abilities rather than detracting from them.”

The path forward

Leadership in construction today requires more than technical knowledge—it demands emotional intelligence, resilience, and a willingness to speak up even when it’s uncomfortable.

“You’re going to need to do things you’ve never done before, work with people to accomplish serious goals and learn every step of the way,” Verderamo writes. “If you can handle change with grace, be flexible and speak up, you will set yourself up to succeed.”

Originally reported by Matt Verderamo in Construction Dive.