In this episode I explore how coaching can be used as partof everyday communication in construction teams and how this simple shift can take the pressure off leaders who feel like they need to have all the answers.

Construction leadership often feels like firefighting. Yourteam comes to you for solutions, and it’s easy to slip into problem-solver mode. But there’s a better way. In this episode, I’ll explain how adopting a coaching approach in daily conversations helps your team take ownership, thinkcritically, and grow while freeing you from the burden of fixing everything yourself.

We cover:
- The problem with traditional leadership approaches
- Why coaching in conversations is a game-changer
- What coaching is (and isn’t)
- A simple example of coaching in action
- When to use these skills , and when not to
- The GROW model as a practical tool you can use today

Key Takeaway:You don’t need all the answers. You just need better questions.

Timestamps:
00:00 – Introduction
01:00 – Why leaders feel the pressure to solve everything
03:00 – How coaching in conversation can reduce stress and build stronger teams
05:00 – What coaching is… and isn’t
07:00 – A practical example from site management
09:00 – When coaching works and when it doesn’t
11:00 – The GROW model explained
13:00 – Final thoughts and how to get started

Key Lessons:
- Coaching isn’t formal, it’s abouteveryday conversations
- Asking questions helps people take ownership and solve problems
- The GROW model provides a simple structure you can use today
- Leadership isn’t about having all the answers, it’s about building capability in others

Have you ever considered how much smoother your projectscould run if people truly understood both the spirit and the detail of the NEC4 contract?

When I think about the NEC4 contract, I reflect on how oftenits potential is misunderstood. In this conversation with Ben King, Business Unit Director at Aqua Consultants, we explore both the myths and the realities that surround NEC4, especially within the construction industry. What becomes clear is how much of this contract’s strength relies not simply on legal wording but on the behaviours and relationships of the people involved.

Throughout this episode, Ben shares how his diverse careeracross sectors, from water to highways, airports to manufacturing, has always brought him back to NEC contracts. His passion for NEC is grounded in his experience of how it should function: not as a shield or a sword, but as a framework for good project management and collaboration. That’s where so many people get it wrong.

We unpack three common myths about NEC4:

- That project behaviours do not influence the contractoutcomes.

- That NEC4 is merely a record-keeping tool.

- That every contractual communication signals conflict.

Ben uses analogies, real-life scenarios and practical tipsto bring these myths to life and bust them wide open. What I really valued from this conversation was the reminder that contracts do not run projects, people do. NEC4 gives people a solid structure, but its success depends on open communication, a mutual understanding of roles, and leadership that models collaboration from the outset.

Reflecting on my own experiences, I recognised how oftenprojects fall down when teams neglect the basics: clarity, communication, and consistency. Whether it’s early warning notices or programme management, the NEC4 contract works best when people use it as intended, to foster transparency and trust, not to catch each other out.

Ultimately, NEC4 is less about protecting commercialinterests in isolation and more about shaping behaviours, encouraging proactive communication, and reducing disputes through clarity and fairness. That’s whyit remains a contract I feel passionate about sharing with others in our industry.

Timestamps:

00:00 – Introduction and Ben’s background
03:00 – Myth 1: Project behaviours don’t affect outcomes
07:00 – Setting the right tone from the outset
10:30 – The pyramid analogy: top-down influence on behaviours
17:00 – Importance of communication and clarity over processes
24:00 – Myth 2: The contract is only there to capture issues
28:00 – NEC4 as a project management guide, not a legal weapon
33:00 – Programme management and compensation events
38:00 – Myth 3: Communications are not acts of conflict
45:00 – Proactive scenario planning and contract management plans
50:00 – Ben’s top three takeaways

Key Lessons Learned

- NEC4 works best when communication and behaviours alignwith its intent

- The success of a project often hinges on principles set atthe outset, not mid-project corrections

- NEC4 is a practical guide for project management, not justa legal document

- Early warnings and compensation events are tools forcollaboration, not confrontation

- Strong leadership involves clear communication,consistency, and structured processes

Keywords:

NEC4 contract, NEC4 myths, construction contracts, collaborative contracting, early warning notices NEC4, programme management NEC4, compensation events NEC4, construction leadership, project management contracts, NEC4 best practices

Links & Resources:

Want to know more? ⁠⁠https://linktr.ee/michaelfisher88

What happens when brilliant teams get tripped up by contract processes they never fully understood?

If you're working in construction in the UK, chances are you've encountered the NEC4 contract. And while it’s designed to encourage collaboration, transparency and proactive communication, it only works if it's used properly. Too often, I've seen smart, well-meaning teams fall into avoidable trouble, not because they’re careless, but because they don't know the NEC4 contract well enough to work with it, rather than against it.

In this solo episode I explore the essential do’s and don’ts of NEC4, highlighting what works, what to avoid, and how leadership and relationships play a bigger role than people think. This isn’t just about ticking boxes. It’s about using the NEC4 contract to lead better, reduce risk, and build stronger teams.

I reflect on the real-world challenges I've seen on site and share practical actions you can take, whether you’re a project manager, contractor, or client, so you can avoid disputes, improve project delivery, and create a culture of trust and clarity on every job.

If you're serious about raising the standard of leadership in construction, this episode will give you actionable insights to help you do just that, starting with the way you handle your contract.

Timestamps:

• 00:00 – Introduction: Why NEC4 deserves more attention
• 00:52 – The big problem: Misunderstanding NEC4 in day-to-day work
• 01:49 – 5 essential NEC4 “Do’s”
• 05:02 – 5 critical NEC4 “Don’ts”
• 06:57 – How to lead well under NEC4: Practical steps
• 07:55 – Final thoughts: NEC4 is about people, not just process
• 08:26 – Outro and call to action

Key Lessons Learned:

• Know your role under NEC4; clarity avoids conflict
• Use early warnings proactively; they’re your strongest tool for collaboration
• Keep written records; verbal agreements won’t protect you later
• Update your programme regularly; it's central to time and cost decisions
• Don’t treat NEC4 as a legal-only document; your whole team needs to understand it

Keywords:

NEC4 contract guidance, NEC4 do’s and don’ts, NEC4compensation events, early warning NEC4, NEC4 programme management, NEC4 for contractors, leadership in construction UK, construction project managementNEC4, contract admin NEC4, NEC4 best practices

Links & Resources:

Want to know more? ⁠https://linktr.ee/michaelfisher88

Are your weekends becoming an extension of your work week, and is it costing you more than it’s earning?

In this episode I dive into a common but costly leadership trap: overworking. I explore why so many of us feel the need to grind through weekends, even when we know it’s impacting our performance, relationships, and well-being.

This is a solo episode, just me sharing what I’ve observed in the industry and personally experienced as a leader who’s walked the same tightrope. We’re talking about burnout, boundaries, control, and the myth that rest is a reward rather than a requirement.

I reflect on the unsustainable work patterns many leadersfall into and offer practical, mindset-shifting tools to help you reset how you approach time. I also share how overworking sets the tone for your team, leading to low morale, reduced creativity, and decreased performance, even when your intentions are good.

This episode is about reclaiming your time without compromising your impact. It’s about setting a tone of sustainable success, for yourself and your team and proving that leadership isn’t about doing more; it’s about doing better.

Timestamps:

00:52 – Why working weekends leads to burnout and reduced creativity

02:19 – The ripple effect on your team and culture

02:47 – Common causes: poor boundaries, control issues, reactive habits

04:20 – Start with your calendar: block out deep work and rest

05:16 – Audit your meetings and delegate with intent

06:12 – Batch communication to avoid constant distractions

06:41 – Document, delegate, and free your time

07:11 – Plan your week on Friday — don’t walk into Monday blind

Key Lessons Learned:

• Burnout isn’t a badge of honour, it’s a warning light, and ignoring it affects both your leadership and your life
• Reactive work traps creativity, strategic time use is a leadership skill, not a luxury
• You set the tone, when you overwork, your team follows, creating a toxic cycle
• Rest is part of progress, downtime fuels insight, energy, and long-term impact
• Delegation is leadership, not laziness, it frees you to do the work only you can do

Keywords:

Stop working weekends, Construction leadership, Sustainable work habits, Time management for leaders, Burnout prevention, Delegation skills, Work-life balance in construction, Productivity tips for managers, Calendar planning, How to win more work,

Want to know more? https://linktr.ee/michaelfisher88

Are you working under a leader whose charm masks a toxicpresence?

In today's episode of Leadership in Construction, Iuncover the hidden traps of narcissistic leaders, how to spot them and, crucially, how to protect yourself.

I’ve seen first-hand how the wrong leadership style can break team morale and hinder productivity. Some leaders thrive on admiration, exploit their employees' dedication, and react poorly to criticism. These are warning signs, red flags that indicate you may be working under a narcissistic leader.

But knowing how to identify these behaviours is just the first step. Today, I share five key strategies to counter manipulation, safeguard your career, and maintain your wellbeing.

Leadership isn't just about authority, it's about influence,trust, and genuine care for your team. Yet, some leaders operate with adifferent mindset.

In this episode, I highlight the five major red flags thatindicate you might be working under a narcissistic leader.

• Craving admiration and the spotlight – They exaggerate achievements and takecredit for their team's work.
• Profound lack of empathy – Your concerns and wellbeing are dismissed in favourof their own agenda.
• Inflated self-importance – They believe rules don’t apply to them, expecting special treatment.
• Sensitivity to criticism – Any feedback triggers defensiveness and blame-shifting.
• Manipulative and exploitative behaviour – They use gaslighting, guilt, and fear to control those around them.

Recognising these behaviours is vital, but it’s not enough.I also share strategies to neutralize their impact and protect yourself:

• Establish firm boundaries – Define your workresponsibilities and enforce limits.
• Document everything – Keep records of interactions and achievements to counter manipulation.
• Communicate strategically – Stay factual, avoid emotional confrontations, and use structured responses.
• Build a support system – Seek validation from mentors,colleagues, or friends outside their influence.
• Prioritize your wellbeing – Stay detached, practiceself-care, and consider alternative career moves if necessary.

Key Lessons Learned:

• Narcissistic leaders prioritize their own success at theexpense of their teams.
• Setting boundaries and keeping records can help protect yourself from blame-shifting.
• Strategic communication minimizes conflict and reduces manipulation.
• Seeking external support fosters resilience and perspective.
• Sometimes, the best course of action is to step away from a toxic environment.

Timestamps:

• [01:05] Introduction: Why leadership styles matter
• [03:30] Identifying narcissistic traits in leaders
• [08:15] Red flags: Five warning signs to watch for
• [15:40] Strategies to protect yourself
• [22:10] The importance of prioritizing mental and emotional wellbeing
• [26:45] Conclusion: Leading with purpose

Links Mentioned:

Free Guide: 10 Quick Steps to Turn Disengaged Employees into Productivity Machines – https://linktr.ee/michaelfisher88

Have you ever looked at your technically brilliant team andthought, “Why can’t we just win more work?”

That was me.

For years, I saw engineers, planners, architects, allsolving complex problems, delivering great work, and yet struggling when itcame to selling what they do. And let’s be honest, most of us neversigned up to sell. We signed up to build, design, and solve problems, notpitch.

But here’s the truth: if you lead a construction business,sales isn’t optional.
It’s essential. And chances are, you’re making it harder than it needs to be.

That’s why in this episode, I sat down with Mark Moore, engineer-turned-sales-coach and founder of HelpPeopleBuy.com, to bust myths, clarify what sales really is, and help you start improving your work-winning ability from the ground up.

Key Lessons Learned:

• Sales isn’t sleazy, it’s problem-solving throughconversation.
• You don’t need to pitch, you need to listen and lead. Everyone in your team contributes to the sale, even the grads drawing in CAD.
• Every interaction is a trust-building moment.

• Intel is everything. Engineers often overlook the power of sharing what they hear. Sales starts ith gathering, then feeding back useful info to the right person at the right time.
• Curiosity is your secret weapon. Engineers are natural problem solvers, if they reframe sales as solving people’s problems, they’re already halfway there.
• You don’t need to be extroverted to sell. In fact, introverts, who ask better questions and listen more, often outperform in technical sales.
• "The goal isn’t to be right. It’s to get it right." Let go of ego in conversations. Be open to other perspectives. This is just as true in sales as it is in design meetings.

Timestamps:

00:00 – Intro to the podcast and Mark Moore

02:20 – Why technical professionals struggle with sales

06:45 – Redefining “selling” as helping people buy

11:50 – Why every role contributes to winning work

17:40 – The difference between sales, marketing, and bidding

22:05 – The importance of empathy and curiosity inconversations

27:35 – What practical sales skills look like inconstruction

35:50 – Why introverts often outperform in sales roles

43:20 – Quick wins construction businesses can implement now

47:00 – How managers can spot natural sales talent in theirteam

50:10 – Where to go for support (Mark’s coaching model)

52:30 – Final thoughts and takeaways

Keywords:

construction sales training, howto sell in construction, help engineers sell, sales coaching for constructionprofessionals, improve construction business sales, sales skills for technicalprofessionals, construction leadership and communication,

Website Links & Resources:

Free Guide: https://linktr.ee/michaelfisher88

Mark Moore’s Website: www.helppeoplebuy.com

Connect with Mark on LinkedIn: Mark Moore

Do you hate selling but know you must do it to grow your business?

I get it. If you work in construction, the word “sales” can feel like a dirty word. We’re builders, problem-solvers, leaders, but rarely do we think of ourselves as salespeople. The truth is, if you’re in a business, you’re in sales whether you like it or not.

In this episode of the Leadership in Construction podcast, I share the exact 3-step sales process that helped me shift my mindset and start selling in a way that feels natural, honest and effective. You don’t need to be a slick closer or pushy rep. You just need to be clear, curious and genuinely helpful.

And trust me, if you care about solving problems, you already have the skills you need to sell.

Sales starts with mindset. If you believe in what you do,it's your responsibility to help others understand the value in it. I guide youthrough:

• Position – Know who you help and how. Stop listing features, start speaking in outcomes.
• Explore – Ask curious questions. Understand what’s really keeping your client up at night.
• Solve – Paint a picture of how your service walks them from problem to solution.

We also look at how companies like Apple revolutionisedmarketing not with better products, but with better positioning, a principle construction leaders can learn from too.

Sales doesn’t have to feel icky. In fact, if you’ve eversolved a client’s problem, you’ve already sold, just without calling it that.

I hope this episode helps you reframe what selling means and gives you the confidence to lead conversations that convert. No pressure, no pushiness, just clarity, curiosity, and service.

If this resonated with you, drop a comment or share thisepisode with someone who needs to hear it. Together, we’re not just building projects we’re building better leadership across the industry.

Until next time, keep leading with purpose, and lets raise the standard of Leadership in Construction.

Key Lessons Learnt:

• Selling is serving, your job is to help clients makedecisions that solve problems.
• You don’t need to be slick, just clear. Be direct, behonest, be helpful.
• Talk in outcomes, not features. Focus on what life lookslike after the problem is solved.
• Ask more, talk less. Listening is the most underrated sales skill.
• Paint a journey. Walk your customer through the path from pain to solution with your help.
• Sales doesn’t require pressure, it requires understanding.

Timestamps:

• 00:00 – Intro: Why construction professionals avoid sales
• 02:00 – The mindset shift: From sleazy sales to genuineservice
• 04:00 – Step 1: Position – Who do you help and how?
• 07:10 – What Apple teaches us about selling outcomes
• 09:00 – Step 2: Explore – Be curious and uncover pain points
• 11:20 – Step 3: Solve – Show them the path from problem to solution
• 14:00 – Summary: Sales is service, not sleaze
• 15:00 – Encouragement to start selling with confidence

Keywords:

Selling in construction, Sales for builders, Ethical selling, Construction business growth, Sales tips for trades, How to sell without being pushy, Problem-solving in sales, Construction leadership podcast, Sales mindset shift, Customer value in construction,

Links Mentioned:

Free guide: 10 Quick Steps to Instantly Improve Sales andIncrease Profit

https://linktr.ee/michaelfisher88

Have you ever noticed your team doing just enough to get by,but no more, and wondered what’s really going on beneath the surface?

In this episode I dive into a challenge that’s been quietlyundermining teams across the industry, quiet quitting.

This isn’t about people storming off the job or shouting atsite meetings. It’s more insidious. It's about good team members gradually disengaging, mentally checking out while physically staying on site.

I break down five subtle but dangerous signs of quietquitting, from a lack of curiosity about the future to passive negativity that lingers in the air. I’ve seen team members go from proactive and passionate to withdrawn and indifferent, and often, it's not because they’re bad workers, but because the environment doesn’t inspire them anymore.

Quiet quitting doesn’t just damage morale, it hits yourbottom line. Slower jobs. More rework. Lower margins. Less innovation. And yet, it often goes unaddressed because it’s not visible on a spreadsheet.

But here's the good news; it is fixable.

I walk through a toolkit of leadership strategies that havehelped me turn disengaged teams into high-performing powerhouses. It starts with something simple but powerful: real conversations. Not just about tasks, but about people, what drives them, what frustrates them, and how we can align their values with our mission.

I explore how recognising effort, encouraging ownership, and leading with humility can reignite purpose in your team.

Finally, I share how setting a compelling vision, one that’sgrounded in shared values, can inspire people to lean in rather than check out.

If you’ve sensed something’s "off" with your teambut haven’t been able to put your finger on it, this episode will help you diagnose and turn it around.

5 Signs of Quiet Quitting:

1. No pushback in meetings — Silence may mean disengagement,not agreement.
2. Only doing what’s asked — No extra effort, no proactiveproblem-solving.
3. Avoiding ownership — People say “not my job” and shiftresponsibility.
4. Passive aggression — Eye-rolls, sarcasm, or low-levelnegativity.
5. No curiosity about the future — Lack of interest intraining, promotions or upcoming projects.

Fixes Managers Can Use to Turn It Around:

• Have meaningful, non-task-focused conversations
• Recognise and reward extra effort
• Give people ownership and control over outcomes
• Lead with humility and show vulnerability
• Stay open to feedback and model curiosity
• Set a clear, value-driven vision for the future

Timestamps:

• 00:52 — What is quiet quitting?
• 01:21 — 5 uncomfortable signs of quiet quitting
• 03:45 — The hidden costs of disengagement
• 04:30 — Start with real conversations
• 04:58 — Recognise effort and give ownership
• 05:28 — Lead with humility and accept mistakes
• 06:24 — Connect values to vision to re-engage teams
• 07:24 — Final thoughts and next steps

Keywords:

Quiet quitting in construction, Employee disengagement signs, Leadership in construction, Boosting team moraleconstruction, How to re-engage employees, Recognising quiet quitting, Fixing construction team culture, Improving construction site leadership, Leadership podcast UK, Construction management tips,

Links:

• Free guide: "10 Quick Steps to Turn Disengaged Employees Into Production Machines"
  https://linktr.ee/michaelfisher88