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