Construction Today - July 2016 - 15

is normally desired. Companies seeking to manage the resultant
tradeoffs in promotion and hiring decisions should place greater
weight on the differentiating qualities discussed previously.
To avoid an unfavorable situation, companies engaged in
megaprojects need to make succession planning for existing projects
and the active development of a bench of future leaders top priorities. This will include giving younger leaders key opportunities to
expand their skill sets and test their innate resilience and relevant
competencies. In addition, given the strong predominance of male
executives, organizations should reassess possible gender bias in
their processes and include sophisticated and diverse ways to identify quality megaproject talent from all possible talent pools.
Given the massive investment, high risk and high expectation
of return involved with megaprojects, companies should reassess
whether their current recruiting and assessment approaches will
secure best-in-class leaders for their megaprojects. We believe it is
the intangible qualities that contribute to these megaproject leaders'
success, and companies must look for both technical experience and
leadership attributes.

Hans Roth leads Russell
Reynolds Associates'
construction and
infrastructure practice
and is a member of the
industrial and natural
resources sector and is
based in Houston. Russell
Reynolds Associates
is a global leader in
assessment, recruitment
and succession planning
for boards of directors,
chief executive officers
and key roles within
the C-suite. He can be
reached at hans.roth@
russellreynolds.com.
Natalie Macaulay is
an engineering and construction expert at Rus-

Incumbent megaproject leaders and their
stakeholders expect megaprojects to become
larger and more complex and to become
truly global. A number of large projects
and many major consortiums now involve
partners from opposite sides of the globe.
The successful project leader hence needs
business and political intelligence to balance stakeholders' interests, strategic and
balanced decision making to negotiate a
project's many moving parts, and communication and change leadership skills to rally
all members of the project team to success.
Executives lacking in people leadership
ability may address the problem with assignment matrices and other tools to instill missing behaviors, but such tools rarely result in
the collaboration that is crucial to success.

sell Reynolds Associates
and is based in Calgary.
She can be reached
at natalie.macaulay@
russellreynolds.com.

Planning for the Future
Finding an excellent engineer with all the
above skills is no easy task, and it is not
a straightforward solution to the scarcity
of talent. The talent shortage will mean
companies may find themselves needing to
promote or recruit candidates into leadership
posts who lack the extensive experience that

Many megaprojects involve
the work of companies located
around the world.

«
15

JULY 2016 CONSTRUCTION-TODAY.COM

RECRUITING

3. Political intelligence: The ability to
engage with, and seek involvement
from, all key stakeholders in a project's
ecosystem.
4. Balanced decision making: Leaders
should be able to strike a balance between consensus and room for discussion and collaboration, relentlessness in
pursuing accountability and the desire
to ensure that lessons are learned from
poor decisions.
5. Communication in all its forms: The
ability to listen and empathize and to articulate ideas and vision in a meaningful and compelling way to stakeholders
from all walks of life; and
6. Change leadership: The ability and
willingness to consistently challenge the
status quo, in the interests of ensuring
the project's success.


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Table of Contents for the Digital Edition of Construction Today - July 2016

Contents
Construction Today - July 2016 - Cover1
Construction Today - July 2016 - Cover2
Construction Today - July 2016 - 1
Construction Today - July 2016 - Contents
Construction Today - July 2016 - 3
Construction Today - July 2016 - 4
Construction Today - July 2016 - 5
Construction Today - July 2016 - 6
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Construction Today - July 2016 - 27
Construction Today - July 2016 - 28
Construction Today - July 2016 - 29
Construction Today - July 2016 - 30
Construction Today - July 2016 - 31
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Construction Today - July 2016 - 33
Construction Today - July 2016 - 34
Construction Today - July 2016 - 35
Construction Today - July 2016 - 36
Construction Today - July 2016 - 37
Construction Today - July 2016 - 38
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Construction Today - July 2016 - 40
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Construction Today - July 2016 - 88
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Construction Today - July 2016 - 97
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Construction Today - July 2016 - 101
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Construction Today - July 2016 - 106
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Construction Today - July 2016 - Cover3
Construction Today - July 2016 - Cover4
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