‘Coaching – its nature, value and applicability to the construction industry’
Coaching in the workplace is not new, but increasingly, people and organisations are waking up to the potential of this powerful growth technique. For many though, there remains some confusion around what coaching really is, how it works, and what benefits it can bring.
This article looks to break down some of the myths around coaching and give a clearer picture to those seeking to unlock their professional potential or that of their team.
We look particularly at how coaching can benefit the construction industry; an industry that is making concerted efforts to diversify and attract new talent, but one that faces workforce challenges and is trying to shrug an age-old image problem.
What is coaching?
At its core, coaching is a development technique used to unlock an individual’s potential and enhance professional performance. The coaching process enables improved self-awareness and encourages an individual to take more personal responsibility. By making these changes, a person can become more self-reliant and astute in their decision-making and leadership skills.
How does coaching differ from mentoring?
Mentoring and coaching can often be confused as both are typically one-to-one conversations and involve learning. Mentoring involves the mentor sharing their extensive experience/knowledge with the mentee.
During coaching, the coach uses attentive listening and thoughtful questioning to encourage insights for the coachee, creating conditions that facilitate deep thinking and increased self-awareness.
Coaches will weave evidence-based tools and techniques into a coaching conversation to enable the coachee to find their best way forward and to achieve their chosen objective.
What issues can coaching typically help with?
There are no prescribed limits as to what someone might bring to, and gain from, a coaching session, but here are some examples:
- Stepping up from the ‘day-job’ into leadership;
- Motivating teams and instilling purpose in self and others;
- Resolving conflicts/problematic dynamics with a particular individual/within a team;
- Building confidence generally or in certain scenarios, e.g. speaking up in meetings or making board presentations/client pitches;
- Instilling firm boundaries; and
- Improving client relationship and stakeholder management skills.
What ‘people issues’ are faced by the construction industry and how can coaching help?
Ageing Workforce & Skills Shortages
- The workforce is ageing: 35% of workers are over 50, but only 20% are under 30[1] leading to a steep drop in expertise and supervisory capability, especially in specialist trades.
- Coaching encourages responsibility and awareness of self and the systems we work in, supporting succession planning and knowledge transfer from experienced staff to newer entrants.
- Leadership coaching enables managers to reflect on their own performance and behaviours, fostering growth that can be shared with teams and future leaders.
Diversity, Inclusion & Talent Pipeline
- Construction remains one of the least diverse sectors in the UK and without a more inclusive culture, the industry will struggle to attract the next generation of talent.
- Coaching increases awareness of biases and stereotypes, helping leaders and teams create a more inclusive culture that attracts and retains diverse talent.
- Modern leadership coaching encourages collaborative behaviours and supports the development of younger and underrepresented workers.
Industry Image & Attractiveness
- The industry can be perceived as physically demanding, low‑prestige, male‑dominated and slow to innovate, making it less appealing to younger people despite strong career prospects. Improving the sector’s image is essential to attract future talent.
- Coaching provides time and space for individuals to reflect, set goals, and unlock lasting change, which can improve job satisfaction and sector reputation.
- Companies who invest in coaching for their staff, together with leaders who invest in their own development are both examples of modelling positive behaviours.
- This helps to shift perceptions of the industry towards being supportive and forward-thinking.
Productivity & Modernisation
- The industry has traditionally fared poorly in productivity ratings and adoption of modern methods[2].
- Coaching supports the adoption of new skills as individuals start to see alternative ways of working. It also helps leaders to manage change, boost productivity and adaptability.
- Leadership coaching fosters emotional intelligence, empathy, and effective teamwork and delegation, all crucial for efficient project delivery, particularly working within large project teams or joint ventures.
Mental Health & Wellbeing
- A significant concern in the UK construction industry, with workers facing high levels of stress, long hours, and a culture that can sometimes appear to discourage open discussion of mental health challenges.
- Coaching creates a safe space for individuals to discuss challenges, set better boundaries and build resilience in what is a pressurised sector, thereby improving mental health at work and beyond.
In Conclusion
Construction has come a long way in the past 20 years but still has work to do in addressing key issues around skills shortages, attracting new diverse talent and promoting good mental health for its workforce.
Forward-thinking companies are already seeing the benefits that coaching can bring to individuals. It has the power to unlock individuals’ professional potential, enhance their work-life experiences and those of the people around them, creating positive change for the future.
Anna Smyth – 10Eighty
[1] Places for People (2025). “The UK Construction Skills Shortage Report 2025.”
[2] The Farmer Review “Modernise of Die” 2016 and the Office for National Statistics report “Productivity in the construction industry, UK: 2021”
