Strong Foundations: The Leadership Skills Every Construction Executive Needs

"You get a lot farther with people if you partner with them, engage with them, and show that you're genuinely concerned with their point of view as well as yours." These words from Brian Hochnadel, Vice President of Casino Construction and Development at Yaamava' Resort & Casino at San Manuel, set the tone for true leadership in construction. With decades of experience managing large-scale projects, Hochnadel has seen firsthand what separates good leaders from great ones. His insights offer a roadmap for aspiring executives looking to build not just structures, but strong teams and lasting careers.

Leadership Is a Mindset, Not Just a Title

Leadership in construction isn’t about knowing everything. It’s about knowing how to approach problems and people. Hochnadel stresses that no person can have all the answers in an industry as complex as construction. “There’s always something to learn,” he says. “I’ll ask our contractors to explain to me, ‘Why are you doing it this way?’ Because things do evolve and new technologies come out.”

Curiosity, adaptability, and the ability to engage with others are essential. A strong leader isn’t the one who dictates solutions but the one who asks the right questions and listens. They allow their team to take ownership and responsibility of specific tasks and decisions. Hochnadel explains, “I tell all of my project management team members that these projects will run themselves, whether I’m here or not. That doesn’t mean the project is going to fail. I think what that does is it checks the ego, right? The ego doesn’t become a part of decision-making or negotiating.”

Decisiveness Without Perfectionism

In high-stakes projects, decision-making speed can be as crucial as accuracy. Hesitation can cost time and money, but perfectionism can be just as damaging. Hochnadel follows the 80/20 rule — focusing on the most critical factors rather than chasing a flawless outcome. “Don’t dig in and try to get to a hundred percent perfect decision,” he advises. “Do the best you can with the information you have and then move on. Make decisions efficiently and stick to them.”

The ability to strike this balance is especially important in casino construction, where timelines are non-negotiable. “Every minute a project isn’t done or an area being worked on isn’t open in a casino, it’s costing the casino money,” Hochnadel explains. “It changes your thought process on solving problems.”

The Art of Communication

Construction leaders don’t just work with contractors and engineers; they interact with every department, from finance to hospitality. Effective leaders understand their job revolves around managing communication. A single misinterpretation can cause costly delays or rework. “You can’t just use construction speak. You have to translate for them and make sure they understand the effects of the decisions they’re making.”

This skill is critical to preventing miscommunication, derailing projects, and creating costly delays. Clear, consistent communication fosters trust and ensures everyone works toward the same goal. Mastering communication means knowing what to say, how to say it, and which method to use. A concise email works well for a quick answer to a simple question. But when dealing with major project blockers or significant decisions, it’s crucial to sit down with stakeholders, outline the facts, ask clear questions, and present possible solutions and their impacts.

Building Teams, Not Mini-Me’s

Micromanagement stifles growth. Hochnadel believes in allowing his team to develop their own leadership styles. “There are times when I have to let them make their own decisions, even though their decision would be different than mine,” he says. “I have to let them do it as long as we’re going to get to the same end result. Let people make their own way because you can’t make a bunch of mini me’s. That’s not realistic.”

Hire and foster a team with diverse experience, whether in years on the job or the types of projects they’ve worked on. A well-rounded team approaches challenges from different perspectives, leading to more innovative solutions. Leaders should seek out individuals who think differently, problem-solve creatively, and bring fresh ideas.

Building an empowered team you trust creates a culture where individuals take ownership, think critically, and perform at their best.

The Value of Humility and Lifelong Learning

Great leaders don’t pretend to know it all. With technology and methodologies evolving constantly, the willingness to admit gaps in knowledge is a strength, not a weakness. Hochnadel urges professionals to embrace humility and be open to continuous learning. “Don’t be afraid to say ‘I don’t know,’” he advises. “If you have such an ego that you can’t admit that you don’t know something, other people in this industry are going to sniff it out. And you’re going to lose a lot of respect.”

By fostering a mindset of growth and collaboration, construction executives can build more than just successful projects — they can build lasting careers and high-performing teams. Hochnadel’s leadership philosophy proves that the strongest foundations aren’t just made of steel and concrete but of trust, adaptability, and a commitment to curiosity.