Hiring an Executive Coach? What Construction Leaders Should Actually Look For
Like what you see? Consider subscribing to get the latest articles here.
Moving from a strong project leader to a top-tier executive isn’t a straight line. The responsibilities change: you’re now making strategic decisions, developing people, and making bets that play out over quarters—sometimes years. A good coach can accelerate that jump. The wrong one will waste time and money.
This is written for high-potential construction professionals aiming for the executive and C-suite levels. I’m currently working on succession plans for more than 5 companies, doing executive coaching with their next-generation presidents/CEOs—often early in their executive journey. The pattern is clear: the climb requires targeted skill building, honest feedback, and a coach who truly understands our industry.
Start here: get specific about the outcome
Before you interview a single coach, answer these three questions for yourself (and write them down):
What do I want to be measurably better at in 90–180 days? (e.g., company-level decision-making, board/owner communication, building a senior team, margin protection at scale)
How will we measure it? (leading indicators you control weekly + a few business outcomes)
What level of accountability do I actually want? (supportive, direct, or “no excuses?”)
Take that one-pager into your coach conversations. Be clear about what you’re trying to get out of the relationship—and make sure you believe they can deliver it.
Criteria that actually matter
1) Lived experience that maps to your world
There are many capable coaches, but far fewer who’ve lived the construction executive journey. You want someone who understands P&L responsibility, backlog risk, bonding realities, labor and capacity constraints, client and GC dynamics, and the field–office tension. Ask for specific stories: “Tell me about a time you helped a VP transition to President and protect margin while growing.”
Red flag: impressive generic frameworks with no construction context.
2) Style fit—and often, style complement
Coaching works when the chemistry is right. It also works when the style stretches you. For example, I’m wired more empathetically, and the best mentors in my career were very direct communicators—exactly what I needed to build early. Consider whether you need a coach who mirrors your style or complements it. If your default is consensus and careful phrasing, a coach who is concise and challenging can help you make crisp decisions faster.
Test: after the intro call, ask yourself, “Did they tell me the hard thing clearly?”
3) Concrete tools and tactics
You should leave sessions with usable tools. Ask what tools they bring and how those tools get customized to you. Examples:
90-day executive plan (three outcomes, owners, leading indicators)
Stakeholder/board communication cadence and templates
Senior team operating system (meetings, scorecards, decision rights)
Deal/market evaluation checklists (go/no-go, risk gates)
Executive presence drills (how to structure the first 5 minutes of any high-stakes meeting)
If a coach can’t show you the path, be cautious.
4) Accountability rhythm you agree on
Decide the cadence and intensity up front. Weekly 45? Biweekly 60? What does “accountability” look like—scorecards, commitments at the end of each session, field observation, stakeholder feedback loops? You’re not hiring a friend; you’re hiring someone who helps you do the reps and hit the numbers. Make that explicit.
5) Tailoring to construction culture and seasonality
A coach who “gets” bid seasons, start-up chaos, handoff failures, change order warfare, and the reality that field time trumps desk time will keep advice practical. They should know why a Tuesday at 7:00 a.m. matters and adjust cadence around jobsite realities.
6) Evidence of impact (and a safe test)
Ask for two references who can speak to behavior change and business outcomes—not just “nice to work with.” Then propose a 90-day trial with a clear exit ramp. Great coaches won’t flinch.
Questions to ask any coach
“What outcomes do your clients typically achieve in the first 90 days?”
“What have you helped construction executives stop doing to scale?”
“Show me a tool you use and how you’d adapt it to my situation.”
“How do you incorporate my boss/board/owner into the process without breaching trust?”
“Describe a time coaching didn’t work and what you changed.”
“What’s your default style when I’m avoiding a hard decision?”
“How will we measure progress—weekly and quarterly?”
Listen for practicality, industry fluency, and a backbone.
What good coaching feels like
It’s direct, practical, and measurable. You leave each session with one to three commitments. The coach keeps your horizon at 90–180 days while helping you make the right move this week. You’ll feel a healthy mix of discomfort and clarity—and your team will feel the difference in how you run meetings, make calls, and develop people.
Closing thought
Be choosy. The right executive coach will accelerate your trajectory, protect your time, and build durable leadership habits. If you’re evaluating options and want a construction-specific perspective, we’re always coaching their next-generation presidents/CEOs early in the journey. If you think that perspective would help you select the right coach—or be the right fit—reply to this email or send me a note. Happy to compare notes, share a sample tool, or scope a 90-day trial.
Spark Notes:
Moving from project leader to executive isn’t about climbing harder—it’s about thinking longer term, developing people, and making strategic bets that last.
The best executive coaches bring lived construction experience, a complementary communication style, and practical tools that translate directly to jobsite and boardroom realities.
Effective coaching is structured, measurable, and uncomfortable in the best way—it keeps you accountable and sharpens your leadership week after week.
Be selective: the right coach accelerates your rise and builds habits that last, while the wrong one burns time and money without impact.
