Provided by Kit Ozburn, President
September 16, 2026
“What in the world are you doing here?!”
I was welcomed warmly by a field leader at a jobsite shortly after 6AM one humid July day. The jobsite is the best place in the world, and yet, the constant churn of meetings, huddles and impromptu “got a sec” conversations seem to multiply until my calendar is dry of all whitespace. So, last summer, I decided to devote time to work remotely. Not at home, and sadly not in front of a beach. No, even better. I worked remotely at the best place in the universe, the jobsite.
“What did I do to deserve this” the field leader remarked as he greeted me with a firm handshake and a pour off the fresh coffee pot. During that day, I walked the project site, marveled at the innumerable challenges of each day, and enjoyed the unique camaraderie of a group of men and women, exhibiting their God-given abilities in creating the built environment. As one of my most admired mentors once shared with me, those craft workers in the field under his care should leave the site each day “a little sore, a little dirty, totally safe, and with a great sense of accomplishment.”
What struck me that day was not simply the complexity of the work. It was how much of the team’s energy was devoted to creating clarity amid uncertainty.
During my recent site visit, I was amazed at how the team carefully and intently created direction among so many stakeholders. At this particular project, three buildings were rising at once, but in slightly different stages as the sequencing of trades flowed from one to the other. Complex integrated audio and video systems were still in design causing teams to create provisions in the building for future installations. Inconsistent activities from the municipality created obstacles to the project schedule with critical milestones. Weather and subsurface soil conditions presented unexpected challenges.
In short, uncertainty abounds.
That is not unusual in construction. Weather changes. Site conditions surprise us. Designs evolve. Schedules shift. Materials arrive late. Decisions made months earlier encounter the realities of the field. Our teams are remarkably capable of handling pressure and solving difficult problems. But there is a difference between the uncertainty inherent in our work and the uncertainty we create for one another.
When someone does not know what is expected of them, which priority comes first, who owns the next decision or why a decision was made, we add a mental load that does nothing to advance the work. As leaders, we may not be able to eliminate uncertainty, but we should be careful not to create it where clarity is possible.
The calendar reminds me of a couple of critical recognitions. This week marks “National Construction Appreciation Week.” Let’s all show our appreciation for the amazingly talented skilled craftspeople in our industry.
It may seem simple, but at T.W. Frierson, acts of kindness and appreciation include “clearing the sidewalk” for the team next to you. Honoring your team can be expressed by preparing a thoughtful meeting agenda or completing any preceding work product with thoroughness. It can mean clearly defining who is responsible for the next step, communicating when priorities change, making a decision when others are waiting on it, or taking the time to explain why a decision was made instead of simply communicating what was decided.
Clear and consistent communication is an act of care.
I’m compelled to ask myself how I can “clear the sidewalk” for those in my path today?
As a servant leader, what might you do to support those around you in a meaningful way?
So many in the industry surrounding design and construction entered the industry with an innate admiration for the built environment and also because of a sincere affection for the men and women who build it. I am compelled to imagine how I can support certainty within our teams, especially as information flows ultimately to the field.
There is so much uncertainty inherent in the building process. We do not need to add to it unnecessarily. Let us “clear the sidewalk” and create as much certainty for those teams as possible. When people know what is expected, understand what matters most and have the information they need to move forward, they can focus their energy on doing their best work.
Perhaps without coincidence, this week also marks Construction Suicide Prevention Week. It is an important reminder that the pressures carried by the men and women in our industry extend well beyond the challenges visible on a project. Schedule pressures, labor challenges, travel, isolation and the demands of the work can contribute to stress and burnout. As leaders, we have a responsibility to reduce the unnecessary stressors within our control while also creating an environment where people know that asking for help is not a weakness and support is available when they need it.
At T.W. Frierson, our core purpose challenges us to create a foundation for people to thrive, which involves participating in the redemption of the brokenness within our beloved industry.
Recently, we have engaged in this pursuit with a wonderful partner, passionate about meeting these needs at the moment. Committed to supporting the construction industry, BuildWell Health bridges the treatment gap reaching those individuals who typically suffer in silence. Rather than expecting members of the industry to seek traditional mental health treatment through finding a provider, scheduling a future session, and then following up, BuildWell provides immediate services designed to remove some of those traditional barriers and make help more accessible at the moment of need.
There is a connection in all of this that I continue to consider. We cannot remove every pressure our teams will encounter. We cannot control the weather, eliminate every unforeseen condition or make construction predictable. But we can ask ourselves whether the people around us have the clarity, information and support we are capable of providing.
As we confront the realities of the industry, all the variables, all the uncertainties, I hope you will join me in sharing appreciation for the great men and women who engage in the worthy endeavor every day. Perhaps today, we can “clear the sidewalk” for someone around us. Provide clarity. Close the communication loop. Make the decision. Explain the why. Remove an obstacle. Ask how someone is doing and take the time to listen.
These may seem like small acts, but they communicate something important: I see the work you are doing, I value it, and I do not want to make it harder than it already is.
Rolling through the gravel construction access drive at the end of the day at the jobsite, I was filled with an admiration for the unseen challenges confronting field teams every day. At the same time, I am deeply grateful for the privilege of joining in the struggle, developing enduring support structures, and honoring field teams with the dignity earned every day at the jobsite, the best place in the universe.
