Leading Through Complexity: Practical Lessons for New Leaders in Construction and Engineering
Barbra Carlisle • December 12, 2025
Leading Complex Projects: Tips for New Construction & Engineering Leaders
Introduction: Why Complexity Is the New Normal
UK infrastructure and construction projects are becoming more complex than ever. Mega-projects like HS2 and large-scale housing developments often run 30% over budget and a year behind schedule because of governance and leadership gaps. The National Audit Office stresses that complexity demands special leadership capabilities and decision-making frameworks.
At the same time, 82% of UK managers enter leadership roles without formal training, leaving them ill-equipped to manage people and projects effectively. For new leaders, this is a perfect storm: high expectations, tight deadlines, and limited preparation.
We can learn a couple of things from Liz Mayes’ Insights CEO of Connect Northumberland, who I recently interviewed for The Unlikely Executive Podcast.
Here are three takeaways that apply directly to new leaders managing complex projects:
1. Build Confidence Early
"If you get a bit of imposter syndrome because you're surrounded by brilliant people, then you kind of need to reflect on the fact that you are there as well, and you're probably there for a reason." – Liz Mayes
Tip: When leading complex projects, remind yourself that your perspective matters. Confidence isn’t arrogance, it’s clarity under pressure.
2. Networks Are Your Safety Net
"Growing a network and connecting with people can be the key thing that will get things done." – Liz Mayes
Complex projects involve multiple stakeholders—contractors, engineers, regulators. Building trust and relationships accelerates problem-solving.
Action: Schedule monthly check-ins with key stakeholders, not just the core senior team. Use these sessions to share progress and surface risks early.
3. Know When to Pivot
"Sometimes you've got to make a decision to move on from something if you know that actually it's not as good for you as it once was." – Liz Mayes
For projects, this means being willing to kill scope creep or reallocate resources when the original plan no longer serves the goal.
Action: Implement quarterly project reviews. Ask: What’s working? What’s draining resources without adding value?
Why Leadership Skills Matter
239,300 additional construction workers are needed by 2029, skills gaps will strain project delivery unless leaders adapt.
71% of leaders report stress has surged since stepping into their role, highlighting the need for resilience strategies.
Companies investing in leadership development see 25% better business outcomes, yet most UK firms underinvest in first-time leader training.
Practical Tips for New Leaders on Complex Projects
Clarify Roles Early:
Misaligned teams are the #1 cause of delays. Use RACI charts to define responsibilities.
Prioritise Communication:
80% of leadership time is spent on communication, make it count with structured updates.
Invest in Yourself: Seek coaching or mentoring. Leaders with support are more likely to succeed under pressure.
Further Reading from Glee Coaching
Understand why managing tasks isn’t the same as leading people—and how to master both.
Practical strategies for navigating change without losing your team’s trust.
Learn how to stay in control and let go of those things you cant control.
Closing Thought
Liz’s mantra “If not me, then who?” is a powerful reminder. Leadership isn’t about knowing everything; it’s about stepping up, asking the right questions, and creating clarity when complexity threatens to overwhelm.
Call to Action:
Want more strategies for leading under pressure? DM me and we can have a conversation on how I can support you and your team
Ideas and thoughts on how to lead well through complexity and change
How leaders can manage redundancies well
Senior leadership comes with an unspoken contract. Be decisive but do not intimidate people. Be confident but do not dominate the room. Be passionate but tone it down. Be resilient but do not show strain. One senior leader described it like this: “People want you to be assertive but not assertive. Strong but weak. Passionate but not showing too much passion.” If that sounds contradictory, it is. And yet this is what many experienced leaders carry every day, quietly. When experience does not equal belonging In a recent conversation with a Technical Director who has spent over 20 years in a male‑dominated industry, one question stayed with me: “When do I get to belong?” This was not said from a place of insecurity or inexperience. This was someone who: - leads large, complex programmes - manages global teams - has built capability from the ground up - is objectively successful And still feels the need to prove herself again and again. That constant internal checking, am I being too much, am I not enough, is exhausting. Not because leaders cannot handle pressure. Because the rules keep shifting. The pressure nobody notices Many senior leaders normalise the strain. They tell themselves: - this is just the job - others have it worse - I can push a bit longer Until the body intervenes. One moment shared was stark. Working across multiple major projects, sleeping badly, always saying yes. And then the body simply stopped cooperating. A breakdown that arrived without warning. Not drama. Not failure. Feedback. What resilience actually looked like The shift did not come from wellness slogans or better time management. It came from three grounded changes. 1. Capacity boundaries A clear rule. If something new comes in, something else must move out. Not because of weakness. Because leadership requires judgement about capacity, not endless commitment. 2. Progress over perfection Daily focus on what can realistically move forward. Two completed tasks is not underperformance. It is momentum. 3. Perspective under pressure A recurring reminder in difficult moments: “No one is going to die.” This is not dismissive. It is grounding. It brings leaders out of panic mode and back into proportion. The quiet truth about senior leadership At the top, pressure does not disappear. It simply becomes less visible. Strong leaders are not struggling because they lack resilience. They struggle when they are expected to absorb contradiction, manage everyone else’s comfort, and never acknowledge the cost. Leadership is not about being everything at once. It is about being clear enough to lead without erasing yourself. If this resonates, it is not because you are failing. It is because you are carrying more than most people see.
