A Leadership Lesson That Empowered My Team as TC2 Soars High Above Mount Barker
By Load 28 Managing Director, Marcus Rigney
Running a business is one of the most rewarding things I have ever achieved, but also the most demanding. Like many business owners, I have poured my heart and soul into building something meaningful. The early days were all about pure hustle, adrenaline, long hours and the determination to succeed.
That drive is hard to turn off. Even as my business grows, it’s easy to remain in “do-it-all” mode, as that mindset is what got me here. But over time, I have found myself stretched too thin, feeling overwhelmed, and at times, unsupported.
Feeling a lack of support is common amongst leaders, especially for those like me that struggle to relinquish control. I have often hindered my team, and myself, by my inability to let go, driven by a fear of failure, the heavy weight of responsibility and the ongoing pressure to deliver for my clients, staff and family.
So last weekend, I took a significant step back and entrusted my crew with complete responsibility for erecting our Potain MCR 305 tower crane at the Mount Barker Hospital redevelopment. This marks our second tower crane installation at this site for tier one builder, Built. As a leader who prides myself on being on the front lines, this was no easy feat, and my phone was glued to my hand all day.
Affectionally named ‘Lifty’, tower crane two was delivered safely and efficiently, and commissioned in just one day. Watching my team plan and coordinate this important installation, and then execute it with confidence and precision, was one of the proudest moments of my career. Not only did they exceed my expectations, but demonstrated the valuable and often confronting lessons they have learnt over the past 10 months. Their combined efforts leading to the successful erection of 12 out of the 21 tower cranes currently operating across Adelaide.
Crane work is not for the faint-hearted, and holds numerous challenges. It can be complex and requires meticulous planning and execution. Even when you feel you have accounted for all possible obstacles and have contingency plans ready, complete preparation is never guaranteed. Such is the nature of the construction industry.
In August, we faced one of our most demanding and complicated TC erections yet. This job was fraught with difficulties, including adverse weather, high winds, and site flooding. These conditions not only made the process physically demanding, but also posed significant safety risks. We were thrown curveball after curveball, having to navigate reduced visibility, slow progress and it required a high level of attentiveness.
The crew and I had been working long and demanding hours. A booming construction sector, combined with a critical skills shortage, had resulted in significant pressure to meet tight project deadlines. The significant strain we faced was intense and tested our ability to work cohesively under less-than-ideal circumstances. By the time night fell and the installation was complete, we were cold, wet, hungry, exhausted, and deflated. It was an incredibly tough job.
But facing these obstacles provided my team with invaluable lessons for the future – teaching them to turn challenges into opportunities for growth – building resilience, enhancing problem-solving skills, using critical and creative thinking to find solutions, strengthening their communication and fostering collaboration and teamwork; learning to trust in their collective abilities.
But it was me who took away the greatest lesson that day: I can’t do everything!
Upon reflection, I faced the hard truth that the immense pressure I was experiencing only hindered my team. Leadership often comes with the pressure to manage everything perfectly, but I am learning that delegation doesn’t mean I’m losing control, it means I’m empowering those that I have carefully selected and trained for the challenge, allowing them the freedom to leverage their skills independently.
The best decision I made last weekend was trusting in the expertise and skill of my team. The successful installation of ‘Lifty’ was a powerful reminder that sometimes as leaders, we have to take a step back. It requires us to shift our mindset from doing to developing, and from managing tasks to nurturing people.
The stark realisation that I can’t do it all has been a pivotal and powerful turning point for me. A result of lessons learned the hard way. I’m not saying I’m quite there yet, but I am on my way. Well done lads! You nailed that installation, without me breathing down your neck…and I couldn’t be prouder.
