2 minute readThe glossary of a recovery strategy of a different order contains a term builders and their rich system of partners might do well to take stock in: terminal uniqueness.
Entrepreneurial at heart and in their souls, firms and their leaders and their field teams tend to lean hard into an instinct to “go it alone.”
Nowhere has this hard-wired gut reflex more evident in most approaches – up to now – to solving building’s 360-degree, 365-day, multiplier-effect challenge: attracting, retaining, nurturing, and growing now and next-generation human capability.
We’ve written here, building’s problem is not truly a labor shortage, it is rather a capability opportunity, but one whose doorway in amounts to nothing short of cultural change.
Going-it-alone is now so 1800s, 1900s, and early 2000s.
Now, urgently – in the Albert Einstein sense of the expression of not doing the same thing over and over again and expecting a different outcome – it’s all about real estate and construction doing it together.
Making careers in one of the building trades sexy – effectively, what must and can occur in the very, very near-term or else a Builders’ Cliff awaits – is the job.
People in real estate and construction and engineering and design and investment have triumphed, consistently and with aplomb, against harder problems and sorer pain-points. But this time, given an ingrained Second Nature that determines they silo and resort to an every-man-for-himself action plan, the odds of failing and flailing up against the human capability challenge steepen.
