The Evolution of Character in the Construction Industry
It was the fall of 1985. I was in my last semester at the University of Florida, just a few short weeks before finally finishing my degree in Building Construction, when one of my professors uttered these words:
“When you tell people you are a contractor, most of them will immediately assume that you are dishonest and can’t be trusted.”
This professor, a well-respected instructor in our program, was himself a retired contractor. But he was making a point about character that each of his students needed to hear: the construction industry had an image problem.
January of 2026 marks exactly 40 years since I started my professional construction career.
On anniversaries such as this, one tends to reflect on one’s chosen field of work. As I look back on the past 40 years, certainly much has changed in the construction industry in the forms of technology, materials, installation methods and more. But what about the perception of the character of a contractor? Would I utter those same words my professor spoke four decades ago to a group of students today?
The Perception of Character
In the 1980s, the construction industry was different than today. An internship meant you were working in the field as a laborer or carpenter. Technology, certainly as it exists now, was nonexistent. Jobsite safety, while understood and practiced at a basic level, was less monitored. The great majority of superintendents and many of the project managers had risen to their positions through years of practical work experience without the benefit of a college degree.
I remember hearing that a career in construction required working long hours and tolerating demanding jobsite environments, that compliments would be few and far between, and criticism was to be expected.
Regarding the concept of character, I was told I would be dealing with my fair share of unscrupulous individuals. Construction, it was explained to me, would be a tough career.
With that said, in those early days, I never felt I worked in a disreputable industry. With few exceptions, the individuals I worked with and for were of high character. They took pride in their personal integrity, always told the truth regardless of the consequences, had a tremendous work ethic, and demanded high expectations from colleagues and co-workers.
But it soon became apparent to me that I did work in an industry that was perceived as being devoid of character. Construction projects deal with large sums of money, and for most projects, that money flows through the contractor. Often those who worked on the owner’s side would say that contractors could not be trusted and would find every way to line their pockets. Architects and subcontractors had the perception that the contractor’s intent was to continually pass blame for errors. From my own colleagues in the construction industry, I was told to trust others with a degree of caution.
My college professor’s words were ringing true. Whether right or wrong, from multiple perspectives, there was a character issue.
Changes for the Better
But after a few years, I noticed a shift had begun. Our industry started using more words like collaboration and team building. Efforts were made to better define expectations among project team members. Contractors, designers, and subcontractors realized that by working together, beyond their individual silos, they could deliver projects more successfully. I also started to notice that those individuals who exhibited behaviors associated with low character were less tolerated in our industry, considered toxic in many companies, and found themselves on the outside looking in.
I believe that there were two primary reasons for the shift, along with a third that might be less measurable. First, there was a strong desire for change. Construction specifically saw the need to be perceived as a more professional industry. Projects were becoming more complex, and their owners demanded higher-quality buildings that were completed faster and at the best cost available.
Realizing improvement would only occur through greater collaboration, this led to more usage of contractual project delivery methods including Design-Build and construction management – both of which required early project team development and partnering.
In addition, more projects were being awarded on a qualifications basis, and less on a cost-only basis.
Second, education within the construction industry became much more prevalent. When I was a student in the early-to-mid 1980s, there were only a handful of colleges or universities offering formal construction degrees. Today, there are more than 100 universities in the United States offering construction management degrees, many at some of the most acclaimed campuses in our country.
Furthermore, construction firms have made continuing education both available and a requirement. This education goes beyond technical subject matter, with management and interpersonal skills being taught at all levels. It goes without saying that individuals working in today’s construction industry are the best trained and most highly educated in history.
While less measurable, I am further convinced a third reason exists, which is the impact of low character upon a company’s bottom line. In his book “Hidden Potential,” author Adam Grant states, “Character skills enable you to transcend that tendency to be true to your principles. It’s not about the traits you have, it’s about what you decide to do with them. Talent sets the floor, but character sets the ceiling.”
Outlook for 2026 and Beyond
As I look back on my career, I have had the opportunity to manage, either directly or indirectly, hundreds of individuals who worked at my company or were under my direction when I was an executive at a large construction firm. When I recall dealing with problems, whether it was a significant issue on a project, a major complaint from a client, a dispute with a subcontractor, or an internal situation, rarely was that problem a result of incompetence or a lack of talent. In virtually every case, the issue stemmed from a lack of character, either from someone within my team, or from outside the company.
If my experience has taught me one thing, it is this: Excluding material defects, the vast majority of problems that occur in construction can be attributed to a lack of individual character.
Understanding all that has occurred over the past 40 years, does the construction industry have a perceived lack of character today – the same as may have existed when I was a college student? That remains a question that can’t necessarily be answered by data and facts. But here is what I see when I look at our industry in 2026:
I see an industry of well-educated men and women who strive to be professional and deliver good work. I see an industry that seeks continuous improvement, both from a technical perspective and a management perspective. I also see an industry that has become less tolerant of those few bad apples who would seek personal enrichment by whatever means they feel appropriate. I see collaboration and trust among the design, contractor and subcontractor teams, which has improved projects and businesses. I further see an industry where character is meaningful, important, and necessary for success.
Construction is still a tough career. But for those entering the construction industry today, my perception is that they are entering a field where character is embraced and expected. My hope is that through their actions and work, they will further endeavor to maintain that perception.
Main photo (top of page) – Brian King (center) in 1989 with Howard Suitt (left) and Johnny Aiken (right).
About the Author – Brian King is Founder and CEO of A M King, a leading integrated Design-Build firm with offices in Charlotte, NC, Greenville, SC, and Chicago, IL. Employee-owned A M King provides multiple services required of highly complex facilities in niche markets throughout the United States.
