Redefining Construction Leadership: How Mortenson Superintendents Build Culture & Inspire Teams
The construction industry is experiencing a fundamental shift in leadership expectations, and nowhere is this more evident than in the evolving role of the superintendent. What was once a position defined by command-and-control tactics is being transformed into something entirely different—and far more effective.
Superintendents for Today’s Modern Jobsites
If a superintendent’s been running jobs for a while, he or she has probably noticed: the construction industry is evolving faster than ever. The traditional superintendent operated in a world where success was measured primarily by staying on schedule and under budget, and all too common was an authoritarian approach that prioritized profit over people.
Today's construction landscape, however, demands something entirely different. Many seasoned superintendents have likely seen this firsthand and experienced those moments when a project clicks because everyone feels heard, supported, and empowered to do their best work. Or perhaps on the flip side, they’ve witnessed talented people walking away from companies that still operate like it's 1995.
The successful superintendents who are genuinely excited about their work these days? They're the ones who've discovered that leading through collaboration rather than might and intimidation doesn't just feel better, it delivers better results.
A New Standard is Set by Next Generation Superintendents
So, what defines a next-generation, all-star superintendent? It starts with mastery of the fundamentals: strong trade partner management, superior safety culture and outcomes, quality control, discerning scheduling, and the ability to manage people effectively. Yet, this key technical competence alone isn't enough. What sets truly great superintendents apart is their understanding that success extends far beyond project metrics.
The best superintendents today lead with genuine care for people. They've evolved from stern task managers to inspiring coaches and mentors who combine deep expertise with authentic, caring leadership. They approach their crucial role with positivity and commitment to the collective team win. They believe in their teams' capabilities and demonstrate daily what’s possible when you empower others. They champion a growth mindset that embraces the challenges of an ever-evolving industry, viewing change and innovation not as obstacles but as opportunities.
Ultimately, the most effective superintendents build high-performing teams by investing in people's development and crafting job site cultures where everyone—from apprentices to seasoned trades—feels valued and inspired to do their best work. Their legacy isn't just measured in completed projects, but in the careers they've shaped and the new standard they’ve set.
The Mortenson Difference
At Mortenson, this evolved approach isn’t just an ideal—it’s lived out daily by some of the industry’s best superintendents, guided by core company principles and practices that shape every decision and interaction.
Our Culture Principles in Action
Trust, responsibility, and simply doing the right thing form the foundation of every strong superintendent's approach. They operate with integrity and hold themselves accountable for outcomes, whether positive or challenging. When difficult decisions arise, these leaders choose the path that maintains trust with their teams, trade partners, and customers and communicates honestly, understanding that short-term gains built on compromised integrity always lead to long-term problems.
Teamwork fuels how Mortenson superintendents approach project management at scale. Rather than dictating from above, they create collaborative environments where every voice is heard and valued, and accountability is shared. They empower others to achieve their best performance. This positive, team-first approach doesn't just improve morale; it delivers better project outcomes.
A customer service mindset permeates everything these leaders do. Whether supporting internal teams, trade partners, or customers, Mortenson superintendents operate with care and pursue excellence. They solve problems by inspiring what’s possible and customize innovative experiences and solutions alongside their team. They understand that their role extends far beyond site management to creating experiences that exceed expectations.
Additionally, Mortenson superintendents champion a zero-injury culture above all, understanding that protecting people is a moral imperative, a business necessity, and simply the right thing to do that enables the success of everything else.
Key Differentiators for Mortenson Superintendents
Superintendents, both old and new, will say what sets Mortenson apart is the company's family-owned foundation, which creates a genuinely family-like feeling throughout the organization. This means authentic and meaningful relationships and a culture characterized by psychological safety and open communication, where every team member's voice has weight.
“Mortenson really does give that family feel. Especially working on traveling projects like wind and other energy projects. We’re out here as a team together, and it feels different in that regard than other places,” says seasoned Superintendent II, Steve Lembke, with our Wind Operating Group.
Notably, the company’s continued growth has both driven and enabled greater investment in people. Mortenson’s expansive portfolio and focus on career development provides superintendents with resources and pathways for growth that others cannot. Career paths regularly cross all divisions and levels of the organization.
Additionally, with our size and scope and thoughtful approach, Mortenson provides robust people resources. This means clearly defined roles and responsibilities that help superintendents focus on what they do best while delegating important responsibilities to capable team members.
“Learning to step back because we have the support and people to step in and take the responsibility versus having to worry about everything all on your own is a huge differentiator. Now I can focus on manpower, equipment, and making sure the crews have what they need…I'm not stressed out and I can actually go home and sleep and not think about work,” says Daniel Rountree, Electrical Superintendent I with our Solar team.
When We’re Operating at Our Best
Our teams provide the ideal foundation where Superintendents can thrive and do their best work; it’s the difference between working for a company and working with one.
Leading Others’ Legacies
The most exceptional Mortenson superintendents embrace their important leadership role and genuinely enjoy the opportunity to develop the next generation of construction professionals. They find fulfillment in leading and coaching those around them, understanding that their legacy is built not just on the projects they complete, but, perhaps most meaningfully, in the careers they help launch and develop. Many seasoned superintendents will credit others before them doing this for them as their motivator paying it forward.
Leading Through Collaboration
These leaders master cross-functional collaboration, building strong partnerships with craft workers, engineers, project managers, trade partners, and other essential stakeholders. They recognize that large-scale construction requires team effort, not isolated decision-making, and continuous refinement together.
Whether it's spending additional time on-site with customers to address concerns or dedicating Friday mornings to work directly alongside craft teams, these superintendents invest in relationships that become the foundation for future success. They understand that the time spent building trust and understanding today pays dividends when challenges arise and critical decisions must be made quickly.
Leaders Who Actually Listen
Mortenson superintendents will also highlight the support and mentorship they receive from their leadership as key to their success. Field Operations Managers, other Operating Group leaders, as well as other backend support teams provide comprehensive leadership resources to accelerate superintendents’ growth and anchor them with support.
“They’re always readily available when you need to speak with them one-on-one, whereas at much larger companies you don’t have that level of transparency and access. There’s always willingness to help one another versus the figure it out mentality,” says Randall Harvey, Superintendent I with our Civil Operating Group.
Superintendents are also involved in critical decisions about their teams, from providing input on hiring decisions to recommending career advancement opportunities for team members. This ensures that those closest to the work have a key voice in shaping their teams.
What This Means for Your Career:
- Unlimited Growth Potential
Mortenson provides clear career progression pathways that allow you to advance based on performance and potential. Continuous learning and development programs, including our latest comprehensive Skills Development program, ensure that you can build the capabilities you need to reach the next level. - Innovative Work that Never Gets Old
The breadth and depth of Mortenson’s diverse Operating Groups is exciting. You might lead data center construction one year and renewable energy or stadium projects the next, building invaluable experience and an exciting legacy. - Support Systems that Matter
Mortenson's support systems are comprehensive: experienced mentors offer guidance and wisdom, technical training keeps skills current, work-life balance is genuinely valued, and competitive compensation recognizes excellence. - A Broader Impact
Mortenson superintendents don't just build projects—they influence industry best practices and help set new standards for what construction leadership can be. They also build meaningful projects that shape communities. This fosters fulfillment through meaningful work that extends far beyond individual projects;
Join the Movement
The construction industry is being redefined by leaders who understand that success comes through people, not despite them. Mortenson is at the forefront of this transformation, and we're looking for superintendents who want to be part of the movement.
If you're ready to join a company where your leadership can have a lasting impact, we want to hear from you. The future of construction leadership is being written today, and there's a place for you in that story.
Ready to redefine what construction leadership looks like? Let's build the future together. Apply now.