By the second week of its rollout, a new process is already slipping. A superintendent still tracks notes “the old way” because the job is moving too fast. A foreman bypasses the new reporting system to address staffing problems.
“Change is hard. We’re biologically wired against it,” says Wally Adamchik, president of FireStarter Speaking and Consulting. “The more you push the system, the more the system will push back.”
Contractors are rolling out more technology, reporting systems and operational changes than ever as companies try to manage labor shortages and production pressure.
But many initiatives lose traction before crews fully adopt them, especially when companies rely on announcements instead of accountability and consistent leadership behavior.
Change may not be easy — but with the right leadership tools, it doesn’t have to be hard.
Change may not be easy — but with the right leadership tools, it doesn’t have to be hard.
ANNOUNCEMENTS RARELY CHANGE BEHAVIOR
More than half of respondents in Wally’s 2025 People in Construction Report said change initiatives often fall short. Many contractors respond to stalled adoption with more meetings and reminder emails — an approach he calls “mass exposure.”
The problem is that crews respond to change differently. Most rollouts involve four groups:
- Advocates who support the rollout
- Incubators who are still evaluating it
- Apathetics who remain disengaged
- Resistors who openly question whether the change improves the work
Some of those reactions are easy to misunderstand.
“Resistors are not bad people,” Wally explains. “In fact, resistors could be some of your best people. Because they love the company so much, because they’re attached to the ways that have made it successful, they’re like, ‘Are you sure you really want to do this?’”
WHAT MAKES CHANGE STICK
With the variety of reactions contractors will have on a crew, they need systems to approach change.
Wally describes the systems that reinforce adoption as “levers of change.” In construction, the most effective levers are practical, visible and repetitive.
One-on-one conversations: Personal connections often matter more than company-wide reminders. Supervisors, project managers and respected field employees carry more credibility than a generic email from HR because they understand real jobsite conditions.
Infrastructure and training matter: New systems are often introduced without dedicating enough time, staffing, training or operational support to make the change workable under production pressure. Software rollouts are a common example: companies invest in the platform but expect crews to adapt while projects are already moving, leaving little time for training or support.
Leadership behavior affects adoption: A company may require digital reporting, updated safety procedures or new documentation standards as part of a new initiative. But if field leaders continue using the old system under schedule pressure, crews will follow their example. Abandoning enforcement just a few weeks into a rollout can also create “change fatigue,” where crews assume the next initiative will eventually fade.
Change takes time: The amount of repetition adoption requires is often underestimated. New habits can take months or even years to become standard practice, especially when crews are balancing schedule demands, staffing shortages and changing operational priorities.
WHEN ADVOCATES GET OVERLOADED
Companies already know their advocates — the supervisors, foremen and field employees who test new processes early, help coworkers troubleshoot and keep momentum going when adoption slows.
But these advocates can burn out. The same people who carry one rollout are often asked to carry the next while still handling their regular work. This creates frustration among the employees who leadership relies on most.
The solution is to build a wider support network so that adoption doesn’t rest on a few high performers. Rotating who leads a toolbox talk, who checks digital reporting and who tests a new workflow helps build capability without overloading your strongest advocates. Pairing experienced advocates with emerging ones also creates depth, so momentum doesn’t collapse when production pressure pulls someone away.
When trying to improve rollout adoption, start by asking three questions:
- Do crews have enough support to use the new process under real jobsite conditions?
- Are field leaders following the same standards they expect from everyone else?
- Are internal advocates being recognized and supported instead of overloaded?
Be patient: meaningful adoption takes time. But for contractors navigating ongoing labor shortages, operational pressure and technology change, standing still carries its own risks.
“Good is the enemy of great,” Wally says. “‘Fine’ is a risky place to be, because the competition is trying to change that status quo.”
Explore more about The Easy Way to Make Hard Changes. Watch the full session by purchasing On Demand Education Access from the CONEXPO-CON/AGG 2026 show.
PHOTO COURTESY CONEXPO-CON/AGG
