What Superintendents Really Leave Behind

Advocacy, mentorship + developing next-gen leaders

By Kiersten “KZ” Kaplan

In more than 25 years in the industry, I’ve built almost everything except a bridge or a stadium. Today, I’m leading a major project in Baltimore, Maryland that will add more than a half-million square feet of life sciences research space. But it’s also an opportunity to reach more than 1,000 people, from carpenters and laborers to young professionals starting their careers. I’m at a point where I’m not just building projects; I’m building people. And that means I can help affect how my company shows up in our community and how we create meaningful craft and trade experiences.

I had started on a construction management track until a teammate said, “You’d make a great superintendent. Want to try it?”

I knew I never wanted to sit in an office every day, so I jumped in. I even worked through pregnancies and nursing during two building turnovers. I never wanted to be treated differently. Now I know sharing these experiences matters, especially for the next generation of builders.

The lessons I’ve learned apply to every superintendent, no matter their background. I believe if we all embrace them, they can help change the industry.

Unlock advocacy by being replaceable
No one stays in their role forever. Ideally, we retire. So the real question is: who are you preparing to take your place? What tools are you passing down?

Early in my career, I had people who told me, “Give it a try,” or “You can do it.” That advocacy changed everything for me. We have many people eager to grow, and we can help guide their tenacity in the right direction.

This is especially important for women in the field. We need to share our stories so the next generation of women can see there are people they can ask all their questions. I wish I had somebody early in my career who could mentor and guide me without it feeling awkward. Today, we have enough women in superintendent roles to start this.

I’ve been working with a young woman on my team who wanted to get on the superintendent track. We’ve gone through thick and thin together and it’s incredible to watch her blossom into how she wants to be as a superintendent. When I eventually hang up my boots, she – and those she will mentor – will keep the work moving.

Break the glass box
I hate the term “glass ceiling.” For the women I mentor, it feels more like a glass box. Breaking out of it takes advocacy, tenacity and real leadership skills.

We’re problem solvers by nature in construction. But we need to pair that with the right coaching and honest check ins: Where are you struggling? How can I help?

By asking, we can make sure the next generation is breaking free of their perceived constraints, while also opening doors for them.

I believe it’s important to foster good relationships and help show others how to do that, too. But it also takes looking in the mirror and making sure that we’re actually doing the things we say and share with the people we’re mentoring. Actions always speak louder than words.

Walk with a quiet stick
As women, it’s easy to feel like we have to match a stereotypical construction leader’s presence. But one of my mentors told me something that stuck: “Walk with a quiet stick.”

I’m not the biggest person and some might call me “fierce,” but I’ve learned my voice doesn’t have to be loud to be effective. My teams and mentees remember how I work, follow through and treat people far more than anything I say. This industry runs on relationships and how we show up for one another.

As leaders, we should always ask: What do you need from me? What can I do to help?

Those questions can open doors at any career stage.

Understand your value
Imposter syndrome is real. I didn’t always understand how good I was at my job. In construction, many of us are humble by nature. We just get the work done.

But it’s OK to understand your worth. It doesn’t mean you’re egotistical. It means you see the contributions you’re making to your project and your company.

As mentors, especially to other women, we need to celebrate great work and not treat everything as “just part of the job.” A simple “nice job” can be the encouragement someone needs to take their next big step.

Kiersten “KZ” Kaplan is a general superintendent at DPR Construction based in Baltimore, Maryland who mentors up-and-coming superintendents at DPR.

_{Editor’s Note: Women in Construction Week is March 1-7. For more information and resources, visit https://nawic.org/wic-week/ and join the movement.}