I’ve had the privilege of spending nearly my entire professional career working longside the people who build California’s infrastructure—hundreds of relationships and thousands of conversations with CEOs, executives, project managers, jobsite leaders and everyone in between.
Through my role at United Contractors, I’ve had a front row seat to so many construction sector challenges and have been in the ring to tackle our biggest (and smallest) problems. I’ve learned something so obvious, but so often disregarded. Ultimately, it’s not policies, words on a wall, mission statements or designated weeks that will change this industry. It’s us.
How we lead ourselves ultimately determines how we change this industry—pushing past the self-limiting beliefs, fear of criticism or waiting for permission no one is giving—and above all else, with courage to lead ourselves in spite of the voice in our own heads.
I did not set out to become CEO of United Contractors, or of anything. I set out to make a difference wherever I could, and be an essential part of what I was working on. It took one year to let my curiosity about what was possible overcome my fear of failing as CEO. But I had to say yes and be willing to take the big risks. This lesson has been as much a part of my leadership journey as anything.
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Watch Emily Cohen’s full June 15 keynote speech at the 2026 Groundbreaking Women in Construction conference HERE
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You don’t have to be the most experienced person in the room or on the jobsite. Sometimes, you just have to be the one willing to say, ‘‘I think there’s a better way.” I’ve worked hard to make sure that wherever I show up, I’m adding value. My goal has been to overcome the idea that I’m exceptional because I’m a woman, and replace it with the fact that I’m essential. That’s the shift I want everyone in this industry to make.
Every time a talented person decides to stay quiet rather than risk being judged, our industry loses ideas, innovation, future leaders and talent that we desperately need.
How we lead ourselves is the most powerful form of leadership there is. It’s how we change this industry, and I’m convinced it’s the only thing that will. So here are some truths as I see them. First, lead with authenticity to build trust. Own what you know and what you don’t know. There is tremendous power in being genuinely yourself—unapologetically and without hesitation. Lead with authenticity, and you inspire others to do the same.
Second, don’t be boxed in by stereotypes. You can reject or accept assumptions others throw at you. In this way, you teach people how to treat you. Third, be the person who finds a way. I am often amazed by how many people invest a lot of time and effort in identifying problems, but much less in coming up with solutions. Focus on solutions and surround yourself with people who are solution-oriented.
Fourth, be emotional. As humans, we are supposed to emit emotions. It’s which ones we choose to lead with that matter. Anger, frustration, jealousy and stress are emotions that can bring down businesses—and nations. Kindness, compassion, gratitude and joy are powerful emotions that change people, companies and communities for the better.
Fifth, give people grace. It’s way more powerful than belittling them when they get it wrong. People are imperfect, but if our goal is to change the industry, we have to leave room for them to mess up and find a better way. That doesn’t mean accepting bad behavior or tolerating disrespect. It means knowing when and how to draw a hard boundary, and when there’s space for a better conversation.
Finally, think about the leader you want to be—not the title or office but your impact, and practice being that person each day. In my career, others saw potential in me before I could see it in myself. Growth lies between hard truths and unwavering belief. Find people who inspire, encourage and tell you what you need to hear—not what you want to hear.
This industry isn’t for everyone. It’s high stakes and high stress. But it is for anyone with courage, smarts, real work ethic and an entrepreneurial spirit, who loves building something that matters.
I had no plan to be a CEO. I kept showing up, I spoke up, I didn’t compare myself to anyone, I found a way to solve problems and I practiced becoming the leader I wanted to be long before anyone gave me the title.
The future of construction will be built by those who lead themselves well. Choose curiosity and courage over fear. Be a champion for someone else. You are a powerful leader for the industry. Show up that way!
Emily Cohen is CEO of United Contractors, one of California’s most influential construction advocacy groups, with 800 union contractor and affiliated industry partners. This viewpoint was adapted from her June 15 keynote at the ENR Groundbreaking Women in Construction conference in San Diego.
Source: www.enr.com
