How to lead by example and embrace trust-based leadership in construction
Effective leadership can be the difference between a well-oiled operation and a chaotic worksite. Leaders who lead by example—setting the standard, living the standard, and enforcing the standard—create teams that thrive on trust, accountability, and excellence.
In a recent episode of Construction Trailblazers, I had the pleasure of speaking with Raymond Sonnier, Director of Damage Prevention at GAC Enterprises. With over 30 years of experience in the industry, Raymond has mastered the art of leading by example. As GAC rapidly expands across multiple states, he is implementing leadership strategies that drive safety, performance, and team cohesion.
Listen to the full interview on the Construction Trailblazers podcast here.
In this blog post, we’ll dive into Raymond’s insights on leadership, how to build trust in a team, and how he’s navigating the challenges of leading a fast-growing, multi-state operation.
Key Takeaways:
Daily Communication is Essential – Leadership isn’t just about top-down directives; it’s about continuous feedback. Teams thrive when they have opportunities to share what’s working, what’s not, and what could be improved.
Empowering Decision-Making – The best leaders trust their teams to make decisions. Encouraging autonomy leads to better problem-solving and stronger leadership development.
Technology is a Game-Changer – While adapting to new tools can be challenging, leveraging technology increases efficiency, productivity, and overall effectiveness in the field.
Balancing Tradition with Innovation – Paper and pen still have their place, but knowing when to utilize digital solutions makes operations smoother and more strategic.
Trust-Based Leadership is the Future – Creating a decentralized leadership model, where employees are trusted to make informed decisions, fosters a more resilient and proactive workforce.
What It Means to Lead by Example
Raymond’s leadership philosophy is simple: Don’t just tell people what to do—show them.
“Leading by example means utilizing my character, my values, and my behaviors as a guide,” he says. “I don’t want my team to do as I say—I want them to do as I do.”
This philosophy isn’t just a theoretical leadership principle; it’s something he learned from his upbringing and honed through years of experience. Raymond emphasizes that leadership requires consistency and accountability.
Set the standard – Define expectations clearly.
Live the standard – Consistently embody the values you expect from your team.
Enforce the standard – Hold everyone accountable, including yourself.
In an industry where safety and efficiency are paramount, leaders who “walk the walk” build credibility and trust with their teams.
Building Trust and Accountability in Leadership
A core theme in our conversation was trust. Without it, leadership collapses.
“As goes the leader, so goes the team,” Raymond says. “The way I carry myself is the way my team carries themselves.”
He shared several strategies for building trust within a team:
Prioritize safety – Safety is a non-negotiable in construction. By demonstrating a commitment to safety—whether through audits, inspections, or fieldwork—leaders reinforce its importance.
Engage in mentorship – Teaching and guiding employees fosters long-term growth and a sense of investment in the team.
Encourage open communication – Employees should feel safe voicing concerns, suggesting improvements, and admitting mistakes.
Recognize and reward excellence – Acknowledging good work reinforces positive behaviors and motivates teams.
Raymond highlighted a recent example where his South Carolina team achieved zero incidents—a significant accomplishment in the construction industry. Rather than letting the moment pass unnoticed, he made sure they were recognized with awards.
“Excellence is our mission,” he says. “When you reward safety and performance, it drives teams to be even better.”
Overcoming Leadership Challenges in a Growing Company
GAC Enterprises is in a phase of rapid expansion, transitioning from a regional company to a multi-state operation. With rapid growth comes leadership challenges—especially when trying to maintain culture, communication, and quality across different locations.
Raymond and his team have embraced technology to bridge the gap.
“We use Google Meet for team meetings, and communication has to be daily,” he explains. “In the past, teams would meet in person once a month. That’s too much time between discussions. Now, we touch base frequently.”
Daily communication ensures that leadership remains engaged with teams across different states, reinforcing the company’s values and priorities. It also creates opportunities to spot small problems before they become bigger issues.
The Three Daily Questions for Effective Leadership
To keep communication structured and effective, Raymond suggests leaders ask their teams these three key questions every day:
What are we doing right?
What are we doing wrong?
What can we be doing differently?
This approach empowers employees to provide input and helps leadership continuously refine processes.
Adapting to Change: The Role of Technology in Leadership
Raymond has seen firsthand how technology has reshaped the construction industry. From paper blueprints to GIS mapping, staying ahead requires adaptability.
“At first, everyone resisted moving from paper to digital,” he recalls. “Now, we can’t imagine going back.”
While he embraces technology, he also acknowledges that tools are only as effective as the leadership and processes behind them. His advice? Use technology to enhance efficiency, not replace good leadership.
He also emphasizes the importance of mindset when dealing with change. “You have to see the positive side of new tools and strategies. If you focus on efficiency, productivity, and communication, technology becomes an asset rather than an obstacle.”
The Balance Between Leadership and Humility
Raymond’s journey in leadership wasn’t without its challenges. He shared a deeply personal reflection on how he found humility through life’s hardships.
“I came to a low point in my life, and that’s when I learned self-leadership,” he says. “Before you can lead anyone else, you have to lead yourself.”
Practicing self-awareness and self-reflection has helped him maintain humility and resilience. He encourages leaders to:
Be open-minded and adaptable.
Regularly evaluate themselves.
Continue learning and developing.
“I still consider myself a student,” he says. “I learn from my peers, my mentors, and even my team members. The moment you stop learning, you stop growing.”
The Future of Leadership in Construction
Looking ahead, Raymond believes that leadership in the construction and utility industries will continue to evolve in response to:
Emerging technology – AI, automation, and digital tools will play a bigger role.
Regulatory changes – Companies must stay ahead of evolving safety and compliance standards.
Workplace safety improvements – Leaders must reinforce a culture of safety without becoming overbearing.
Sustainability efforts – Environmental concerns are shaping construction practices.
Despite these changes, one principle remains constant: trust-based leadership.
“Trust your team to make decisions,” he advises. “When they make mistakes, use it as a teaching moment rather than a punishment. If you’ve hired the right people based on character, chemistry, and competence, they’ll rise to the occasion.”
Final Thoughts: What’s Your Leadership Legacy?
As Raymond approaches retirement, he’s focused on the legacy he’ll leave behind. His goal isn’t just to build a successful team—it’s to develop the next generation of leaders.
“I want my team to be able to do my job,” he says. “And I want them to train someone else to do theirs. Leadership isn’t about hoarding knowledge—it’s about passing the baton.”
His parting advice?
Empower your team – Let them make decisions and trust them to lead.
Invest in relationships – Leadership isn’t just about results—it’s about people.
Lead with humility – Stay open to learning, even as an experienced leader.
“Your legacy isn’t measured by your KPIs,” he reminds us. “It’s measured by the people you’ve influenced and the impact you’ve made.”