ABSTRACT
Why is it that the professionals in the property and construction industry are so much weaker at man-management than their counterparts in other industries? I'm talking about our ability to manage teams, to supervise people, to foster young talent. I can't speak for all the professions, and of course there are those exceptions that prove the rule, but an almost universal gripe from the rank-and-file within engineering consultancies is ‘Well, their projects are really interesting and I enjoy the work, but their man-management skills are awful…’ — or words to that effect.
