A foreman on a job site had grown frustrated. One of his crew members kept forgetting to wear his safety glasses, a nonnegotiable safety protocol. On the first two days it happened, the foreman snapped, “Why don’t you have your safety glasses on?!”
It seemed like carelessness. But later that week, he learned from another team member that the man in question was going through a painful divorce and hadn’t been sleeping well. He wasn’t being defiant; he was distracted, exhausted, and barely hanging on.
The next morning, the foreman saw him without his safety glasses again. This time, he walked up calmly and quietly asked, “Why don’t you have your safety glasses on?” Then he added, “Are you doing okay? What’s happening on the home front?”
Just a few seconds of empathy shifted everything. It didn’t just help one man feel seen; it reminded the whole crew that behind every job title and hard hat is a human being.
In the world of heavy civil construction, strength, precision, and resilience are core to the job. From sunrise safety briefings to long days operating machinery or managing teams across sprawling job sites, contractors show up mentally and physically ready to build.
| Your local Wirtgen America dealer |
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| Brandeis Machinery |
But behind the steel and concrete, there’s another foundation just as critical to a project’s success: the mental and emotional well-being of the people doing the work.
Having partnered with Associated General Contractors of America (AGC) and several state AGC chapters, I’ve had the privilege of spending time with construction teams across the country. What I’ve seen again and again is this: the construction industry is filled with people who care deeply about their craft, their crews, and getting the job done right.
But it’s also an industry under pressure. The weight of deadlines, worker shortages, high-risk environments, and an always-on digital world has taken a toll on mental health.
And yet, there is good news: fostering a culture of connection can transform not only the well-being of your people, but also the quality and safety of your projects.
| Your local Case Construction Equipment Inc dealer |
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| Burris Equipment |
The statistics are sobering. According to the Centers for Disease Control and Prevention, construction has one of the highest suicide rates of any industry in the U.S. Risk factors include job instability, chronic pain from injuries, substance use, financial stress, and a culture that often discourages emotional vulnerability.
Too often, workers feel like they need to tough it out rather than speak up. But as that foreman learned, the bravest thing someone can do sometimes is admit they’re not okay.
Creating space for that kind of honesty starts at the top. Leadership must model what it means to be human — not just hardworking. When leaders are willing to share their own struggles and check in meaningfully with their crews, it sends a powerful message: We’re in this together and your well-being matters.
Connection is more than just a shared laugh at lunch or a post-work beer. It’s a critical factor in safety, productivity, retention, and resilience.
| Your local Leica Geosystems Inc dealer |
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| Laser Specialist inc |
I call it human PPE.
When crews feel seen, supported, and valued, they’re more likely to:
- Speak up before a mistake becomes a safety incident
- Look out for one another on and off the job site
- Show up with energy and focus instead of stress and distraction
One project manager shared how his team starts morning safety meetings with a simple check-in question: What’s your energy level today from 1 to 5? It helps crews develop awareness — not just about how their teammates are feeling, but also how they can better support each other through the workday.
These moments don’t take much time, but they make a lasting impact.
| Your local Komatsu America Corp dealer |
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| Brandeis Machinery |
You don’t need a wellness department or a big budget to improve connections on your team. Here are five simple practices you can start today:
1. Model Vulnerability from the Top
When supervisors, owners, and project managers share their own stress or struggles, it normalizes talking about mental health. Authentic leadership gives permission for others to open up.
2. Create Micro Check-In Moments
Start toolbox talks with a quick energy level check or ask, “How’s everyone really doing today?” You’ll be surprised how often someone opens up when given the chance.
3. Train Leaders in Mental Health First Aid
Many AGC chapters offer training to help crew leaders recognize signs of anxiety, depression, and burnout and respond in helpful, appropriate ways.
| Your local Takeuchi Mfg Ltd dealer |
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| Brandeis Machinery |
4. Make Resources Visible
Display mental health hotlines, information about employee assistance programs (EAPs), and crisis numbers in breakrooms, restrooms, and trailers. Bonus: put wallet cards or hard hat stickers in safety packets.
5. Celebrate Connection as a Safety Tool
Give shoutouts for teamwork and support, not just work output. When people feel appreciated, connection and accountability both increase.
Construction will always be tough. The work is demanding, and the stakes are high. But that doesn’t mean our people have to suffer in silence. We can still lead with strength while showing heart. We can still build bridges and roads while also building trust, support, and human dignity.
As one construction leader in Michigan told me, “We spend all day laying concrete, but what really holds the team together is what we lay down in each other’s lives.”
| Your local LeeBoy dealer |
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| Brandeis Machinery |
The next time you step onto a job site, don’t just check the schedule. Check in with your crew. Ask the extra question. Offer a listening ear. Because in the end, it’s not just the structures we build that leave a legacy —it’s the people we invest in along the way.
Mark Ostach helps construction teams foster connection and restore mental energy in the workplace. A keynote speaker and advisor to AGC and large construction companies, he’s worked with project managers, field crews, and executive leaders to create cultures of connection and focus in the era of distraction. Learn more at markostach.com.
