Theresa is a seasoned leader, armed with 20 years of experience with Turner Construction Company with a key role in employee engagement. Currently, she holds the position of vice president of Community and Citizenship for the company. She is a current board member with ACE Mentor Program of Atlanta.

In a recent conversation with the Global Woman Leader Magazine, Theresa talks about working for minority groups and women in the industry to increase diversity and inclusion. She also emphasizes on the Employee Resource Groups (ERGs) while shedding light on women in the construction industry and how to increase their visibility. She also shares insights on building an environment conducive for next-generation of women in the male-dominated construction sector.

Read the article to know.

What are some effective strategies that construction companies can adopt to cultivate a culture that not only attracts but also retains women in leadership positions?

Acknowledging gender bias is essential—it’s the first step. Construction is widely recognized as a white, male-dominated industry. To address imbalances, it's crucial to develop concrete metrics and targets for improving diversity, especially in leadership.

This could include setting quantitative goals for recruiting and promoting women, conducting employee engagement surveys to assess satisfaction and perceptions of inclusivity, and performing pay equity analyses to identify and close any gaps.

In our industry, it's also important to recognize that women may need additional support at different career stages. Women often navigate caregiving roles—whether raising young children or caring for elderly parents—so organizations must be flexible in meeting these needs to attract and retain female talent.

What are some innovative approaches for dismantling the ‘glass ceiling’ in construction? How can these approaches be tailored to address the unique challenges faced by women in this industry?

Having a mentor and sponsorship initiative that connects women at the entry level is crucial. People tend to gravitate toward those like them, which often leads to cliques men bonding with other men. Established mentorships or sponsorships help break these barriers by fostering connections between women and leadership.

Employee Resource Groups (ERGs) are also effective in creating a sense of community and encouraging leadership involvement. They promote peer support, build confidence, and offer women opportunities to learn how to advance their careers. However, women must actively seek opportunities to advocate for themselves to gain visibility and recognition. Public speaking, participation in industry organizations, and pursuing board positions are just a few ways to do this.

This visibility not only challenges stereotypes but also provides role models, showcasing women’s contributions to the industry. In turn, male counterparts can better recognize the value women bring to the field.

How can construction companies redefine success metrics to better reflect and reward contributions made by women in the industry? What new indicators should be considered to measure and promote their impact?

We must shift the focus from short-term achievements to the long-term impact of an employee's contribution, such as project sustainability, client relationships, and team retention. Success for women's contributions should be assessed differently, as they bring unique attributes to the table. This broader view recognizes that their sustained impact on projects and company culture is equally valuable to an organization’s bottom line. Women should be rewarded for driving innovation, improving efficiency, and introducing new technologies and practices, fostering a culture of continuous improvement.

What novel recruitment practices can be implemented to attract more women to construction trades? How can these practices be designed to promote a more inclusive image of the industry?

Turner has done a phenomenal job in shifting our industry's culture on project sites, focusing not only on physical safety but also on psychological safety. Recruiting and retaining women in trades is essential to our success. To promote inclusion, we provide gender-specific restrooms, private pods for breastfeeding, and enforce a zero-tolerance policy for graffiti and offensive language. These efforts aim to make inclusion the industry norm and attract more women. Our annual Construction Inclusion Week in October is another key initiative to make construction a more attractive career path for women.

How can we build supportive networks for women in construction that go beyond traditional professional organizations? How can these networks be leveraged support career growth?

This was a tough one. One idea I had is a dedicated online platform where women can connect. We need to engage beyond our industry to foster innovation, share resources, ask questions, and celebrate successes—allowing others to build on our confidence. These communities can facilitate mentorship matching, job postings, virtual events, and knowledge sharing, making support accessible regardless of location. A woman's superpower is relationship-building, so it’s essential to leverage these networks to expand career opportunities and shape our career paths.

What role do visibility and representation play in inspiring the next generation of women leaders? How can construction companies create new platforms or initiatives to highlight and celebrate successful women in the industry?

Construction is an aging industry, so it’s important to attract and retain younger individuals. Programs like ACE (Architecture, Construction, and Engineering for high school students) have been valuable. Workforce development programs targeting women, along with job sites that foster inclusive environments, are key to attracting young talent.

Community outreach and partnerships with industry organizations are essential. These organizations have the networks to connect with individuals interested in construction. Showcasing innovations and new approaches within the industry can also inspire interest.

Highlighting women in construction is crucial. For example, the National Association of Women in Construction celebrates Women in Construction Week every March. This week acknowledges not only women in leadership roles but also trade workers, spotlighting their contributions and value. These efforts boost visibility, attract younger generations, and inspire them to explore opportunities in the industry.

Messages For Readers

It’s a tough industry, but a good one because women are breaking ground. It’s not just about leadership— not everyone aspires to lead. It’s about building a satisfying career where you can leverage your skills to make a difference in a changing industry.