Do you have a ‘boys club’ culture: Construction Industry Dei Challenges?

In the construction industry, the term "boys' club" often describes environments where men dominate decision-making processes, informal conversations, and social gatherings, subtly excluding women. While this exclusion is often unintentional, it can have severe consequences on workplace culture, productivity, and even safety. In construction, where collaboration is critical to project success, subtle exclusionary practices can lead to psychosocial hazards, increasing stress and reducing engagement among excluded individuals. Let’s explore what a boys' club culture looks like in construction, why it is a psychosocial hazard, and how the Construction Supervisor Inclusive Leadership program can help leaders address it.

What is a Boys' Club Culture in Construction?

In construction, boys' clubs often manifest in male-centric social activities, informal networking, and casual decision-making during male-only gatherings. While male colleagues may bond over shared interests like sports or hobbies, these interactions often exclude women and minority groups. Nicknames, banter, and shared experiences create an inner circle that is difficult for outsiders to penetrate. The impact is subtle but damaging, as it creates a divide between those in the club and those who feel left out.

These behaviours can become a psychosocial hazard, defined as workplace practices that cause psychological harm. In construction, a field already known for its physical risks, adding mental strain through exclusionary practices can lead to increased stress, anxiety, and disengagement. For example, when workers feel isolated or ignored in meetings, they are less likely to voice concerns about safety or project issues. This not only impacts their mental health but also compromises team collaboration and site safety.

3 Stories of Subtle Exclusion in Construction

1. The Golf Day Dilemma – John and Sarah’s Story

John is a project manager who loves golf. Every few weeks, he invites some of his colleagues from the construction site—mostly men—for a round of golf, followed by drinks. Important discussions about upcoming projects and team dynamics often happen during these outings. Sarah, a site supervisor, isn’t invited. John doesn’t intentionally exclude her; he just assumes she isn’t interested in golf. Over time, Sarah notices that decisions are being made that she had no input in, and her ideas are increasingly sidelined in team meetings. She feels like an outsider. This exclusion isn’t about skill or competence—it’s about missing out on the informal interactions where key decisions are being made.

This type of subtle exclusion creates a psychosocial hazard for Sarah. She starts to question her value in the team and becomes disengaged, which impacts her work performance. The Construction Supervisor Inclusive Leadership program teaches leaders like John how to be more inclusive by recognising when informal activities exclude certain team members. Leaders are encouraged to create spaces where all team members, regardless of gender or interests, are included in important conversations.

2. The Nickname Culture – Dave and Emily’s Story

Dave, a foreman, has been with the company for over 15 years. He has a close-knit group of male colleagues, and they all have nicknames for each other—“Big Dave,” “Tiny Tim,” and “Scotty.” Emily, a newer team member, notices that everyone calls her by her full name while the men use nicknames amongst themselves. It seems trivial, but this small detail makes her feel like she’s not part of the group. When she suggests safety improvements during a site meeting, her ideas are brushed off, and the conversation quickly returns to banter between the men.

The use of nicknames may seem harmless, but it can reinforce exclusion by signalling who belongs and who doesn’t. For Emily, this subtle exclusion contributes to a sense of isolation. Psychosocial hazards like this can lead to stress and anxiety, particularly in high-stress environments like construction, where collaboration is critical. The Construction Supervisor Inclusive Leadership program can help supervisors like Dave understand how simple actions, like including everyone equally in the team culture, can create a more inclusive environment.

3. The Pub Decision-Making – Steve and Laura’s Story

Steve and a group of male colleagues often meet at the pub after work to discuss the day’s events. It’s an informal setting where decisions about project timelines, team roles, and work priorities are made. Laura, a highly skilled engineer, isn’t invited to these gatherings because the men assume she wouldn’t want to join them at the pub. As a result, decisions that impact her work are made without her input, and she only learns about changes after they’ve already been implemented.

Laura’s exclusion from these informal meetings affects her ability to contribute to the team. This type of exclusionary behaviour can lead to feelings of inadequacy and frustration, which can harm mental health and engagement. The Construction Supervisor Inclusive Leadership program offers strategies to ensure that decision-making processes are inclusive, and that all team members, regardless of their gender or social preferences, are involved in key conversations.

Why Subtle Exclusion is a Psychosocial Hazard

Subtle exclusion in construction creates a psychosocial hazard by eroding trust and collaboration within teams. When individuals are excluded from key conversations or social gatherings, they are less likely to feel comfortable speaking up or contributing to discussions. This is especially concerning in construction, where open communication is essential for safety and project success. Exclusion can lead to stress, anxiety, and disengagement, all of which are detrimental to both the individual and the team.

In Australia, psychosocial hazards are increasingly recognised as serious risks in the workplace. The Construction Supervisor Inclusive Leadership program helps leaders identify these hazards and provides them with the tools to foster a more inclusive, mentally healthy work environment. By promoting inclusive behaviours, leaders can ensure that all workers feel valued, which leads to higher engagement, better teamwork, and a safer work environment.

How to Address Boys’ Club Culture in Construction

1. Formalise Decision-Making Leaders should ensure that all important decisions are made in formal settings, where everyone has an equal chance to contribute. By eliminating informal decision-making processes that occur during male-only gatherings, supervisors can create a more inclusive team culture.
2. Inclusive Social Activities Encourage social activities that everyone can participate in, regardless of gender. This helps to break down informal networks that exclude women and other minority groups. Leaders can also rotate social gatherings to accommodate different interests, ensuring that no one feels left out.
3. Inclusive Communication Nicknames and inside jokes should be used with caution, as they can create an "in" group and an "out" group. Supervisors should be aware of how these dynamics can exclude team members and focus on building a more inclusive way of communicating.

By addressing these subtle forms of exclusion, construction supervisors can reduce psychosocial hazards and foster a more collaborative, engaged, and safe workplace. The Construction Supervisor Inclusive Leadership program provides valuable insights and practical tools to help leaders create a more inclusive and mentally healthy work environment.