Kabri Lehrman-Schmid

Co-author; chapter 19 “We Are All Gatekeepers”

Book Synopsis: Imagine that someone not in this world or of this world were to find themselves in this game called life, and ended up in the construction industry. And they were only able to receive one piece of wisdom, knowledge or critical advice from those that have embodied wisdom. With that one foundational principle, they'll build everything on. Get it wrong and it may all come crashing down; no aspirational and inspiring careers are… Show more

Co-author; chapter 19 “We Are All Gatekeepers”

Book Synopsis: Imagine that someone not in this world or of this world were to find themselves in this game called life, and ended up in the construction industry. And they were only able to receive one piece of wisdom, knowledge or critical advice from those that have embodied wisdom. With that one foundational principle, they'll build everything on. Get it wrong and it may all come crashing down; no aspirational and inspiring careers are built off mistruths. Yet, get it right, and the experience available can only be rendered with fulfilment and excellence.

In Secrets of the Construction Industry, you will discover foundational principles to always win at the game from 31 exemplary leaders, industry titans and young guns in this industry-first anthology. This unique narrative provides an adventurous foray into distinct intellect behind outstanding industry experiences, bringing you a unique opportunity to cut through the noise and identify what really matters for your trajectory. Show less

“This is a topic rarely discussed in the construction industry,” said Kabri, who earned her B.S. in Civil Engineering from Columbia University and has been in the industry for 16 years. “There exists a big opportunity to provide information that dispels myths and creates inclusion.” Enter her Toolbox Talk and Resource Bulletin, which educate managers and teammates on the impact of neurodiversity in the workplace. The Resource Bulletin provides new language and facts about neurodivergent… Show more

“This is a topic rarely discussed in the construction industry,” said Kabri, who earned her B.S. in Civil Engineering from Columbia University and has been in the industry for 16 years. “There exists a big opportunity to provide information that dispels myths and creates inclusion.” Enter her Toolbox Talk and Resource Bulletin, which educate managers and teammates on the impact of neurodiversity in the workplace. The Resource Bulletin provides new language and facts about neurodivergent conditions. Just adding new vocabulary to jobsite conversations starts to unwind generations of stigma. Show less

Young women entering the industry should know that they have a lot of power. They can impact every single interaction with their curiosity, kindness, attention and thoughtfulness. These are not “soft” skills in any derogatory sense. These are not resigned to any gender. They are keys to success for your career and for the success of everyone around you — to receive better information, to inspire crews to focus on safety and quality, to find your own confidence and flow.

Join Construction Superintendent as Lehrman-Schmid shares her introduction to careers in construction, to how she eventually came to manage a $450+ million airport modernization project — plus her go-to tips to stay on track and what it took to earn a next-level parenting badge.

The decision by field managers to pursue education, resource sharing, and transformational action will advance a jobsite culture that supports psychological safety. Awareness of the stages that increasingly produce trust and engagement in our teams advances the ability of our crew members to choose the healthiest and most productive behaviors.

With the power and authority to influence their jobsites and crews, superintendents and other field managers do not need to wait for corporate visions or policies to establish cultures that value the support and inclusion of their people.
Mitigating current and future risks to their people, while increasing performance by the industry’s recognized metrics of success, is the superintendent’s case for psychological safety. The decision to pursue the necessary education, resource-sharing and… Show more

With the power and authority to influence their jobsites and crews, superintendents and other field managers do not need to wait for corporate visions or policies to establish cultures that value the support and inclusion of their people.
Mitigating current and future risks to their people, while increasing performance by the industry’s recognized metrics of success, is the superintendent’s case for psychological safety. The decision to pursue the necessary education, resource-sharing and transformational action must be made by these influential leaders, who so strongly influence the cultures of their teams. Show less