They all come from different areas of the construction industry.

They bring different talents to the table, and they direct the peoplearound them in different ways.

But they have one thing in common:

They will be leaders of Wisconsin’s commercial construction industry.

Wisconsin Builder’s

Future leaders

Leadership in construction comes in many forms.

From the architects who start the design to the foremen who complete the project, each step of the building process requires leadership.

Wisconsin Builder wanted to highlight some of the people in the construction industry who look to be those leaders in the future.

Those selected include an engineer, an architect, a construction manager, a plumbing executive, a recent graduate from the University of Wisconsin-Madison’s construction engineering and management program and an aspiring apprentice.

Their leadership styles are as varied as their backgrounds. Each has an idea of what it means to be a leader, and each has a different idea of where the industry should head.

But all give the impression Wisconsin’s construction industry rests in good hands.

Boosting leadership with confidence

Belan finds differences are what set her apart

Kristen Belan always felt different than other engineers, but it was only recently she learned being different could actually be a good thing.

Now Belan, a senior project engineer for Crispell-Snyder Inc., said her separation from the pack can set her apart as a leader.

“Now I feel being different is a good thing; not a bad thing,” she said. “I get to approach engineering in a different way. I realize there is a little bit of flexibility.”

Belan admitted she’s an a-typical engineer, but the 36-year-old is confident that won’t prevent her from being a future leader.

Todd Weik, a senior project manager with Crispell-Snyder and Belan’s boss, said she’s successful because she always goes after what she wants.

“She’s really risen in the company quite fast because of her abilities and her tenacity of chasing after the project from its conception to its completion,” Weik said. “Once she gets into it, she stays with it.”

But Belan said she often doubted some of her abilities because other engineers solved problems differently than her.

Belan’s feelings about herself changed, though, while completing the American Council of Engineering Companies of Wisconsin’s leadership course.

A Myers-Briggs Type Indicator personality test proved she was different than most other engineers.

But rather than setting her back, Belan said the test empowered her to accept who she is and how she accomplishes tasks.

“To me, learning about yourself is half the battle in how you deal with people,” she said. “I think just by nature, the older you get, the more self-confident you get and the less you care what other people think. You either like our ability or you don’t.”

Belan said her way of completing projects actually may be more attractive to clients.

“I think our clients appreciate the nonengineering engineer,” Belan said, “one who can communicate a little bit better.”

Weik said Belan knows what it takes to be successful.

“She understands the idea of becoming more valuable to a company as opposed to just simply being a worker in a company,” he said. “She tries to bring her expertise to the company; not wait for the company to bring their expertise to her.”

Making big changes from a small position

Eberle advocates for smallfirms with a big influence

Mike Eberle started a small business so he could play a big role in the rapidly changing architectural industry.

Eberle said technology like building information modeling software lets one- or two-person firms integrate efforts on a project to perform the tasks usually contracted to large firms.

If small firms land bigger jobs, big change can happen fast, Eberle said, because small firms have the flexibility to react quickly to market conditions.

“Change is definitely a part of daily life for an architect,” Eberle said. “[By leading a small firm] I can personally affect the outcome. I think that right now, with all the change that is going on, it’s a way we can manage that and begin to educate ourselves about where this profession is going.”

Eberle plans to be a leader in the changing field of architecture as principal of Aro-Eberle Architects Inc., Madison.

Eberle, who worked with Flad Architects for 17 years, wanted to start his own firm so he could be involved with construction projects from beginning to end.

Since starting the company at the end of March with former co-worker Matt Aro, Eberle accomplished that by working on a variety of small-scale projects, he said.

Working on smaller projects with a small firm means fewer resources, however, which has its ups and downs, Eberle said.

“I think that’s the most exciting part of this,” he said. “We don’t know where it’s going to go, and I think that can keep you awake at night. But at the same time, I think it’s one of the most exciting things about this.”

Eberle said he can offset having fewer resources by collaborating more with other small firms.

“[The industry] doesn’t have to focus on the big firm,” he said. “Five-person firms can all plug into this system. The little guy can be a player.”

Eberle has experience as a leader in the architectural field. He won the American Institute of Architects’ Young Architects Award in 2007, served as president at the regional and state level for AIA and just came off a position as a regional liaison for the Young Architects Forum, which let him mentor young architects.

“You have to lead through your actions,” Eberle said. “You have to be hands-on, and it has to be a part of what you do.”

Aro said he’s glad to have Eberle on his team.

“Mike’s great,” Aro said. “He’s very well-rounded, very focused. He has [earned] a lot of respect among those he works with.”

Putting people on the right path

Hildebrand wants to leadby guiding others

Joe Hildebrand earned kudos for what he taught himself, but his ability to train others really defines him as a leader.

The Hunzinger Construction Co. construction manager became a Leadership in Energy and Environmental Design-accredited professional before there was anything to help him prepare.

“It involves intensive study, and Joe was one of the first people to gather the materials, study and pass it,” said Jim Hunzinger, executive vice president of the company. “He didn’t have the benefit of peers or study guides to help him.

That was a great example for those around him, and it motivated others to do the same.”

But Hildebrand wants his leadership role to involve training younger workers.

The Marquette University graduate mentored an intern while completing the M&I Bank branch in Pabst Farms in Oconomowoc under a tight schedule.

“That’s definitely a leadership skill,” Hunzinger said, “being able to mentor. And the project was completed on time and [on] budget, to the owner and architects’ amazement.”

Hildebrand also worked with the Associated General Contractors of Greater Milwaukee’s Construction Leadership Council for the last seven years. He served on its steering committee. AGC named him Chairman of the Year in 2005.

“It’s rewarding to be able to answer questions and help others get through an issue or a concern that they have,” Hildebrand said, “without going through the troubles that you did.”

Hildebrand said he hopes to work his way up to senior project manager with Hunzinger and help train new workers.

“(I’d like to) get them on the right path as well,” he said.

Hunzinger is confident Hildebrand will continue to rise within the company.

“He’s poised, and that permeates [into] everything he does,” Hunzinger said.

“Joe is respected and well-liked inside and outside the company.”

Earning leadership by gaining respect

Greg Jones readies himself to take helm of family firm

Greg Jones may be general manager for his father’s company, Dave Jones Plumbing & Heating Inc., but he wasn’t just handed the position.

“Leadership is earned; it’s not given,” Greg said. “I spent a lot of time earning people’s trust and showing them that I can do the job and I can work hard.”

Passion and drive earned Greg Jones the respect of co-workers and has Dave Jones feeling confident about the future of his Monona firm.

Dave said his son displayed maturity at a young age and always shows dedication and focus.

“Greg’s got that drive,” Dave said. “I’m very proud of him. He talks and walks plumbing.”

Greg said he believes leadership means being the person people trust to make the tough decisions for the right reasons.

Serving as general manager for the last three years, Greg said his hands are in every aspect of the business.

“Any time we send a memo or anything out, it always gets approved by me,” Greg said, “because we don’t want someone in a leather chair, for example, to make a decision that someone who works in 100-degree heat is going to have to live with.

“I want it to be thought through.”

Greg said he has no qualms with taking over leadership of Dave Jones Plumbing some day.

“I’ve always wanted to be in a spot where I can have the most influence,” he said. “I like to be able to come to work and make a difference.”

Greg likely will need that positive attitude if the commercial construction market continues at its current pace.

“Obviously a market like this is not as enjoyable as a better market,” Greg said.

“It’s tough to keep morale high when your morale is low. That’s probably the most challenging thing.”

When duty calls

Olson looks to Marines to prep for construction career

Joe Olson already has the credentials to be a future leader in the construction industry. But rather than step into the field now, the recent University of Wisconsin-Madison graduate is positioning himself to be an even better leader by joining the U.S. Marines.

Olson said his four- to eight-year military career should serve him well.

“I think it’s an infinite advantage,” he said. “I can’t even explain how much that [training] helps in all aspects of life basically.

“Being able to have these opportunities where you’re dealing with people and actually working towards a real goal — whether it’s getting ready for a deployment or if you’re overseas. They’re all transferable skills.”

Olson already proved himself as a leader and will be looking to enhance those leadership skills in the military and then in the construction industry.

Olson, who graduated with a degree in civil engineering, served as vice president of UW-Madison’s construction club last year and in spring 2007 organized the club’s annual construction awards banquet.

He said the event, held at Monona Terrace Community and Convention Center in Madison, attracted about 350 construction professionals and students and had a budget of about $20,000.

The 22-year-old said planning the event taught him the difference between supervision, which he considers to mean assigning a task and trusting it will get done correctly, and micro-managing, which means telling someone to do something word-for-word, he said.

“You have to have a balance,” said Olson, who named Ronald Reagan, John McCain and Adm. James Stockdale as his favorite leaders.

Olson also gained leadership experience during college with ROTC. He said he led a group of students during training seminars at Fort McCoy in his senior year.

“The Marines expect you to grab the bull by the horns,” Olson said. “As an officer, you are expected to do that. I think that transferred over [to other things in my life]. It’s second nature just making sure things are getting done.”

Olson spent the last two years as an intern at Kenneth F. Sullivan Co., Madison.

“He’s eager to take hold of stuff and just run with it,” said Pete Creamer, a project manager at Sullivan and Olson’s boss. “He does a great job. He’s definitely very ambitious.”

Olson said he hopes to join a large company once he returns to civilian life.

Being part of an established company is important to him, he said.

“There’s so much to be said for having the infrastructure of a company already in place and to have a reputable name,” he said. “You can influence a company from within rather than have to worry about the little stuff.”

Olson said he is ready for the challenges ahead as well as the eventual transition back to civilian life and a career in construction management.

“It will be really intense, and it will definitely be for real,” Olson said of his upcoming time in the Marines. “But it’s been a longtime goal of mine.”

Leading by example

Passion drives Potratz toward goals

Nathan Potratz won several industry awards, but passion, not acclaim, drives the 23-year-old carpenter.

“I think he’ll be a good leader because he’s determined in what he wants to do but still very discerning with people’s needs,” said Jason Geffers, Potratz’s boss the last five years and owner of JJ Geffers Construction. “He’s very personable.”

Potratz plans to be a leader in the construction industry by working hard, being dedicated and working well with others.

The 23-year-old Rosendale native in May was named Wisconsin Apprentice of the Year for all trades. He took first place in construction at the Associated Builders and Contractors of Wisconsin’s annual statewide apprenticeship skill competition earlier this year and came in second at the national competition held in Puerto Rico in March.

Awards and money are not what motivates Potratz though. His love of the industry is all the drive he needs, he said.

“I’ve never done this for the paycheck,” Potratz said. “If I wanted a big paycheck, I wouldn’t be in construction. I just have a passion for it, so I don’t really need a motivating factor.”

Potratz said growing up on a farm taught him the value of hard work, a quality he thinks is lacking in many members of today’s work force.

“There don’t seem to be very many people that are out there to really work,” Potratz said. “They’re out there to get a check and that’s it.

“When you’re working in construction, you’ve got to have your head in the game all the time, otherwise people will get hurt.”

Geffers said employers pray for an employee like Potratz. He is respected among his peers and sets a good example day in and day out, he said.

“He’s wise beyond his years,” Geffers said, “mature as a young man. He’s focused on what he wants to do, and he’s just an all-around great guy.”

Potratz said he hopes to continue building on his recent successes and expand the wealth of knowledge he’s acquired while working for Geffers.

“I think that’s what I'm most proud of,” Potratz said, “how much I’ve learned in the past five years I’ve been doing this.”

Potratz said he would like to create and head up a new division of JJ Geffers focused on cabinetry and furniture.

“My goal is not necessarily to be walking around with the tool belt on,” Potratz said, “but (rather), with the plan in hand, working with everybody.”