Leadership in Tech & Engineering: Lessons from Chloe Anfield

In the construction and engineering sectors, effective leadership has become increasingly complex as teams navigate technological change, diverse workforces, and evolving work models. Chloe Anfield, Vice President of Global Service Delivery at AtkinsRéalis, recently shared valuable insights on the GSC Executives Podcast that are particularly relevant to professionals in our industry.

Value-Driven Leadership

Anfield's career journey from retail to technology leadership wasn't planned but rather guided by a consistent principle: "For me, it was always about what is the value that I can add to that role, what is the difference and the change impact I can make."

This value-focused approach offers a refreshing perspective for construction and engineering professionals. Rather than fixating on rigid career paths, Anfield suggests concentrating on where your skills can make meaningful contributions. "I never thought that I'd get to such a senior level in my career," she admits, highlighting how this approach naturally led to greater responsibilities.

Her leadership philosophy centres on a simple principle: "I've always led by treat others as you wish to be treated yourself." This creates an environment where team members feel comfortable raising challenges—crucial in technical fields where problems need early identification.

The People Factor in Project Success

When discussing project challenges, Anfield's perspective is particularly relevant to construction and engineering managers: "The biggest setback has actually always been about people and the biggest challenges have been people."

While technical issues often dominate project discussions in our industry, Anfield emphasises that human factors—from capability gaps to team dynamics—frequently determine success. Building cohesive teams quickly, understanding different working styles, and managing organisational change effectively are critical skills in delivering complex projects.

Balancing Technology and Inclusion

For construction and engineering firms navigating digital transformation, Anfield offers practical wisdom on balancing technology adoption with team concerns. She acknowledges legitimate anxieties about AI while demonstrating how these tools can enhance rather than replace human work: "I'm using Copilot... it's saving you time to then do other jobs."

She also highlights how diversity directly impacts our industry's output: "If we have a diverse set of engineers, we'll get environments that are fit for a diverse group of people." This perspective emphasises how inclusion isn't just about workplace policy—it fundamentally shapes what we build.

Perhaps most relevant to today's construction and engineering teams is Anfield's insight on flexible working: "If we want a diverse workforce, we have to have some flexibility." She acknowledges the tension between office presence for collaboration and flexibility for inclusion, a balance many firms are currently navigating.

Summary

Anfield's leadership approach—focused on creating value, building inclusive teams, and balancing technological transformation with human needs—offers valuable guidance for construction and engineering professionals. By treating leadership as fundamentally about creating environments where diverse teams can collaborate effectively, she provides a model that addresses our industry's current challenges.

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