Hey, it’s Collin. Welcome to Engineering Echelons, a newsletter full of ideas and insights to help engineers excel at management.

Here’s what I’ve got for you this week.

• New and noteworthy news

• A management perspective to consider

• Leadership insights to delve into

• And more…

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Alright, let’s get into it.

Noteworthy Headlines

Nonresidential Construction Index (FMI)

Highlights:

• The NRCI climbed sharply to 54.5 in the first quarter of 2026, up from 47.9 in the fourth quarter, as sentiment improved across every major component.

How MEP/FP engineers are living a dual reality (CSE)

Highlights:

• Since 2014, average base salaries for engineering professionals have risen by 23.5%; nonsalary compensation (bonuses, profit sharing, etc.) has soared 86.8%.

• Electrical/power engineers lead the financial gains.

• While engineers are earning more, they are simultaneously facing growing workloads, economic uncertainty, and anxiety over rapid technological change.

Construction backlog indicator inches higher in December (Construction Executive)

Highlights:

• The ABC Construction Backlog Indicator rose to 8.2 months, up 0.1 months from the previous month.

• Backlog continues to soar for the largest contractors and fall for the smallest.

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Management Perspective

As an engineering manager, one of your main goals is to grow the capabilities of your team. You achieve this by strategically challenging your team in areas of growth and supporting them when they encounter roadblocks.

When challenging and supporting are organized as a matrix, you get four potential combinations:

1. Low Challenge + Low Support = Apathy

   In this situation, the team feels neglected. Projects stall and talent leaves, causing a downward spiral that is difficult to pull out of.

2. High Challenge + Low Support = Burnout

   This is the “driver” manager. Deadlines are aggressive, and demands for technical performance are high, but the team lacks the proper resources and psychological safety to meet them. Quiet quitting is a common result.

3. Low Challenge + High Support = Comfort

   This is the “nice” manager. The team feels safe, but they aren’t growing. In fact, skill sets oftentimes stagnate, and any competitive edge that once existed diminishes.

4. High Challenge + High Support = Growth

   This is the recipe for high-performance. The team is pushed to greater heights, but leadership and resources stand alongside them to mentor and provide the tools needed to succeed.

The most successful teams are those where employees feel uncomfortable enough to grow, but safe enough to try.

What type of leadership do you have?

Management Insights

Joe Coulombe (founder of Trader Joe’s) on problems in business:

“…a businessperson who complains about problems doesn’t understand where his bread is coming from.”

—

Eugene Kohn (architect, co-founder of KPF) on capitalizing on recessions:

“Recessions are good for setting up meetings with potential clients. Important people have time to talk with you.”

—

Scott Adams (cartoonist) on how to be successful:

“A great strategy for success in life is to become good at something, anything, and let that feeling propel you to new and better victories. Success can be habit-forming.”

Management Resource

The January leadership blitz (Korn Ferry)

January is prone to manager overkill—this article explores how to start the year more effectively.

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Get in Touch

Did something strike a chord? Tell me about it.

Or…

• Let me know if you’ve found something worth sharing.

• Let me know what challenges you’re having as a manager.

• Let me know what challenges you see other managers having.

Send me an email at [email protected]

Looking forward to hearing from you. See you next time.

Collin

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