Q&A: Amy Klous, Midion
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q&A: Amy Klous, Midion
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q&A: Amy Klous, Midion
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
Q: Tell us a bit about your path to coaching.
About ten years ago, I hit one of those mid-career moments where I thought, “Something has to change.” I refer to that time as my midlife crisis. I wanted work that felt more meaningful and people-focused. What really lit me up was helping others, brainstorming, collaborating, and being part of a team. That’s what led me to coaching.
I took my time to research and have conversations with other professional coaches, which led me to the International Coach Federation and New Ventures West’s in-depth professional coaching course. It was the best professional decision I’ve ever made.
Since my husband was already in the construction industry, I could see right away how much the field could benefit from more human-centered coaching. I started supporting people on Midion (then LeanProject) job sites and saw an immediate impact. I’ve now been coaching in construction for nearly a decade. It’s challenging, fulfilling, and exactly where I’m meant to be.
Q: What do you see as the limits of traditional construction management?
Honestly, one of the biggest gaps I see is in soft skills, specifically knowing how to truly connect and work effectively with one another. Construction is fast-paced and high-pressure, and it’s easy for the human side to get pushed aside in the name of productivity. Even when leaders want to focus on people, they get pulled into deadlines and demands, and suddenly that intention gets lost.
Most of us didn’t learn these skills in school, but when they’re missing, relationships get transactional, trust erodes, and that’s when teams start to fall apart.
Q: How have you seen human dynamics used or neglected in the industry? How is Midion different?
When a leader understands how important it is to support people as people, they really value what Midion brings. They know they might not have the time or bandwidth to focus on it themselves, but they know it matters, and they invite us in. That’s when we can really support a team and make a difference.
But when leaders say they care but don’t actually engage, it sends the opposite message. Teams feel that. They start to question whether it’s safe to speak up or whether their effort is seen. I’ve seen it play out on high-stakes projects, leaders bring us in but stay hands-off for us to “deal with”, and without their presence, the team never fully clicks. Trust doesn’t take root, and over time, people start to disengage. So, it’s essential that leaders are involved in the work we do.
One project stands out: the team had the potential, but the leader didn’t want to dive into the people side, for lack of experience, time, etc. A few team members really leaned in, but without leadership modeling it, others held back. Eventually, new leadership came in without a strong handoff, trust never had a chance to grow. It was such a missed opportunity.
Q: What advice do you have for others looking to manage successful mission-critical projects?
Partner with us and be willing to do the work with your team. We can’t build trust for you, but we can help you lead in a way that makes it possible. When leaders are present and engaged, it signals to the team: this matters. That’s how you build a strong, adaptable culture: by being the example and making space for conversations that build connection and trust.
