Join other savvy professionals just like you at CIHT. We are committed to fulfilling your professional development needs throughout your career
By Josh Garbutt
When I first stepped into a more managerial role in civil engineering, I thought the biggest shift would be the increase in responsibility. And while that’s certainly true, what surprised me most was how much I’d learn from the people I was supposed to be leading.
I work primarily on wastewater infrastructure schemes which includes flooding solutions, pipeline diversions, storm spill mitigation - balancing sustainability, cost, and buildability. That’s the technical side. But leading a team, particularly graduates and early-career engineers, has taught me that good management isn’t just about delivering projects, it’s about empowering people.
One of the most rewarding aspects of my job has been working with graduates. They bring fresh ideas and a willingness to learn that’s invaluable. I’ve been amazed at how quickly they’ve picked things up. With the right guidance, they move from asking lots of questions a day to some, and I genuinely don’t mind answering them.
In fact, I think it's vital. I still ask questions myself. The best advice I received early in my career was to keep asking questions. It’s how you learn, and it’s how you avoid mistakes that could impact safety or quality down the line. There are no stupid questions; if you don’t ask, you risk something slipping through the cracks. I try to create that same environment now. We’re all still learning, regardless of our job title.
Some of the graduates I work with are ahead of me when it comes to tools like AI and automation. They’re teaching me just as much as I’m teaching them. Managers should leave their egos at the door and if someone has a better idea, graduate or not, be open to it and welcome it. Good ideas improve outcomes for everyone!
A phrase my dad always used rings true: “Seniority doesn’t mean competency.” Just because someone’s higher up the ladder doesn’t mean they have all the answers. That’s a value I try to encourage - challenge the status quo, I think we can all benefit from that mindset.
Creating an environment where people feel safe to ask questions and challenge ideas is key. I remember how intimidating it was to approach senior people when I was new. Now, as someone just five or six years into my career, I want to be that accessible figure others can turn to.
It’s not about being everyone’s friend or having all the answers. It’s about being approachable, being honest, and showing that learning is a shared journey. I always say, if you don’t know, just ask. If you’re unsure, just ask. Everyone’s asked the “stupid” question before. What matters is that we all get better together.
Managing isn’t just about assigning tasks and tracking progress. People have lives outside of work, and everyone works differently. I’ve had to develop patience, something that doesn’t come naturally to me. I’m the kind of person who wants everything done yesterday, whether it’s gardening or ticking off my to-do list at work.
But patience and empathy are just as important as the technical know-how. I think it’s important to balance directness with understanding. Deadlines matter, but so do people. The goal is to get the best out of your team without burning them (or yourself) out.
As I grow in my career, I’m leaning more into management and business development. I still love the technical side of engineering, but I’ve discovered I enjoy working with people even more. Whether it’s supporting a graduate through their first design or identifying new clients for our team, I want to be involved in shaping the future, not just of infrastructure, but of the people who build it.
Managing early-career professionals has shown me that leadership isn’t about knowing it all. It’s about creating space for others to grow, staying open to new ideas, and never forgetting the value of a good question.
Waterman Aspen welcomes engineers and technical specialists to make their mark on some of the biggest infrastructure projects across the UK on a secondment basis. We have built careers and provided technical expertise to our clients for over 35 years. Put simply, we provide the right people, with the right skills for the job, at the right time – for as long as our clients need them.
Join other savvy professionals just like you at CIHT. We are committed to fulfilling your professional development needs throughout your career
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