It wasn't just his technical credentials, but more importantly, his ability to lead and to coordinate the project's diverse entities, stakeholders, finances, and logistics that would insure unity of effort and the project’s success. Striking the proper balance, he was intimately involved in the project’s details yet did not micromanage. He divided the project into sectors and put the best talent in charge of each, both military and civilian.
Goethals ordered creation of a project newsletter to communicate work progress to participants and stakeholders, and developed a strategy of friendly competition that led to improved project productivity.
As a “manage by walking around” type of leader, Goethals gained insights on jobsite problems and how they were being resolved, which led to improved designs and project management.
The power of his presence was palpable. Everyone knew who he was and how determined he was to complete the project. Every Sunday morning, he held a two-hour open door session and listened to all who came—administrators and laborers alike. He didn't solve every problem but showed his willingness to invest time in everyone.
The confidence Goethals engendered in all—from Congress to employees—ensured sufficient funding and the project’s success. The canal was completed nearly a year ahead of time in 1914, when he became the project’s first operator until 1917.
Lessons for Today
What are the lessons for engineers today?
Goethals’ example demonstrates the importance of being an innovator, a prudent risk-taker, prescient in personnel management and a leader in the profession.
His example is a perfect template for The American Society of Civil Engineers' Vision 2025 outline of what broadened skills future engineers need in their education and experience as master builders.
Goethals’ character and integrity, shaped by sound academics and practical experience, helped to assure his success. His willingness to delegate tasks/decision-making and to share knowledge are hallmarks of a highly self-confident leader. He set high standards but was fair to all.
Leading large, complex projects is as much an art as it is a science. There is no manual to teach us how to do it successfully, and like any craft, leadership only improves with practice.
As we have seen, it's often not the technical that proves most difficult. Obtaining owner clarity of scope, locking in financing, choosing the appropriate delivery method and managing multiple project efforts and contractors are all important. Skill in clear communication, dispute resolution, risk management, logistics, safety, quality and politics all come into play.
So, if you have aspirations to become a master builder—which is not for everyone—my advice is to do as Goethals and so many others have done: obtain a solid academic foundation; actively gain broad, practical experience; be proactive; perform well on all assigned jobs; seek mentors and be a good mentor.
And, finally, remain committed to the idea that you're not done when the project is complete—learning and improving is a lifelong mission.
Retired Major Gen. Merdith W.B. “Bo” Temple was acting chief of engineers and former commanding general of the U.S. Army Corps of Engineers. He is a registered professional engineer in Virginia and can be reached at mwbtemple@gmail.com.
