Why would a wall and ceiling industry writer read a 560-page memoir by Bono, the lead singer of U2? I asked myself that question more than once while reading Surrender: 40 Songs, One Story.
It wasn’t because I was fascinated by celebrity culture. In fact, one of my concerns before opening the book was whether Bono would spend hundreds of pages describing the excesses of fame.
Instead, I found myself thinking about contractors. What could a rock star possibly teach people who build hospitals, schools and data centers? It turns out, a lot.
50 Years of Work
One of the surprises in Surrender is that Bono spends less time talking about music than he does about relationships. The story of U2 is not simply the story of hit records and sold-out stadiums. It’s the story of four people trying to work together for nearly 50 years.
Fifty years. How many business partnerships last that long? How many companies can say they’ve retained the same core leadership group through years of growth and change?
Bono writes openly about the tensions inside the band. There were disagreements. Hurt feelings. Creative conflicts. Periods when members drifted apart and questioned whether the band could continue.
“The well of friendship can run dry,” Bono writes.
Anyone who has spent time in construction knows exactly what he means. Teams are tested. Tempers flare. The pressure to win work, satisfy customers and meet deadlines can take a toll on even the strongest relationships.
Three Lessons
How can you keep your business relationships strong?
First, have a shared mission. U2 always had something they were trying to build together. Even when they disagreed, the band remained bigger than any one member. Contractors often experience the same thing. Shared goals and values can unite people through conflict.
Second, respect each other’s gifts. Bono repeatedly acknowledges that U2 works because the four members bring different strengths. They aren’t interchangeable. They need one another.
Third, and most importantly, the band members kept the dialogue open. Bono admits there were periods when connection faded and frustrations grew. But they talked—sometimes argued—but ultimately, they just kept going.
That’s a key lesson. Strong working relationships aren’t strong because conflict never occurs. They’re strong because people decide the relationship is worth preserving when conflict does occur.
More Than Leadership
In construction, we often talk about team building. Bono uses a simpler word: friendship.
At first, that seemed too simple. Then I thought about the AWCI member contractors I’ve interviewed over the years. Many of the strongest companies are family businesses, or they are companies with tight leadership teams. They’ve spoken to me about trust, loyalty and looking out for one another. They support employees during difficult times and celebrate their milestones.
Near the end of the memoir, Bono writes about returning to “the source” when life becomes confusing or difficult. It’s the place he goes to regain perspective and reconnect when the well of friendship runs dry.
Every company has a source—family, a commitment to craftsmanship, making people a priority. Whatever form it takes, it reminds people why they started working together in the first place.
The well of friendship can run dry. The challenge is making sure we take the time to refill it.
Mark L. Johnson writes for the walls and ceilings industry. He is also the editor of BuildSteel.org. He can be reached via LinkedIn.com/in/markjohnsoncommunications.
