The Construction Leaders’ Dashboard: Learn How Construction Leaders Beat, Overwhelm And Build Profit.
Welcome everyone. Let’s get going. My name again is Eric Anderton and I’d like you to consider this time an oasis for you. We’re going to go through the Construction Leaders’ Dashboard.
My focus, my commitment to you today, is to give you a framework that’s going to really help you beat the overwhelming stress that many construction leaders feel and build profit in your organization.
What The Construction Leaders’ Dashboard Will Help You Achieve
I’d like you to think of this time as your 50-minute oasis from the hurly-burly of your day-to-day life. If you’re feeling overwhelmed; if you’re having difficulties focusing on what matters most in your construction organization; if there are complaints within the organization about people not being accountable or lying; if you’re benefiting the pool to stay grounded and focused on the things that matter the most, this is a great place for you to be.
If you actually take the tool and use it, what it’s going to help you do is get grounded and focused on what matters most.
It’s going to foster accountability in the entire organization. It can resolve issues of personal conflict with the organization’s values and mission. Again, it’s a simple tool for you to be able to focus on what matters most in your organization. Let’s start then.
The Construction Business If Multifaceted.
So 2017, how is it going for everyone? I’m assuming you guys are busy. However, as a result of that, there is a lot of overwhelm in companies. The sun is shining but it’s challenging, isn’t it? Your guys are out in the field. They’re building buildings and working hard. Everyone’s working hard in the office and people are locked and loaded for the next few months. Even the backlogs, for most organizations, are looking pretty good at the moment.
You don’t need me to tell you that you’re in a very, very challenging environment. In fact, I was working with one of my clients last week and they said something very funny:
“Construction–it sucks, but it’s fun.”
And that really struck me. A lot of times, with construction, it sucks but it’s fun.
One of the great things about construction is that, to a certain extent, it’s a very simple type of business. You’ve got to bid work; you’ve got to plan work; you’ve got to build work; and then you’ve got to get paid for the work that you’re doing.
I know that is very easy to say but very hard to do. It’s easy to say I’ve got to bid work, plan work, build work, and then get paid for it. It’s hard to do, but why is that? Because the reality of construction is that it’s multifaceted.
There are tons of uncertainties, there are tons of unknowns and there are many people involved. And when you get people involved in anything, it’s going to result in complexity, conflict and challenge.
So, you think about the projects you’re on at the moment. Whether you’re a subcontractor or a general contractor, there’s a project and there are subs. There’s an owner and there’s a GC and everyone’s got their own interests and issues. People have to really come together to focus on what’s most important. That way, you can build the project safely and quickly and you can get it in on time, with high quality.
In this environment, the challenge for you, no matter which circle you are in, is there are some things that you have no control over. There are some things that you have some control over and there are some things that you have total control over.
Okay, so let’s think about some of those things in terms of your construction business.
Consistent Planning And Communication Are Critical To Your Success.
As far as the build part of the business is concerned: the challenges involved with working in a safe environment, with bringing something in, in a timely manner and meeting the schedule. I know construction companies right now have deep challenges with schedule, just because there’s so much work out there. The labor shortage is so intense, so it’s very difficult to balance speed and quality and keep clients happy even though there’s so much work out there to be done.
And so, you as a contractor, have to focus on consistency, planning and communication in order to execute on what makes you money. So that at the end of the day, the guys who are making you money are out in the field right now, building something.
Those are the folks that need to be really focused on consistent planning and communication. It’s very important to understand. From 1964 to 2017, the average volume construction built has stayed about the same. But competition has gone up three times.
Also remember that the average net profit for construction companies is 3 percent. I hope yours is more than 3 percent, but we’re always challenged to increase that net profit.
It’s a low net profit and a high-risk business. So being able to focus on what’s most important is absolutely critical to your success.
Just to put this in perspective, it takes $33,000 in revenue to make a $1000 profit on 3 percent net profit. To put it in another way, it takes 4-5 profitable jobs to break even from one bad job. So, it’s essential that you focus on your profitability.
To then think about the opportunities, I’ll tell you guys, this is a great time to be involved in construction. We’re not in 2008, 2009, 2010. We’re in a booming economy and right now, it’s time to kick some butt. Construction is essential, it can’t be outsourced and it is merit based.
7 Qualities Of The Best Construction Companies.
Now here are 7 attributes of the best construction companies:
- They pursue niche work at which they’re excellent.
- They deal with clients they know well.
- They work with project partners they trust.
- They maintain high quality, efficient construction work.
- They emphasize and demand safety.
- They insist on timely payment.
- They have a financial cushion to weather bad times.
Let’s make it different this time than it was last time when things were booming. Let’s make sure that we’re diligent, putting away our money so when the downturn comes–and it will come eventually–you’re ready with a nice financial cushion to ride that out. To retain your talent and to make sure that you have a legacy that you can build on for the next 15 or 20 years.
Here’s A Brief Background On What I Do.
Now, most of you on the call I know pretty well, some of you I don’t. My name is Eric, I’ve been helping construction companies build people and profit since 2004. And the three things that I can help you with are:
- Strengthen your leadership.
- Build your team.
- Grow your business.
These are some of the companies that I’ve worked with so you can see. They are subcontractors, general contractors, some small companies and some very large companies. They’re all awesome companies to work with.
This is what one of my clients say about working with me. I really like Cook Engineering, they’re very successful. I like what he says here: “we have a straightforward repeatable process to plan and take action.”
I believe in straightforward processes and that’s what you’re going to get today, with the Construction Leaders’ Dashboard.
As a result of working with me, I made a contribution to the highest revenue and profit figures in more than 5 years. This is what John Quincy of Quincy Engineering says:
“I highly recommend Eric Anderton’s Leadership Training to improve your individual management and leadership skills and the overall management and leadership of your firm”.
And as far as my business is concerned, this is the way I run my business. Low overhead, stay humble. It’s not what you make, it’s what you keep. I’ll tell you, it’s good advice for construction companies: keep that overhead low. Don’t let that sneaky overhead rob you of your profit dollars.
Stay humble. When things are going well keep focused on getting better. When things are going bad, don’t let it overwhelm you, but keep focused on building right and planning right and getting paid for the work that you do. And really, it’s not what you make, it’s what you keep. You should all make money right now, you should all get topline dollars, but it’s the bottom-line that counts. So let’s stay focused on that.
The Many Challenges Of Being In The Construction Business.
You know that leading a construction company is one of the hardest challenges that you can take on. In fact, leaders of construction companies privately share with me three real challenges.
It feels almost impossible to get all of the leadership teams on the same page about the direction of the company. Expectations of performance are not always clear. And, you get different levels of contribution and different levels of value from different individuals.
They also share with me that leadership meetings sometimes can get extremely tense–to the point of nothing getting done.
There’s tension and a feeling of being overwhelmed. It can infect the entire organization. That’s why it’s really important to use a tool like the Leadership Dashboard to deal with some of these issues.
So, you think about the construction leadership assessment. If you are signed up for the webinar, you should have been able to download it. If you didn’t, feel free to let me know and I can show it to you or share it with you.
Are You, Your Team And The Organization’s Vision Aligned?
Now think about how you answered some of these questions:
“My team shares a common vision for where the organization is heading.” Is that a true statement?
Next: “My team feels passionately about our mission and purpose.”
“My team shares the same top five non-negotiable values.”
Think about it, if you went through this reflection here, and if you haven’t taken it already, you need to. You need to really stop and think about where your team is, in terms of the quality of their vision and the contribution they’re making to your organization.
Look at this down here:
“My personal values are aligned with the values of the organization.” And I can give numerous examples. So, you live out your values, in the way that you behave.
This one here: “Each employee has a clear plan to develop professionally and I personally support employees in realizing their plans.”
You have a lot of responsibility in terms of your leadership and that’s exactly why the leadership dashboard is so essential.
Now think about this: If you scored 3 or lower in any of those areas, you should be concerned about that. Check out the scores from David Foster Wallace:
“A real leader is somebody who can help us overcome the limitation of our own individual laziness, selfishness, weakness and fear and get it to do better things than we can do ourselves on our own.”
You’re surrounded by people who are lazy, selfish, weak and fearful and guess what, you’re like that as well. I am not you. Leadership is all about helping us to overcome the worst parts of ourselves and really tap into the best parts of ourselves.
Because I believe, within each one of us, is the potential for great evil; but we also have potential for great good. And one of your roles as a leader is to bring out the best, not only in yourself, but to bring out the best in everyone in your organization. And the Leadership Dashboard tool can really help you as far as you’re focused with that.
So, let’s dive in a little further into what it’s all about.
Now imagine if all your leaders and employees were focused and aligned with a common vision and purpose. The whole idea of the construction leaders’ dashboard is to help you to focus on what matters the most, so that you spend your time doing things that are going to drive profitability and success in your organization.
And so that you can make sure that everyone in the business is aligned, this is key. Everyone is aligned, accountable and contributing to the company’s growth and success.
If you’re clear on what’s most important and you have everyone aligned, you know what it’s going to do. It’s going to help you to attract develop and retain talent. And you know there’s a big battle for talent in the construction industry at the moment. You need to be really clear on what drives you within the organization, so that you can then attract the right people and repel the wrong people.
Think about your organization at the moment. Do you have the right people in the right seats on the bus that can help you to drive the future of your company? Or are you misaligned as far as that’s concerned?
Mindset Leads To Action, Action Leads To Outcome.
These are issues that you have to deal with, so let’s go into a little bit more detail here. Now the whole idea is that the Construction Leaders’ Dashboard is divided into two main parts:
Mindset—and what I mean by the mindset is the way that you think and your fundamental grounding philosophies in terms of how you do business. Kind of a deep thing, but then, you have to go from mindset to action.
Action—Okay, now many people in the construction business, they’re very good at the action part and what I would suggest to you is: if you get really good at clarifying the mindset, it’s going to improve the actions that you take. And that is going to result in the outcomes that you’re looking for.
So, think about that framework here. Mindset leads to action, action leads to outcome. If you want to change your outcomes, change your mindset and then choose the actions that are going to lead to that outcome.
Think About Your Vision, Mission, Values And Edge.
Let’s just read down the dashboard.
In terms of mindset, number one, you’ve got your vision. This is what you want your career or your business to look like over the next two to five years.
Then you have your mission, where you describe the why. What difference or contribution gets you excited about the impacts to your career or that your business can have in the community? That’s one of the great things about construction too.
Man, I tell you, you guys have an awesome impact upon communities, not only in the fact that you build things that last and that people can use and benefit from. But think of all the families who’ve benefited over the years as a direct result of the work that you’ve done and the pay that you’ve given them.
You’ve had a massive positive impact on many people’s lives, both in what you’ve built and in what you’ve provided over the years and you should be proud of that.
Then what you have is your values. What are your top three to five values, both for yourself as an individual and for your organization that are non-negotiable? In other words, they’re your core values. You have to be able to identify those.
And then what’s your edge, what sets you apart? What sets you apart from the general contractor down the street? Why would anyone want to do business with you as a subcontractor, as opposed to hundreds of other subcontractors in your area that may do the same thing? What is it that’s unique about you or your organization? What attributes or strengths do you have? We’re going to dive into that with this dashboard.
So, if you look at those four things, they’re your vision, your mission, your values and your edge. Those are the mindset that you bring to the table. And, those are what’s going to drive the actions that get you to where you’re going.
If you visualize it on this triangle here, you have your vision and your mission here at the bottom, you have your values at the heart of this triangle, and then you have your edge, kind of leading the way. That’s what has an impact on people. As you understand your edge, you’re using that for the profitability of your business.
What Are The Initiatives That Currently Define Your Success?
Now let’s move on here. We want to talk about the action items. Number one, your initiative. What are the most important initiatives that currently define your success? Do you know where you should focus your time or are you scattered all over the place? You need to be able to define your initiative.
Then you got to define your performance matrix. How do you know that you’re being successful in executing your initiatives? You need to identify the most important performance matrix both for your area of responsibility and for your organization so that you can ensure that you’re on top of how your company is doing on a regular basis.
Then you need to build relationships. Now this is very important. At the end of the day, that’s what construction is about—relationships and communication. All things being equal in terms of technical talent and in terms of technology; it’s the relationships that you build with people that’s going to determine your success.
Who are the most important critical people inside and outside the organization that you need to develop relationships with? And then the last one is development opportunities.
One of the reasons why people are not happy in their lives is because they’re not growing and changing. One of the great things about business is that if you’re going to be successful, it compels you to grow and to change. So, what are the experiences, assignments, opportunities and professional development opportunities that you have or that people in your organization need to take advantage of in order to grow?
And remember this: your growth is directly related to how much money you can make in your construction business. The more you grow in your understanding of the business, the more you grow in your ability to motivate your people, the more that will directly impact your bottom line over time.
So those four things there, those are the actions, your initiatives, your performance metrics, your relationships and your development opportunities. You can picture them in terms of this triangle right here.
What you want to do is put those two triangles together, the mindset and the action and that leads to the outcome in terms of how you get work, how you plan work, how you build work and then how you get paid for it.
This is an integrated approach to help you to really focus on what matters the most and execute that very well. Keep that idea in mind as we go through it. let’s dive into it in a little more detail.
Think About Your Vision In Detail.
Let’s talk about the vision. What do you want—let’s say you just wave a magic wand right now—what would you want your career to look like over the next two to five years?
Then give yourself as an individual and think of yourself as an organization. I know there’s folks on this call who are the president, they’re the main leader of their organization. Where do you want your business to be in the next three to five years?
When this vision question comes up, people sometimes shy away from it and the reason why is because we live our lives a lot of times just like this–chickens with our heads cut off. Running around here, there and everywhere, not really focused on what’s most important. And that lack of focus is seen in the way that we operate our business.
We’re so busy building stuff that we don’t stop to think about where the company should be going in the next three to five years. As a result of that—you know what happens—we’re just average.
Now there are a lot of average contractors out there. I’m assuming because you’re stopping and spending time at 11:30 on a Thursday afternoon, that you’re not really average. You look to improve yourself and the foundation of going from average to excellence is getting a clear vision of where you want to be in your career; a clear vision of where you want your company to go.
Once you get that clarity, what it will help you to do then is FOCUS.
We live in a distracted age. Maybe you’re on your phone right now answering an email. One of those really vital emails that just can’t wait. But you need to learn to get focused and a good vision will help you to be focused. It removes you from the average to the excellent category.
Again, where do you want to be in the next three to five years? Just write that out in a very simple way and see if it compels you and motivates you to further action.
Because an important part after the vision is then the mission. This describes the why. What difference or contribution do you want to make as a result of running your business or building your career.? What gets you excited about the impacts you can have in your career?
Everyone seems to be doing the same thing driving towards making as much money as possible so they can then retire and play golf. Now if you want to do that, that’s fine. Making money in business is awesome—it’s a reflection of the fact that you’re providing value.
But ask yourself: Why am I doing what I’m doing?
Defining Your Mission: Why Are You Doing What You’re Doing?
The way I encourage my clients to do this is in this way:
Number one, ask why you’re doing what you’re doing. Write the answer down, then look at that answer and ask yourself this question—“Why?”
If your answer to the mission statement is to make money, that’s awesome. Then ask yourself this question: Why is it that you want to make money?
One of my clients, they’ve identified very clearly why they want to make money: their mission is to provide and endure. They want to endure as an organization so they can continue to have a positive impact on people’s lives and they have a clear mission.
Because if you don’t, this is what it looks like to your people. Blah, blah, blah, whatever. It’s difficult to get people motivated to do the difficult things in construction if you don’t have a clear mission. And as a result of that what you get is the average.
There are lots of companies out there that are not clear on their mission and they get by. But if you’re interested in doing more than just getting by, you need to identify that strong why. That will compel you to move forward in the challenges that you face as a construction company.
What the best construction companies do is distinguish themselves by that mission. One of my construction clients’ mission is to crush competition. That gets them pumped up to go out there and crush the competition—they really get focused on that. And they mean that in the best possible way and with that clarity of mission it helps them to push the rock up the hill.
Think about that. It helps them persist every single day. You know what you’re doing, you’re pushing that boulder up the hill and if it’s challenged to run a construction company. That’s why you have to have a deep sense of purpose that you communicate not only to yourself but to other people.
That compels you to move forward to victory as far as running a successful organization is concerned.
If you haven’t taken time to clearly communicate, to clearly articulate and communicate a mission for your organization, it is your responsibility as a construction leader to do that.
Identify The Values That Drive Your Business
Once you got the mission done, move on to the values. The challenge right now particularly is that everyone is so busy that it’s really easy to get into lots of conflict on the job site. It’s easy to feel overwhelmed and unstable.
Now think about this: how many jobs are you on at the moment with owners or subs or GCs that you wish you could avoid?
But for whatever reason, you’ve taken that work and you’re doing the work and you’re getting it done. However, you feel like you’re out of alignment with the people that you’re working with. Maybe one of the reasons why is because you haven’t identified the values or behaviors that drive your business and you haven’t really conducted your business based on those values.
What the best companies do is identify their core values—those values that they’re not going to violate. In other words, we’re going to live our lives as a company in a particular way, it doesn’t matter what the market says. it doesn’t matter what our clients say. We’re not going to violate those core values. That gives you the power to say no.
It’s like right now, it’s hard to say no. There’s so much work out there. You’ve got to keep clients happy and you’re just busy, busy, busy, busy.
But I want to ask you a question here. Project this out forward three to five years from now. Let’s say you’re in the next downturn. Things aren’t quite as busy and you look back to this time and ask yourself: was it worth it?
Was it worth it if you’re violating your core values at the moment to make the money that you did and yet not feel good about yourself or about the way you conducted your company?
This is why you’ve got to identify those core values and stay true to them–even if it may cost you something in the short term or even in the long term if you feel better about yourself and you’ve developed the kind of organization that people who share your values will want to stick with over a long term.
What You Do Best Is What Sets You Apart From Your Competitors
Now let’s get on to the edge here. The problem with a lot of people, is they don’t know who they are. They just have no idea what sets them apart, what unique attributes or gifts or strengths or values they bring to the table as a professional.
And as a result of not knowing who they are, people are a little scattered in their lives. And as a result of that they don’t reach their full potential.
This is why it’s so important for you to think about who you are and the contribution you make in the organization that you’re in. But first, you have to know your thinking style. Are you the type of person who’s very strong with numbers and can process numbers really well? Or you need to spend most of your time figuring out how you can focus on looking at the numbers in your organization and using those to your advantage?
Maybe you’re a person whose more articulate or you’re able to communicate more effectively? You need to put yourself in those areas where you can communicate effectively. You need to understand yourself from that thinking point of view.
You also need to understand yourself from the behavioral point of view. It’s really important for you to know what your energy level is, if you like to hang out with people or not, or whether you’re more subjective or objective in the way you think, or whether you’re independent or you work better in teams.
It’s important for you to know how you behave because that can help you understand where you should be focusing your time.
The third thing is, you need to know your vocational interest, what interests you. I’m assuming that most people here on this call are interested in doing things with their hands because they’re in the construction business. But maybe, you’re creative as well or maybe you’re inclined towards technical things or to entrepreneurial things. You need to understand who you are from that thinking perspective, from a behavioral perspective and from an interest perspective so that you can then focus on what brings the most value and gives you an edge in terms of your contribution.
And that’s not only for you, but for everyone in your organization as well. Once you got the idea, you can now move on to the initiatives where we get into action.
A Clear Understanding Of Your Initiatives Will Guide Your Actions.
Think about this, this overwhelm at the moment. You’re overwhelmed, you’ve probably got 10 or 15 emails in the last 35 minutes since we’ve been on this call. You’re overwhelmed and as a result of that, you get into a whack-a-mole.
It’s whack-a-mole. Everyday is a whack-a-mole. Problems here, problems there. And that’s construction to a certain extent. It’s important for you to be able to focus on the initiatives that are most important for your position and then the position of other people in your organization.
Let me walk you through that. When you have that focus, so for instance, I was talking to the superintendent this week and I asked him what his initiatives are. And he was really clear: “I need to focus on my guys in the field in three particular ways. I need to focus on communication with the office and I need to focus on communicating with the client as far as all the things that we’re doing.”
He had a very clear understanding of what his initiatives are, where he should be focusing his time.
As a result of that in terms of construction quality, speed and efficiency can go up and costs can come down. Safety instances can be reduced, quality can go up, all of these things happen as a result of people being focused. As a result of that, profitability happens.
Profit fades because of a lack of focus and a lack of communication. Profitability happens when the right people are focused on doing the right things and they’re not distracted by a bunch of other stuff. This is why you need to get key metrics, performance metrics as well.
The problem is this—think about this: in your area of responsibility, do you know the top two or three metrics that indicate whether or not you’re doing a good job or that indicate whether or not your company is doing well?
The problem is sometimes we kind of ignore or don’t pay attention to the metrics until they get really bad. The light is green when the project starts and then things start to fade and it goes yellow and we hope it fixes itself but it never does.
And then by the time it gets to red, we start freaking out and we feel like we’re out of control and that leads to a failed project. So think about this, what are those performance metrics that you need to be talking about every day or every week or every month with your people so they understand exactly what they need to do in order to be successful?
It’s the companies who have performance metrics identified that can hold each other accountable. As a result of that accountability, they can be focusing on what is the correct thing to do in their organization. And as a result of that, slow and steady growth can occur.
That’s what you’re looking for by the way. You’re not looking for a magic pill that’s going to change your life. You’re looking for discipline, solid work and focus so you can make slow and steady progress over time.
Relationships Are The Essence Of Construction.
Now, let’s get on relationships. The problem about relationships is they’re difficult. People are difficult. You’re difficult. Some people are prickly, some people are too sour, some people isolae themselves.
Relationships are the essence of construction. The strength of your relationship, your ability to maintain relationships to the ups and downs of the challenges of life—this is one of the essence of construction.
Think about this in terms of relationships. As far as who are the most important people up, down and across the organization and even outside of the organization that you need to get to know.
Who is your Yoda? Do you have a Yoda? Think about that. Do you have someone to talk to?
When I work with my clients, one of the problems of someone in a senior position is they don’t have anyone to talk to. All the people come to them with their problems, but they have no one else to just like be a sounding board and to talk about the challenges they have in the organization.
You need a Yoda. Someone you can unload to and unburden yourself. Not only do you need a Yoda but you need someone who can come alongside you and encourage you.
You need to be able to go up to your people and strengthen, hold them accountable, encourage and recognize them. Who are the people outside your organization? Think about the Golden Ticket.
Here’s a good one for you: write down the name of one person outside your organization that you need to get to know that can have a massive positive impact upon your company. Who is that Golden Ticket? Who is that one person—that developer or that general contractor that you need to get to know and build a relationship with, that could really help your business in a profound way?
You need to grow relationships and then what you need to do is you need to develop. Remember: your development in business is directly tied to the amount of value you bring. The amount of value you bring is directly tied to the amount of money you make.
If you haven’t read a book on your industry or on leadership in the last 30 days, if you’re not reading, if you’re not thinking, if you’re not growing, you need to get to the program there a little bit.
I just want to give you just a friendly sort of alarm here. You need to stop wasting time, you need to really focus on developing yourself in whatever way you need to. But let me ask you this, what do you need to stop doing? What do you need to start becoming? What behavior do you have in your life that you just need to stop? What do you need to start doing in order to up level your game as a leader?
What the best leaders are doing is they’re always focusing on development. They’re focusing on getting better in their processes, understanding their products and their services, developing their people and getting better at developing their people.
As a result of that, they’re taking on challenges. What challenges do you need to take on? What are the issues in your business that has been around for years that you’ve been avoiding? You need to develop yourself so you can take on those challenges.
I want to encourage you to develop. Take a tortoise and the hare approach. One seminar is not necessarily going to do it for you. You might get one or two great ideas, but you know what’s going to do it for you is progressive change every day. Progressive study and progressive application of new ideas. Think about how things could be different for you one year from today if you just made steady progression as far as your development is concerned.
So that’s from Leadership Dashboard and again, you know that leading a construction company is challenging. So if you have a problem getting people on the same page, if expectations are not always clear and if things are tense in your organization, that’s when you need to dive into this Leadership Dashboard so you can focus on what matters, make sure everyone in the organization is aligned and a track to develop future leaders in your company.
Now it’s time to get to work. This is what George Patton says: “A good plan violently executed today is far better than a perfect plan tomorrow.”
So in terms of the Leadership Dashboard, where do you want to be in terms of your vision, your mission, the values, your edge, the initiatives, performance metrics, relationships, the development opportunities? What’s the one relationship you want to develop in the next 12 months? What’s the initiative you need to focus on that’s going to have the most impact in the next 90 days?
Stop wasting time on things that you’re not really good at. Figure out what you’re really good at and focus on that. Where are you now? Where are you now as far as those things are concerned. What’s distracting you? What are you doing in your organization which you need to delegate to somebody else?
You are probably doing tons of stuff that’s distracting you from what you do best. You need to delegate it to somebody else and develop them so they could take care of it.
What performance metrics are you either ignoring or are unaware of that really have an impact on your business? What are the new performance metrics that you need to highlight that may give you a new perspective on how things are going?
Think about that and what’s holding you back as far as those things are concerned. Maybe you’re just not clear on any of this and as a result, you’re frustrated and you’re running. You’re like that headless chicken going all over different places, not really getting anything done. You’re stuck in the mediocre average performance area and you need to up level those things.
The Construction Leaders Dashboard is all about your mindset and actions that can lead to the outcome you want. If you think about this, you have these two triangles of mindset and action that leads you to being able to bid, build, plan and bill work in the way you want to.