Relationships form the foundation of every construction business, from customers to key vendors and subcontractors. While all relationships are valuable, their value varies and must be managed accordingly—a task that becomes more complex with growth.
When people are exposed to something too often, they tend to overlook it or underestimate its significance. This can cause critical information to fade into the background and be ignored.
There are many models and tools to help businesses make strategic decisions, develop a plan, and execute. All have strengths and there are many similarities in the underlying principles as well as their origins. None are perfect. How to choose and use...
Building a project and a construction business definitely requires heroic efforts at times, but full-time superheroes stifle growth, introduce risks, and rarely make for smooth successions.
When planning, separate the questions you ask yourself into tactical and strategic categories. Answer the strategic ones first, back-checking them against the tactical ones to evaluate the viability of your plans.
Expanding on locus of control, including how it drives decision making at all levels and answering three questions: Decisions from the top, how to improve locus of control, and how it impacts technology selection & use.
The only valid measure of clear communication is whether the other person(s) understood it as it was meant to be understood. Clarity of communication is not about perfect grammar, format, or frequency though all those play a factor in understanding.
The business of building is largely about aligning projects and people. Contractors exist to build projects. People design and build the projects. The management team, structure, and systems bring it all together.
People are muti-faceted, there is no precise way to measure any dimension, and people are constantly changing. Understanding just some basics about the various dimensions of talent can help you be a better manager and design better jobs.