Contractor Organizational Structures and Performance

Effective org structures improve project delivery, accelerate team growth, and enable smooth successions. These five diagrams and insights from our team will help you see your teams and structure differently.

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Succession: Organizational Structures and Leadership Development. A functional area organizational structure versus one aligned around business units down to a Project Manager. Levels of work including front-line execution, front-line supervision, process design and management, operations flow and integration, general business leadership. Stratified Systems Theory (SST).

As contractors look at their organizational structures with an eye toward both sustainable growth and succession, they must balance the efficiency that a functional area structure provides with the leadership development of a business unit structure. Read more...

  

Job Role Basics: Job Role Integration. Ultimately you are trading a certain amount of input (Compensation) for a specific set of outputs (Key Results).

Effective job descriptions are the foundation every contractor requires to recruit, develop, and retain talent. They need to be wrapped around performance-based Key Results aligned with your strategy, systems, organizational structure, and compensation. Read more...

 

 

Leadership Tools: Teamwork is the foundation of all sustainable success. Quote: Talent wins games, but teamwork and intelligence wins championships. Michael Jordan

Construction is the most complex TEAM sport there is and the teams that work best together win. It is that simple. The contractors who know how to develop the best teams are thriving in all market conditions including the shortage of construction talent. Read more...

  

Succession Planning at all Levels for Sustainable Growth. Timeline represented: Get Work, Buy and Fabricate, Do Work, and Keep Score. Color code your organizational chart considering growth over the next 5 years, retirements, and other turnover probabilities.

If a construction company is growing at 15% per year, it will double in size about every five years. Therefore, in general, every position must have identified and be training at least two people that will be capable of succeeding them within five years. Read more...

  

Leadership Tools: What type of Contractor are you? Emerging, Hollow, and Ready (A "Full-Stack" Team) that is prepared for growth and/or succession.

Whether you are focused on growing profitably or preparing for an ownership transition, the strength of your team and organizational structure is a major factor. Read more...


 

Growth Inflection Points and Prioritized Improvements (11X17 Summary Sheet)

Every contractor goes through very predictable stages of growth. Each of these stages of growth require a different leadership focus, as well as different strategies, systems, and structures. In addition, the team will grow, grow, and then grow some more as new talent is added at each stage. Please contact us for a summary of these stages of growth, a simple self-evaluation checklist, and how to sort through the many competing priorities for improvement. 

Growth Inflection Points and Prioritized Development (11X17 Summary). Every contractor goes through very predictable stages of growth. Each of these stages of growth requires a different leadership focus, strategies, systems, and structures along with adding a lot more people to the team.



Six Daily Questions to Drive Team Engagement
Construction leaders are facing a growing challenge working to keep project teams working effectively together across multiple companies. At the business level, the need to keep team members engaged to both attract and retain talent.
Definition - Aptitude
The inborn Potential to do something (skill) to a certain level (competency) to achieve something (capability).
Opportunity Evaluation (2 Critical Dimensions)
Your strategic decisions show up most vividly in the opportunities you choose to pursue. Disciplined and aggressive business development will ensure a strong pipeline of opportunities. Choosing what to pursue requires balancing two critical dimensions.