Creating an Operating Rhythm

What are the critical meetings, communications and feedback systems that keep your contracting business running like clockwork?

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Daily  >> Weekly  >> Monthly >>  Quarterly >> Annually

Leadership Tools: Operating Rhythm and Cadence of Accountability.

How do those Operating Rhythms at various levels; within different functional areas; in different geographic locations; and at different job sites interlock with each other effectively?  

Retired General Stanley McChrystal and his team talk about these Operating Rhythms in their books Team of Teams and One Mission

The team at FranklinCovey talks about Operating Rhythm as a Cadence of Accountability in The 4 Disciplines of Execution.

For a contractor to grow sustainably they need to move from “Doing Things” and ad-hoc communications into effectively integrated Operating Rhythms.  

When these changes don’t occur it causes stress on the organization and impacts profitability.  




Understand Buying Motivations
Getting involved early in the project as it is being developed is one of the best things a contractor can do for profitable growth. That value starts with understanding the entire budget for developing a project.
A Business Exists to Serve a Customer
Without satisfied and growing customers, nothing else a contractor does will matter. Few things are more profitable for contractors than recurring work negotiated with a select group of project owners.
Required Leadership Focus Changes at Each Stage of Growth
At each stage of growth, the leadership focus at the top for majority Owners/CEO/President must change to continue navigating growth effectively. Concurrently, the leadership focus from the prior stage of growth must be transferred and expanded downward.