Jack Welch - Short and Long Term

We exist to help contractors build stronger businesses for the next generation.

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That is not only our mission at D. Brown Management but should also be the mission of EVERY leader within a construction business.  

Quote: You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. Jack Welch Retired Chairman and CEO of GE

Leaders must be focused on balanced execution across both functional areas and time horizons for truly sustainable growth.  

  1. Developing Your Talent
  2. Winning Quality Work
  3. Building Quality Projects
  4. Keeping Score
  5. Integrating Your Supply Chain
  6. Leveraging Technology

Within each of those functional areas leaders must balance out short-term execution while investing in their long-term vision.  This balancing act is extremely difficult when management teams are all stretched thin.  

Jack & Suzy Welch do a great job of describing this balance in Winning and The Real Life MBA.  

An experienced but unbiased 3rd party can be invaluable in helping your team remain balanced in their thinking and execution. 




Accelerated Development - Closing the Gap
The shortage of critical talent in the construction industry will be 3X worse by 2020 and will continue to worsen through 2030. The only way that we will be able to close this gap is if we focus on accelerating the development of people.
GRIT - Building an Internal Drive
Great leaders build an incredible degree of cohesion, skill and sheer determination in their teams. What is critically difficult is striking that balance between helping and helping too much.
Cash Flow Metrics and The Continuous Improvement Process
Contractors can focus on 3 major metrics to continuously improve cash flow, truly making a “game” out of it.