Rainmaker! Business Development Strategies from a Construction CEO In the construction business, people often think that cranking numbers, building projects, or estimating are the only things that matter. However, it is also important to build relationships with your clients. It is often overlooked by many, but its impact can take your business to another level. Some people are born with great salesmanship and are comfortable talking with others, but some aren't. It doesn't mean, however, that you can't learn! In today's episode, Roger Leasure joins us to tell stories on how building relationships with his clients and other colleagues helped his career and business. He will also discuss how listening to other people's interests and changing your paradigm can take your business to a new height. Roger also advises companies that solely focus on crunching numbers while neglecting to create valuable relationships with their clients. Roger has a lot of exciting things to share with us, and you’ll surely learn a lot. Check out the highlights and make sure you tune in to the show! About Our Guest: Roger Leasure is the president of Northern California Tiles & Stone. In his early 20s, he started in the tile and real estate business. He ended up running one of the most extensive tiles and stone companies, owning over 200 housing units and several commercial buildings when the recession hit in late 2008. Roger triumphed over debts and now installs over a million in tile and stone monthly. He also owns Capitol City Stucco. How to Build Relationships With Your Clients in Construction Business Development Take Interest In Other People A personal encounter with a project manager allowed Roger to work his way in the construction business. He turned a $15 investment into a $12.8 million construction project. Both of them were interested in running, and on Christmas, Roger gave him the book "Once A Runner" as a gift. Compared to other presents, his gift was more personal, building a relationship between them. Always keep your ears open when you're doing business. Be interested in the people you meet, and take notes all the time. The client will then feel that you are paying attention. For example, you may ask them about their children or their interests. Change Your Paradigm Get out of your head and put yourself in the shoes of other people to understand their perspectives, interests, or situations. When you take an interest in other people, you establish a level of trust and relationship with them. People struggle with building a personal relationship in business because people are always thinking about their tasks and workload. How to Get This Business Development Mindset To help people get to this business development mindset, Roger's organization implemented a core client list. They also have annual strategic planning. A core client list sorts out clients that are safe, organized, fair, and have their act together. They developed a business development strategy where project managers and estimators have to report to the general manager weekly. They also invested in spending time with clients by watching games together. The estimators are required to go out. In this way, they will start to get to know and understand each other. Work with people who are not just takers. It's essential to have a symbiotic relationship with your clients. Advantage of Building Long-Term Relationships With Clients No matter where they go, you know the clients on a personal basis. You will know and be able to talk with them should there be changes in the business. To promote communication, Roger also helps his colleagues who are technically strong but struggling with relationships. He encourages them by attending games, planning, and setting up a meet and greet in the office. Shifting to Being a Contractor to a Salesman Sell every day. Hire people to do the things you don't want to do, and focus on spending time with clients. Potential clients might still reject you, and it's okay because rejection is part of the process. Train your estimators. Construction business is not just about cranking numbers. You have to understand the act of persistence and following up pleasantly. Put the clients' interest in the center of your perspective. On Networking Figure out where your clients are. Don't waste your time hanging out in networking groups where you do not have clients. Make sure you understand where they are and then spend time in those places. Go to conferences and the target environment of your business. Advice on Being Successful In Business Development And Sales The person in charge needs to free up their time so that they can focus on business development and sales. Make sure to have written goals and team written goals. You also need a measurable metric system. Target the right clients, analyze your data, and make time for strategic planning. Check out Northern California Tiles & Stone's website. Connect with me on LinkedIn. For more podcast episodes, visit my website, and you can also check out Construction Genius Podcast on LinkedIn. Tune in to the Construction Genius: A Leadership Master-Class Podcast on Apple Podcasts, Spotify, and Stitcher.
Liverpool Lessons: Four Traits of Every Winning Team Right now, Liverpool Football Club is in the midst of a historic run in terms of wins and losses. What has enabled the team to perform at such a high level? Is it money? Facilities? Talent? Many other teams have that, so I believe there’s another critical factor at work: culture. And this culture starts with the manager, Jurgen Klopp, trickling down to the rest of the organization. Just like soccer, construction is also a team sport. In today’s episode of Construction Genius, I share my knowledge and insights on how to build and be part of a winning team. Leaders need to ingrain in each member the same winning culture despite their differences. I will also be talking about my experiences and discoveries in working with a diverse set of people using four remarkable characteristics of the Liverpool soccer team. If you want to build a positive, team-oriented culture, make sure to listen to the whole episode for a more detailed discussion! How to Lead and Work in an Effective Team Liverpool’s Culture: A Must in a Construction Company The Liverpool team’s healthy culture largely contributes to their success. Their culture is characterized by these four traits: hunger, hard work, humility, and happiness. These four are common to most great teams, and you can apply and promote them in your construction company. What Is Hunger? Hunger is a desire or a lack. Liverpool is hungry because they haven’t won in a long time. When you haven’t had something in a while, it creates a desire in you to fulfill. Hunger is highly motivational. Ask yourself, “What is the hunger that drives you, your team, and your company?” It focuses your effort and energy, as well as pushes you to be resourceful and creative. Expressing Hunger Hunger is expressed through dedication. It pushes you to dedicate your efforts to satiate what you feel. Hunger is also expressed through having initiative. It means you move forward and persist until the hunger is met. Hunger results in ingenuity. The best companies, just like sports teams, are hungry for wins and have a sense of camaraderie. Cultivate in yourself and in your people the hunger to excel and be best at what you do. Making Hard Work Come to Life While hunger is universal, hard work is not. “No matter how much you want, laziness won't help a bit, but hard work will reward you with more than enough.” Proverbs 13:4. I recommend reading a chapter of Proverbs of the Old Testament for a month. Work harder and smarter. Focus on intelligent, hard work. The people you lead are always looking at you. Be responsible for manifesting the traits you want your subordinates to have. Hard Work of a Construction Professional Work hard on being technically competent with bidding, planning, and building. Do the hard work of looking at the project from your customer’s perspective. Put yourself in their shoes and determine what they are looking to get out of the project. Do the hard work of looking at the project from your company’s perspective. Not all projects have the same allotted attention and resources. Determine where the project sits in relationship with the other projects. Understanding this can help you be content and focused on its execution. A leader should go through the hard work of communication. Effective communication leads to a productive work process. Likewise, competence is just as crucial for a leader. In construction, we tend to spend a lot of time putting out fires instead of preventing them in the first place. It is a result of a lack of competence or attention. Being proactive reduces stress. Importance of Humility Humility is an appropriate view of yourself. The best athletes have confidence that may be interpreted as arrogance. However, you know they are always working on their craft. The best construction executives always leave room for improvement and think of ways to learn. Experiencing life’s ups should not be a reason for entitlement. Humility is vital in dealing with adversities. It is what’s going to keep you moving forward when life gets too discouraging. Humble people have a steady, even keel about them in their lives. Expressing Humility Show up every day and put in the work. It also equates to committing to supporting other people. Humility is a real lack of selfishness. Don’t make everything about yourself. Be interested in winning. Admit your mistakes quickly. Take responsibility and spread the credit. As a leader, you don’t hoard all the praise for yourself. How Does Unhappiness Manifest? Unhappiness manifests in constant complaints, grumbling, and self-pity. One of the reasons why people aren’t happy is they aren't good at anything. We spend a lot of time watching other people be excellent, but we don’t take the time to cultivate excellence within ourselves. As a result, we struggle, and this causes unhappiness. Another reason why people are unhappy is they continue to do the wrong things. Moreover, unhappy people don’t put enough energy and effort into maintaining good relationships with people who matter. Cultivating Happiness Get small wins under your belt. Consistently commit to regular, effective communication. Embrace and pay attention to the construction process. A week doesn’t sum up the success of a project. You can make incremental steps to achieve your goals. If you combine hard work, hunger, and humility, you are well on your way to happiness and building happy teams. Teams cultivate hunger, humility, and hard work to win, which in turn creates happiness. Your Next Steps Consider the atmosphere of the teams in your organization. Set goals that may stretch your team but are still attainable. Work hard and be an example of pursuing the goals diligently. Hold each other accountable. Do not make assumptions and find out the truth. Communicate up and down the chain of command. Make sure you're blocking out time for high leverage tasks from which you may easily get distracted. Be humble and admit your mistakes quickly. The earlier you do it, the faster you can move on. Always ask yourself how you can improve. Recognize your people’s achievements and spread credit. To be happy, stop doing the things you shouldn’t be doing. Instead, do what you should be doing. Don’t complain if things are not perfect. Communicate with your team and be content with incremental progress when things don’t go as planned. Connect with me on LinkedIn. For more podcast episodes, visit my website, and you can also check out Construction Genius Podcast on LinkedIn. Tune in to the Construction Genius: A Leadership Master-Class Podcast on Apple Podcasts, Spotify, and Stitcher. Thank you for listening!
Generation Innovation: How Change Happens in Construction Companies with Andrew Silverstein The construction industry is considered fairly stable and in-demand as there are hundreds of roads, bridges, and buildings that need construction every day. However, it is also rapidly changing in terms of innovation and technological progress. Modernization is essential for the evolution of the business to remain attractive to both customers and future employees. In today's episode, Andrew Silverstein of Metralite shares his experience in the construction industry as a young executive in a company full of experienced and seasoned employees. We will discuss why modernization is important in the industry, as well as how to effectively implement transitions. Andrew has tons of interesting insights and advice to share with us. Check out these highlights and tune in to the show! About Our Guest: Andrew Silverstein is the Vice President of Metralite Industries Inc., an architectural metal and glass construction company in New York that mostly concentrates on making Manhattan’s corporate interiors. He oversees the estimating and sales department of the company. How Change Happens in Construction Companies Early Beginnings Andrew had a passion for public service and joined Teach For America after graduating. He had an unexpected career shift from being a teacher and a school administrator to the private sector in a construction company as a corporate executive. He used to be an outside counsel for his father as a teenager. He then proceeded to join the multi-generational company to continue the family legacy. Andrew focuses on estimating sales for the company, as well as helping in operations and modernizing the process Modernizing The Construction Business Part of overseeing any department of the company means having to develop true knowledge of construction. Metralite used to focus on both storefronts alongside corporate interiors but decided to shift concentration and resources to only corporate interiors. Evolution is nature's most powerful law. You either adapt, or you go extinct. Changing a company is difficult because most organizations are static. It needs action from the top management. The construction business struggles to innovate because there are high barriers to market entry. Having The Correct Business Attitude Have humility and do not be afraid to learn from the people under you. People respect when you own your knowledge gaps. Be transparent with your customers. “You got to fish where there are fish.” Meet people; both employees and customers where they are. Adapt to your team and bring them towards your goal. Make mistakes and be comfortable with it. Mistakes And Lessons In Running a Construction Company The management rolled out sophisticated software to employees but no one used it. Change cannot be implemented immediately. Be comfortable with gradual change. It is okay to have slow, small wins as long as you are consistent with your direction. Be the role model for your team. Why The Construction Industry Is Attractive It is a financially stable sector with practical career options and is always in demand. There is ownership in seeing something tangible that you build. Even with a generation less inclined because this is an unsexy industry, the excellent compensation and sense of pride in making something you can touch and see is desirable. The Importance Of Customer Service In Construction Having excellent customer service is now at a dramatically different level and standard than it was before. You can order something and know exactly how it looks when it arrives. Nobody believes that the contractor should demand and dictate the terms anymore. Starting Out In A Construction Career People learn things in different ways. Gain experience and knowledge by understanding first in which method you learn best. Make hard work your competitive advantage. Never forget to practice humility even as you progress on your career Advice For Companies In Transition “The most successful companies are ones who really define what their core principles are.” Get the consensus and values of the whole team to make sure everyone is on the same page. "There was a common theme for us. Quality, quality, quality." Resources Good To Great by Jim Collins Check out Metralite's website and connect with Andrew Silverstein on LinkedIn. Connect with me on LinkedIn. For more podcast episodes, visit my website, and you can also check out Construction Genius Podcast on LinkedIn. Tune in to the Construction Genius: A Leadership Master-Class Podcast on Apple Podcasts, Spotify, and Stitcher.
Isn't it surprising how the construction sector lags behind the productivity of other industries when, in fact, there are more efficient and innovative ways to accomplish tasks on-site? We rely so much on our existing skill sets and conventional methods. While those are helpful, we are still reluctant to embrace the changes and shift mindsets that are crucial to innovation. In today's episode, Ryan Ware of Vantis joins us to understand the challenges of implementing practices different from the conventional methods. We will discuss why the construction industry is stuck in its comfort zone and the steps we can do to address that. How can companies shift from conventional thinking to a new approach that can produce high-quality, on-schedule, and safe projects? We cover a lot today, and Ryan has a lot of interesting insights to share with us. Check out the highlights and make sure you tune in to the show! About Our Guest: Ryan Ware is the Vice President of Construction and co-founder of Vantis, an interior construction company in the Bay Area, California, launched by One Workplace. Vantis focuses on the integration of off-site construction solutions to deliver custom interior spaces. Ryan has a background in architecture, and he's moved into the construction side of the business. Shifting Our Mindset Toward A New Approach to Construction From Architecture to Construction Early in his career, he has seen how the construction industry was shifting forward into the realm of architecture. He wanted to become the bridge between the construction and the architecture industry. The gap between architecture and construction: Architects go back to the drawing board to solve a problem. For a contractor, the building is on-site, and you have to take into consideration the manufacturing capability and cost analysis. When he was in drafting school, he went to a small precast plant where he did some detailing. Then, he started practicing precast and off-site construction as an architect. The Emotional Disconnect: How Planning Usually Happens A client tells a story, and the architect takes the information in a drawing set. That drawing set is passed to the general contractor. They digest and figure out what they're supposed to build, and then they pass it down to another layer. By the time it gets to the people on the field, the plan is different from what the architect envisioned. The Conventional Mindset: Moving Away from this Comfort Zone When we look at our problems in construction, we tend to try and solve them ourselves instead of asking for help. We solve most problems with the same technology, same material, and the same processes, which does not allow us to address the problem long-term. Ryan's solution: Design-manufacture-build process The quality of planning is more important than the speed of the process. Introducing New Methodologies Tell your client if you're launching a new methodology of constructing or you're shifting the model of delivery. Educate the entire market. Clients rely on us to be educated and solve the problem for them. The reluctance to change roots from the fear of the unknown. Working Collaboratively The construction industry is slow to adapt, as we don't have a lot of research and development money. Manufacturers and fabricators, on the other hand, have these resources. However, we tend to see them as a threat, and we push them off. If we were to embrace these outside influences, we could learn from them, and we can try new things. Off-site Manufacturing: Building Projects Efficiently Utilizing the design-manufacture-build approach optimizes the laborers on-site while artificial intelligence safely tracks things inside the factories. Construction is a tremendous safety hazard. If we can optimize our trades, we can create a safer job on-sites. We're studying, and we're looking at doing things off-site, but we're still not using technology to integrate it in at the planning stage. Why is Interior Construction Slow to Embrace Off-Site Construction? First, we're not talking in the same language to relay the value proposition of the manufacturing world. Second, we're not ready to adopt it. It's a matter of embracing that it is not a competition. Bringing In Fresh Ideas The new generation is learning differently. Sometimes having people that are not in your industry or not trained in that area gives you a fresh perspective. Manufacturers don't necessarily understand construction, but they are tied with the technology side. Learn to balance between a hybrid approach. Think of how we are going to integrate these things in the next ten years. How About Those On-site? It is about doing better and safer work for their crews. They're still doing everything on the job site, but everything is component-wise and employee-wise. We can use the same labor pools instead of installing prefabricated assemblies and components. You are optimizing your people, and the job is safer and more sustainable. Where Does Vantis Sit? Their primary focus is in the interior build environment with the prefabrication solution. They're also beginning the endeavor of looking at modular volumetric construction. Their vision advances in doing anything they can with off-site construction and optimizing their trades. Advice For General Contractors Have the mindset that the change you're making will make a difference. Listen to the experts to help guide the process. Break down the barriers that we've put up around ourselves. Check out Vantis's website. You can connect with Ryan Ware on LinkedIn, or you can shoot him an email at rware@vantis.net Connect with me on LinkedIn. For more podcast episodes, visit my website, and you can also check out Construction Genius Podcast on LinkedIn. Tune in to the Construction Genius: A Leadership Master-Class Podcast on Apple Podcasts, Spotify, and Stitcher.
My guest today is Dom Rubino: Businessman, Podcast Host , Business Coach and terrible fly-fishermanHe specializes in working with business owners who want more. More Time, More Money, More Team, and More Strategy on growing smart. On today’s episode we discuss how to use systems to get your construction company ready to sell. Highlights include The danger of waiting too long to sell your business The good, the bad, and the neutral reasons to sell One construction company’s transition success Running a business on systems, not randomness How to know how much your company will sell for How systems predictably enhance the value a company The connection between successful sports teams and great companies How to start improving your systems, today Shall I sell internally or externally? The necessity of understanding your “ideal buyer” Dozo Sushi, Dom’s recommendation for sushi in Vancouver How to get in touch with Dom: BizStratPlan.com and The ProfitToolbelt Podcast Email: dr@bizstratplan.com
Today's episode is a short, punchy look at how you can prepare during the boom times for the next economic downturn. I put this episode together from a short series of videos that I shot recently. I think you'll find it very useful. We're going to begin by taking a look at the frustrations that buyers of construction services have and how you can address those frustrations so that you can stuff your treasure chest and prepare for that downturn. And in preparing for it you need to have the right perspective on the opportunities that may present themselves to you during that downturn to actually expand your business. For a complete post drawn from this episode, visit my blog at https://ericanderton.com/blog/nextdownturn. If you’d like to reach out to me on social media, I’m on LinkedIn and Twitter. And on my Youtube channel, you’ll find a complete library of insights on life, business, and leadership that I’ve published over the years. Episode highlights: [01:05] The 3 opportunities in an economic downturn: People - Talent will be much more available because other construction companies won't have projects. Projects - A good contractor today will be a good contractor in the downturn People who are doing projects in the downturn are looking for stable companies to work with. Diversification - Cash is king in downturns and smart construction companies are stuffing their treasure chests now to take advantage of opportunities later [02:33] 3 Tips to prepare for the coming downturn: Look at your overhead and your processes so you are maximizing your profitability on every project. Build a treasure chest. Cash gives you a timeline to continue your business and also a means to take advantage of opportunities that come up. Make sure that you focus on relationships with your general contractors, your subcontractors, your bankers. Strengthen those relationships as much as you can. When the bad times come they'll be there for you. [04:31] The choices you make now, today, will help you or harm you in the future. Make sure the quality of your work is excellent, finish strong, get across that finish line with an excellent punch list execution.
Tony Moayed is the CEO of Tricorp Group in Sacramento, California. From 2004 to 2007, Tricorp Group experienced significant growth and was named the fastest growing company by the Sacramento Business Journal List. In May of 2014, Tricorp Group had $198 million worth of construction under contract. That same year, the company was threatened with the possibility of bankruptcy, but Tony was determined to finish their projects and make everything right. Join me as we discuss how Tony fought for the company to climb out of bankruptcy, what he personally experienced, and what he learned from this experience. Highlights What Tricorp did right from the beginning What Tricorp’s problems were and how they started How Tony turned the company around What Tony personally experienced during this time Tony’s advice on what is necessary to fight through hard times What lessons Tony learned through this experience How he improved the new company from lessons learned Tony’s advice for successful expansion Tony’s favorite restaurant: Sutter Street Steakhouse Next Steps In order to minimize your mistakes and reduce the likelihood of failure, construction companies have to consistently build projects that fit their “sweet spot”. That requires you understanding what your “right job, right client, and right location” is. Here’s a tool that can help you to clearly define your sweet spot: www.ericanderton.com/sweetspot Click on the link and download the tool, meet with your team, and work your way through it. If you do it right, you’ll have clear idea of which projects you should take on, and which you should avoid. If you need help using the tool, click this link and reach out to me on my website.
Welcome again to the Construction Genius podcast. This is episode three of our three-part series on how to succeed in construction sales even if you hate selling. Today's episode will introduce you to a questioning framework that you can use when negotiating new opportunities. And just one more shout out, if you or anyone who reports to you are responsible for sales you might find the construction sales assessment that I put together extremely useful. Head out to my website at https://ericanderton.com/constructionsales. Download the assessment, fill it out, and also take the exercise that's included with the assessment and it'll help you to focus on and strengthen the five traits that successful salespeople in any field consistently display. For detailed show notes on this episode, visit my blog at https://ericanderton.com/blog. If you’d like to reach out to me on social media, I’m on LinkedIn and Twitter. And on my Youtube channel, you’ll find a complete library of insights on life, business, and leadership that I’ve published over the years. Here are the episode highlights: [01:08] Thinking of sales like a scale - you want the pros of doing business with you to outweigh the cons. [02:30] People only ever buy for 2 reasons, to seek pleasure and to avoid pain. And in construction, they only buy to avoid pain. [04:27] S.P.I.N selling - situation, problem, implication, and need payoff. [05:27] If you're going to be successful in sales it won’t be by the power of your charisma or the shine on your shoes. It'll be by the quality of the questions that you ask. [06:34] When dealing with a savvy construction buyer, don’t ask too many situational questions. Do your research beforehand so you can focus on uncovering their problem. [08:46] Implication questions are sad questions. When you find a problem, one of your jobs is to magnify it. Not because you're a sadist, but because you need to demonstrate to them the cost of not solving the problem. [09:49] Need payoff questions are the happy questions and they're about value and importance and usefulness. So a question like this, "What would it mean to you if we could deliver a project that has zero rework?" [12:00] "A good plan violently executed now is better than a perfect plan next week." - George Patton
This is episode two in the three-part mini-series on how to succeed in construction sales even if you hate selling. Today we're going to be looking at a sales strategy that you can use when pursuing new projects and courting new clients. Specifically, we're going to dive into the importance of identifying sales objectives. How change impacts your ability to achieve your sales objectives. And three types of decision-makers in any construction sale and how to identify them. Keep in mind if you or anyone who reports to you is responsible for sales you might find the construction sales assessment that I've put together extremely useful. Just go to my website https://ericanderton.com/constructionsales. You can download the assessment and also take a short exercise to help you to strengthen the five traits that successful salespeople in any field consistently display. For detailed show notes on this episode, visit my blog at https://ericanderton.com/blog. If you’d like to reach out to me on social media, I’m on LinkedIn and Twitter. And on my Youtube channel, you’ll find a complete library of insights on life, business, and leadership that I’ve published over the years. Episode highlights: [01:33] A simple exercise in strategic thinking using your top 5 clients or top 5 potential clients [04:50] In any sale that's complex, you have three types of decision-makers. You have the user, you have the technical expert, and you have the final money-man. And if you're going to be successful in construction sales, you have to be good at selling to them all. [07:50] In construction whenever we fall short or when things don’t go according to plan, it's an opportunity. To regain and even build trust as we fix the problems and the challenges facing us. [09:40] How to identify and take action on the next steps towards your sales objective [12:37] Whatever your feelings about a potential client or project, you must do the hard work necessary to find out the truth. [13:25] One of the most powerful things you can do in our culture is have a face-to-face conversation because we're so hooked into technology that we missed that. And there's nothing like a drive out to the job site.
Welcome to Construction Genius. Today is episode one of a three-part mini-series I've put together on how to succeed in construction sales. Even if you hate selling. So in episode one, we'll look at the psychology of high performers. And if you or the people who report to you are responsible for sales, you might find the construction sales assessment that I've put together extremely useful. It describes the five traits that successful salespeople in any field consistently display and you can rate yourself on those traits and then complete a short, simple exercise to help you strengthen any of the traits you need to work on. If you'd like to get the assessment just go to my website https://ericanderton.com/constructionsales For detailed show notes on this episode, visit my blog at https://ericanderton.com/blog. If you’d like to reach out to me on social media, I’m on LinkedIn and Twitter. And on my Youtube page, you’ll find a complete library of insights on life, business, and leadership that I’ve published over the years. Here are some highlights from the episode: [01:41] What’s the right mindset for someone to be successful in construction sales? [03:26] You cannot control your outcomes, but you can control your activity. You can control the things you do that lead to the outcomes you wish to achieve. [04:33] When I say the word “trust,” what pops into your mind? [05:28] How do you get to know someone? [07:41] To be someone who can build a long term legacy in construction, persistence and showing up through the ups and the downs is absolutely essential. [10:24] You are the prize. Your company is the prize. If your company is any good, it's a privilege for people to do business with you. [11:19] Not everyone is going to like you. And that's okay. [12:59] High performers in construction choose to get something out of all situations rather than complain about them. [13:54] High performers choose to share with and help others rather than be selfish.
Craig Gini is an owner along with his two brothers, Kevin, Brian, and his dad Gene of Collins Electrical Company, a $177m contractor headquartered in Modesto, CA. He is Vice President and Renewables Manager. He is responsible for a company-wide focus on “Green Technologies” and “Energy Efficiency.” Craig has been involved in the installation of energy-efficient lighting for nearly eight million square feet of Ford and Chrysler facilities nationwide. He has also been the driving force behind almost 68 Megawatts of Utility-Scale and Distributed Generation solar installations throughout all of California. Craig’s focus is to bring back the values of true “Customer Service” by being attentive to his customer’s needs. He is dedicated to the process of utilizing a “Team Approach,” consulting with his customers to develop programs that are customized to benefit each individual and present “Efficient Solutions” as a viable option to the customer’s needs. Join me as we discuss his journey from acting back to the family business. How he learned the trade, launched a company within a company, and contributed to the steady growth and success of Collins Electrical. Highlights: The black sheep returns: Craig’s journey back to the family construction business How Craig learned to work hard at an early age Starting as an apprentice at thirty-eight years old How Craig quickly grew in his new career Earning respect for performance and profitability What Craig’s dad taught him about generosity and fairness How to ensure that field personnel feel appreciated How Craig built his own “business within the business.” Craig’s “magical board” goal-setting process The challenges and pains of growing his division from $400,000 to $10 million to $30+ million How to balance employee’s capabilities and customer demands Getting out of the micromanaging doom loop How Craig learned to delegate and to utilize other’s strengths to shore up his weaknesses How to target clients that value a partnership relationship Riding the wave of industry change (without wiping out) How Craig manages the sibling dynamic with his two brothers The importance of culture and how leadership drives that in a company How to maintain trust in the core leadership group Why presenting a united leadership front is vital to organizational harmony and health Craig’s favorite restaurant: Paul Martin’s American Grill Since 1928, Collins Electrical Company has successfully managed multiple succession transitions. How well prepared are you for your business transition? Find out by clicking this link and taking a short assessment. The results will show you where you are strong, and where you may need help.
Show Notes: A time of corruption and crisis The duty and responsibility of leadership Why leaders need support from “Jeremiahs” Who are your Jeremiahs? What is the message of the Jeremiahs? Why are they important? Internal and external truth-tellers Jeremiahs understand your company’s culture and care about your company Jeremiahs are willing to tell the truth They come with problems and solutions How to respond to Jeremiahs? Listen to them Don’t “kill the messenger” Take their feedback and respond appropriately Don’t fear what other people think
There are three million construction companies in the United States. Listen to this episode and learn 7 ways to set yourself apart and build a great business. Highlights Include: My attempt to distinguish myself at a traditional English public school 7 ways to distinguish yourself: Pursue Niche Work at Which You are Excellent and Profitable Deal with clients you know well Work with project partners that you trust Maintain high quality efficient construction work Emphasize and Demand safety Insist on timely payments for all dollars earned Have a financial cushion to weather bad times What is a niche, and why it’s important How to get to know people by committing to long term relationships How to give and build trust with your project partners How to improve processes so that you can maintain high quality work Why a strong safety culture is vital, and how to make sure safety is prioritized How to get paid for what you’ve earned by being a “nice squeaky wheel” The secret to getting through the next recession: Low Overhead Stay Humble It’s not what you make, it’s what you keep Action Items: Prioritize, in order of importance, the list of the seven ways to distinguish yourself. Pick the most important way. Ask: What's working What's not working In what specific ways can we improve? Spend 90 days working on the one that you pick and see how much progress you make. After 90 days move on to the next most important on the list Learn how to clarify your niche: Click this link to download the Target Market Analysis tool Read a great book: The Construction MBA: Practical Approaches to Construction Contracting, by Matt Stevens Listen to a great song: The Headmaster Ritual by the Smiths
Bill Porter is the President of Porter Law Group, Inc. Bill has been awarded the highest possible rating of “AV Preeminent” by America’s premier attorney rating service, Martindale-Hubbell, which has also designated Bill as a “Top Rated Lawyer” in the field of construction law. Bill’s practice encompasses more than 30 years in private, state and federal construction claims before state and federal courts as well as in mediation and arbitration. Bill regularly represents contractors, subcontractors, suppliers, developers and owners in complex multi-party construction litigation. His areas of expertise include construction collections, mechanics’ liens, stop notices, bond claims, prompt payment remedies, construction contracts, competitive bidding, construction defects and construction-related labor and employment matters. He is an appointed El Dorado Superior Court Temporary Pro Tem Judge, a private mediator and arbitrator and has regularly contributed to legislation on behalf of the construction industry. Bill’s Websites: Porter Law Group, Inc. Applied Legal Bill’s Restaurant Recommendations Ella Dining Room & Bar El Papagayo Highlights include: How mugged and stabbed propelled Bill into legal practice How to discourage illegitimate wrongful termination claims The origin of Applied Legal The common “legal” problem: people How to be reasonable and have a backbone in contract negotiations How to handle a mechanics lien How subcontractors should approach contract negotiations in order to build relationships and secure good terms How good lawyers on both sides of the table help construction contract negotiations How contractors can use the “squeaky wheel” strategy to secure payment The importance of diplomacy and “speaking softly, but carrying a big stick” Click this link to read the transcript
In this episode of Construction Genius, I’ll discuss how you can reduce overwhelm, focus on what’s most important, and be more effective in your leadership role by utilizing the urgent/important matrix. The matrix first attributed to Dwight Eisenhower, World War Two general and President of the United States. It was popularized by Steven Covey in “7 Habits of Highly Successful People”. Highlights Include: The Origin and popularization of the Urgent/Important matrix The story of the “Pioneer” Long-Term Priorities: High Importance/Low Urgency How to define Long-Term Priorities Clarifying your vision and mission Understanding your role and responsibility The example of Project Executives Why Long-Term priorities should drive Critical Activities The example of Construction CEOs Why Unnecessary Interruptions happen How interruptions are instructive Where Wasteful Distractions come from and how to manage them Next Steps: Clearly define your role and responsibility Define your mission and vision Combine these to identify what is Urgent and Important, TO YOU Set aside time for the Long-Term Priorities Embrace Critical Activities Delegate the Unnecessary Interruptions Manage the Wasteful Distractions Download the Urgent/Important Matrix by clicking this link Takeaway. Go to my website www.ericanderton.com/morale and click the button, download a PDF, taken from the book of Bill Slim’s Definition of Morale. Distribute them to your team and schedule a meeting to discuss how to close “morale gaps” in your company.
Taking Advantage of R&D Tax Credits with Smith Miller, CEO of Strategic Tax Solutions About : Smith is the CEO of Strategic Tax Solutions (STS). STS is a private accounting firm that specializes in the area of tax known as the Research and Development “R&D" Tax Credits.They make the process of accessing R&D Tax Credit dollars straight forward, cost effective and risk free. At no cost, they review construction company tax returns and provide a cost savings estimate for your potential R&D Tax Credit savings. STS is exclusively dedicated to performing R&D Tax Credits. Highlights Include: What are R&D tax credits and how construction companies qualify for them The “Four-Part” test that you must pass to qualify How sub-contractors and general contractors can both benefit How you can take advantage of the credit, even if you bid on a job and don’t get awarded the project Why you should get your CPA involved in the process early on STS’s 100% success rate Learn More about STS and R&D Tax Credits: www.ststaxcredits.com
Peter Tateishi, CEO of Associated General Contractors of California (AGC of California) joins me to discuss “Build California”, a new initiative of the association Eric for a fascinating exploration of the mission of his organization. From the Build California website: Only 9 percent of Generation Z is interested in a future in construction. So where’s the disconnect? The construction industry has a perception problem and it's up to us, the associations, professionals, and organizations that actually build our state, to change hearts and minds. We have to redefine our industry. We have to invest in our own legacy so that future generations aspire to be construction professionals. Build California’s pioneering approach utilizes robust marketing, communications, and outreach tactics in order to effectively engage with Californians about the lucrative, long-term, and immediate benefits of careers in the construction industry. Our outreach and programmatic efforts rely on on-going, customized messaging and resources delivered to multiple audiences on their chosen platforms. Highlights Include: The Construction Industry’s greatest failure (and opportunity) 2 reasons that failure occurred “Build California”: AGC of California’s initiative to promote construction careers Why Construction offers unique opportunities to a wide variety of people 3 Targets of the Message: Parents, Educators, Young People Adapting Build California’s messaging to Generation Z Why AGC of California is targeting different audiences with different messages Communicating the breadth of opportunity Construction offers How Build California differs from previous efforts to promote the Construction Industry Partnering: How AGC of California is teaming with educators to reach the next generation Why one career counselors gave a young man misguided advice Farm to ‘Hood: Targeting Rural and Urban School Districts How metrics will be used to track Build California’s success Build California’s five-year strategic goal How Construction companies can partner with AGC of California and take advantage of the Build California program Links: Build California Website Moses’ Story
“Morale is a state of mind. It is that intangible force which will move a whole group of men to give their last ounce to achieve something, without counting the cost to themselves; that makes them feel they are part of something greater than themselves.” Defeat into Victory, Battling Japan in Burma and India, 1942-1945 Field-Marshall Viscount Bill Slim In today's episode, I explore the topic of morale: What it is, the three foundations of morale, and how to build and sustain morale in your organization. I will be draw on the wisdom of Field Marshal Bill Slim from his book Defeat Into Victory, which we previously covered in Episode 38. Highlights Include: The definition of morale The power of morale to move a group of people How high morale is dynamic, and why it must be cultivated and maintained Understanding the connection between human nature and morale Cheerful generosity: the hallmarks of high morale 3 Foundations of Morale: Spiritual, Mental, Material Why the foundations are vital and how to get them in your company Famous examples of spiritual foundations Why transcendent aims are vital to high morale To ensure high morale make sure your objectives are obtainable The link between efficiency and high morale How leaders influence morale, for better or for worse. How good equipment and supplies impact morale in the field Working conditions and morale Why leadership unity leads to high morale Training and morale: How competency impacts competence. How small wins build morale and set the stage for future success Face to face: How leaders build morale through personal interaction Next Steps: Realize that you are responsible for the morale of your organization Be clear on the spiritual foundations of your business Get on the same page with other leaders Visit your people and communicate with them Ask them if there are any issues that are not being addressed. Takeaway. Go to my website www.ericanderton.com/morale and click the button, download a PDF, taken from the book of Bill Slim’s Definition of Morale. Distribute them to your team and schedule a meeting to discuss how to close “morale gaps” in your company.
Doug Reitz, President of Mark Wilson Construction returns to the show to discuss the project selection process he and his team use to procure profitable work. Throughout Doug's career in the construction industry, he has been fortunate to have worked in positions that span from Project Clerk to President. He has completed or provided oversight through all delivery methods in projects related to the Medical, Educational, Public Works, Industrial and Religious fields. During this time he has worked closely with Clients, Contractors, Inspectors, and Design Professionals seeing all sides of a construction project giving him valuable insight into the entire construction process.In addition to teaching courses at Fresno State in the late 1990s and early 2000s, Doug has also had the opportunity to speak with local contractors, design professionals, and at industry events about the leadership concepts of "Listen. Plan. Build.", "Communicate & Collaborate", and "Safety, Quality, Time and Cost". Highlights include: Project selection: It’s not what you go after, it’s what you don’t Using objective criteria to help avoid emotional decisions Pride, Ego, Fear: the three-headed profit sucking monster Why the hot market in California makes project selection challenging How taking two hours to analyze a project can save you months of heartache and millions of dollars Using “bullets first, cannonballs later” to explore new markets How to intelligently weigh risk/reward and build a backlog Integrating project selection into standard operating procedures The dichotomy of structure and flexibility: How it impacts what you choose to build Develop criteria based on your own strengths and weaknesses Diligence and discipline: How to get the facts and make great decisions Doug’s favorite BBQ: Dog House Grill Doug Reitz: Website LinkedIn Twitter Mark Wilson Construction: Website Your Next Step: Project selection is all about nailing: right client, right job, right location If you do it right, you’ll consistently hit your “sweet spot” and make good money. Here’s how to do that: Step 1: Define the Criteria List all of the criteria that, from your perspective, define the "right client", "right job" and "right location" Step 2: Rank the Criteria Rank by importance to the success of your company. 1 is low, 10 is high. Step 3: Score the Criteria Use any number between 1 and 10. 1 is low. 10 is high. Here’s a tool to help you hit your sweet spot: Construction Target Market Analysis Click on the link and download the tool. Use it to define “right project, right client, right location”.
In my garage I have an orange tool box that an old friend, Stan gave me. Stan was a great guy. A self-made first-generation immigrant to the United States. He owned an apartment building in Berkeley, and did the vast majority of the maintenance work himself. He gave me the tool box as a gift, and as a bit of a hint to me. A hint to use the hammer, wrench, screwdrivers to take care of the handyman stuff around my house. Just like Stan gave me the toolbox a number of years ago, I’m going to give you a tool, the 90 Day High-Performance Dashboard. The purpose of the tool is to help you maximize your direct report’s productivity, and make your leadership easier. It’s designed to help your direct reports to think about what they need to do to achieve high-performance, act accordingly and adjust as necessary. If used correctly, it will enable you to hold your direct reports accountable for their performance, and help you to strengthen your relationship with them. In this episode I’ll cover: Who is the tool for? How does it help? What does it consist of? The tool box that Stan gave me is unused most of the time. The problem is, I hate handyman work, and though I have the tools at my fingertips, I never use them, preferring to sub out any work. The same is true with the dashboard. It’s a tool, not a magic pill, and it must be used consistently to maximize performance. Next Steps: Download the Dashboard: www.ericanderton.com/90day Schedule a meeting with your direct reports Explain the Dashboard to them. Have them fill it out Meet with them to evaluate their Dashboard Agree on a final version Use it as the template for all your one to one’s for the next 90 days Celebrate your progress