Construction Dream Team

Number 1 in our Best of 2019 Countdown is Episode #11:Steve Jones, Trends Transforming Construction & the Impact on Our People.  Steve’s episode is filled with insights he’s gained from his years in the industry and the research he has been involved with.  He has such a unique perspective!  In this episode, Steve shares what he sees as the strategic trends in the industry.  As you listen to this episode, think about what you or your company can do to use these trends to improve your project and maybe even your competitive advantage in 2020.  3 Emerging Construction Trends & Their Impact on Our People from Steve Jones 1) Industrialization. Projects and job sites will optimize towards the assembly of well-designed and pre-assembled components and less about construction. Expect an increase in modularization, prefabrication, big data, artificial intelligence, machine learning, and automated decision making 2) Emerging Technology. Laser scanning, modeling technology, integrated IT solutions, etc. will become the new way business is done and it is important to embrace early rather than looking only at short-term ROI. 3) Hiring & Retention. There is a talent war taking place making hiring and retention top priorities for leaders and organizations pursuing success in the coming years. Train staff appropriately, provide them with the tools they need to succeed, communicate the mission, and consider making technology competency training a part of the formal job evaluation process. Introduction Welcome to Episode 11 of the Construction Dream Team Podcast with your host Sue Dyer! This episode features guest Steve Jones, Senior Director of Industry Insights Research at Dodge Data & Analytics, where he focuses on emerging economic practice and technology trends that are transforming the global design and construction industry. Steve has given hundreds of speeches and writes many articles for industry publications including the popular Dodge Data & Analytics SmartMarket Reports. Steve is an expert in construction trends and has a unique vantage point towards the future of construction and how teams will continue evolving. Steve Jones’ Career Journey Steve’s career started in design in the mid-70s. By the mid-80s he was VP of a firm in Philadelphia and decided to attend the Executive MBA program at Wharton School of Business. Design was not known typically for its business acumen, but since everyone was working fulltime in the program, Steve appreciated the hard nose practical concepts as opposed to mere theory. This transformed his approach to dealing with prospects and clients and made him a knowledgeable advisor rather than treating projects as mere additions to his design portfolio. He asked important questions about what design meant for clients’ businesses – an exercise in constrained optimization which helped clients better understand design. Jump forward to 1999, Steve was principal of a big AE firm when a buddy from Wharton called to inform Steve that he had taken a job at a software company called Primavera. Primavera’s headquarters were 8 minutes from Steve’s house and it was the perfect time to make a big change in the middle of the dot com boom. Primavera had some of the largest customers in the industry, quality control, exceptional developers, and a developed sales channel which made it an appealing fit. In 2001, they launched the first cloud collaboration platform for construction, which is now used by almost all large construction projects. Steve now works for Dodge Data & Analytics where he focuses on emerging areas throughout the segmented and fragmented industry to glean valuable insights for optimization and forward momentum. His work tracks the work companies, projects, and teams are performing that reliably generates scalable, reliable, consistent benefits. Strategic Trends in the Industry Steve breaks strategic trends into two categories: projects, and the people/processes that support those projects. Industrialization is expected to continue ramping up as job sites become more about the assembly of well-designed and pre-assembled components and less about construction. Expect an increase in modularization, prefabrication, big data, artificial intelligence, machine learning, and automated decision making. There will be big business opportunities as product manufacturers and software companies explore tools and systems that help people make better decisions. Construction will begin to catch up with the other big capital industries out there such as aviation. The Impact of Strategic Trends on Industry People Strategic trends will move focus to integration and collaboration as teams pull together and take a fresh look at who ought to do something instead of who has always been doing it; shifting to partnership and teamwork over adversarial relationships. How can we as a team make the process better instead of players safeguarding process components at the expense of overall team success? Bringing more LEAN processes into construction will assist this new team paradigm. Technology skills will continue to be important, although human communication will still be necessary for understanding critical nuances. Machines can replace some manual human efforts which optimistically enhance the use of wisdom, experience, etc. When the computer replaced the typewriter, many feared they would lose their jobs, but jobs actually increased, just in new applications. One important human element to focus on is the idea of emotional intelligence so that we are empowered to make smart decisions while creating new cultural norms for collaboration; moving away from the traditional adversarial approach which inherently reduces trust, issue resolution, and decision making effectiveness. Emotional intelligence is a skill that can be learned and important as industrialization replaces antiquated methodologies. Defining Trends that will Impact How Teams Work together over the next Decade How teams take advantage of amazing emerging resources to focus on how groups can better deal with the unavoidable and inherent risk/uncertainty of design and construction will be a huge deciding factor. Teams should consider strategies of risk mitigation that move away from the typical avoid-and-transfer approach to one of understand, embrace, and manage risk/uncertainty. Predictive analytics will help teams make important decisions towards safety, risk, and development practices. There will be enough integration between technology solutions to support integrated IT workflows that take advantage of AI and machine learning to provide insightful input for decisions and process tweaks at the right times. Teams will become collaborative units rather than groups of self-interested individuals. The basic tenants of LEAN can be used to articulate project goals leading to a shared culture and what is best for the project. Examples of How Processes Might Play Out Three studies came out about the best practices for managing risks; what contractors are doing in the field that helps. One of the top methods of identifying risk in advance, as demonstrated by the studies, is by hosting a specific-focused meeting with all key players to kick off a project that addresses risk. Individuals at this meeting have built projects before and come to the meeting with the top five things that they believe will create the most risk on the project. All people are heard, commonality and unique risks are shared, and after the meeting is over the team makes a commitment to addressing the risk elements brought to light and revisit their progress throughout the course of the entire project. This takes advantage of human interaction and collective knowledge; together we know more than any single individual. Another study went out to 81 major owners (healthcare systems, corporations, government agencies) and asked them to look back over the last five years and identify the best project along with the most average project that took place. Questions such as how they contracted, organized teams, operated teams, etc., helped researched discover common threads. High team chemistry as a component on the project appeared in 72% of best projects but only 9% of typical projects. Team members committed to all of the same goals appeared on 83% of the best projects and only 16% of typical projects. Integration amongst team members (sharing information in a structured way) appeared on 59% of the best projects but only 9% on average ones. Timeliness of decision making appeared on 34% of the best projects and only 9% on typical ones. These are specific areas that can be implemented on every project. On a company level, it is important not to hire anybody on the team that is not willing to collaborate or who can’t keep up technologically. Advice for how teams can be more effective in the next decade Become familiar with the principles of LEAN construction and how they apply. Host risk meetings and facilitate clear communication and concerns communicated across team members to understand diverse ideas/needs. Set a clear vision from owners of what success looks like; do not assume that on-time, on-budget is enough to make a project successful. One study asked owners separate of delivery teams: how frequently are you satisfied with the performance of your team? Conversely, architects and contractors were asked: how frequently will your clients tell us they are satisfied? There was a 3x factor between percentages that said owners were satisfied vs. teams delivering satisfaction. This demonstrates the disparity between perceptions and highlights the importance of defining what success is going to look like for a project upfront. Do not assume that success is equal across all stakeholders. What can a leader (owner, designer, and contractor) do today to be ready for the trends coming? Be ready to keep investing in technology. Laser scanning, modeling technology, etc. will become the new way business is

Number 2 in our Best of 2019 Countdown is Episode #18: Shane Snow, Dream Teams.  Shane is the author of Dream Teams, a book written after years of researching the top dream teams.    3 Invaluable Lessons from Shane Snow There are three “ingredients” to making a great team - cognitive diversity, cognitive friction, and intellectual humility. The key to success is being able to engage in the friction without it getting personal. Teamwork is about making people better together because they’re different.   This week, host Sue Dyer speaks with Shane Snow about what it takes to make a Dream Team and the psychology great leaders use to get their teams working with each other instead of against each other.   About Guest Shane Snow Shane is the author of Dream Teams, a book written after years of researching the top dream teams. Shane believes that the best teams are more than the sum of their parts, but collaboration often falls short. Shane looks at teams through the lenses of history, neuroscience, psychology, and business. Shane is an award-winning journalist, entrepreneur, best-selling author, speaker, storyteller, Founder at Large in the media company Contently, board member of the Hatch Institute, and a Fellow at the Royal Society of the Arts.   Shane’s Journey to Becoming Author of Dream Teams Shane’s parents led him to think differently in a wonderful way, spending time in the construction world and learning how things work Shane’s mother was a teacher for deaf students and was all about reading and learning Dream Teams was inspired by Shane’s challenges growing a company and building a team   What Shane Views as the Greatest Strengths of a Leader We have an old idea of what a leader should do stemming from when we survived by banding together and the leader made us feel safe against physical dangers Leaders later evolved into someone who knows what they are doing and is big and tall The best kind of leader to solve today’s problems can persuade people, solve challenges, and create an environment where the team is smarter and greater than the leader or any individual   How to Create the Dream Team Shane explains the three “ingredients” it takes to create a dream team: You need cognitive diversity. You need your team to engage in different ways of thinking and combine their skills. You need intellectual humility – open mindedness (this sits between being too stubborn and being too gullible).   How The Three “Ingredients” for Creating a Dream Team Work on a Large Project Think of team building like casting for a movie, you need those who bring out the best in the project and in each other You need to trust people to do what they do best, but when there are snags the project leader engages Everyone has to be on the same team, or they’re off the team   Shane’s Advice to Project Leaders Who Want to Create a Dream Team Have a shared purpose, everyone needs to know what they’re doing and why they’re there. Allow people to work in a way that allows them to do their best work. People need to be on board with your purpose and understand the difference between a cult and culture – both have a shared devotion to something. In a cult, you have to behave and think in a certain way or you are not part of the group.  In a culture, you are asked to contribute something to the team so everyone can move forward to their shared purpose.    The Barriers to Dream Teams That Keep Them From Seeing Results Not talking about the important issues, having “organizational silence” Too much tension - a little tension is good, too much is detrimental Not having the toolkit to change your mind or talk about hard issues with humility and allowing people to “save face”   The Worst Challenge Shane Has Faced Three challenging things happened to Shane at once - things at his company were getting hard, he was going through a divorce, and he got a cancer diagnosis. This time was humbling and made him realize that things in life will be hard and he needs to be more equipped to deal with them. He got through this time by letting other people help him.   The Best Advice Shane Has Ever Gotten People are more important than stuff. His mother was always hitting things with the car, but his father would never say something mean, he would always worry about his mom. If people are the most important thing, you’ll think about teamwork differently.   A Little About Shane’s New Project Shane has been traveling around the world for the last six months. He wants to live in other cultures to develop intellectual humility and to do new research for upcoming projects. He is exploring different immigrant communities in America for an upcoming television show.   Resources for Podcast Listeners   Self-Assessment for Intellectual Humility Dream Teams Book (affiliate link) Kindle Audible Hardback Articles on Collaboration and Leadership Shane Snow’s Courses on LinkedIn Learning   Shane’s Parting Advice Develop this habit for intellectual humility - express that you’re willing to change your mind if you want others to change their minds. Ben Franklin would say, “I could be wrong, but I really think …..”  By admitting he could be wrong, it made it safe for people to disagree with him and allowed him to save face if he did change his mind.   Contact Shane Shane’s Website shanesnow.com Shane’s LinkedIn Profile   Collective Wisdom Use this episode as a tool, send it out to your entire team and have a dialogue.  The more people you have helping – the faster you can build your Construction Dream Team.   Don’t forget, we have started a Construction Dream Team LinkedIn Group.  I know there are a lot of you out there on LinkedIn; please join Construction Dream Team LinkedIn.  We are going to have conversations on there and invite our guests to answer questions and to listen to what you have to say and to listen and share concepts.    Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert about the people side of construction.

Number 3 in our Best of 2019 Countdown is Episode #7: John Martin on Meditation, Mindfulness, and Leadership.  In this episode, John Martin, the former Director at San Francisco International Airport shares about how meditation and mindfulness helped him to create an extraordinary organization.  3 Key Takeaways for Leaders from this Episode Meditation and Mindfulness are exceptional tools for remaining present and aligned with intention while facing the various challenges of leadership within the construction and airline industries. Leadership, dedication to partnering, and the values of kindness and caring help create a work environment that encourages and rewards creativity, open communication, trust, employee/customer satisfaction, and exceptional outcomes. Leaders don’t do. Leaders lead.   About John L. Martin John L. Martin was Airport Director at San Francisco International Airport (SFO) from 1995-2016. His leadership leaves a legacy that lives on today. John was present as SFO underwent massive changes including a $3.5 billion dollar capital plan, the iconic International Terminal, and the BART extension into SFO. One of John’s colleagues describes his impact as “truly rare to find a visionary in the public sector.” John led his organization to become exceptional. John Martin and Sue Dyer have been friends working closely together for 20 years. How Did John Get Into Meditation? John started his meditation practice in 2001 a few months before 9/11 as a way to deal with the stress faced as CEO and for a more balanced life outside of work. Meditation practice is one of present awareness. Due to the tragedy of 9/11, SFO lost 40% of their customers and had to lay off 15% of their staff. Meditation helped John focus on facing challenges together with his team during that difficult time. Incorporating Meditation into Leadership A big part of meditation is becoming aware of the intentions guiding one’s actions. John incorporated basic intentions such as letting go of the past and future to focus on the present; the intention of kindness towards oneself and others; and focusing on caring, compassion, and exceptional outcomes to guide his leadership philosophy and approach. Meditation in Practice John would meditate after breakfast and at the end of each workday which looked to others as merely sitting quietly. Most people probably had no idea but might have noticed the benefits. This involves a sensation of “being in the body,” being present for the emotions and feelings at that moment and staying focused on the intentions of letting go, kindness and caring. There is a careful analysis of one’s reactions as you focus on ensuring actions are rooted in positive intentions as often as possible. Meditation in Action For the first 10 years as director, John wanted to be in control of everything – kind of like a superhero able to get everything done. The intention of letting go in the workplace involved letting go of excessive control to trust the staff more. John supported this intention by creating teams of staff members to look at best practices for serving guests, safety/security, environmental leadership, and creating a great place to work. The team began creating a vision with plans and goals. John realized that the greatest wisdom is with the collective; not from one individual leader. Great leaders recognize the greatest wisdom comes from the team overall. This insight helped create an environment of deeper trust where creativity could begin to flourish. Kindness in the Workplace Taking the time to connect with employees helped foster kindness in the workplace at SFO. John would walk around the airport and make personal connections with the 1800 employees from every field and background. This demonstrated that leadership cared about how they viewed SFO as a place to work. Kindness as a value began to crop up as a talking point in staff meetings. When kindness is present in the workplace, there is a deeper understanding of what people can do to work exceptionally within their jobs while supporting fellow teammates to be exceptional. Kindness goes hand in hand with transparency when sharing information and a willingness to bring forward challenges/problems. The team binds together as they work towards the vision they’ve created. How to Remain Mindful Under Pressure Acknowledge any emotions you’re experiencing. This does not mean shying away from direct communication or harsh realities, but understanding where you stand on the issue at hand and acting with appropriate intention. Sometimes work challenges elicit strong reactions. John would occasionally take a break or go on a walk to let the steam out and feel it. Making Difficult Decisions with Compassion SFO had to let 150 people (10% of workforce) go after 9/11. John and leadership were clear on the issues at hand and provided services to support those displaced individuals looking for new jobs or transfers wherever possible. For the first few months, John didn’t want to take those actions, but after receiving “wake up!” as advice from a trusted coworker, he found a way to make the difficult decision but in a way that was still kind and caring. This approach helped establish trust so people could tell the truth on issues moving forward. Biggest Challenges and How Intentions Helped Letting go means recognizing and accepting the present circumstance as it is. It is not useful to get caught up being angry or pointing fingers and blame. After 9/11, SFO was in a difficult position. United Airlines filed for bankruptcy and Southwest Airlines closed operations. The airport needed to cut costs and increase international travel. It was leaderships’ responsibility to communicate this vision to employees. As this vision became standard practice, it demonstrated that it was possible to cut costs and grow revenue which attracted new business such as Virgin Airline’s San Francisco headquarters. It also proved that it was possible to work towards a vision without knowing exactly how to get there. People started enjoying coming to work. Individual organizations melded into a universal team which created a sense of collaboration. Problem-solving became fun and creative solutions began to emerge. SFO became the first airport to provide innovate seating arrangements and high-end restroom finishes. They were the most successful airport in the country for sales in restaurants and shops, featured extraordinary artwork, and even built a yoga and meditation room. When people feel supported, heard, and work for a place they take pride in, they perform better. People want to be part of something exceptional. Why John is a Believer in Partnering John viewed attendance in Partnering sessions as a key role of being a leader. Leaders don’t do, leaders lead. By attending sessions as a leader, listening, supporting teamwork and open communication; these are key aspects of leadership. It sets the right tone, supports open communication and trust, shows a willingness to step in when there are problems, recognizes who is on board with the project, and by showing commitment and trust to the partnering process, others feel more supported. Contractor organizations also began to have their top executives present at partnering sessions resulting in improved project outcomes. It is important to have every level of the organization involved in partnering. John’s Most Challenging and Learning Opportunity The crash of the Asiana was one of the most challenging times in John’s career as Airport Director. He recounts being home weeding his front yard when he received a text message about the crash. John changed clothes and drove down to the airport, seeing ambulances on the freeway. He felt great concern for what had happened. At the time, John knew little about what was going on. He expected to jump in immediately on an operational level but saw that the team was seamlessly working together to save lives and deal with the immediate crisis of that crash (not just operations staff but SF Police and Fire Departments, Federal Aviation Administration, TSA, FBI, Customs, Border Patrol, airline representatives, IT, finance, engineering, etc). John felt deep gratitude and recognition of the great workplace that had been created to facilitate this trust and communication. His focus shifted to making sure pieces were in place to get the airport reopened as quickly as possible. John and airport officials had a press conference 4-5 hours after the wreck with 100+ reporters at the event. He didn’t know all the details, but knew being present and clear about what was going on would help all the viewers, concerned citizens, and passenger family members. Afterward, SFO entered into a lessons learned phase. The aviation industry became safer and commercial crashes are now very rare in the U.S. Listener Resources Meditation: John suggests classes with hands-on learning from a teacher with supplemental reading is the best way to learn how to practice meditation. Just picking up a book and reading about meditation is not enough, a teacher is important. Books: Partner Your Project  by Sue Dyer Good To Great affiliate link) by Jim Collins (every member of management staff was required to read it at SFO) Kindle Audible Hardback Award PDF Magazine Cover PDF John’s Parting Advice Watch and pay attention to insights and aha moments! Let those in deeply and follow them. Leaders don’t do, leaders lead – The less John did, he realized, the better things ran. John’s biggest mistakes came from acting on things not consistent with his own instinct. Workplace environment really matters – Supporting a healthy workplace environment, open communication, and caring for employees is massively important. Actions matter – Actions rooted in caring, kindness, and wisdom and that support creativity exceptional service/delivery, creating an exceptional airport for guests, passengers, environmental leadership, and workplace environment. B

Number 4 in our Best of 2019 Countdown is Episode #6: Tom Taylor. In this episode, Tom shares about how he didn’t believe in using a monthly Scorecard for projects but he was forced to do it on the projects he was working on.  Then, after a few projects he saw that it was totally accurate and gave him a tool to steer his projects.  Tom also shares how important measuring is to the success of any project Tom Taylor’s Career Journey Tom didn’t initially expect to end up in the construction industry. While pursuing a Mechanical Engineering degree at Michigan State, he worked an internship at a large general contractor. At the end of the 10 weeks, he fell in love with the teamwork, sense of accomplishment, the variety of people, and has been hooked ever since. Tom started early as a superintendent and moved into project management in the Detroit area. The work he and his team did at that time focused on building schools; a rewarding experience that gave a sense of community contribution. Tom moved to California in 2005 and took a step backward from his Director/PM role in Michigan to learn what it means to build in California including seismic bracing, digging 70-foot holes, and more. Tom spent 6 years on the San Francisco General Hospital project and from there moved into overseeing the northern California operations at Webcor the last 2 years. About Webcor Builders Webcor Builders has been around over 50 years, founded in the San Francisco Bay Area. They are a self-performing GC with 750 salaried employees and over 1,000 tradespeople. Webcor employs the largest group of carpenters in California. Webcor is a superregional company able to build most things. They are part of Obayashi Corporation, a large international firm stationed in Japan that provides financial backing among other things. Webcor’s biggest competitive advantage according to Tom is their extraordinary people! They are proud of who they are, what they do, and focus on being a positive force in the community. Tom’s Favorite Part of the Job Collaborating with people on challenges and opportunities to produce exceptional outcomes is Tom’s favorite part of his job. He loves the process of brainstorming, asking questions, and getting different perspectives in order to form solutions that no one individual would have come up with on their own. Tom’s Leadership Strengths Tom says his biggest strength as a leader is his ability to support people to draw out the best in them. Asking tough questions, encouraging and challenging people in a way they feel supported and comfortable so that trust can be established. The acronym S.A.M. stands for setting direction, aligning resources, and motivating/inspiring. Motivation is important along with feedback; showing the person they are appreciated and that they add value. Monthly Construction Scorecard Five projects Tom has worked with at SFO have used the Construction Scorecard aligned with the process of Structured Collaborative Partnering. The correlation between the scorecard’s ability to predict how a project is going to perform has been astonishing. The Construction Scorecard has worked effectively with 5 completely different projects with different stakeholders, variables, and teams. Download the Sample Construction Scorecard   How does the Construction Scorecard work? It provides the opportunity on a monthly basis for a large portion of the team and stakeholders to score how the project is going and provide feedback on critical issues. It identifies key challenges and opportunities on a regular basis and is transparent. It holds people accountable and offers the space for safe and honest input. It is meritocratic and values the best ideas across the team and stakeholders. Lessons Learned Using the Scorecard One project at SFO was not doing well in terms of the budget and schedule which was reflected on the scorecard. When Tom and his team embraced the feedback from the scorecard, they were able to collectively make changes that have up to this point produced positive results and gotten the project back on track. How Accountability Positively Affects a Team Accountability empowers employees. It emboldens them and gives them a sense that their voice is heard. Accountability embraces the key components of building trust such as talking directly, transparency, delivering on results, and keeping commitments. People’s energy shifts from challenging, questioning, and doubting others to support: how they can help the other person be successful. It has resulted in a profound shift where people place their time and effort. What kind of Projects can Benefit from the Construction Scorecard? Any project can benefit! Some less complex projects may require less executive engagement, timing, and depth, but it is always helpful to start off with a rigorous and detailed process to make sure you’re assessing how the team is performing early-on. If a project starts off well with a plan and trust, it generally will go well throughout. You can scale back the Scorecard as the project proceeds, but it is a good investment of time throughout! The worst challenge Tom has faced in his career. Tom’s worst challenge occurred more than 20 years ago. They were building a new high school at an incredibly fast pace in Michigan with a 16-month timeframe for a 400,000 sq ft. school. Three weeks before the school was opened (the schedule could not be shifted), an elevator tech fell two stories from a ladder and was permanently disabled. Tom remembers being in the elevator with the EMT helping this gentleman out. It was a dark moment in Tom’s career that he has not forgotten. Tom relates this experience back to the usefulness of a Scorecard and how had the team dynamics been a bit different, perhaps this event could have turned out more fortunately. Best advice ever received Tom’s best advice ever received comes from his dad which is that you must ALWAYS have a positive attitude. As a leader, you must be able to walk into every day no matter how bleak things are and see a positive path forward. You must set the vision, explain to people where you’re going, and create enthusiasm as to how you’re going to get there — all of which requires a positive attitude. Resource for Listeners Thank You For Being Late (affiliate link) by Thomas Freidman. This book is an optimist’s guide to dealing with the rapid pace of change and how the world is changing faster than our ability to completely adapt and understand the previous version. It shares insightful statistics and teaches how to see change as an opportunity rather than a threat. Get the book on Amazon! Kindle Audible Hardback Tom Taylor’s contact info LinkedIn: https://www.linkedin.com/in/thomas-taylor-8a232215/ Parting Advice Be outstanding. The next time someone in the office asks you how your day is going, say OUTSTANDING! You’ll be shocked at the positive reaction you get. Dream teams don’t just happen, they are built one step at a time. We hope you’ll join us next Monday at 4 A.M. PST for the Construction Dream Team Podcast Best of 2019 Countdown Episode Number 4!  Visit ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe to the podcast on iTunes, Stitcher, Google Play, or Spotify!

Number 5 in our Best of 2019 Countdown is Episode #2: Ivar Satero.  What Sue loves about this episode is how Ivar shows us how having strong organizational values has helped him be assured that all of his people are working and solving problems in a way that is consistent with these values. In this Episode 2 of the Construction Dream Team Podcast, host Sue Dyer interviews Ivar Satero, the director at San Francisco International Airport. Ivar became a director in July of 2016 and is now overseeing a $7 billion dollar construction program. Ivar has also held positions as chief operating officer and as deputy of design and construction for a $3.5 billion dollar Master Plan. He has learned a lot throughout his various tenures and has a lot of lessons to share. Ivar Satero’s Journey To Becoming Director Ivar has been with San Francisco International Airport (SFO) for over 24 years, the majority of that time involved with construction. He received work on a $3 billion dollar program in the 1990s to transform the airport. Ivar has worked on projects such as Air Train and the Regional Transit System. After about 20 years in construction design, he got the job as Chief Operating Officer and has gained experience in a wide array of operational aspects at the SFO airport. Ivar has worked for a director named John Martin throughout his career which has opened up many doors and opportunities. John always thought of himself as a director and a developer, which prepared the airport for the future by putting together great teams even through hard times like the recession of 2007 and after 9/11 in 2001. Ivar also has a similar development background and looks towards the future to foresee continuous growth in preparing the facility. It has been a great journey. On Airports Struggling With Large Programs It helps to have a development background or a chief development officer – someone knowledgeable about development. It is important to build a team as a core success factor because it provides autonomous control and ownership over programs and their development/implementation. Anybody involved in team building needs leadership experience in order to maintain the determination to continue and push through, even when the economy changes and dips. The best time to build things is during an economic downturn. During the Terminal 2 Project in 2007-2012, Ivar and his team were able to buy more capital – 30% more on a $400 million dollar project that otherwise would not have been available. This was a bold move considering the economic realities of the time period. Ivar believes it is critical to work hard to prepare for the future and the future needs of the facility or construction project. It places everything and everyone in a better place when the external variables change. A lot of other airports suspended their capital programs and have spent the last decade catching up and dealing with the rapid growth of air travel that they did not prepare for. San Francisco International Airport’s Value-Driven Approach Ivar states that partnering was a big help with the cultivation and implementation of SFO’s values. He and his team focused on developing a strong internal culture during the Terminal 2 Project. They had a 30-month time-frame to get it done, needed to do things differently, and had to keep together a core group of people who were able to prepare for the future. When talking about what an exceptional project was like in the 90’s, we talked about delivery, budget, and schedule. We did not talk about exceptional outcomes. What makes a project outcome exceptional is that it factors in the stakeholders and other parts of the operation from success on Day 1 of opening to 40 years after opening. A cultural shift was needed for the Terminal 2 Project in order to move in a direction that fostered a partnering culture back in 2010. Collaboration, teamwork, and communication help build trust throughout an organization. We now have a well-defined organizational culture aligned with an extensive partnering program. This allows us to do great projects with exceptional outcomes. SFO’s Core Values SFO’s values align well with partnering. We are one team and need values each of us can get behind and act through our work. We treat all stakeholders with respect, communicate fully and openly, strive to be the best, are open to new ideas, committed to making SFO a great place to work, take pride in SFO, and all have the desire to contribute the SFO’s success and legacy. We talk a lot about success and learn a lot from failures. We have found weaknesses which were liabilities initially that we were able to develop into strengths. SFO is a living organism that faces challenging incidences like the crash five years ago. We had no part in the cause of it but found an opportunity through this unfortunate incident to strengthen our safety operations. This added a core value of safety and security as the highest priority. We make sure our employees believe in our values and that their actions align with them – always reaching towards our number one initiative. Worst Moments & How They Impacted Core Values The aforementioned crash was the worst moment in our history, but at that time Ivar Satero was not acting director. As director, within the last 2-and-a-half years there was an incident where a worker lost his leg. This was a cause for action and a defining moment for our team which led to a new program around ground service equipment monitoring and maintenance. We now have industry leading equipment and operations. The incident intensely refocused everyone’s attention on safety in every conceivable way. A partnership with a service provider stepped forward with a $12 million dollar investment to improve maintenance, staff training, and wages (due to high turnover prior). Our staff feels safer and more secure about all of our airfield operations and are proud of what we’ve accomplished and the role that they play. This incident brought us together and showed us that we are a team who can mutually solve problems rather than point blame and damage relationships. It’s not about punishment, but understanding and collaboration. SFO’s values play out every day in the work we do. What steps can project leaders take to create core values? It all starts with communication; you need to get to know your partners and be transparent. Build trust, have difficult conversations. Work through solutions together, not on your own. Working through issues together builds trust and allows us to use our collective wisdom. A project solution might not be a stakeholder’s solution. Keep the stakeholders by your side during the process of formulating and implementing a solution. Sue Dyer has been a partnering facilitator at SFO which has helped us define aspects of this important process. Structured Collaborative Partnering You will not be successful with partnering if leadership does not see the importance of it. Ivar sits in partnering meets and lets his expectations be clear. The presidents and senior VPs are required to be present at these meetings to ensure that the values are acted out within their organizations. Leaders have a duty to bring the right people together under the right values for each project. From a risk management perspective, the small investment in partnering has been instrumental in our outcomes. There are three levels of partnering: The CEO level, the core team (project management), and stakeholders. The results of partnering are undeniable. On a $7.2 billion dollar program, we are 65% bought-out and have $450 million left in reserves. We have not seen a slip in the schedule and have 0 claims-to-date. International Partnering Institute In order for partnering to work, it has to be broadly implemented and appreciated. Everyone can set up their programs for success through partnering; it has a great effect on big and small projects. International Partnering Institute (IPI) allows you to learn this process and starts by helping you understand your team. IPI is right for you no matter what, even when everything is stacked against you. It’s not just about a beautiful or functioning building/structure, it’s about the work put into it and the leadership. IPI is good for owners who want to implement significant projects effectively. Ivar’s Best Advice Received “Let your intellect gain supremacy over your emotions.” Move from punishment to partnership. It’s not about being angry because a timeline has slipped, it’s about getting together to do the hard work. Our hotel is a good example. It was 5 months behind schedule 8 months ago but is now opening on schedule. Recommended Resources for Listeners Good To Great (affiliate link) by Jim Collins Kindle Audible Hardback The 7 Habits Of Highly Effective People (affiliate link) by Stephen Covey Kindle  Audible Hardback SFO Values Poster Download   Parting advice Redefine program success in a different “big ideas” type of way. Look beyond the implementation team alone and get to know stakeholders. Have full engagement, collaboration, and partnership among stakeholders. Involve the community and help make contractors feel like they are a part of something bigger. Redefining success is instrumental in bringing things to a more manageable framework rather than just trying to get through it. Dream teams don’t just happen, they are built one step at a time. We hope you’ll join us next Monday at 4 A.M. PST for the Construction Dream Team Podcast Best of 2019 Countdown Episode Number 4!  Visit ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe to the podcast on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Cliff Wong Construction Managers need to be focused on integration and collaboration from multiple platforms. Evolving technology is not the enemy it’s a tool to be used for efficiency Strong leadership is built on continuous listening and learning, with a foundation in compassion and caring for individuals.   This week, host Sue Dyer speaks with Cliff Wong, the President of PGH Wong Engineering.  He has been around construction since his childhood.  Cliff shares about his journey from that childhood in his den, working with the family business, to being a leader in the industry for project management.   Cliff’s Background and Journey to Becoming President of PGH Wong Engineering (02:29) Growing up in the business, Cliff would work with his Dad and the rest of his family in what he calls the "den of excitement."  He observed the engineering and construction business and worked from the ground up, from photocopying to design.  Cliff had a number of opportunities to work in a variety of projects for the company.   Trends in Construction Management Services  (06:45) Contracting and Delivery Strategies Collaboration: Need to be one integrated team Implementation of Technology   The Shifting Role and Responsibilities of the CM  (09:49) Technology is a tool for efficiency and collaboration Integrating multiple platforms into the "Common Data Environment" Continuing a growing trend of Collaboration   Cliff’s Strength as a Leader (17:56) Leading By Example Accessibility to staff Understanding complex issues Sharing vision Sharing strengths and weaknesses Continuing to listen and learn Compassion and Caring   The Biggest Thing Cliff Learned Through Listening  (19:16) Discussions of resource issues surrounding the industry  Seeking ways to be attractive to the next generation of engineers.  The goal is to share how rewarding building infrastructure and facilities projects can be.   Cliff’s Greatest Career Challenge and Learning Opportunity (20:39) He worked for 3 months on utilizing the wrong design thesis on a rail transit system.  Cliff learned that the basis of design is fundamental, the foundational aspects of the design are crucial, experience matters, and humility is key.   The Very Best Advice Cliff Has Ever Received (23:40) Don't constrain yourself.  We often put ourselves in boxes, but don't totally constrain yourself with assumptions and roadblocks that might not actually be true.     Cliff’s Favorite Piece of Technology (24:45) PGH Wong’s Internal Construction Management Software   Resources for Listeners   Recommended Books: The Triumph of Experience  Paperback | Audible Shoe Dog  Paperback | Audible | Kindle   Recommended Ted Talk: What Makes a Good Life?   Contact Cliff By Email On LinkedIn PGH Wong Engineering Website   Cliff’s Parting Advice (28:40) Watch and observe traits from great construction managers in the industry.  Look out for people that do things that you can't do, so you can build a complete team.     Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The more people you have helping – the faster you can build your Construction Dream Team.   Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!  Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Ron Peckham Your team is more important than individual and good leaders focus on building their team to be successful. Always do your work from a foundation of gratitude. Leaders need to be curious, flexible, and agile allowing themselves to be courageous as they move themselves and organizations forward.   This week, host Sue Dyer speaks with Ron Peckham, the Aviation Practice Advisor for C&S Companies.  Ron is a gifted leader.  He has worked in the Aviation industry for 35 years, growing his practice from 9 people to 150.  He's an incredible coach, mentor, and trainer helping people to build a foundation for commitment to a common vision and purpose.  Join us as we talk about leadership in a time of disruption.   Ron’s Background and Journey to Leadership and an Advisory type role  (03:19) With a Civil Engineering background, he was focused on infrastructure projects.  He was in charge of both design and construction management.  He had numerous roles and opportunities for advancement into leadership and ultimately culminating becoming CEO/Chairman of the Board for the C&S Companies.   The Importance for Designers to Experience Construction  (05:14) It is essential for designers to have construction experience. It is important to be results-oriented. We must have a standard of quality to meet expectations of the owner while still "constructible" by the builder. When you leave the design room and go out to the field to see what you are trying to do and see what the challenges are it makes you a better designer and leader   The Secret to Massive Company Growth  (06:46) It's really all about "Team" and the idea that "No one can do it alone."  Must have a vision for buy-in and alignment that the team can get behind.   Ron’s Insight as a Leader in a Time of Disruption  (07:39) Make friends with reality. Remind yourself what leadership is all about: “Make meaning for yourself” and “get from here to there.” Build progress on a foundation of gratitude.   Current Disruptions in the Industry  (12:49) Disruption of Project Delivery and the evolution of that model. Technology systems are changing rapidly. Specialization and Competition expectations are increasing.   Leading Amidst Rapid Change  (18:40) It all comes back to the leader's "stance."  Are we going to "create the future" or "live in the past?" Leaders must be curious, flexible, and agile. Systems are good, but people are better.  Teamwork, alignment and energy trumps investment in the system. Courage to move forward despite fears.   Ron’s Strength as a Leader (20:37) An authentic caring for others.  “People don’t care what you know until they know that you care.”   Ron’s Most Challenging Moments/Learning Opportunities (24:04) Realizing that when people change, systems change. Fit and chemistry are critical to your success and your organization's success. If you don't have a mentor, you're "flying blind." If your system changes, don't ignore it. You are never as good or as bad as people say you are.   The Very Best Advice Ron Has Ever Received (28:56) Don't take yourself too seriously and have a sense of humor about yourself.   Resources for Listeners Recommended Questions: Who Am I? What Am I Here For (personally and professionally)? Whom Shall I Serve? How Much is Enough?   Contact Ron Contact Ron by Email Contact Ron on LinkedIn   Ron’s Parting Advice (33:08) The choice is ours.  Will we choose to live in the future or will we live in the past and fight against the change that is inevitable.  If we want to be relevant, then we have to make friends with change.     Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!   Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from David Hawkins People’s definition of “collaboration” differ which makes collaborating difficult.  Having a standard for collaboration helps everyone to be aligned in their expectations. An Exit Strategy is one of the key parts to the collaborative process that often gets left out. Collaborative Working is not for everyone and it is critical to have the buy-in of senior leadership and the partners at the table.   This week, host Sue Dyer speaks with David Hawkins, the COO for the Institute for Collaborative Working (ICW). He was awarded the International Standards Marker Award in 2017 by the British Standards Institution. This award was given for his outstanding work and inclusive approach to the field of collaborative business relationships.  The ICW is the thought leader for collaborative working following the development of the unique CRAFT methodology based on the collective experience of the Institute’s Executive Knowledge Network. As a totally self-financing, multi-tiered membership organization the Institute provides practical guidance from extensive experience gained from working across relationships within the commercial, Government and academic arenas.   David’s Background and Journey to the Institute for Collaborative Working (02:27) David started his work with Bechtel in the 60's in commercial and project management.  He always had an interest in "what makes” people tick."  In the 90's he became part of an organization called Partnership Sourcing which later became ICW. He conducted extensive research into the "failings" of partnership.  That led to the development of the "Craft Life-Cycle Model."   What is the Institute for Collaborative Working (04:38) Originally set up in 1990 as a UK government initiative. It was designed to promote the concepts of partnering. It is now self-supporting as a not-for-profit membership organization. Membership is from a broad church of industry professions. ICW works with private, corporate and academia sectors. The primary focus is on research knowledge transfer and skills development.   The Development of ISO 44001 for Collaboration (07:01) The journey started with CRAFT methodology. Evolved into Pass 11000. Turned into a British Standard in 2010 as BS 11000. Then became International Standard – ISO 44001.   The Purpose for Developing the Standard (08:16) Collaboration was a common term, but with no common understanding of meaning. Relationships generally were failing because collaboration was a "buzz-word." Business was becoming more International and more interdependent.   The Process of the Collaborative ISO (09:48) There is no quick process. There are 29 different countries involved. An International Committee was formed and mirrored in all of the participating countries. The draft goes through drafting development, critique, voting, approval, to publish. The process was three years long.   The Key Areas of Focus for ISO 44001 (11:27) Focus on Relationship Management Establishing appropriate Cultural Visions and Values Collaborative Leadership Competence and Behaviors Developing Trust and Commitment Information and Knowledge Sharing Risk Management Establishing an Exit Strategy   The Definition and Example of an Exit Strategy (17:04) Establishing Joint objectives (yours, mine, and ours). Establishing a sound approach to issue resolution (it is not the dispute that is the problem, it is the way it is handled). Consider the Exit Strategy upfront. "When people have clarity of what the roles of disengagement are, you get more effective engagement."   Who Do You Envision Using ISO 44001 (25:05) Collaboration is not always the answer. The first four stages of the eight-step model help decide if it's necessary. Encourage people to move away from the hype. Any organization where the desired outcome is predicated by the performance another.   Unique Differences Between Teams from Different Countries (31:17) Very few differences Languages Cultures Legal Systems   The Importance of Senior Leadership Buy-In (35:09) It's a "No-Brainer."  If your chief executive thinks collaboration is a waste of time, you are likely never able to get to a really fulfilling collaborative relationship.   David’s Greatest Career Challenge and Learning Opportunity (37:58) The worst moment was working for a director who thought the only incentive for people was how much they got paid.  "If a financial goal is the only reward, you get a distorted view of the world."   The Very Best Advice David Has Ever Received (40:23) If you don't know the answer, don't pretend you do. Whenever your boss got difficult my response was, "look boss, you can only fire me once, is this the right time?"   Resources for Listeners Recommended Website: The Institute for Collaborative Working   David’s Favorite Piece of Technology (43:58) The “old-fashioned” fountain pen Mobile phone   Contact David Contact David on LinkedIn   David’s Parting Advice (45:22) Listen, don't talk so much.  Most people want to share what they know, and if not, perhaps they aren't the best choice of partner.   Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The more people you have helping – the faster you can build your Construction Dream Team.  Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!  Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Stuart Seiden When selecting project teams, it is crucial to see how the team works together to solve problems. During the selection process, it is important to see how project teams communicate within their team and within their own companies. The need for specification writers is a growing trend in the construction industry.   This week, host Sue Dyer speaks with Stuart Seiden, who is a Principal at Avila & Seiden Architects.  For about 17 years he was Capital Projects Manager in the County of Fresno.  Stuart has a vast knowledge from a variety of projects and you won't want to miss his insight on the process of building a collaborative team.   Stuart’s Background and Career Journey  (01:28) Stuart's journey involved numerous events involving collaboration beginning when Stuart was four-years-old.  His brother was born developmentally disabled and that inspired his collaborative nature of helping in the learning process with his brother.  In college, he was intrigued by all the disciplines within the construction industry.  He and his wife had diverse backgrounds and had to learn to meld those aspects.  He has worked in a number of different industries over the years, each having informed his skill-set and knowledge for a variety of projects.   An Overview of Stuart’s Collaborative Selection Approach  (09:35) They changed the format of the interviews (no electronic presentations). The day-to-day Project Lead gives the presentation. They banned the marketing team from participating in the presentation except as observers. They held three problem-solving sessions, that lasted about 20 minutes each, led by day-to-day lead. The evaluated how the presenters interacted by observation.   How Was the Collaborative Process Different from the Typical Process?  (14:04) A typical process is a regurgitation of what was provided in their proposal (project pictures, qualifications, how they are nice people), but didn't show who had the ability to use their creative knowledge for the particular project.   The Evaluation Criteria  (15:15) Weighted the team on scenarios. Asking further questions. Fifteen-minute wrap-up.   Results of the Evaluation Process  (16:44) Easier to determine the knowledge base of the teams. Able to see their level of communication. Communication with their sub-contractors. Could see creative problem-solving skills. They picked a higher performing team.   Advice to Owners for Using the Scenario Approach (19:18) Problem-Solving needs to be difficult enough to obtain meaningful dialogue, but simple enough for the time-frame. Make sure you have proper objectives for the results you want.   Trends in Construction Specifications (21:30) Need for more involvement of architects from the beginning of projects. A trend toward more technically complex structures and materials. Greater need for specification writers.   Advice for Engaging Specification Writers (23:31) "Rely on them and get them involved early on in the project, so they can provide advice in a timely manner."  They need to be a continuing member of the team.   Stuart’s Greatest Career Challenge and Learning Opportunity (24:45) The worst moment was on a project moving a 911 system.  There was a major problem with payments to the sub-contractors.  Stuart learned that a partner on the project was diverting funds from the project for personal use.   The Very Best Advice Stuart Has Ever Received (29:22) You really shouldn't put your nose in someone's business unless you know all sides of the story.   Resources for Listeners The Project Delivery Practice Guide Recommended Website: The Leadership Freak Blog Website and The Leadership Freak on Facebook   Contact Stuart Contact Stuart on LinkedIn   Stuart’s Parting Advice (33:18) From the Leadership Freak Website: Don't wait to feel humble to practice humility. Seek the best in others. Avoid presenting a false or inflated appearance. Work to understand and promote the goals of others. Explore how personal strengths, experience, and values might be useful to others. Risk being more authentic.   Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you.  Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team! Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Andrea Hoban Emotions Matter. It is important to recognize what you are feeling when we are feeling it because emotions are contagious. When leaders practice emotional intelligence, team members feel seen and heard and respond in a way that moves the business forward.   This week, host Sue Dyer speaks with Andrea Hoban, who is the Co-Founder and Head of Learning at Oji Life Lab.  Andrea, with over 20 years of experience in leading large teams and building businesses.  Her focus is on how you can use emotional intelligence to improve how you deal with your team.  Join us today to learn about Andrea’s unique model in emotional intelligence.   Andrea’s Journey into Emotional Intelligence  (02:10) Andrea’s early career was spent managing teams and learning all the wrong lessons from leaders that possess certain skills or lack thereof.  She had the opportunity to lead a function around enterprise training skills, and ultimately into mentoring and coaching where she learned that, “how we experience our own emotions really colors how we see the world."   A Brief Overview of Emotional Intelligence (EQ)  (04:38) EQ helps us recognize what we are feeling when we are feeling it because most of us have lost contact with a large variety of feelings.  For example, recognizing the difference between disappointment and anger.  EQ helps us understand the root causes of emotions by providing steps to understand emotions.   How Can Construction Teams Use Emotional Intelligence  (12:57) Emotions are contagious. Think about, “Is what I’m feeling what I want people to catch from me?” Use EQ to discover a thoughtful approach to addressing teams and situations.   Andreas “Unique Model” for EQ (15:55) Provides two big skills to focus on for regulating emotions. First, become more aware of what you are feeling. Use the Mood Mirror tool to measure your emotions. Second, figure out what emotional state you want. Use the toolkit of strategies: thinking strategies, action strategies.   How to Develop a “Toolkit of Strategies”  (20:31) Focus on the strategies that make us feel good and avoid those that we know don't work. Tune-in to what supports a shift to where we want to go. Whether it's positive self-talk or a reframing tool, it will help break the cycle of feelings.   What Happens When Your Entire Team Practices These Techniques? (22:20) Leaders can enhance teams and issue resolution. Team members respond in ways that moves the business forward. Allows work to be frictionless. People feel seen and heard.   Advice on Learning More About EQ (26:16) Get and read the book, Permission to Feel. Check out Emotion Life Lab App.   Why/How Andrea Became Involved with Emotional Intelligence (28:10) Andrea had the opportunity to develop a strategy of training for a large corporation and that led to mentoring and coaching.  When learning to be a coach for others, she discovered that you have to unpack your own baggage.  The journey came from Andrea asking, "How do I help people build skills that make a large difference in the quality of their lives."   The Very Best Advice Andrea Has Ever Received (29:55) Emotions matter.  Understanding that emotions are information allows us to explore them with curiosity.  We are less likely to judge ourselves or judge the emotions other people feel.   Resources for Listeners Recommended Book: Permission to Feel by Marc Brackett, Ph.D. The Mood Meter App   Contact Andrea By Email On LinkedIn Oji Life Lab Website   Andrea’s Parting Advice (34:41) Name it to tame it!  Write down the things we are feeling, several times a day.  The more we start recognizing what we are feeling, the more we are able to deal with the emotions involved.   Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The more people you have helping – the faster you can build your Construction Dream Team.   Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!  Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Larry Eisenberg Building sustainably is not only environmentally friendly, it's extremely cost-effective. Tapping into new technologies is critical for creating sustainable and net-zero buildings. It's time to stop talking and start doing! Build sustainably and pursue net-zero energy on new and existing buildings.   This week, host Sue Dyer speaks with Larry Eisenberg, who is the Principal at Ovus Partners 360.  He has served as the Executive Director of Facilities Planning and Development for the LA Community College District (LACCD).  He directed the district's award-winning, $16 Billion Sustainable Building Program.    Larry’s Journey Into Sustainability and Starting Ovus Partners 360  (02:26) Growing up in Los Angeles, there were days of just too much smog to go outside.  That prompted Larry to think about what he could do about the bad environment.  He went to MIT to study city planning, and then to work for the University of Wisconsin system where he got into sustainability.  From there, moved to LA, where he worked for a board of trustees that was committed to making the largest green building program in the world.  Ultimately, he created Ovus Partners 360 to carry those ideas into the private sector, specifically focused on "net-zero" energy (creating as much energy as you use in a year).   Achieving the Sustainability Goal at LACCD  (05:07) Larry mandated that architects working on designing the buildings for LACCD be LEED certified Of the 85 buildings built, 20 were LEED Platinum During the projects, LACCD and Larry learned that LEED Platinum building is actually cheaper The rest of the buildings were Gold certified Two buildings were "net-zero" and two complexes were "net-zero"   Why/How is Platinum Certification Cheaper?  (07:10) Building LEED Platinum calls for certain things that are automatically cheaper (e.g., no drop ceilings, using concrete instead of flooring, etc.) Critical thinking and innovations that lead to cost savings   Cost Savings Leading to Lower Maintenance Costs (08:40) Able to improve facilities management Used sophisticated management solutions and software Strategic materials choices to reduce ongoing costs   Technology Changes to Improve Sustainability (09:52) Windows that make electricity Rooftop Wind Turbines Lighting Design – DC Electric service throughout buildings Inexpensive Control Systems   What’s New in Photovoltaics (11:20) Photovoltaics are becoming more efficient and much cheaper, from $8/watt installation initially to $1.70 today Sustainability is cheaper not just environmentally friendly There are technical advances in installations   Advice on Creating and Implementing a Sustainability Strategy (13:10) Understanding it's about economics: sustainability leads to lower operational costs Financing mechanisms available to spread costs over time Net-Zero energy outcomes leading to no bills   Payment Mechanisms Available (14:14) Power purchase agreements Property Assessed Clean Energy (PACE) Net-Zero energy outcomes leading to no bills   Larry’s Other Sustainability Projects (15:40) Waste Management: Waste-to-Energy using Plasma gasification Net-Zero Energy projects, building projects net zero from the beginning Plastics Recycling   What Makes Larry a Successful Leader? (19:08) Supporting innovation and out-of-the-box thinking Surrounding yourself with bright people Communication and Feedback   Larry’s Biggest Mistake/Learning Opportunity (21:09) Leaving LACCD and the events that led up to that: a series of LA Times articles that had negative things to say about the program.  "The trauma and process were daunting, but the idea that one door closes, another one opens led me to create Ovus Partners 360."   The Very Best Advice Larry Has Ever Received (24:11) A statement from the former Governor of Wisconsin, Lee Dreyfus: "The thing you need to realize is that our democracy is governed by the exact reflection of our population."  There are bright people and not so bright.  You need to deal with people on an equal level the best you can.   Larry’s Favorite Piece of Tech (25:54) His laptop   Resources for Listeners (26:39) Recommended Reading: MIT Technology Review Magazine May/June 2019   Contact Larry Contact Larry on LinkedIn   Larry’s Parting Advice (29:42) It's time to stop talking about sustainability and start doing.  We need to make the decision to build sustainably, pursue net-zero energy on new and existing buildings.  Just do it!   Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!   Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Mark Breslin The construction industry needs a major paradigm shift to be innovative and appealing as an industry into the future. The focus of construction companies needs to be on the development of teams and shifting from the mindset of “blue-collar” to “professional.” Need to emphasize the importance of seeing the workforce as people and not as just workers or assets.   This week, host Sue Dyer speaks with Mark Breslin, the Executive Director of the United Contractors Association, author, speaker, and influencer.  He's spent decades advising CEOs and senior leaders in business, government, labor, and non-profit arenas in North America.  A top-rated public speaker and strategist who has a perspective to share with us that perhaps no one else in the world does.  We discuss his extensive work with the labor unions, what's worked, what doesn't, and how they are evolving.   The Current “Happenings” in the Labor Unions of North America (02:34) There is a significant man-power shortage in all areas of North America.  Baby Boomers are retiring and the construction industry is not looked at as a "destination" career.  Unions are scrambling to recruit and onboard new people.   Union Contractor Role in Combating the Man-Power Shortage (03:42) Contractors need to look at Union relationships as partnerships and get involved in direct recruiting. Put yourself in a place to be a destination workplace. Shift in mindset to help growth and career planning. Aggressively fund a Learning and Development Department. Tell a different story about upward mobility through apprenticeship. Better communication with teachers, school counselors, etc.   Thoughts on Women in Construction (09:13) We need a paradigm shift because we are ignoring 50% of the population.  We need to evolve mindsets and job-site behaviors to match the rest of society.   The Unique Industry Shifts with Union Leaders (10:36) A focus on the development of leadership capabilities. Field-level and apprenticeship enhancements. Transformation in the mindset of the workforce.   Description Of and Development Process for the Mindset Shift (12:35) Construction companies need to be as innovative as their clients. Need to be on the edge of "Change-Management." Have an integrated leadership curriculum training and resources from top to bottom. Look at leadership development as a profit center, not as overhead or something to be one casually. Field Leader’s mindset needs to move from "Blue-Collar" to "Professional."   What Unions Can “Bring to the Table” (15:10) Their ability to use their training infrastructure to accelerate development. They bring workforce stability. Workforce generation. Upgrading of workforce.   New Technology and Workforce Deliver (16:30) The pre-Fabrication revolution with modularization mixed with BIM. Labor Cost reduction. Skills and technology gap between generations.   Current Construction Trends (19:11) Moving past a "hard-dollar bid" business, it's more relational. Upcoming generations are less willing to travel to do the work. Safety culture is becoming tighter – there is an expectation of zero accidents.   Addressing High Suicide Rates in Construction (21:32) Wellness is Not Weak article. We have obligations to the workforce as people. Give more help and less tolerance of people’s challenges. One idea, a company is giving a Mental Health app to each of their employees.   Mark’s Strengths as a Leader (24:47) Mark has screwed up everything, and now he knows better. You really need to be self-aware – learn that failures are your "GPS." He learned that “it is not about him.” Spend the time coaching and growing your team. Fail often and fail well. Learn to collaborate, say what you need to say, and always have a mentor.   Mark’s Greatest Career Challenge and Learning Opportunity (28:26) He was in the middle of a delicate negotiation and someone successfully provoked him, and he blew it by succumbing to emotions.  Also, hiring from opportunism instead of strategy.   The Very Best Advice Mark Has Ever Received (30:04) Favorite saying: "Men, at some times, are masters of their fate." All of us, no matter how important we, are all "at some times" masters of our fate. The key is knowing the difference of when we need to embrace our fate and when we need to accept our fate.   Resources for Listeners Mark’s Article: Wellness is Not Weak Recommended : The Trillion-Dollar Coach  Audible | Hardback | Kindle   Contact Mark Mark Breslin Website Contact Mark on LinkedIn   Mark’s Parting Advice (34:41) As Leaders, "Ask, don't tell".  You need to be incredibly curious and relentless in asking what needs to be done better.   Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify so you can learn how to create your Construction Dream Team!

3 Invaluable Lessons from Mike Paton It is important that the leadership in your organization is aligned on what the vision is and works together to achieve it. It’s critical to put the “right people” in the “right seats” for your team to be successful. It is important to have a healthy cohesive, functional, open and honest leadership team.   This week, host Sue Dyer speaks with Mike Paton, who is the Visionary at EOS Worldwide. He has spent his life working with Entrepreneurs and what he has to teach us from the project level, the organizations level, and personal level is invaluable.   Paton’s Journey to Becoming a Visionary for EOS (03:32) He grew up in a family of entrepreneurs, but ended up working in the traditional banking arena for a number of years. He ventured out on four endeavors as an entrepreneur: two successes and two "train wrecks."  Paton found out he learned a lot more about himself through the train wrecks than the successes.   What is the EOS Model? (06:07) EOS is a simple way of operating an entrepreneurial company. The major pieces are Vision, Traction, and Healthy. Provides a framework for working cohesively through all levels of the team.   A Holistic Overview of EOS (08:05) In EOS, every company that takes a journey through six key components: Vision, People, Data, Issues, Process, and Traction.  There a number of tools and disciplines for leadership teams to strengthen all six of these key components of the EOS model.   Discussing “Vision”, the 1st Key Component to EOS (08:59) Making sure we get the vision out of the head of the owner, entrepreneur, or founder and aligned with the plan of the leadership team. Often there is "too much vision.” Allows for the sharing of each person’s vision followed by healthy productive conflict to implement the shared vision.   The Role of the Visionary and Other Leaders “At the Top” (10:16) The first thing we do is "fire" everyone in the organization. Focus on asking questions that best benefit the organization, not your needs – look at things from a structure first, people second viewpoint. Discuss the three major functions of every business: Marketing/Sales, Operations, and Finance/Admin. The Integrator is the fourth major function of business – the person who drives the day-to-day process and drives accountability among the other leadership team members. About half the time there is a fifth major function, the Visionary (often the founding entrepreneur).   Getting the “Right People” and Improving Your Team (16:06) Helping define what a "right" person is for your unique organization. Focus on placing the "right person" in the "right seat." The People Analyzer Tool helps align the right people to the values of the organization.   Dealing With the “Issues” Component (21:26) Strengthening the issues solving ability of everyone in the organization. Both, being able to Recognize an issue with the courage to voice it and have the skills to solve the issues. Utilizing the "issues list" and "IDS: issue-solving track." Change the culture from a “don’t shoot the messenger” mindset to a culture where people feel safe bringing up issues. Nothing defines a construction project better than the existence of, and need to, resolve issues.   The Most Common Errors with Teams and Organizations (24:43) The perception at "the top" is the acceptance of losing passion for the business. The assumption that everyone in the organization is "crystal clear" on vision and plan. The assumption that if people don't get it immediately, it's their fault.   What Makes Paton a Successful Leader? (26:35) He is passionate and driven to helping entrepreneurs. He focuses on EOS purity. His workmates who help and support him.   Paton’s Biggest Mistake/Learning Opportunity (29:09) Moving his young family to place for an entrepreneurial venture that he hadn't fully vetted the culture fit and leadership approach. I evaluated strictly on career move vs. culture fit and philosophy.  It was the worst thing that could happen but it was also the best thing because it led Paton to EOS.   The Very Best Advice Paton Has Ever Received (31:18) It's more important to be effective than right.  Get aligned and execute, while fixing mistakes together with your team.   Resources for Listeners The EOS Worldwide Website: the books (discounted), free tools, blogs, and Implementors. Book Recommendations: Traction Audible | Paperback | Hardback Get A Grip Audible | Paperback | Hardback   Contact Paton Contact Paton through the EOS Worldwide Directory Contact Paton by Email   Paton’s Parting Advice (35:00) Never lose sight of what it is precisely what you want from your business. Never lose faith that it is possible.  If you have loss sight or lost faith, write down what you want, clearly and explicitly, and use that to better manage your time and energy and your organization's time and energy.   Visit the ConstructionDreamTeam.com/resources page to see all of our guests’ recommended books, websites, etc.   Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!   Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Alex Barthet It's extremely important to hire a lawyer that specializes in construction law. Have your "Core 4" and build relationships with them so you see the trends in the industry. You are going to need a lawyer on your team at some point, so find one now, and get to know them. You won't regret it.   This week, host Sue Dyer speaks with Alex Barthet, Principal at the Barthet Firm. He joins us to share his universal legal expertise.  Join us as we dive into his journey into law through engineering and how to pick the right construction lawyer.   Alex’s Journey to Becoming a Legal Expert (02:11) Starting in Mechanical Engineering with an interest in construction and designing cars, but got near the end, and abruptly changed directions and went to work full time at his father's law firm and went to law school while working.   Mistakes We Make When Picking The Right Lawyer (05:05) Hiring a lawyer based on who you know or price, and not specialty. Not hiring someone that is board certified in their specialty. Not finding someone that fits into the team.   How to Select the Best Attorney for a Specific Issue (07:46) Find someone that's a specialist in the field. Search for the good and the bad on Google, and read reviews. Ask who specifically would be working on your project, and meet them.   Managing Expectations (10:27) Cost: make sure everyone is upfront with cost expectations. Develop small interim budgets to manage any surprises. The legal system takes lots of time – be patient with the process.   Examples of the Good and the Bad (15:31) Clients that think they can beat the odds, typically have worse results than those who work with an experienced lawyer. A client that hired a lawyer that was a solo practitioner that did a little bit of everything. The lawyer did not have specialist experience in construction and the client lost $350,000. Most successful clients create their own dream team with a Construction Lawyer, a Construction Insurance Company, a Bonding Agent and a Construction CPA – the "Core 4."  Clients should socialize (i.e., lunch or drinks) to keep their ear to the ground.   Alex’s “Magic Juice” for Being a Great Leader (22:17) Listening to a variety of great podcasts. Learning from the "best of the best." Being Humble and Showing Gratitude to your team.   All About Alex’s Podcast: “The Lien Zone” (24:44) Started by using videos that we created. 4,500 Listeners per month Quick bullet points on a variety of legal issues. Often, the mundane things tend to cause the most trouble.   The Very Best Advice Alex Has Ever Gotten (27:14) Always Forward. It doesn't have to be the best, but make sure there is incremental progress.   Resources for Listeners The Lien Zone Podcast with Alex Barthet Alex’s Recommendations: “The Labor Illusion: How Operational Transparency Increases Perceived Value”   Contact Alex Contact Alex by Email Contact Alex on LinkedIn The Lien Zone on Instagram   Alex’s Parting Advice (37:57) If you have a lawyer that you know, like, and trust, invite him/her out to lunch. Get to know them better.  If you don't have a lawyer, find one, and put that person on your team. You will need them at some point.   Please subscribe to Construction Dream Team for the latest episodes on our website, iTunes or Stitcher! We would LOVE a 5-star rating to help us show up in the search engines so more of Construction Nation can listen to industry leaders and experts on their computers, phones, or tablets!   Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!

3 Invaluable Lessons from Zig Rubel Curiosity allows you to see the world differently and solve both complex and mundane issues more effectively. We need to be comfortable with being uncomfortable. We have to be willing to take risks and approach the world with a "what's possible attitude.   This week, host Sue Dyer speaks with Zigmund Rubel, the President and CEO of A Design+ Consulting. As an architectural design and consultancy firm, they specialize in data-driven processes focused on planning that integrates the healing, learning, and discovering of buildings. Join us as we dive into the idea of curiosity and integrating a culture of curiosity into teams.   Defining Curiosity and Its Importance in our Teams (02:48)   Curiosity is the journey to understand "what else is out there" and what could be done differently. It requires developing a unique solution for a need or a problem.  Curiosity forces someone to be engaged and committed to a specific outcome.  Sometimes curiosity may not yield anything valuable, and that's ok.  The benefit is to learn and define your boundaries of what the question should be, and the outcome directs you or the team to become more of a learning-based type of group.   A Practical Approach to Curiosity (04:09)   Realizing the importance of seeing our surroundings. Having the ability to question whether what we are doing makes sense. Could there possibly be a better way to approach the situation we are in.   Building a “Culture of Curiosity” (05:11)   Assume that there is a better way of doing something – rejecting the status quo. Curiosity requires us to be uncomfortable with our internal biases and question whether there is something better. Curiosity should more of a bunch of data points you put together to make the best decision going forward. Leaders need patience and forgiveness with their team because a curious team is going to take longer because they aren’t going to use a “tried and true” method. Curiosity is built on mundane things.   Examples of Curiosity’s Role in a Project Setting (07:04)   Partnering projects: Ultimately making their needs, your needs. Funding Availability: Approaching from a "what's possible" perspective. You need to both, have the drive and the interest to see what is out there, and be willing to change. Education is a responsibility of curiosity – if you have a great idea, you need to get people on board otherwise people are going to just do the same thing they always do.     Melding Curiosity and Creativity (12:11)   Creativity is more about the investigation and the outcome of a specific task. Creativity requires Curiosity. The key is asking questions about what could be different.   The Biggest Barriers to Curiosity (13:26)   Our Internal Bias prevents from being curious. The most creative students are kindergartners, because they have no bias. Our own impatience keeps us from fully realizing potential. We must be willing to be incorrect – we need to be comfortable with being uncomfortable.   Focusing on the Mundane (16:04)   The matrix of urgent, non-urgent, important, not important.  We often focus on the “urgent, not important" tasks as opposed to the "important, non-urgent" tasks. We need to focus on addressing the right issues, even when they aren't urgent. Unfortunately, the mundane things tend to cause the most trouble.   More About A Design + Consulting (20:22)   They are a small design and consulting practice of mostly healthcare architects. We all know there's a better way to do our job, and that's what unites us as a team. They are located in San Francisco and they are considering having more of a presence in China and India (these countries have really challenging project needs and they are more open to curiosity and unique solutions). When consulting, they focus on building the right building and sizing the building.   Zig’s Greatest Strengths as a Leader (24:37)   Zig’s greatest strength as a leader is his curiosity.  He has always felt that there could be a better way of doing things.  He likes to get the group’s opinion and buy-in.  He engages the team in a manner that they move along, and he knows that sometimes someone on the team is going to point out something that no one had thought of that will change the outcome.   Zig’s Greatest Career Challenge (27:03)   Starting a new company and finding clients to work with that are willing to be patient with a new company. Curiosity comes with risk.  You need to be persistently consistent, and consistently persistent.  You need to have your share of resilience with curiosity because you are going to have disappointment.   The Very Best Advice Zig Has Ever Gotten (30:12)   Be confident. Trust that your assumptions and desires are right.  Be confident in your beliefs.   Zig’s Favorite Piece of Technology (31:40)   His phone: It allows him to do just about anything he needs to do.   Resources for Listeners   Operational Tool from A Design + Consulting Book Recommendations: “A More Beautiful Question”  "Collective Genius: The Art and Practice of Leading Innovation" “Creativity Inc.”    Contact Zig   Contact Zig by Email Contact Zig on LinkedIn A Design + Consulting Website   Zig’s Parting Advice (35:33) You need to wake up feeling uncomfortable and wanting to change the world.  If you're curious, you believe something can be better.   Email Sue Dyer at sue@constructiondreamteam.com if you are interested in participating in our Construction Scorecard beta-test.   Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The faster you can build your dream team, the faster you can build your success. Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on Tunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Eric Sanderson Realize how critical how important relationships and partnering are for projects. Understand the unique challenges of the water sector and how partnering can help in that process. The importance of listening to understand, as opposed to listening to reply. Focus on solving the problem.   This week, host Sue Dyer speaks with Eric Sanderson, the Founder and President of Red Rocks Advisors, LLC. They provide consulting and facilitation services in the utility and infrastructure sectors. Eric is an IPI-Certified Master-Level Facilitator and is here to help us learn more about the water sector.   Becoming a “Master-Level Facilitator” (02:29) Being around the construction since he was a kid, the journey has been a long one. Eric spent some time in the trades, sub-contracting and learning the dynamics of a job site. Eric went on to get an MBA and joined a construction management consultant firm. He learned to understand the importance of relationships on a project and began to facilitate partnering.  He has been working as a Partnering Facilitator in the water sector for ~19 years.   Eric’s First Project as a Facilitator (07:32) Upgrades to the City of Atlanta pump stations for wastewater. Some challenging elements around working with 14 sites. Winning a Marvin M. Black Award for "Excellence in Partnering."   The Uniqueness of Working in the Water Sector (10:14) The challenge of working with 2 owners: Engineering and Operators – you need internal alignment. Permit requirements and compliance are extremely important (local, state and federal levels). Numerous stakeholders involved from city, county, and state entities.   Delivery Systems in the Water Sector (13:19) The traditional model has been Design/Bid/Build, there is a move to Design-Build, and now we are seeing more CMAR projects (Construction Management At Risk). The contractor is working in an operating facility and has to maintain the operations while working on the project. Contractor engagement is critical to have a live cost estimate. Facilitation involved throughout the process.   Examples of Interesting Projects (16:44) City of Las Angeles Department of Water and Power: upgrading systems for UV treatment, unique technical equipment. Vale, Colorado: more capacity and location challenges.   Advantages to Partnering and Facilitation (19:49) Aligning beyond certain goals. Being great "neighbors" to surrounding communities. Collaborating on owning problems and solutions.   Eric’s Greatest Strength as a Leader (20:48) Understanding the perspectives of the individuals involved in a project. Everyone has different goals and aligning the goals around the project is critical. Being able to understand what drives people is crucial in partnering on projects.   Eric’s Most Challenging Project (23:18) New to partnering and lacked the confidence for control. A substantial project with "heavyweight" contractors. Admitting mistakes and learning to overcome your own fears.   Greatest Advice Eric Has Received (27:30) The idea of "don't take it personally." You are going to offer things and people are going to choose to follow or not. You can't take personally whether someone chooses to implement.   Eric’s Favorite Piece of Technology (30:28) Phone and travel apps specifically. Recently upgraded to Microsoft Surface Pro. Able to carry it and pretty much nothing else.   Resources for Listeners Audible for Audiobooks: specifically business and history   Contact Eric Contact Eric on LinkedIn   Eric’s Parting Advice (35:56) Definitely check out the Water Design-Build Council. It advocates for collaborative delivery processes in the water sector. Listen to understand, not to reply. Listen to solve, not defend.  Solve the problem and the dispute will go away.   Visit the ConstructionDreamTeam.com/resources page to see all of our guests’ recommended books, websites, etc. Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The faster you can build your dream team, the faster you can build your success. Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Rob Smedley It's absolutely critical to invest in people and focus as much time on building relationships as you do projects. It is essential to collaborate with the Owner from day one. Communicating effectively with the entire team is key to the success of any collaborative project.   This week, host Sue Dyer speaks with Rob Smedley, the Design-Build Manager Buildings for RS&H. Rob is an AIA, DBIA, and has more than 30 years of experience on a variety of projects.  Rob shares about the importance of using Design-Build concepts on projects and communicating effectively with your teams.   Rob’s Journey into Design-Build (02:49)   Rob's path was fairly typical, from school to intern, and then as a designer, moving into project manager, then project architect, and ultimately to principle. The shift came from an acquisition by an AE firm and Rob was introduced to new technologies in design and it spurred him into a whole new direction.   The Biggest Challenges with Design (09:45)   The keyword is People – staffing resources and finding quality people is difficult Evolving Technology: "Technology is great, but it's evolving daily” Generational workplace expectations and communication skills   Opportunities for Design and Construction Collaboration (14:58)   Progressive Design-Build Method The importance of the Owner in the collaboration of "the trinity" (design, construction, integration) Partnering – it is critical and one of the Best Practices identified by DBIA Utilization of new technologies   The Barriers to Design, Construction, and Owner Integration (19:59)   "People" are the greatest challenge Being comfortable with change The pressure of time: "Slow down and move with some purpose”   Having Better Project Integration (25:53)   Invest in relationships and doing the "off-season work" Rehearsals – practice standard protocols Partnering: "raising the bar" in communication efforts Communication and "melting away" complexity   Rob’s Greatest Strengths as a Leader (33:55)    Rob cares about the people, the organization, and the projects.  One of Rob’s favorite quotes is, "People don't care about what you know until they know you care." - John Maxwell.   Rob’s Greatest Career Challenge (35:30)   Being fired by a client. In retrospect, learning from the fatal flaw of not being focused on the motives of the client, changed the whole perspective.   The Very Best Advice Rob Has Ever Gotten (37:30)   Think boldly, act boldly, but not blindly.   Resources for Listeners (38:42)   DBIA “Progressive Design-Build Best Practices” International Partnering Institute Construction Dive Podcasts: “By Example” with Carli Fiorina and The John Maxwell Leadership Podcast Book Recommendations: “How to Win Friends and Influence People”   Contact Rob   Contact Rob by Email   Rob’s Parting Advice (41:33) If you are in this industry, Rob highly recommends getting familiar with 2 organizations: Design-Build Institute of America and the International Partnering Institute. Don't just become a member, get involved. Also, be sure to invest in yourself.   Visit the ConstructionDreamTeam.com/resources page to see all of our guests’ recommended books, websites, etc.    Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The faster you can build your dream team, the faster you can build your success.   Remember…Construction Dream Team drops every Monday morning at 4 am PST.  Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Reese Tisdale Water has an impact on every aspect of our lives, so researching this incredible resource is critical. Water market regulation has been soft, but it is changing. Forecasts show, over the next 15 years, it will cost upwards of $15B for water infrastructure repairs and rehabilitation.   This week, host Sue Dyer speaks with Reese Tisdale, the President of Blue Field Research. Reese is an expert on water and its effect on the market and the world around. He shares the politics of how development occurs and water's role in project development.   Reese's Water Journey (01:53) Blue Field Research was founded in 2012. They started the company with the realization that water touches all aspects of our lives from business to personal. They do market research on water for supply companies, investors, and regulators who need more information and insight into what's happening in the water space.   Defining the Water Market (03:58) The water market incorporates all aspects of water (water, wastewater, and stormwater) from supply to discharge. We look at the water market Globally (outside the US), in the US/North America, and Industrial vs. Municipal. When starting the company, we thought most of the work would be outside the US but they were wrong. Demand in the US: There are 75,000 water/wastewater systems in the US and over 3 million miles of pipe in the ground.   The Trends in Helping with Infrastructure (06:33) Systems are old and mapping isn't good -but companies are getting better at that. Forecasts show, over the next 15 years, it will cost upwards of $15 billion for repairs and rehabilitation. The key is rehabilitating more efficiently utilizing technologies in place. Using different material types will help in building and re-building. Focusing on workforce management: the aging of the baby boomers, etc.   Meaningful Predictability of Resources (09:43) Utilizing Artificial Intelligence to make the workforce smarter so they can do other things. The simple need for remote monitoring.   What the Research is Showing (12:30) We are starting to see emerging contaminants (algae blooms, etc.). Impacts on the daily water supply, such as drought. Utilities are trying to understand what's real and what's not.   The Most Insightful Research Bluefield Research Has Done To Date (16:06) Water market regulation has been soft, but it's changing. States are regulating the water market, not the Federal government.   What Bluefield Research Does (19:45) Help companies understand the market landscape (challenges in the market, opportunities to provide treatment or management). Provide off the shelf reports, annuals, inside agreements with clients or bespoke research for clients.   The Difference in the “Water Side” of the Water Market (23:00) They must have enough capacity for new development. The role of industry and commercial business are treating their own water and becoming more self-sufficient. Water rates rose 3.5% last year. Their focus is on how to "reign in" the expenditures of water procurement and discharge. Utilities need to see the trends so they are acting, not reacting.   The Most Difficult Aspects of Water Research (26:23) Being true to the data that's collected. Staying true to our research methodology. Clients challenging results based on their own perspective.   The Very Best Advice Reese Has Ever Gotten (29:42) Look at other companies not from where they are, but from where they started, and measure yourself in the same way.   Reese’s Favorite Piece of Technology (31:21) The Podcast app in his phone. There’s so much to learn, but some of it is just “waves on the ocean” as well.   Resources for Listeners (32:21) Book Recommendation: Cadillac Desert by Marc Reisner   Contact Reese (33:20) Contact Reese on LinkedIn Blue Field Research Website   Reese’s Parting Advice (34:16) Truly think about the cost of the glass of water in your hand and all the assets that go into it. Realize how much of an impact water has on our lives.   Check out our Construction Dream Team LinkedIn Group!   Visit the ConstructionDreamTeam.com/resources page to see all of our guests’ recommended books, websites, etc.    Remember…Construction Dream Team drops every Monday morning at 4am PST.  Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify!

3 Invaluable Lessons from Gregory Grabowski Without collaboration, you can have a perfect environment and circumstances and still fail. A team can do amazing things if they are high-performing and self-correcting with a culture of trust. Ask, “What can I do better?”  The answer you receive will be the most important thing – do that thing.   This week, host Sue Dyer speaks with Gregory Grabowski about Partnering in other countries. About Guest Gregory Grabowski (1:00) Gregory Grabowski is the President of GCC & Associates LLC and has gone from being a contractor to a professional partnering facilitator. A lot of Greg’s journey has been on very large projects outside of the United States. GCC provides project controls and partnering consulting services.   Greg’s Journey to Becoming a Professional Partnering Facilitator (2:28) Greg started his career in the U.S. Navy and picked up mechanical engineering licenses and a general contractor license Greg has done projects on every continent except Europe and Antarctica Greg helps teams find the sweet spot for themselves in communication and collaboration   Greg’s Career Working as an Overseas Project Executive (4:55)   If you have great funding and a great environment and jurisdiction and community, but the wrong team, you can pull defeat out of the jaws of victory It’s also possible to have a restrictive and difficult environment and with the right team, culture, and local support, you can have success The biggest lesson Greg learned was to nurture the culture and the team wherever they’re at and nurture the team within the context of the culture   How Greg Became an Internal Partnering Facilitator (8:50) Greg’s initial job was to go places and replace someone who not producing results, but he didn’t like it.  He asked if he could go and turn around teams and projects instead. After many successes, he became known as the internal partnering facilitator.   What is the Difference Between Being Third-Party Neutral and an Inside Facilitator? (11:50) It comes down to perceived bias It’s most ideal to use a third-party facilitator who is truly neutral You can still do good work internally but it’s easier with external   What Greg Wishes Most Project Managers Would Do That They Don’t Do (13:45) Build a professional and personal rapport with the key stakeholders and contractors.  You need to know one or two things that keep a client up at night. There are unwritten requirements that are in every single contract. Bring all of the Stakeholders into a room (Owner, Prime Contractor, Prime Sub-Contractors, Major Sub-Contractors, and the end users) with some coffee and ask, “What is the most important thing for you?”   Greg’s Greatest Strength as a Leader (15:35) Building a high-performing, cohesive, self-correcting team that has trust and collaboration built into the fiber The ability to help the team find its own sweet spot Assess a team, talk to them, help them to find collaboration, and then nurture them He provides the team with a safe place to have open, confidential communication and helps them deal with friction points before they become issues   Greg’s Worst Moment of His Career (17:15) He was an internal facilitator in a challenging area overseas. Greg came in after the kickoff when there had already been some issues with the client. There was a little traction on schedule and materials, then a hurricane came and flooded the job site. As a facilitator, Greg was unable to bring down the walls of anxiety between some strong personalities.  He was unable to be seen as a neutral facilitator.   The Very Best Advice Greg Has Ever Gotten (19:53) Thor Erikson, a Navy SEAL, told Greg - take care of the team and the team will take care of the mission. A team needs to say what needs to be said without anxiety. A good team can take care of a challenging project and still have fun as they rise to the challenge.   Greg’s Favorite Piece of Technology (21:07) Zoom’s ability to reconcile time zones and to do video teleconferencing on a mobile device. He can see the job site and do things face to face overseas.   Resources for Listeners   Book Recommendation: Make Your Bed by William McRaven   Contact Greg Contact Greg on his http://www.grabowskicc.com/ Call Greg at 949-636-0461   Greg’s Parting Advice (25:17 Understand the five greatest words of any relationship: What can I do better? When people say this to one another and then listen to the response. Whatever that person says, that’s the most important thing.   Construction Nation, ask that question and tell us how things go on LinkedIn. Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please subscribe to Construction Dream Team for the latest episodes on our website, iTunes or Stitcher! We would LOVE a 5-star rating to help us show up in the search engines so more of Construction Nation can listen to industry leaders and experts on their computers, phones, or tablets!

3 Invaluable Lessons from David Niese You can help other people out and get what you need at the same time. If your project staff is happy, everything starts falling into place. It’s not enough to just be right – you need to spend more time on collaboration and listen to what people are saying and what is going on.   This week, host Sue Dyer speaks with David Niese about effectively implementing partnering within your team and organization and why taking the hardline when it comes to managing projects doesn’t always yield a positive outcome. About Guest David Niese (1:16) David Niese was one of the trainers for the Caltrans Fundamentals of Partnering. David helped train over 4,000 different project professionals on the fundamentals of making Partnering work on Caltrans projects. David is a Project Executive at Granite Construction in their large project group.   David’s Journey to Becoming Project Executive at Granite Construction (2:50) David grew up in the industry and did a lot of surveying with his dad He got a job at a small engineering firm in San Bernadino, CA He worked with Caltrans for 15 years and then jumped to the private industry For the last five years, David has been at Granite Construction   How David Went from SOB to Collaborative Leader (5:50) In his first job as a Resident Engineer, David was a hardliner. He expected his contractor to know what he was supposed to do, and David stuck to the contract.  In the end, his contractor went bankrupt and in stepped a new company.    David learned that you can hold a contractor to the contract, but it is bad for business; but all the contractors start spending more money.  It costs the owner more money if they have to deal with a lot of claims.  There are always things we can do to help each other on the contract.    If the project staff is happy on both sides, everything just falls into place.  Your quality is better, your safety is better, your production rates are better because everyone is happy coming to work.  Everyone is working toward the common goal of finishing the project. David’s Advice to Someone Who’s Just Starting Their Career (15:15) Don’t let the daily grind keep you from seeing the big picture When you focus on the little things only, you don’t fully understand what the ramifications might be A mentor is extremely important to have the right perspective   How to Lead Your Team When There’s Conflict (17:30) Have your partnering process in place, be sure that you listen and understand the position of other people You can help other people out and get what you need at the same time Listen to see where the conflict might be coming from and to figure out how you can avoid it Using a facilitator can really help   What People Can Do to Lead Their Team When It’s Struggling (19:45) The Escalation Ladder can be a huge help with things - go up the chain so you can relieve yourself and others from having to worry about the issue The person at the next level of escalation will probably have a different view on the problem Don’t take things personally, there will always be contract disputes Don’t let conflict affect the work going on in the field Looking for a fair and equitable resolution to the problem is doing your job   David’s Approach to His Projects with Alternative Processes (25:23) In the bid/build world there is no qualification process, but in the alternative delivery world, your past performances will affect you getting future work. If you’re going up a company that had no claims and you did, that will put you at a disadvantage. Your ability to successfully complete a contract becomes important in alternative delivery.   What David Would Do if He Had an Owner Who Was Not Going to Be Fair and Equitable (27:48) If there is an owner with a reputation for not resolving disputes, they choose not to work with those owners. There’s so much work out there, they get to pick and choose who they do and don’t want to work with. You need to look for an owner who will match your core values.   How David Overcame the Very Worst Moment He Faced (29:07) The worst moment was also his worst Partnering ever. There were many disputes, but he didn’t let the contract disputes affect the quality of the work they were doing in the field. In the next project they understood what to do and not do to never let that happen again. He tries not to override subordinates in the escalation ladder and resolve at the lowest level possible.   David’s Zone of Genius (31:49) A manager should not be judged on how they manage the “A” players.  A true manager can take the “C” players and turn them into “B” players and take the “B” players and turn them into “A” players. You have to keep things from becoming a stumbling block. David is good at looking for future problems down the road and letting employees know before they get there. Always have a contingency plan in place.   The Best Advice David’s Ever Received (35:19) It’s not enough to just be right. If not everyone’s on board with what you think is right, it’s not enough.  You need to spend more time on collaboration and listen to what people are saying and what is going on.   Resources for Listeners   Recommended Book: Living the 7 Habits Recommended Book: The Leadership Secrets of Attila the Hun   Contact David Contact David on LinkedIn   David’s Parting Advice (37:58) Work on expanding your sphere of influence – what you can affect to happen. Listen to others, come up with a good solution that everyone is happy with and enjoy having a bigger impact.   We are beta-testing our Project Scorecard between now and September 17th.  Any project team who wants to be a part of the beta-test the Scorecard contact Sue@ConstructionDreamTeam.com. Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The more people you have helping – the faster you can build your Construction Dream Team. You can’t have your dream until you build your team! Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify! Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!