Alignment and Ownership and Creating Value

As a construction company grows, it becomes increasingly important to align everyone on the team.

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This is especially true with the tightening labor market that will continue to worsen through 2030. 

Succession: Alignment Creates Vale. Quote: There are two rules. First, my stock will be acquired by the company. Second, company stock will be owned by employees. Peter Kiewit 1978

Alignment comes from being transparent with your guiding principles or values and living them every day with integrity, as described by Dr. Brené Brown.

Kiewit is a great example of how this alignment built a business that has been sustainably growing for over a century.  

In their book, there is a section about Peter Kiewit and how he sold his shares to the company using the same formula that applied to every other employee owner. Additionally, he set a couple of simple rules in place around how ownership was to be handled.

While their employee ownership plan and strategy is more complex in execution, there are these simple guiding rules and their value of “Stewardship” that form the foundation of this alignment.   


If you are interested in learning more about how some of these tactics could apply to your business, reach out to Sue Weiler-Doke for a conversation.

Lonnie Morelock can talk about how this aligned the field effectively.  


Alignment and Ownership and Creating Value
Continue building value in your business, yourself and your key team members with a good succession strategy....

Alignment and Ownership and Creating Value
Continue building value in your business, yourself and your key team members with a good succession strategy....

Quote about Winning - Bob Knight
There is an excitement about winning and definitely a need to instill that vision and passion in your team. This however is just the top of the mountain and reaching the summit is momentary. It's the discipline of preparing to win that is critical.
Our Promises
We love the construction industry. We believe in aggressive business and talent development balanced with conservative operations and financial management. We make six promises to the industry, to our clients, to each other, and to ourselves:
Bureaucracy (Stifling or Enabling)
Talent density versus the complexity of the construction business or project is what determines the level of bureaucracy required for sustainable growth.