Doing What You Don't Want to Do

It is natural for all of us to focus on our strengths and the things we love to do. Things we love to do are usually things that we are good at doing; our strengths.

D. Brown Management Profile Picture
Share

None of us were born with great business acumen, people skills or technical competency.  Each of us has developed both mental and physical skills over time. We may not even realize how we got developed so we tend to believe that we were just born a certain way.

Closing the gap between what you want and where you currently are at will require doing things you don't want to do and doing them well.

So far they have not discovered the “Great Contractor Gene.”   More current research on topics such as neuroplasticity have shown that our brains continue to change throughout our lives if we train effectively.  Using techniques such as “Deliberate Practice” while difficult have proven very effective in developing people at all levels.  These techniques are difficult much like a physical workout and require us doing things we really don’t want to do.  However over time as a weakness becomes a strength we usually start to love doing it.  


Learn More:  

Books:

As we are helping contractors prepare to take advantage of the opportunities the talent shortage will provide over the next decade we have learned a lot of lessons about how teams develop.  

This is a broad, deep and important topic impacting growth, succession and even viability for all contractors. 


Contact us to discuss lessons we have learned working with many teams. 




Prerequisites for Success - Real or False Limits?
The first step in achieving what you want is to ask yourself one very critical question: Are the prerequisites I have defined for my success real?
Responsibility, Results, and Compensation
If you want to grow your career, always seek additional responsibility while pushing your limits in every way to produce business results. The compensation will always follow.
Construction Benchmarks, Trends, Forecasts, and Predictions
Two of the most highly leveraged choices that leaders of contractors make are about market strategy and major resource allocations. Robust information systems about the external market are a critical part of this decision-making process.