Jack Welch - Short and Long Term

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

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

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

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

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

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

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

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




Uncomfortably Exciting - Being a S.M.A.R.T. Leader
Managers must set goals that are S.M.A.R.T. (Specific, Measurable, Achievable, Relevant and Time Bound. Leaders must be stretching their teams toward objectives are beyond what anyone believes they can achieve.
Elon Musk - Be Less Wrong
Leaders of construction companies will likely never be at the same level of cutting-edge development as Elon Musk is between Space-X and Tesla. Except; of course for the first contractor on Mars!
Process Improvement and Cycle Times
When contractors grow inefficient processes usually get substantially more inefficient dramatically changing the Return on Investment (ROI) model. Saving a few minutes over 1,000 cycles per month means $60K+ potential savings over a couple years.