Multipliers for Success at All Levels

As a leader in the construction business, you can think about success in three broad areas.

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Leadership Tools: Success Formulas. Personal Growth, Team Growth Rate, and Income Level. Comparing common elements.
  1. Personal Growth: This will drive everything else. If you are not developing yourself with a specific plan, everything else is minimized. You must have a focused vision and a well-sequenced plan to get there, or you will waste a lot of time. See the book “Smarter Faster Better.

  2. Team Growth Rate: If you aren’t growing your team’s capabilities and capacity, you aren’t leading.  The biggest variables here include your teaching ability as it complements the team’s diverse learning abilities and how aligned the team is. See the books “What Got You Here Won’t Get You There,” and “The Five Dysfunctions of a Team.

  3. Income Level: This will follow and is a critical element of the Contractor’s Scoreboard. It is an outcome that is largely a multiplier of 1 & 2. See the book “The Great Game of Business."

Courtney Stearns frequently talks with clients about “Zero Multipliers” and as we all know, if any one of these is a zero, then the outcome is a zero. 

Which of these multipliers could you improve the most?  

Which would have the biggest impact on the outcomes you want?




Business Developer (and Management) Hurdles
Finding a customer that will pay you is the first thing a contractor does. Scaling the business development function with growth is one of the most challenging things a contractor must do for sustainability and succession.
Lean Principle - Observation (Gemba Walks and Learning to See)
One of the most important tools for improving productivity is going to the jobsite or work area and observing for an extended period of time with the intent to understand but not to immediately interact. Observation progresses through about 7 stages.
GRIT - Building an Internal Drive
Great leaders build an incredible degree of cohesion, skill and sheer determination in their teams. What is critically difficult is striking that balance between helping and helping too much.