Steve Romero - 50 Hour Weeks

One of the best measures of a leader is how many other leaders they have built.

D. Brown Management Profile Picture
Share

A huge part of leadership development is having mentors and being a mentor to others. Sustainable growth for a contractor starts with leaders who effectively recruit, develop and retain other leaders who do the same.

Quote: You worked 50 hours last week? Good for you! I remember my first part-time job too. Steve Romero General Superintendent Royal Electric Company

I’ve had many great mentors throughout my career and look forward to having many more.  One of those is Steve Romero who has been a mentor and friend to many and when I reflect back there are so many things that he reinforced:

  • Hard work never killed anyone and if you are working with a good team it is a lot of fun.  
  • Setting and hitting production goals daily makes the day fly by - even if a “day” is 36 hours long!  :)
  • Hit all critical schedule dates - no excuses! 
  • Lead by example being visible and accessible.
  • Always be there for your team and friends - commitment works in both directions.
  • There is always a better way to do something - find it!

Steve’s mantra could be summed up on the book title: The Hard Thing About Hard Things.

Steve was living Extreme Ownership long before the book was written.

Steve - thanks for being an awesome mentor and friend - David, Justin and many others.




16 Reasons for Scoreboard and Scorecard Failure
Keeping score is foundational for success in construction, sports, and many aspects of life. Too frequently, scorekeeping fails to deliver improved results. Here are the 16 reasons why from the changes required by growth through systems and management.
Customer Ranking and Selection: Your First Strategic Decision
The first thing a contractor needs is a customer. With growth, the need to better define an "Ideal Customer" grows in importance - as does the need to say "NO" to bad customers.
Work Conversion Cycle and Backlog Run-Off
PARADOX: A contractor can’t focus on the bigger strategic issues until they have a predictable backlog of work. If a contractor doesn’t have a solid market strategy and organizational structure in place it’s very difficult to build a consistent backlog.