The Right People - Jim Collins

Contracting is not a generally business where the strategies are complex or all that different. What differentiates contractors is their ability to execute the basic strategies consistently.

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Effective execution comes down to people, process and tools - in that order.

Quote: Leaders of companies that go from good to great not with where but with who. Jim Collins.

Jim Collins explores the traits of long-term sustainably growing businesses in his book “Good to Great” where he describes how leaders of the best companies view people and how they simplify their strategies.

  • Put together a high-level scoreboard of the basics you need for a sustainable contracting business.  This dashboard should include basic metrics around customer satisfaction, profitability, cash flow, growth, safety and succession bench strength for all key roles.  
  • Develop a company operating rhythm of key meetings and feedback reporting that address address each area of the scoreboard.  These will include opportunity review meetings, interview slots, project reviews, company financial reviews, evaluations, etc.  
  • Lead a culture where egos are focused on using whatever skills anyone on the team has to improve the scoreboard.  Eliminate ego about position and keep internal competition positive. 
  • Focus on continuous improvement to processes and specific role responsibilities adjusting regularly for the optimum outcomes.  

Schedule a call to learn how we help contractors grow profitably.  




Business Operating System
Contractors must have a clear vision with specific goals. It is the strength of the business operating layer of their companies that will keep them on track to achieve those goals.
Communicating as a Leader
Leadership is about the ability to influence and align people. And that is largely about effective communication and consistent actions.
Contractor Scoreboard: Key Results and Leading Activities (Disciplined Execution)
Defining what you want in quantifiable outcomes is extremely difficult. It's 10X harder to define those outcomes throughout the whole company from field to CEO. Defining the leading activities that create those outcomes is another 10X more difficult.