Doing What is Necessary

We get to be part of the organizational reviews for contractors across the country.

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Obviously, the goal is to keep people in positions they are best and happiest at. But that isn't always an option and the people who are admired the most are those that have versatility, positive attitudes, good learning abilities, are team players, and put the love of winning with their team ahead of what makes them comfortable or happy in the moment.  

We've seen lots of talented people who are focused on only what they love or are comfortable doing, even if the team needs something else. That never ends well.

On the other hand, I've never seen anyone who consistently did whatever it took for the team to win, including developing new capabilities, who wasn't wealthy in all aspects of their life. 

Graph: Balancing Our Highest and Best Use on the Team, Things We Love Doing, and Things We Are Best on the Team At. Quote: It is no use saying we are doing our best. you have got to succeed in doing what is necessary. Winston Churchill



Contractor Business Model: Evolution with Stages of Growth
As a contractor navigates the different stages of growth, the complexity of their business model evolves, including their organizational structure, management systems, and people. Seeing this model visually helps identify bottlenecks and constraints.
What Must Be True...
Asking the right strategic questions will ensure profitable growth in all economic conditions. Daily operational management is about adapting to what is currently true. Effective executive leadership creatively bridges the gap between the two.
Management System Improvements (4 Interlinked Phases)
Many improvements fall short of expectations because steps are skipped in the earlier phases. Following these four phases will result in faster overall adoption of the changes, better outcomes, and most importantly, development of the team.