Leadership

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Playbooks vs. Torpedoes: Which Management Style Wins?

April 13, 2012 in Leadership, Management | No comments

A Confederate Torpedo Boat

Peter Drucker, a great thinker in management theory and practice, was often quoted on the importance of shaping “the futures that have already happened.” As we are seeing this Recession in the rear view mirror, we are thinking more about this aspect of our company.

Is our procedural playbook thick enough? At times would a “Damn the Torpedoes” attitude better serve us?

Last week I had lunch with the former division president of a billion dollar a year company. When my friend ran the company he looked for entrepreneurial managers who understood the bottom line and respected administrative procedures at the same time, but never let “the rules” get in the way of solid customer service. They were successful.

All other things being equal, the difference in companies from the middle to the top in their fields is quality talent and leadership. This means giving the horse its head, then trusting it to pick its speed and way. I like to think we hire entrepreneurial managers, so which style do we need most going forward? Playbook or Torpedo?

Here is how I think customer relationships are best served:

Hire “get it done” types. Ensure they are technically savvy, have a respect for business ethics and understand the law. Managers and craftsmen should be adaptable.

Trust in them to do it right. Giving them leeway to do things as they see fit and don’t burden them with red tape.

Maintain a fairly flat organization profile.

Which management category does your organization fit? How are you looking to the futures that have already happened?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

Corporate Culture: What Does Your Team Value?

March 19, 2012 in Leadership, Management | No comments

We are hiring for a new senior level project management position. The process has us thinking on many levels, including how candidates would fit into our team dynamic. I was reminded of a recent conversation with the former CEO of J.A. Jones, at one time the largest construction company in the world.

Several financial reasons lead to their demise, but from our talk, it also sounded like the company’s culture was lost. In his words, they had forgotten “what it meant to be a J.A. Jones team member.” What was it about their earlier culture that drove people to strive to be the best? Was it forgotten or not supported along the way?

To us, it is important that we maintain the right culture and constantly communicate it to both our new and existing management. This is broad, but includes what we believe in, our core values, our corporate ethics and how we expect things to be done routinely. We are continuously reinforcing. The real winning combination is when we make hiring decisions based on good technical abilities, ensuring the culture is communicated accurately and is a fit.

Remember the Blake and Mouton behavioral grid of leadership styles? That to me somewhat defines the foundations of most corporate cultures. Here is my interpretation of their culture styles:

Accommodating: thoughtful attention to needs of people for satisfying relationships; comfortable, friendly organization atmosphere and work tempo.

Authority-Obedience: efficient operations where human elements interfere to a minimum degree.

Indifferent: exertion of minimum effort to get required work done.

Status Quo: balancing concern for people with concern for production.

Team: work accomplishment is from committed people; ‘common stake’ leads to relationships of trust and respect.

I would like to think the “team ” description is what most closely aligns to our working style. Hopefully we communicate this routinely–it’s certainly what we strive for. Where do you fit? Is culture and its communications important to you?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

 

 

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The 2-Day Rule: How Leaders Multiply Talent

October 6, 2011 in Leadership | 2 comments

 

Routinely, I try to ask myself if I am being the right kind of leader. Am I leveraging and teaching? Or am I over-coaching, getting into too many of the details and crowding out creativity?

Am I allowing the “acorn” to grow or am I smothering it?

Over the summer, I received an email from a friend who works as a headhunter for professionals in the construction industry. He tipped me off to a book on this topic that certainly grabbed my interest, Mulitpliers: How the Best Leaders Make Everyone Smarter.

The Mulitipliers book is a study of 150 business leaders, focusing on what they do to optimize the performance of the managers they influence. Authors Liz Wiseman and Greg McKeown identify two type of leaders: diminishers and multipliers.

Diminishers drain energy, ideas and commitment. They are convinced their involvement is needed to assist others to solve problems. These people are taxing, sucking the life out of their team and thus eliminating the ability to grow.

Multipliers get the most from their team. They engage the folks around them and amplify their natural talent. They believe their team is smart and can figure things out without help. They bring out the best in people and help them grow.

To me, these principles are particularly applicable to construction. In the short term, it can seem easier to respond to the stress of a resource squeeze by personally taking control. Yes, you know it will be done right, but you’ve also micro-managed the responsible team member, pushing him into a leader-follower situation. In order to foster business growth, we want to create a leader-leader scenario. I am going to try and do a better job at this.

We worked with a customer once who was a great example of balance. He had a “2-day rule.” When a problem came up that needed rather quick responses, he would give his team 1 day to solve. Usually, the problem was solved or somehow it became less of a problem. Only on the 2nd day did he get involved.

Any leader can learn to be a “multiplier.” By being true leaders (rather than know-it-all dictators), we can nurture others to become leaders. Where do you fall on the broad spectrum of diminisher–multiplier? What will you do to nurture and maximize the talent pool among your managers?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

 

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Lesson from Coach K: Leadership and Words Are Inseparable

September 27, 2011 in Leadership, Management | No comments

Over the years, I have learned that the just right word(s) at the right time can make a huge difference in people’s lives. At times this means motivating them to do their best, and at other times it’s helping them through a tough spell.

Several years ago, I learned that one of our longterm customers was in the early stages of Alzheimer’s. When I would speak with him, there were times of clarity, and at other times things were very fuzzy.

I would periodically call him, just to check in. One morning, I learned that he had recently returned from the YMCA where he had been playing basketball. He shared that this had become an almost daily activity because after playing basketball, his brain seemed to work much better.

That made sense when I learned that about 50 years ago he had been the starting guard of the Duke University basketball team. I wondered if his brain got working better because of the exercise or because of fond memories of his youth?

That’s when I got the idea to write Coach K, infamous Duke’s coach, telling him about my friend and customer.

Was there something he could do? Beyond his legacy of national championships, Coach K is known for his ability to build esteem, confidence and leadership among his players. As he wrote in the  Wall Street Journal a month or so ago

“I believe that my work is as much about the words as it is about basketball…As a coach, my primary task is motivation.”

On this occasion, he did just that for a former player. WOW did he do something with words…He wrote my friend a wonderful letter of encouragement and sent him a playbook from a couple of years before. For whatever reason, the playbook really resonated. He read and re-read it, and played basketball daily for the rest of his life. As the disease progressed, the sport brought him more of those precious moments of clarity.

As a leader, what do you do to connect with your team and motivate them as individuals? As you see from Coach K, the effects can be powerful, even life-changing. 

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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Will You Give a Hand Up to the Next Generation?

September 20, 2011 in Leadership, Management | 4 comments

Earlier this month, I wrote a post offering a few hints for those on the job search. It seems especially pertinent in these times, because we as managers are receiving more resumes than usual.

Not a week goes by that I don’t see between 3 and 5 job applications. I would say the majority of them are from graduating college seniors, folks who have worked their whole lives getting that just right degree. Their diligence from the last four years, combined with extracurricular activities, would have made them worthy candidates in good times.

I feel like I have empathy for this younger generation of job seekers, because at their age, I was in a similar situation.

At the age of 24, my fledgling home building business had gone bust. Aside from feeling depressed I was broke and without a job. I talked with my father who in turn reached out to our preacher who in turn reached out to a large construction company owner in town. I got a job. While those were stressful times, I will never forget this man’s generosity of help. Never.  It’s because of his mentoring and his hands on assistance with my job search that I was able to move on to the career I now enjoy.

I believe that as people established in our businesses, we owe it to the young folks out there to treat their resumes with respect and help them where we can. After all, someone did it for us.

As business owners and hiring managers, these are my recommendations for helping our next class of leaders:

If a letter is sincere, respond.  I tell the applicant that I wish we could make the hire, but unfortunately we cannot.

Give words of encouragement, if they are deserved. If their resume looks solid, and most of the time it does, I tell them there is the just right job out there. They will just have to be patient in finding it.

Make a suggestion for another place to seek work. I suggest they consider modifying their job search. Because of the economic cycle, perhaps they should consider something that may not fit exactly with their degree but will sustain them for the next two or three years until the economy heals.

Make time to meet them. You might be surprised how much it will benefit you as well.

We do this because we care. What if this young person was my son or daughter? How would I like someone else to react to them?

During these times, while we are all looking for those projects that are scarce, we also have an obligation to help those around us do the best that they can. Maybe next time the shoe will be on the other foot. Will you pay it forward?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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Managers, Consider Renaissance Resumes

July 27, 2011 in Leadership, Management | No comments

There is an old story about a brilliant scientist who boasted that he could examine a book and tell you anything about it–what type of ink was used, the composition of the paper, even details about the molecules that made up the book.

But when the scientist sat down to actually read, he realized the book was written in German. And he couldn’t read German.

To me, the story is a great reminder about the importance of basic communication. If you have great ideas and problem solving skills, but can’t communicate them accurately to those around you, what can you truly accomplish? I remind myself of this balance every time we need to make a hire.

Recently, the college-age daughter of one of my colleagues decided she wanted to major in English. Both of her parents are engineers, and they wondered what she could do with an Liberal Arts degree. But to me, that is one of the best degrees you can have. Even in our modern world of digital technology, it is still crucial to communicate effectively, to have a greater impact on the heart and mind while using fewer words.

Last year I wrote a post titled, “Should You Hire for Technical Skills or Communication Skills” and mentioned one of our project managers who had a Liberal Arts degree and an English background, but a limited amount of technical knowledge. Still, because he was such a skilled communicator, he was able to convey what he knew about the business in a distinct, easy-to-follow manner. He gradually gained the technical knowledge and, combined with his communication skills, became a very strong project manager.

Do you hire Renaissance men and women? How has it made you more successful?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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If You Want the Win, Practice and Prepare.

July 14, 2011 in Customer Relationships, Leadership, Project Estimates | 1 comment

We recently made a presentation to a prospective customer who had an adaptive reuse project that seemed perfect for us. It involved revitalizing an area of the city, which is exactly the type of project we enjoy. We confidently answered all the questions in the RFI, and the presentation seemed to go flawlessly.

As we left the meeting, I told my two colleagues that we had nailed it. There was no way they would use anybody else. A few days later I received a call from the architect informing us that we were not selected for the project.

This disappointment was a great reminder for me. I realized that despite my optimism, I had not spent enough prep time on the presentation. Yes, I had answered the customer’s questions, but I hadn’t gone beyond that. I let an over-booked schedule get in the way of the dress rehearsal one of our project managers suggested. It might have cost us the project.

I know better. Over the years, these have been my tried and true rules for successful presentations:

Don’t oversell yourself. Owners don’t want to have to spend time weeding through contractors who make lofty promises.

Ask, then listen. A contractor who asks questions, carefully listens to the responses and then makes a reasoned proposal is more believable.

Work for your wins. No matter how many projects you have won in the past, you are not a shoe-in for the opportunities you persue. In the end, it’s good to know that you got the job not off only from past merits, but because you came prepared, then went above and beyond.

Think like an athlete. The pros don’t just practice before games. It’s a year round job.

Every day is an opportunity to practice selling what you do and promoting your services. When the next opportunity comes up, how will you get ready?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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On Ice.

June 30, 2011 in Leadership, Management, The Weekend | No comments

You’ve heard about an idea locker? Well how about an idea freezer?

This post from Jeremiah Owyang talks about one of my favorite ways to enjoy time disconnected from work: The idea freezer.

For him,  it’s a notebook that allows you to jot down ideas and to-dos as they come to you. The thought is that after you write thoughts down, they are safe, frozen for you to thaw out and use later.

I agree that we need a means of cataloging our thoughts. Most days, I have more ideas than I have time to fully process, but I want to ensure I never forget anything.  I used to keep a pad next to my bed, but then I had to turn on the light, wake up and write. If I had ideas while driving, it was unsafe to note them.

Then I discovered my idea freezer: voice recording. Instead of writing the thoughts down, I record them for later reference.

Before I got a smartphone, I carried a digital recorder and a cell phone. Switching to a Blackberry with the “voice notes” application meant I had the two in one place. It also removed another business device that has to be electrically charged (and removed from my pocket in the airport or left in the hotel room by mistake.) The Blackberry simplifies my life.

When I go on vacation, I still may see something that would benefit someone in our company or a customer relationship and do not wish to let the opportunity slip away. When I put the idea in my idea freezer I can forget about it. I have better peace of mind enjoying my time off.

To me, there is confidence in knowing that you’ve preserved your thoughts.

Do you have an idea freezer?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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How Do You Deal With Failure?

May 27, 2011 in Customer Relationships, Leadership, Tips from the Field | 1 comment

Recently, I came across this post about failures of leadership. To me, Leadership is much more than following a set of rules or what someone has written in a book. Ideally it is instinctual and second-nature for one in the leadership role to not only guide, but also to learn.

Failure is certainly a very good learning experience for all involved. Have been broke financially a couple of times and once near bankruptcy I certainly learned more from these experiences than any successes, small or large. To me, it is all about what one does afterwards, as this is how one is judged in the long run.

My post,”Admitting Mistakes are Keys to Success” discussed this very notion. Abraham Lincoln and Bill Gates both failed at their first business ventures several times and yet they were able to move on and become the leaders that they are now known as.

There is a quote by David Feherty that rings true for these thoughts: “It’s how you deal with failure that determines how you achieve success.”

A few simple things I’ve learned from my challenges and “not so successes”…

  • Stand out: Do what you do best and let the world know. We utilize social media a great deal and simple marketing to differentiate ourselves from the competition.
  • Innovate: Set yourself apart. Have you done something new in your industry? Are you known for certain areas of expertise?
  • Move Faster: To me, erring on the side of being proactive is better than letting your competitor beat you to it. Act so you don’t have to react.
  • Dominate the Field: Focus on what you do and do it better than anyone else.
  • Employees: Show respect and treat your team as you would want to be treated. They are your best assets to your company.
  • Desire Excellence: It can be contagious.

The road to excellence starts with the smallest details. Overlook them to your detriment. Customers would rather deal with a quality company, that’s a fact. Balanced correctly, the two will make you a better company. But as I stated previously, if you don’t do it, someone else will.

What are your thoughts on learning from failures or mistakes? Do any stand out as learning experiences?

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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Save Time & Money by Watching ASTM Standards

March 28, 2011 in Community Service, Customer Relationships, Leadership, Recession, Tips from the Field | 1 comment

ASTM International (American Society for Testing and Materials) is an organization that can have a substantial impact on construction projects, yet quite a few folks are not familiar with it. ASTM was founded in 1898 for the development and delivery of voluntary consensus technical standards for a wide variety of materials, systems and services.

ASTM’s construction standards are generally recognized as the benchmark by which materials are tested. They cover basics such as wood, stone, concrete, geotechnical engineering and much more. In many projects, these standards can be the deciding factor in whether the job proceeds, so it’s important to get to know them.

Unfortunately, people do not respect the ASTM standards until it’s too late. Even though the building owner may not ultimately be responsible for low results on strength tests, he or she will be affected if a job is delayed significantly because of it.

We prefer “Design-Build” projects as we can utilize these ASTM standards and are prepared before we reach problems during a project. We work with architects directly on behalf of our client and this helps to alleviate any problems before they arise thanks to our knowledge of ASTM standards and past experiences.

Therefore, it is wise to be respectful of ASTM. These technical committees meet twice a year, so keep track of any changes in standards. It might not seem like the most interesting material to monitor, but it could be the most important.

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Merrill Stewart is Founder and President of the Stewart Perry Company, a commercial building contractor based in Birmingham, Ala. Contact him via email

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