Budgeting the Right Time for New Tools

Have you ever created a tool or process for your company only to find that people aren’t using it effectively and some don’t even know about it?

D. Brown Management Profile Picture
Share
Leadership Tools: Budget Resources for New Tools and Processes Correctly.

If your answer was…

“No - every tool and process we have ever rolled out is being used perfectly 100% of the time by 100% of the team.”   *** 

 then please raise your hand so the rest of the industry can study you or get a job at your company.  :) 


One place to look might be in how you allocate resources to solving the problem.  It’s easy to get caught up in problem identification and creation as the biggest hurdles but these typically make up about 1% of the total effort.  

The real effort is committing the resource for initial training, coaching everyone to minimum demonstrated competency levels and most importantly committing resources to ongoing management of the process.  

If your team does not understand the level of resources required, plan for them and then have the daily discipline to stick to the commitments then you will end up with lots of tools and little impact. 


This is harder than it seems and is something we spend a lot of time working with teams on: https://dbmgt.co/contact




Job Role Transitions - Business of Building #004
Mastering job transitions in construction sets your career and company apart. From craft to Foreman or ownership succession, transitions are challenging. Poor planning harms careers and profits. Access 3 hours of examples and 25+ resources to keep growing
Retirement Onboarding - Transferring Your Knowledge to the Team
Knowledge transfer is hard. How do you effectively take the knowledge that one individual has accumulated over a lifetime with a company and transfer that knowledge to the next person in line?
A Typical Project - Understanding Cash Flow at the Company Level
As contractors face many opportunities in the market it is important to keep cash flow management top-of-mind. Growth eats cash and just a few hiccups in execution can put just about any contractor in a very bad position.