Building vs Demonstrating Capability

Building a sustainably growing construction business is a huge challenge for everyone on the team.

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Building an effective project team across dozens of different companies with sometimes competing interest is incredibly difficult.  

Leadership Tools: Building vs. Demonstrating Capability.

These are daily struggles that leaders and everyone on the team must navigate and LOVE.


Is there a faster way?  A shortcut? An EASY BUTTON?

How did they (reference someone else) get there so fast?  


It’s easy to get caught up asking ourselves these questions too much or worse yet by blaming others on the team including leadership for things being so difficult.  

The elements we see publicly of others are usually either big problems or the demonstration of a capability that has already been built after years of struggle.  When these are put together in media formats such as The Profit or Shark Tank we can begin to think we can go from major problem to solution in 30 minutes!  

Assume that about 95% of your time will be the struggle to build capability whether it is in business or life   and whether it is mental, physical or financial.  

Consider David Goggins and his pull-up record from 2013.  The first couple thousand looked pretty easy (for him) but what we don’t see publicly was the YEARS of training it took to get there including several failed attempts.




The Risks of Vision and Strong Leadership
The strongest leaders at all levels in construction have a clear vision of where they are headed and are relentlessly focused on achieving their goals. They align their teams tightly around the vision, goals, and strategy. This may introduce risks.
Planners vs. Doers
To understand why everything from project plans to business development plans to career plans don’t always work as intended, it is important to understand the psychological concepts of ego depletion and decision fatigue.
Change Orders and Average Cost Impact to the Project (Industry Survey)
Changes are a part of the construction process with many underlying causes. While we have all heard the average of 10% changes on construction projects, it is interesting to look at an industry study for validation.