Leading vs Lagging

Clearly defining the outcome you want in clearly measurable terms is critically important so that you and everyone else knows exactly what winning looks like.

D. Brown Management Profile Picture
Share

Consider this at all levels of a contracting organization from the high-level vision of where you want the company to be in the next decade then broken down to the operational level and ultimately down to the job description level.

Leadership Tools: Focus on What You Can Control. Profit and Success are results of relentlessly executing of a few critical leading activities consistently.

When you get down to the job description level defining the top 3-8 very specific measurable outcomes is incredibly powerful because ultimately your are trading a certain amount of compensation and benefits (inputs) for some very specific outputs.  This is very difficult to define clearly and to integrate the various job role descriptions together into a cohesive organizational structure.  

It is such a challenge that it is easier to define the job descriptions in either a very general terms or a concise list of routine tasks to be done.  Both of these lead to sub-par performance in the long-term.  

As challenging as defining clear measurable outcomes is; that is the easiest part.  What truly makes an impact is defining the 1-3 Leading Activities with Measurable Performance Metrics that will lead to the successful outcome you are looking for.  Managing these leading activities relentlessly every day is what drives truly sustainable performance.




Teamwork - The Five Foundational Stages to Results
Construction is the most complex TEAM sport there is and the teams that work best together win. It is that simple. The contractors who know how to develop the best teams are thriving in all market conditions including the shortage of construction talent.
Cash Flow Myth 1 - Profitability Does Not Equal Cash Flow
Cash flow does not equal profitability. While in theory these two critical scoreboard metrics are disconnected in reality cash flow is a pretty reliable predictor of profitability both good and bad.
Management Systems - 10 Principles for Effectiveness
Management systems are the glue that connects a contactor's strategies, plans, projects, people, and resources together to make progress toward its vision. Management systems are the foundation for growth and must evolve as conditions change.