What Type of Contractor Are You?

How scalable is your organizational structure?

D. Brown Management Profile Picture
Share

Contracting is a very difficult business.  Process and technology are absolutely necessary for scalability but it is the right levels of talent that put those things in place ensuring they truly add value.

Leadership Tools: What type of Contractor are you? Emerging, Hollow, and Ready (A "Full-Stack" Team) that is prepared for growth and/or succession.

A robust organizational structure is stacked with the right mix of talent across all five of these critical layers:

  1. Do Work
  2. Supervision of Work
  3. Creating & Managing Systems Within a Functional Area
  4. Integrating Workflow Across Functional Areas
  5. Vision, Mission, Culture, Strategy & Long-Term Planning

An Emerging Contractor may only have layers 1 & 2 in place; just starting into layer 3 with a few processes in place.  A Hollow Contractor has a very strong and smart leader who is mostly single-handedly doing the functions of layers 3-5 while running fast.  

For truly sustainable growth both the Emerging and Hollow contractors must invest in both revenue growth and the management talent required to make them Scalable.  


Learn more about levels of work - Tom Foster / Elliott Jaques

Schedule a call to learn how we help contractors build robust organizational structures that produce sustainable growth and effective succession 




Top Performers Asking Questions
Top performers are always actively reaching out to meet new people. Top performers are constantly asking others questions. Top performers have daily habits where they work to acquire new knowledge.
Integrated Systems - Defined
Construction contracting is highly competitive. Winning requires people and technology aligned with effective workflows to deliver maximum value for customers with minimum waste while allowing the business to scale sustainably.
Focused Resources = Maximum Results
Contracting is a relatively low-margin and high-risk business. Contractors can’t afford to spread out their resources on projects or in their businesses. Leaders must put maximum resources behind their biggest bottlenecks or opportunities.