Sustainable growth for contractors requires balancing capabilities and capacity with the available market. Like balancing on the toes of one foot, balance is not a static relaxed state. It requires focus, continuous adjustments, and deliberate practice.
We’re all born with aptitudes waiting to be discovered or developed. From the start, we form preferences. How those preferences become strengths—and how we use them in life and business—shapes both our joy and competitiveness.
Asking progressively higher-level questions helps assess capabilities while allowing you to stop before making the other person feel inadequate. These questions are valuable for development—answering them is like exercise for the brain.
Prioritizing is about sequencing. Optimizing is about balance. Both are defined by your values, strategies, and objectives. Both are constrained by your finite resources including talent and capital. Start by knowing what you are optimizing for.
There is a beautiful tension in leadership teams that is required for growth. That tension shifts with different stages of a market's growth and must be integrated with the contractor's stage of growth as a company.
Succession in any job role should be looked at like the USA Team in the Mixed 4x400 Relay Race at the 2024 Olympics. This is especially true for ownership transitions for construction contractors. Learn more about this 4-step process.
Practicing with a clear awareness of the specific components of a skill we are working to improve, and exactly how to improve them. It is not simply doing something repetitively for enjoyment or until it becomes mindless.
Building a project and a construction business definitely requires heroic efforts at times, but full-time superheroes stifle growth, introduce risks, and rarely make for smooth successions.