Multipliers for Success at All Levels

As a leader in the construction business, you can think about success in three broad areas.

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Leadership Tools: Success Formulas. Personal Growth, Team Growth Rate, and Income Level. Comparing common elements.
  1. Personal Growth: This will drive everything else. If you are not developing yourself with a specific plan, everything else is minimized. You must have a focused vision and a well-sequenced plan to get there, or you will waste a lot of time. See the book “Smarter Faster Better.

  2. Team Growth Rate: If you aren’t growing your team’s capabilities and capacity, you aren’t leading.  The biggest variables here include your teaching ability as it complements the team’s diverse learning abilities and how aligned the team is. See the books “What Got You Here Won’t Get You There,” and “The Five Dysfunctions of a Team.

  3. Income Level: This will follow and is a critical element of the Contractor’s Scoreboard. It is an outcome that is largely a multiplier of 1 & 2. See the book “The Great Game of Business."

Courtney Stearns frequently talks with clients about “Zero Multipliers” and as we all know, if any one of these is a zero, then the outcome is a zero. 

Which of these multipliers could you improve the most?  

Which would have the biggest impact on the outcomes you want?




Mental Models and Building Strong Businesses
The best builders develop a complex 5D mental model of the project, keeping it constantly updated. Through thousands of interactions with hundreds of people over years they “nudge” the project from concept through construction completion.
Development Stages for Each Task Required by a Job Role
You can accelerate someone’s development with a consistent method for evaluating their progress from learning to consistent execution. Your growth is further accelerated by those who develop into multipliers of others.
Required Leadership Focus Changes at Each Stage of Growth
At each stage of growth, the leadership focus at the top for majority Owners/CEO/President must change to continue navigating growth effectively. Concurrently, the leadership focus from the prior stage of growth must be transferred and expanded downward.