A Letter from Ron Magnus, Managing Director
In today’s volatile construction market, the strategic challenges for leaders are daunting, and there are no quick-fix formulas to ensure competitive advantage. Leadership is not only about the vision of where a company needs to go; it is also about strategically moving the company to its destination. Many strategic initiatives go nowhere because leaders could neither implement change nor mobilize the troops to deliver.
During the Gulf War, Generals Colin Powell and Norman Schwarzkopf intentionally delegated to their field commanders. However, they always remained in the loop and paid close attention to the constant flow of details: satellite photos, enemy maneuvers, artillery movements and so on. Operating like this permitted them to work intelligently with field commanders to constantly shift tactics, move troops to the right places and develop contingency plans. The fact that there was strong leadership at all levels enabled this to happen.
With the current economic realities, many firms are circling the wagons to protect existing business designs and strategies. However, forward-looking firms are developing leadership talent at all levels of their organization. General Powell advised, "Dig deep and rip out your old mission and fill it immediately with a new mission and then start training for it. You cannot tolerate a vacuum." General Powell’s advice should be heeded by construction leaders, especially in today’s market environment. Strong leadership, from senior leadership to field levels, is essential to navigate your organization through the turbulence of the current economic situation. The playing field has changed. The firms with the vision to realize that now is the time to develop strong leaders will be the organizations that come out of the current crisis successfully.
Ron Magnus
Managing Uncertainty Through Strategic Thinking
Louis L. Marines and Karen Newcombe
It is an undeniable truth that firms today encounter more unique situations than ever before. How else do you respond to such conditions except by devising strategies to meet them?
Strategy is a necessary business practice during normal conditions, but it is even more essential during times of uncertainty. Many architecture and engineering firms have strategies that could be applied to any firm in the industry - strategies that do not serve them well, that sit on the shelf without being acted upon, and that lack any contingencies for addressing changing conditions.
The fix is straightforward - firms can develop strong strategies that will distinguish them competitively and focus the firm’s direction on a profitable market best suited to the firm’s abilities and culture.
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The Corporate Life Cycle: Leading Organizations to Perpetual Life
Tim Tokarczyk and Jake Appelman
The business life cycle is predictable; by understanding where the business sits on the life cycle, and changing their leadership style to fit, leaders can guide their businesses to success.
Business life cycles first came to prominence when noted speaker and author Dr. Ichak Adizes published his seminal work, Corporate Lifecycles. Adizes believed that organizations followed a life cycle from birth to death, and that by understanding the current business stage, leaders of that organization could combat the inherent problems of each stage and move their organization to the next stage.
Adizes outlined 10 different stages on the corporate life cycle. The first three make up the growing stages. The first stage, Courtship, begins before the organization is created, when the business exists only as an idea in the founder’s head. The idea often comes from an entrepreneurial leader who sees an opportunity in the marketplace. The second stage, Infancy, begins with the creation of the organization. During this stage, substantial risk is incurred as the founders raise capital and risk their own personal wealth as the business starts and struggles to survive.
After achieving some level of success, the business moves into the third stage, Go-Go. In this stage, the organization builds on its original idea, which has proved to be a good one, sales are up and business is booming. After the company completes the growing stages, the company enters what Adizes called “the second birth and coming of age” stages. Following the Go-Go
stage, an organization is “reborn” in the Adolescence stage. In Adolescence, the company experiences a number of growing pains - increased confusion, disorganization, conflict and inconsistency.
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Stick to Your Core Values
Remind your people of these values regularly through different avenues of communication, and never abandon them.
Do Not Let Circumstances Dictate Your Overall Message
Franklin D. Roosevelt said, "The only limit to our realization of tomorrow will be our doubts of today." Do not get caught up in the details of the current day, which may be filled with doubt, fear and uncertainty. Instead, focus on communicating about working for a new and better tomorrow.
Be Candid
When dealing with uncertainty, it is important to remain positive, but avoid wearing rose-colored glasses. Be real with the issues, but not pessimistic about them - motivate your team with constant encouragement.
Avoid Overreacting
With uncertainty in the minds of some employees, emotions can spiral, which may lead to negative reactions. While you should be sensitive to your team’s concerns, do not let them overwhelm the matter by setting the example of keeping everything in perspective.
Avoid Detachment
Communicating your feelings on circumstances rather than simply acting on them is important. Make yourself available and share your thoughts on matters. Also, it is important to do it face-to-face with the people you are leading, |
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