This Month's Features

+	Leadership Book Series
+	FMI's 360 Feedback
Leadership Videos Online
+	Introduction to the Leadership Institute
+	An In-depth Look at the Leadership Institute
+	Leadership Institute Testimonials

FMI's Executive Coaching

Just as the best athletes have coaches, strong leaders often have coaches as well. In tough times, the need for coaching is even greater. Our FMI coaches bring more than 100 years of combined coaching experience, coupled with specialized industry knowledge, that can help you through these turbulent times.

Click here to learn more about FMI's Executive Coaching.

What FMI Executive Coaching clients are saying:

• "When you have the ability to make change and improvement to someone who affects your business, affects the growth of team members and affects your image – can you afford not to complete something like this? My answer is no!"

• "I already have made a greater contribution to this company as a result of coaching – both from a performance and a supervisory standpoint. In working with my group of a dozen people, they have their subordinates as well; I think it’s important how the impact transcends my group."

The "Practical Tools for Exceptional Leaders" booklet series is designed to help you learn and apply best-of-class leadership principles in your life and within your organization.
Click here to purchase

A Letter From Ron Magnus, Managing Director

The tale of David versus Goliath tells of a battle between David, a young shepherd with no combat experience, and Goliath, a heavily armored, battle-hardened giant. In preparing for the fight, David refuses a sword and armor, claiming he has not “proved them.” Instead, he chooses a sling and smooth stones from a brook, arming himself as he had as a shepherd defending his flock from predators.

The outcome is well-known, with David besting Goliath with a single stone. While there are many lessons to be learned from the story of David versus Goliath, one is especially relevant to construction leaders facing the challenges of intense competition, rapidly shrinking margins and strangled financing. The erosion of traditional competitive advantage and the inability to create differentiation are forcing leaders to reframe the way they think about their businesses.

There are several key lessons about strategic thinking we can take from the tale of David versus Goliath:

Taking a deep and clear-eyed inventory of strengths and weaknesses: David makes a frank, clear-eyed assessment of his own strengths and weaknesses
Re-contextualizing the competitive landscape: David frames the battle differently in a way that allows him to see new paths, challenge old assumptions and create fresh solutions
Thoroughly understanding the competition: David forgoes armor and a sword, knowing he cannot compete against a master of those weapons and uses Goliath’s underestimation to his advantage

One of the most critical factors in thriving in an increasingly volatile and unpredictable environment is developing strategic leadership. This issue of the Leadership e-Newsletter examines the role of strategic thinking in creating lasting competitive advantage.

Ron Magnus

Incorporating Customer Perceptions in Strategy Development

Jay Bowman, Chuck Jones and Kevin Haynes

A successful competitive strategy includes a plan to increase the number of satisfied and loyal customers in your company’s portfolio.

Let’s face it, for many of us the outlook for the U.S. construction industry is just “plain ugly.” Across the nation, the number of project cancellations and delays continues to creep upward. Nonresidential construction spending will continue its downward slide this year that will likely be followed by at least a three-year protraction. An abundant supply of existing buildings, coupled with rising vacancy rates and tight lending markets, further compounds the issue. As a result, competition for available work has and will continue to intensify.

Most of our contractor clients report that the average number of bidders has increased by more than 100%, and it is not uncommon to find these bid lists a dozen or more deep. When game-changing events such as these occur, previously sound business strategies may no longer be appropriate.

Read on to explore how focusing on the customer during difficult times will allow your company to thrive in the downturn.

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.

Sighing with exhaustion from another lengthy managers meeting, Robert slumped into his office chair. When Robert founded RBG Constructors 20 years ago, there was no time for meetings; in fact, he spent the early years just trying to make payroll. Now he looked back at those start-up days as the most exciting and demanding of his life. Everything was new, and opportunity and danger lurked ahead. No one talked about project management software, performance appraisals or consultants. “Training” was something you got driving to the job site - if you were lucky.

After the rocky early years, the business gained momentum and began turning a consistent, if small, proﬁt. RBG built a strong reputation for delivering high-end hotels faster than anyone else in the business. With its standing in the market, the business ﬂourished and RBG diversiﬁed its services into different markets. After several years of 30% to 40% annual revenue growth and rapidly increasing employee headcount, the business barely resembled the one Robert founded all those years ago.

Read on to learn how understanding the corporate life cycle will provide leaders with the tool they need
to ensure the continued long-term success of their business.