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BEST PRACTICES IN CONSTRUCTION: Sometimes it pays to follow the leader
By Tom Frisby
Most books written on leadership still depict the person with the “Type-A” personality—strong, alone, figures out what he or she wants and does it.
When I think of leadership, though, Al Neubarth, founder of USA Today, comes to mind. Nuebarth actually traversed the country talking with people in the streets to get their input on the kind of newspaper they would like to read. He realized that his customers were his bosses, so he listened to them and then created one of the most successful newspapers in our history. In other words, he first followed (sought input), then created and implemented (leadership).
There are countless examples of the need to follow, then lead. The designer who can seek input from contractors and the project manager who seeks input from the foreman and the crew before “leading” by developing a construction schedule—both adhere to the follow-then-lead approach.
In Profit Pattern: 30 ways to anticipate and profit from strategic forces reshaping your business, author Adrian J. Slywotski discusses “mind sharing,” the concept of getting ideas from your customers. The concept is simple: Every month, each one of a company’s managers visits with one of various customers to chat. Discussions revolve around the following questions: “How are we doing for you?” “How is the industry doing for you?” “What would you like to see the industry do better, for us to do better?” and “What should we know about your business that would help us do a better job for you?”
From these discussions a company can develop approaches that not only respond to the suggestions, but also develop competitive edges that ensure a profitable position in the marketplace. Input from customers also helps the company stay on the leading edge, continually looking for niches that separate it from the competition.
For example, in one mind-sharing discussion led by a mechanical contracting company with an owner who had an extensive construction program, the owner stated that he hated the countless Requests for Information that asked idiotic questions and provided insufficient (or incorrect) information upon which to make a decision. The contractor did some research, found that many RFIs were unnecessary and that often the contractor knew the solution but didn’t offer it.
From that point forward, the contractor changed its entire approach to RFIs and adopted the strategy of being a “solution provider.” It made sure its information was accurate and, whenever possible, provided a well thought out solution to the problem it was presenting.
Many contractors conduct lessons learned programs with owners and designers after the completion of the project to gain input on how to improve future projects. In partnering, they receive valuable insight and suggestions for all the parties on how they can work better as a team as well as to instill a culture of continuous improvement. Again, this is a clear example of leading by following.
The applications of this type of leadership are as numerous as there are construction related organizations, such as the AIA, AGC, CSI, PMI, ASCE, Facilities Managers Association, etc. But there are just as many problems in the industry as there are associations, or perhaps more. We also have educational institutions that are deeply involved in our industry, from high school to vocational school to institutions of higher learning. It seems that our challenge is to mind-share, to listen to our collective needs and solutions and then to collectively strive to apply what we have learned from our mind-sharing.
The same holds true for the construction superintendent who does it “his way,” regardless of the input from subcontractors; the list of ineffective leaders like him goes on and on.
How about doing some following, some mind-sharing, some listening—and then leading? As the old commercial goes: “Try it, you might like it!”
Lawyer, mediator, author, consultant and educator Tom Frisby has managed Charleston-based construction consulting firm Frisby Consulting for 40 years. He can be reached at thomasfrisby@msn.com.
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