With nearly 50% of CEOs in engineering and construction looking to transition out of the business within the next five years, you’ll likely see a leadership transition at your organization. How you respond to the change matters.
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A significant contributor to the Canadian economy, construction contributes close to 7% of the country’s gross domestic product (GDP) and employs one in 14 working Canadians. Because of this, addressing the skilled labour shortage in the Canadian construction industry should be both a governmental and a corporate priority.
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Most leaders I’ve met work exceptionally hard. They pay attention to the metrics of both progress and problems. They operate from an ethical center. They have an eye for opportunities and rely heavily on their intuition. They care about the people who work for them.
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When done well, assembling a peak-performing advisory board pays significant dividends for engineering and construction firms.
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The position of board chair is one of distinction and influence. While it is common for successful executives to move into this role, there are nuanced differences in the type of leadership skills required to be a peak-performing chair versus that of CEO (or other executive-level positions).
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Many leaders throughout the A/E/C industry are currently working through issues of succession. They are trying to answer the question, “How do I effectively transfer leadership of my business from one generation to the next?” This process is fraught with risk, as the wrong decisions here can lead to the end of the business.
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This is the second article in our two-part series examining developmental relationships in the engineering and construction (E&C) industry. In the first installment, we provided tips on how to find the coaching or mentoring relationship that is right for you. Here, in part two, we will discuss how you can get the most out of your developmental relationships by becoming more coachable.
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Research shows that high-functioning boards actively engage in strategy development, risk mitigation, succession planning and monitoring organizational performance. These high-level, strategic responsibilities typically play out in four or five meetings per year. With such short touch time together as a team, how do boards ensure the depth of thinking and attention to detail essential to make wise […]
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This is the first article in our two-part series examining developmental relationships in the engineering and construction (E&C) industry. In this installment, we discuss the various types of developmental relationships and provide tips on how to find the perfect partnership.
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Once you’ve identified your team of directors, a formal onboarding process will ensure that they provide value to the organization from the outset. Without a formal onboarding process, it can take years for new directors to add significant value to your board – representing a significant waste of both time and dollars.
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