There is a clear link between companies with stronger financial rates of return and leaders with higher levels of self-awareness. Focus on developing your self-awareness and watch how it challenges and raises all the leaders around you.
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Originally printed in CFMA Building Profits Magazine, January/February 2018 edition. Developing and engaging employees, as well as managing their performance and providing clear direction for their careers, are critical steps toward company success. However, achieving that goal in today’s tight labor market has become exceedingly difficult. While the national unemployment rate hovered…
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When a company takes on the process of building a new building, the first thing that everyone wants to see is the plan. What does it look like? How will it start? What is the final goal? What will be the process? These are normal and appropriate questions if we want to see progress and eventually end up with a successful project.
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In engineering and construction (E&C), high-potential programs meant to attract, cultivate, and retain key employees have garnered increasing support over the past few years. The diminished labor pool, retiring baby boomers, and overall rise in project volume have come together to drive this trend.
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How to reach the next generation of talent to recruit and retain your future leaders.
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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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The concept of shared leadership has become an innovative and sometimes controversial solution to succession planning. This is where a few leaders are selected to fill a traditionally singular role in an organization.
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In this article, we revisit a familiar theme, leadership development. We recycle this basic topic for two reasons. First, there is more urgency; according to a recent FMI survey, 35% of CEOs and senior leaders in construction companies will retire in the next five years. Second, many of the next-generation leaders will be younger than normal.
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The fact that most construction firms are struggling to find qualified people is old news. To be sure, much of the blame for the labor shortage problem can be laid at the feet of the Great Recession, when job demands changed dramatically and many downsized workers left the industry for good. T
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Today’s business environment is very different from six years ago when the pace of economic progress seemed unstoppable. With fewer prospects for growth and expansion, today’s design and construction companies are forced to fact-gather and research their markets, existing and potential customers, as well as competitors, ever-more carefully – failure to pay attention to changes in old markets […]
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