General Contractors are unintentionally creating a two-boss problem—one where project staff report to someone new on every job, yet still answer to a distant executive who’s too overloaded to lead. When PMs and Supers aren’t empowered to truly manage their people, coaching and development disappear, and accountability evaporates. If GCs want stronger teams, clearer communication, and real professional growth, they must give employees one boss: the person who actually oversees their daily performance.

One of the most crucial habits for construction executives to embrace is staying plugged into economics and politics. These two outside elements drive the building industry more than any other input, and a failure to monitor the realities therein can land your business on the outside looking in.

“Few things offer more clarity for your construction business than having an up-to-date organizational chart that truly reflects the roles and responsibilities of everyone on your team. Few things create more confusion and chaos than a lack of clarity in this same area.”

There’s no such thing as apples-to-apples in construction. Unlike products, services are defined by people—and people are never the same. When you lead with operational excellence, safety, and efficiency, you stop competing on price and start winning on value.

Relationships don’t just make projects smoother; they make work more human, more profitable, and a whole lot less miserable. Five minutes on the phone beats five days of email chains every time.

If you don’t learn to recognize your thoughtless patterns and the heuristics behind them, you may fail to take advantage of a host of opportunities to create a better result.

What separates the top 2% isn’t just operational discipline or financial savvy… it’s the relentless pursuit of better.

Top talent doesn’t just do the job—they transform it.
The secret to keeping your highest performers? Don’t wait until they’re halfway out the door. Recognize their value, invest in their growth, and build a future they can see themselves in.

Succession planning isn’t some distant, back-burner project—it’s the engine that keeps your business running long after you’ve moved on. In this imaginary Q&A, I tackle the questions I hear most: How do you find time to think about tomorrow when today’s emergencies never end? What really matters when plotting an exit strategy? And how do you get out of your own way so your successors can take the reins? Read on to build a company that thrives with—or without—you.

Stabilize your contracting business with recurring revenue: learn how service contracts, MSAs, and proactive account strategies can smooth out revenue cycles, boost confidence, and drive lasting growth.

It’s hard to cross the line. And in my efforts to find it, I made a lot more sales than ever before.

The low bidder won’t always win the day, and if you’re only winning when you’re low, you are leaving a ton of business and profit on the table.

You know I love growth. I mean looooove it. But growth can be a blessing or a curse for your business.

You don’t have to do much as an employer, leader, or manager to create meaning for your workforce other than remind them how cool the work is and whose lives you are transforming with every project.

The human desire to gossip is natural, but that doesn’t mean you should give up on preventing it within your organization. 

The key to consistent hiring success is having a process—one you can trust and refine over time. 

For your people to be all-in on creating the amazing experience your customers deserve, they must be all-in on you (leadership), their team, and the company…

Great people managers are somewhat rare. I’ve had many discussions with people smarter than me about whether these folks are born or made. This is an important thing to consider as if they’re born…

“If everyone was the same price, who would you work with and why?” I’ve watched this question work wonders in helping buyers discover that they sincerely value a particular company…

Once a people manager becomes the master of their own emotions, they must learn to recognize the emotional state of others and be strategic about intentionally eliciting the ideal emotions...