Construction Today - November 2017 - 19
'You can never
go wrong by
and doing the
Separate your teams into groups of people
at the entry level, mid level, and senior
level. Ask them to give you three words
that describe the company. Find out if their
perception of the company's values matches
your own. Then sit down and look in the mirror. Are you happy with what you see? If not,
it's time to fix your company culture.
sound like, "We want to earn $X this year."
Setting goals and objectives like this can
cause people and teams to run counter to
what you believe in, and in the end, you will
always pay for this behavior. Revenue should
always be considered a byproduct of creating
something great, providing real value and
doing what's right.
If you have the right core values, and keep
them at the center of everything the people
in your company do, high morale and revenue are natural byproducts. The grass isn't
greener on the other side - it's greener where
you water it.
Companies grow and change, just like
people do, so take time to reassess your core
values every few years. I'm not saying that
you should change your values if there is a
misalignment. I'm saying that you should be
aware of slight misalignments and make the
right decision for your team. Either the stated
values change, or the systems in place need
to be refined to bring the team back into
alignment with them. Catch misalignments
early while they are small, so it's easier to
grow and change,
so take time to reassess your
core values every few years.
It's not always easy to have these kinds of discussions, but they're
the only way to set your company back on a true course. It's like
realizing you're out of shape, and committing to make it to the gym
every day, even when you don't always feel like it. The result is
Make your values part of new employee onboarding, quarterly
meetings, performance reviews and job postings. Tell your team
why you turned away that project that wasn't a good long-term fit.
Have debriefings with clients, and ask them how well you performed against the measure of your own core values.
Some people reading this are probably thinking, "That's easy for
you to say, coming from a technology company. It doesn't work like
that in AEC." And I get that. There may be times when, if you don't
win the next project, and the next one after that, people will get laid
off. You might feel like values are nice to have, but in the end, you
have to do what you have to do.
My response to that: When times are tough, it's the worst possible
time to throw away your core values. It only takes one action that
isn't in line with your core values to lose trust and respect, which
will ultimately kill the relationship.
You can never go wrong by caring about your clients and doing
the right thing for them. It pays off to approach your work with
passion. Resist the urge to break out the smoke and mirrors to win
the job. Keep your priorities straight, and do the right thing. Always.
Creating and sticking to a set of core values may feel like the
harder path, but in the long run, it will earn your company a good
reputation and make your partnerships stronger, which will keep
the work rolling in. Because when you need a wingman to help
you win referrals, there's nobody better suited for the task than a
happy client who will tell everyone how you always, always, do the
As the chief technology officer, Michael
Boren directs the product strategy and technology vision for all of Beck
and manages the
for software development, quality assurance,
technical support, as
well as customer engagement. As a 20-year
veteran in construction
and technology, Boren
has a passion for innovation and a deep caring
for revolutionizing the
NOVEMBER 2017 CONSTRUCTION-TODAY.COM