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Walking the Talk | Nurturing a Culture of Execution
Business Craft | 12 minute read
Full Value Sub
September 29, 2024
“Teaching Your Dog to Hunt” did a deep dive into implementing an execution centric culture within the Prime Directive. The “Embracing Mistakes and Understanding the Talk” post is deep dive into developing the same clear understanding and common context necessary to nurture an execution centric culture. This post will be a deep dive into a key winning activity that nurtures and ingrains an execution centric culture within a contractor. You will get more from this post if you have read the posts referenced above. Links to the other posts are provided above and at the end of this post.
Walking the Talk begins with the Owner-CEO. The Owner-CEO embraces mistakes by acknowledging their own mistakes. The Owner-CEO walks the talk by learning from their mistakes and not repeating them. Just as you know your team members are making mistakes; your team members know you are making mistakes. Own your mistakes and your team members will own their mistakes. Learn from your mistakes and your team members will learn from their mistakes. Lead by example. Be authentic. Walk the talk.
Every position and role of a contractor takes time to learn and master. Owners and executives are not exempt from this truth.
Owner-CEOs have spent years learning a trade. Owner-CEOs should expect a learning curve with the traditional struggles and mistakes. Struggles and mistakes the Owner-CEO has not experienced in years. The Owner-CEO needs to embrace these struggles and mistakes to nurture and lead an execution-centric culture. Owner-CEOs often feel they cannot make mistakes in front of team members and lead as the Owner-CEO. Owner-CEOs that are authentic by acknowledging their mistakes and learn from their mistakes grow in experience and in stature in the eyes of all stakeholders, especially team members and team leaders. Acknowledging their mistakes is an Owner-CEO winning activity.
Intrinsic to an execution centric culture that embraces mistakes is a culture that allows an owner-COO time to learn to become a CEO.
Embracing mistakes that lead to learning moments is fundamental to developing and nurturing an execution centric culture. Accountability is needed to focus learning moments that create the desired experience needed to sustain consistent scaling. Contractors need to arm their leaders with tools and training that does not undermine the culture when accountability is needed. The two best tools for nurturing an execution centric culture are regular Team Assessments and Execution Improvement Plans (EIP).
Team Member Assessments need to nurture how to continue to improve within the context of the Prime Directive. Assessments should nurture and support consistent execution. Assessments are about getting better and growing professionally.
Team members with significant deficiencies should be addressed in an Execution Improvement Plan (EIP). An EIP is for deficiencies that need to be addressed quickly as part of a probationary period before termination. EIPs are about quickly reaching the basic level of execution needed to keep employment. If the team member does not embrace the EIP, then immediate termination should be considered.
A trade contractor’s purpose is to consistently execute their trade. Consistent execution requires focus and coordination for every activity of a trade business. To achieve focus and coordination of every activity, team leaders must be mindful and purposeful in messaging and training.
Before completing a Team Member Assessment a supervisor should review ideas and concepts below that support and nurture an execution centric culture to help them be mindful and purposeful during the assessment.
Components and Steps needed for a consistent focus on executing a trade.
Execution Centric Culture
A clear definition of execution.
A culture that embraces mistakes as a learning moment.
A culture intolerant of repeating mistakes.
A culture that understands consistent execution provides opportunities for all stakeholders.
A culture that uses team member assessments for transparent accountability and a measurement of professional growth.
Execution Defined | Execution is planning to have the correct people, tools, and material in the correct place at the correct time working within plans, specifications, and standard operating procedures to meet the client expectations.
Mistakes as Learning Moments | All humans make mistakes. Let your team members know that you expect mistakes. Reinforce this concept by saying that the only two people that do not make mistakes are the people in the graveyard, and that are not doing anything. Both are undesirable.
Mistakes can be valuable if they are used as a teaching moment. When learning occurs, knowledge is secured. All trade businesses need to grow their knowledge base to sustain consistent scaling and achieve Full Economic Value for all stakeholders. Supervisors and their team members are stakeholders.
Trade businesses that consistently scale achieve Full Economic Value.
Require more team members.
More team members create a need for more team leaders.
More team leaders create professional growth opportunities for existing team members.
Consistently scaling provides a stable work environment for all stakeholders and their families.
Consistent scaling and achieving Full Economic Value rewards existing ownership.
Trade businesses that achieve Full Economic Value for existing ownership attract the capital necessary for continued growth.
Trade businesses that attract the necessary capital for continued growth can also attract capital needed for a Full Value Exit for retiring owners. Achieving continuity from generation to generation.
Completing a Team Member Assessment within the Prime Directive | Form attached below.
Team Member | Full Legal Name
Assessment Date | Complete Date
Primary Role | This is a team member’s primary position and responsibilities.
Secondary Role | Every position should have a backup. The Prime Directive needs to be executed even when a team member is out.
Supervisors or Other Manager | Full Legal Name
Section One | Recognizes and embraces Learning Moments and Reliability | Recognizes clients and the market in general is starving for consistent execution. Consistent execution is supported and nurtured by team members with experience based on the same expectations and context. Learning moments create experience. Experience supports sustained consistent scaling needed to achieve Full Economic Value for all stakeholders. Team members and team leaders are important stakeholders. An execution centric culture attracts and keeps quality clients. Scaling provides team members and team leaders with economic and professional opportunities.
Example | Consistently works within Prime Directive and helps other team members to work within the Prime Directive consistently. May become a future leader with support and nurturing.
Consistent | Consistently works within Prime Directive. Demonstrates a strong sense of accountability and a positive approach to team execution. Willingly accepts work outside of key responsibilities. This is key for a contractor having a primary person and secondary person assigned to every activity. Execution cannot be disrupted when a team member is taking PTO.
Mostly Consistent | Repeats too many mistakes. Needs to improve consistency or they should be considered “Inconsistent” Over time mostly consistent becomes inconsistent without noted improvement. Any team member receiving this score on two consecutive assessments should be terminated or moved to an Execution Improvement Plan (EIP). These team members create economic leaks that slow scaling and undermines an execution centric culture.
Inconsistent | Terminate or move to Professional Improvement Plan. Be clear with your description of repeated or recurring mistakes in the “Comments”. These inconsistencies need to be referenced if the team member is placed on an Execution Improvement Plan (EIP).
Comments | Should illustrate how the team member’s goals can align with recognizing and embracing learning moments and reliability. Reinforce how the team member’s goals can align with the contractor’s goals and how scaling benefits both the team member and the company. Win-Win.
Warning – Supervisors should not make the mistake in thinking they know an opportunity or career path aligns with the team member’s desired career path. A trade person may consider morning training or time to perfect their skills as career advancement. Not every team member wants more responsibilities that come with the next title or role. A trade person may view improving their skills or learning a new trade skill as advancing their career. Embrace these team members. They are key to sustaining consistent scaling.
Section Two | Understands and embraces the planning needed to have the correct people, material and tools in the correct place at the correct time. | Planning is the fuel to sustain consistent execution. Execution does not happen. Execution takes energy and prompt thought to nurture, achieve and sustain. Getting the correct people, material and tools in the correct place at the correct time takes planning. Planning well before the activities need to be executed. How long before depends on the variables like lead time and other demands on resources such as labor.
Example | Consistently works within Prime Directive and helps other team members to work within the Prime Directive consistently. May become a future leader with support and nurturing.
Consistent | Consistently works within Prime Directive. Demonstrates a strong sense of accountability and a positive approach to team execution. Willingly accepts work outside of key responsibilities. This is key for a contractor having a primary person and secondary person assigned to every activity. Execution cannot be disrupted when a team member is taking PTO.
Mostly Consistent | Repeats too many mistakes. Needs to improve consistency or they should be considered “Inconsistent” Over time mostly consistent becomes inconsistent without noted improvement. Any team member receiving this score on two consecutive assessments should be terminated or moved to an Execution Improvement Plan (EIP). These team members create economic leaks that slow scaling and undermines an execution centric culture.
Inconsistent | Terminate or move to Professional Improvement Plan. Be clear with your description of repeated or recurring mistakes in the “Comments”. These inconsistencies need to be referenced if the team member is placed on an Execution Improvement Plan (EIP).
Comments | Nurture and support the team member’s understanding and embracing the planning needed to have the correct people, material and tools at the correct place at the correct time. Reinforce how the team member’s goals can align with the contractor’s goals and how scaling benefits both the team member and the company. Win-Win.
Warning – Supervisors should not make the mistake in thinking they know an opportunity or career path aligns with the team member’s desired career path. A trade person may consider morning training or time to perfect their skills as career advancement. Not every team member wants more responsibilities that come with the next title or role. A trade person may view improving their skills or learning a new trade skill as advancing their career. Embrace these team members. They are key to sustaining consistent scaling.
Section Three | Consistently executes within Plan, Specs and written SOPS to meet client expectations | In order to execute plans, a team member has to be working from the latest plan. Team members and team leaders need to be proactive in making sure they are executing the latest, most up to date plan. Saying I used the plan that was provided is not a get out of jail free card. Specs can be found in the specification on plans or approved shop drawings. Working from approved shop drawings, when applicable, is always preferred. Has a working knowledge of SOPs. Every team member should be making suggested clarifications or changes to the SOPs as the contractor scales. SOPs are not static. SOPs will evolve as the contractor evolves. Volunteers to help others. Set people up for success by not asking them to work outside their strengths without support.
Example | Consistently works within Prime Directive and helps other team members to work within the Prime Directive consistently. May become a future leader with support and nurturing.
Consistent | Consistently works within Prime Directive. Demonstrates a strong sense of accountability and a positive approach to team execution. Willingly accepts work outside of key responsibilities. This is key for a contractor having a primary person and secondary person assigned to every activity. Execution cannot be disrupted when a team member is taking PTO.
Mostly Consistent | Repeats too many mistakes. Needs to improve consistency or they should be considered “Inconsistent” Over time mostly consistent becomes inconsistent without noted improvement. Any team member receiving this score on two consecutive assessments should be terminated or moved to an Execution Improvement Plan (EIP). These team members create economic leaks that slow scaling and undermines an execution centric culture.
Inconsistent | Terminate or move to Execution Improvement Plan (EIP). Be clear with your description of repeated or recurring mistakes in the “Comments”. These inconsistencies need to be referenced if the team member is placed on an Execution Improvement Plan (EIP).
Comments | Nurture and support the team member consistently executing within plans, specifications, and written SOPs to meet client expectations. Reinforce how scaling benefits both the team member and the company. Win-Win.
Warning – Supervisors should not make the mistake in thinking they know an opportunity or career path aligns with the team member’s desired career path. A trade person may consider morning training or time to perfect their skills as career advancement. Not every team member wants more responsibilities that come with the next title or role. A trade person may view improving their skills or learning a new trade skill as advancing their career. Embrace these team members. They are key to sustaining consistent scaling.
Section Four | Aligns and understands an execution centric culture. | Understands and embraces the principles, equipment, policies, practices and procedures of the job. Maintains construction knowledge. Knows how to find resources when needed.
Example | Consistently works within Prime Directive and helps other team members to work within the Prime Directive consistently. May become a future leader with support and nurturing.
Consistent | Consistently works within Prime Directive. Demonstrates a strong sense of accountability and a positive approach to team execution. Willingly accepts work outside of key responsibilities. This is key for a contractor having a primary person and secondary person assigned to every activity. Execution cannot be disrupted when a team member is taking PTO.
Mostly Consistent | Repeats too many mistakes. Needs to improve consistency or they should be considered “Inconsistent”. Over time mostly consistent becomes inconsistent without noted improvement. Any team member receiving this assessment on two consecutive assessments should be terminated or moved to an Execution Improvement Plan (EIP). These team members create economic leaks that slow scaling and undermines an execution centric culture.
Inconsistent | Terminate or move to Professional Improvement Plan. Be clear with your description of repeated or recurring mistakes in the “Comments”. These inconsistencies need to be referenced if the team member is placed on an Execution Improvement Plan (EIP).
Comments | Nurture and support the team member’s alignment and clear understanding of an execution centric culture. Reinforce how scaling benefits both the team member and the company. Win-Win.
Warning – Supervisors should not make the mistake in thinking they know an opportunity or career path aligns with the team member’s desired career path. A trade person may consider morning training or time to perfect their skills as career advancement. Not every team member wants more responsibilities that come with the next title or role. A trade person may view improving their skills or learning a new trade skill as advancing their career. Embrace these team members. They are key to sustaining consistent scaling.
Final Key Step | Assessment should be signed by both the Team Member and the Team Leader or Other Manager. The Team Member should be provided with a copy, and a copy should be securely filed in the Team Member’s employee file.
In a future post, we will take a deep dive into how an Execution Improvement Plan (EIP) can reinforce accountability within the Prime Directive.
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