Construction is booming, and 2018 promises to be a great year for contractors. Great leaders share these components of success: 1. Thinks Strategically 2. Maximizes People 3. No Silos 4. Results Focused 5. Mentors Others 6. Has High Personal Standards Unfortunately, there are three areas that Construction Leaders fail (whether it be in the office or the field) Lousy interpersonal and communication skills: ---Always seems to be feuding ---Has a reputation for being authoritarian ---Acts as a polarizing force ---Avoids direct communication ---Delivers bad news through e-mail ---Exhibits a hostile attitude towards co-workers ---Becomes the target of subtle or blatant sabotage efforts. Failure to see beyond their functional silo: ---Unwilling to communicate or collaborate with others outside of his unit. ---Makes decisions that benefit his job but clearly hurt the overall company. ---Resists change that impacts him but clearly benefits the organization. ---Hoards information that might benefit others outside of his unit. ----Co-workers complain that the manager is out of touch with the organization’s mission. Inability to deliver expected results: ---Results consistently below goal, especially those that are measurable. ---Manager blames others or makes excuses for their failure. ---Manager avoids discussions about setting, tracking and progressing toward goals. ---Manager spends too much time, energy and resources on low priority activity. ---Manager demonstrates a defeated or negative attitude. ---Team unaware of how they contribute to the manager’s or organization’s goals. Watch this webinar and learn how to overcome those failures.

1. Three Reasons
Construction Leaders Fail:
Learn Practical Ways to Identify
and Overcome Them

2. Welcome!
Your
75-Minute
Oasis

3. Helping Construction Industry
Companies Build People and Profit
since 2004

4. Strengthen
Your
Leadership
Executive
Coaching
Build
Your
Team
Leadership
Development
Grow
Your
Business
Strategic
Planning

6. As a leader, responsible for a large general
contracting firm, I’m approached occasionally by
business consultants.
The problem is that many of them don’t have an idea
as to how a construction company operates, and the
challenges we face.
Brett Mykrantz – Executive Vice
President

7. Eric Anderton is different, he is unique
because of his focus on the construction
industry.
He knows what makes a construction business
tick and how construction professionals work,
and the ideas that he shares are realistic to
business and our people.

8. As a result of working with Eric,
our teams are more focused
on the aspects of leadership that
have the biggest positive impact on the
people and projects they are responsible for.

9. If you are a construction contractor and need
help developing your leadership team, I highly
recommend working with Eric.

10. Low Overhead,
Stay Humble,
It’s Not What You Make, It’s What You Keep.

11. Stick around to the end…

12. 2018:
5% Increase in
spending on
construction over
2017

14. Confidence…

17. What’s the biggest challenge
you face in 2018?

18. What’s the one thing you’ll do
to address that challenge?

19. Construction is Challenging

20. 7 Attributes of the Best:
• Pursue niche work at which they are excellent & profitable
• Deal with clients they know well
• Work with project partners they trust
• Maintain high quality, efficient construction work
• Emphasize and demand safety
• They insist on timely payment for all dollars earned
• They have a financial cushion to weather bad times

23. • Too Much Work
• Not Enough Skilled Labor
• Leaders Stretched Thin

25. Profit
Right Job
Right
Client
Right
Location

27. Quality of
Leaders is Vital
• Foremen
• Superintendents
• Operations Executives
• Project Executives
• Estimating Executives
1–10

29. Thinking
Style
Vocational
Interests
Behavioral
Traits
Your
Leadership
Impact
Stick around to
the end…

30. Lousy Interpersonal and
Communication Skills

31. Lousy Interpersonal and
Communication Skills

32. Lousy Interpersonal and
Communication Skills

33. Lousy Interpersonal and
Communication Skills

34. Lousy Interpersonal and
Communication Skills

35. Lousy Interpersonal and
Communication Skills

36. Lousy Interpersonal and
Communication Skills

37. Lousy Interpersonal and
Communication Skills

38. Which resonates?
• Always seems to be feuding
• Has a reputation for being authoritarian
• Acts as a polarizing force
• Avoids direct communication w
• Delivers bad news through e-mail
• Exhibits a hostile attitude towards co-workers
• Becomes the target of subtle or blatant sabotage efforts.

39. 1. Understand the true root cause
of conflict
2. Understand the manager’s
management style and
motivation
3. Help the manager understand
his own management and
communication style

41. Inability to see beyond
their functional silo

42. Silos Kill
Construction Profit
The Construction
Business

43. Inability to see beyond
their functional silo

44. Inability to see beyond
their functional silo

45. Inability to see beyond
their functional silo

46. Inability to see beyond
their functional silo

47. Inability to see beyond
their functional silo

48. Which resonates?
• Unwilling to communicate or collaborate with others outside of
his unit.
• Makes decisions that benefit his job but clearly hurt the overall
company.
• Resists change that impacts him but clearly benefits the
organization.
• Hoards information that might benefit others outside of his unit.
• Co-workers complain that the manager is out of touch with the
organization’s mission.

49. 1. Establish Clarity
2. Include the manager in at least
one cross-functional team
3. Establish at least one cross-
functional goal for the manager
4. Monitor the manager’s progress

51. Inability to deliver
expected results

52. Profit
Right Job
Right
Client
Right
Location
Hit Rate

53. Quality
Safety
The
Build
Speed

54. Inability to deliver
expected results

55. Inability to deliver
expected results

56. Inability to deliver
expected results

57. Inability to deliver
expected results

58. Inability to deliver
expected results

59. Inability to deliver
expected results

60. Which resonates?
• Results consistently below goal, especially those that are
measurable.
• Manager blames others or makes excuses for their failure.
• Manager avoids discussions about setting, tracking and
progressing toward goals.
• Manager spends too much time, energy and resources on low
priority activity.
• Manager demonstrates a defeated or negative attitude.
• Team unaware of how they contribute to the manager’s or
organization’s goals.

61. 1. Clarify expected results and
goals
2. Understand the manager
3. Inspect what you expect

63. 1. Lousy interpersonal and communication skills
• Understand the true root cause of conflict
• Understand the manager’s natural style and motives
• Help the manager understand his natural communication style
2. Inability to see beyond their functional silo
• Clarify how the manager’s role supports others in the organization
• Include the manager in at least one cross-functional team
• Establish at least one cross-functional goal for the manager
• Monitor the manager’s developmental progress
3. Inability to deliver expected results
• Clarify the expected results and goals
• Understand the manager’s degree of goal orientation
• Inspect what you expect

64. Quality of Leaders is
Vital

66. 1. Thinks Strategically
2. Maximizes People
3. No Silos
4. Results Focused
5. Mentors Others
6. Has High Personal Standards
Components of Leadership Success

67. Thinking
Style
Vocational
Interests
Behavioral
Traits
Your
Leadership
Impact

70. • ProfileXT Online Assessment
• 60 Minute Executive Debrief
• Individual Report
• Leadership Report
• Construction Leader Profile

71. $597.00
No Charge…
Book by the
end of today
• ProfileXT Online Assessment
• 60 Minute Executive Debrief
• Individual Report
• Leadership Report
• Construction Leader Profile

72. Book in a Time:
https://ericanderton.youcanbook.me/
February 12th-16th, 2018
60 Minutes No Charge…
Book by the
end of today