Monthly Archives: February 2016

  • Is Your CEO Culturally Intelligent?

    Posted on February 29, 2016 by FMI Corporation

    Whether they are large public businesses or small, family-owned startups, successful construction companies have strong, positive cultures. These cultural roots typically start with a founder who has a vision of the type of company he or she wants to build. The CEO should be able to get his or her team “pumped up” – an effort that requires a lot of energy, but that should be on every leader’s actionable agenda nonetheless. In their leadership capacities, CEOs must also influence organizational cultures to grow in a positive direction. Too often, the culture in a construction company can become a losing one, especially in tough times. By inspiring higher levels of execution and celebrating individual and team successes, a CEO can raise the aspirations of the organization’s human resources. The best CEOs understand, practice, shape and lead with their company’s culture, raise their firms above mediocrity, and assemble many different people and talents. Taking the lead to shape the corporate culture can be quite a challenge anytime, but it’s even more important when the company grows to a multi-billion dollar organization.

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    This post was posted in Consulting, Center for Strategic Leadership, Talent Development and was tagged with construction industry blog, NRCI 2014 Q2, CEO, CEO in construction, ceo skills, cultural intelligence, ceo cultural intelligence

  • Must-Have Skills for Today’s Leading CEOs

    Posted on February 22, 2016 by FMI Corporation

    When companies go looking for a new CEO, they either turn to professional search firms or develop their best candidates within the organization. The company — often the board of directors and major shareholders — is looking for a very special individual who will not only have the capabilities to perform certain responsibilities, but will also fit the specific needs and culture of the organization the next CEO will be hired to run. While the CEO doesn’t (and shouldn’t) operate in a vacuum, the decisions he or she makes can mean the difference between the success and failure of the organization. In general, we find that many of the characteristics of the CEO are the same in any organization or industry, but there are some significant differences to consider for the construction industry.

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    This post was posted in Consulting, Center for Strategic Leadership and was tagged with construction industry, NRCI 2014 Q2, CEO, CEO in construction, ceo skills

  • The Four Levels of Organizational Success

    Posted on February 15, 2016 by FMI Corporation

    people78288521_small Being at the top isn’t easy. CEOs don’t always have other high-level executives who they can brainstorm with, confide in, and bounce ideas off. In this blog, we explore the four levels of CEO activity that leaders need to be thinking about as they face the many same challenges – regardless of their lines of work: Level One: This level revolves around operational decisions that, in most cases, are presented to you – the CEO – based on historical issues. For example:
    • Someone is leaving the company, so what are we going to do about it?
    • Someone filed a claim, so how are we going to handle it?
    • We are competing for a big job — how are we going to name a project manager and win the bid?

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    This post was posted in Consulting, Center for Strategic Leadership, Talent Development

  • Your Next-Generation Leaders: Are They Ready?

    Posted on February 8, 2016 by FMI Corporation

    Many construction leaders assume that leader development and succession issues have blown over since the recession put a swift end to the boom years’ war for talent. However, these issues have not gone away; on the contrary, they have become even more acute as a result of the Great Recession thanks to these four key developments:
    • The demographics bubble of retiring baby boomers followed by a much smaller Generation X.
    • The construction industry’s inability to present itself as a desirable industry for future generations.
    • The impact of long-term unemployment, which has driven many young workers out of the construction industry for good.
    • Owner and/or company capital bases, which have been reduced by the recession.

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    This post was posted in Center for Strategic Leadership and was tagged with construction industry, Ownership Transfer, Management Succession, FMI's Ownership Transfer and Management Succession 2013 Survey, Construction transition and succession plans, NRCI 2014 Q2, succession construction

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