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    Inside Commercial Construction's MVPs: 7 reasons why they get promoted faster, make more money, and enjoy a seemingly unfair advantage over everybody else.
    Inside Commercial Construction's MVPs: 7 reasons why they get promoted faster, make more money, and enjoy a seemingly unfair advantage over everybody else.
    Inside Commercial Construction's MVPs: 7 reasons why they get promoted faster, make more money, and enjoy a seemingly unfair advantage over everybody else.
    Ebook148 pages1 hour

    Inside Commercial Construction's MVPs: 7 reasons why they get promoted faster, make more money, and enjoy a seemingly unfair advantage over everybody else.

    By Coty Leigh Fournier

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    About this ebook

    This is a book about the MVPs in the commercial construction industry. Not the most valuable companies, the most valuable people. It's not about names, because names are distracting. It's about how the MVPs think, what they focus on, and, most importantly, what they do-along with some of what they talk about behind closed doors and a couple of the
    LanguageEnglish
    PublisherHunting House
    Release dateOct 24, 2014
    ISBN9780990858423
    Inside Commercial Construction's MVPs: 7 reasons why they get promoted faster, make more money, and enjoy a seemingly unfair advantage over everybody else.

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      Book preview

      Inside Commercial Construction's MVPs - Coty Leigh Fournier

      INTRODUCTION

      This is a book about the MVPs in the commercial construction industry. Not the most valuable companies, the most valuable people. It’s not about names, because names are distracting. It’s about how the MVPs think, what they know, what they focus on, and, most importantly, what they do. You’ll also find a little bit of what they talk about behind closed doors and some of what doesn’t get talked about at all.

      I wrote this book because it’s the book I wish I’d had through out my own career—with all the stuff they cannot teach you in school and the golden nuggets that many top-performers are either unable to articulate or unwilling to share. Access to a book like that would’ve opened my eyes to important concepts sooner and made some of my difficult career choices easier. So after years of respected colleagues encouraging me to step up and write that book, I decided to take on the challenge and pave an easier for others.

      In this book, you’ll find some of the theories and strategies I’ve developed over the past twenty-five years of working for general contractors, project owners, and construction technology companies—and many insights gleaned from others with exceptionally fast-track careers and impressive compensation packages. You could say that I’ve been respectfully spying for a long, long time on highly successful construction executives who are looking back at their colleagues and competitors in the rear view mirror. In short, this book contains seven ways to go further and faster and make a lot more money than the guy sitting next to you . . . or the guy down the street.

      As I speak around the country on the strategies included in this book, I’m often asked to describe each chapter in a nutshell, to sum up the most important messages in a sentence or two. That’s never easy, but here goes.

      CHAPTER 1:

      WHAT ELSE YOU GOT?

      The opening chapter will shock a few people. It’s a serious heads up on the commoditization of the industry—including all of us who work in it—and how the MVPs are winning the differentiation game.

      CHAPTER 2:

      THE TRAILER AIN’T THE FIELD

      Chapter two is all about defining actual field experience—what it is and what it isn’t. It also gives you a sneak peek into some of what the MVPs take away from their time in the field, and the real reason why paying your dues out there is drop-dead essential to your career.

      CHAPTER 3:

      GET YOUR OWN JERRY MAGUIRE

      This strategy takes an entertaining and enlightening look at the similarities between sports agents and executive search professionals, and explains how the MVPs create leverage in the marketplace with a sometimes controversial, but highly effective, silver bullet.

      CHAPTER 4:

      BEWARE OF THE PROJECT MANAGER MYTH

      The project manager myth is intended to be an eye-opener for commercial construction professionals charging down the project management path. It explores the price you may end up paying for it, and why so many of the MVPs choose to leap frog right over it.

      CHAPTER 5:

      BE THE I IN TEAM

      This one may seem like a politically incorrect philosophy on teamwork, but it’s really about how the MVPs earn the respect and admiration of their teammates and command their rightful place in the spotlight.

      CHAPTER 6:

      PEOPLE ARE NOT SHOP DRAWINGS

      Chapter six offers a compelling theory to explain why we all have a little voice inside our heads—I call mine Pistol Pete—that get us into trouble. You’ll learn how and why the MVPs are ignoring him all the way to the top.

      CHAPTER 7:

      RIGHT, RIGHT, RIGHT, LEFT, RIGHT

      The final chapter illuminates why lasting success in construction management no longer stems from excellence in construction management skills and reveals the most sought-after ingredient in the MVPs’ secret sauce.

      Some say my ideas are provocative and a little hyper-progressive—and I certainly hope so. I despise small talk and baby steps. Each one of these chapters is intended to make you think about our industry in a radically different way; however, I don’t expect everyone to agree with me on everything. That’s neither likely nor the real point.

      What I do hope is that you’ll put your own stamp on what you’ve read and do something about it. This book is really about encouraging you to take a long hard look at everything that’s happening around you, and question all of it—even the good stuff—so you can formulate your own theories about how the industry actually works, and then boldly reimagine how it could work. From there you can develop informed strategies to make your own personal dent in the construction universe.

      Every successful change agent will tell you that questioning and dissatisfaction with the status quo is not disrespectful; it’s the first step toward reinvention and revolution. Nothing improves when everything is deemed good enough to carry on with business as usual. Regardless of your age, experience level, title, or position on your company’s organizational chart, you can use this book to start building the iconic career and life of your dreams—and set an inspiring example for others to follow.

      When you finish reading, if you’re looking for some instant gratification or a place to focus your energies first, try going back to chapter six. Of all the strategies, it may contain the lowest-hanging fruit. The behavioral insights are intended to create immediate and high collective gains for all construction professionals, the companies they work for, and the industry as a whole. By shining a light on this epidemic behavior, and giving it a name, we can all stop engaging our Pistol Petes inappropriately, encourage others to do the same, and start a movement.

      Truth be told, this book was almost never written or published because of my own Pistol Pete. He can shoot holes in just about everything you’re about to read—and he has. I’ve been dueling with him for years, completely out-gunned most of the time. That’s why we teach what we most need to learn, and those who teach learn the most.

      Enjoy it.

      Profit from it. Pay it forward.

      Coty

      HEADS UP:

      Do not implement any of the strategies in this book

      unless you are prepared to advance your career,

      make more money, and ruffle a few feathers.

      All three will happen.

      WHAT ELSE YOU GOT?

      Commercial construction professionals who are promoted from operations to business development learn one of the most sobering, yet also empowering, truths about the industry. Unfortunately, very few people get that promotion, so they never learn this truth, or they learn it too late. It goes something like this:

      You can take virtually any contractor’s sales materials and presentation content and swap it out with the same from their closest direct competitors and no one will know the difference.

      What!

      Really?

      Yes.

      No matter how much time and agonizing effort most companies spend on these monumentally important activities, in the end the resulting pitches all sound pretty much identical to the listening ear. Everyone claims to have the same five qualifications floating amidst a sea of well-intended polish and decoration. But when you boil it all down, here’s what left:

      We deliver (1) quality construction projects, (2) on time and (3) on budget, and here are some (4) client testimonials from projects similar to yours to prove it. How do we do it? We have the (5) best people.

      Some companies use few words that are short and to the point. Some use lots of words, case studies, cool graphics, and other eye-catchers. But for all intents and purposes, the only differences in the sales and marketing messages between one contractor and another are their logos, pictures, color choices, and who can do what with PowerPoint. Each company is essentially saying, Pick us! Pick us! We’re the best! while defending that claim in much the same manner as the next company. And so on and so on.

      Nobody likes to hear this. It can be deflating and frustrating. Especially if you’ve worked in the business development or marketing arena, and therefore know how hard it is to differentiate your company’s qualifications from your competitors in any believable fashion. But if you accept this truth and work with it, instead of arguing and wishing it weren’t true, you can capitalize on it. The MVPs most certainly do. They use it to help the companies they work for—and fast-track their own careers at the same time.

      Exploring the root of this truth in further detail is enlightening. You’ll soon see why it applies directly to you and your career, and how you can use it to your advantage.

      DON’T BET THE MINIMUM ANTE

      For lack of a better word, let’s call those five qualifications the basic ones because they’ve become a common denominator among all legitimate contractors. Those very things that all contractors give their lives to achieve are now largely perceived to be the minimum ante required to stay in the game. For the most part, the basic qualifications are now expected to even make the shortlist for consideration and therefore no longer play much of a role in the decision-making process.

      This expectation leaves project owners sifting through nearly every contractor’s Request for Qualifications (RFQ) binder wondering, "Yeah, yeah, yeah. What else you got?" and sitting through their sales presentations feeling like they’re watching a movie they’ve seen several times before. When all companies are pushing the same basic qualifications, it gets repetitive. More to the point, it isn’t helpful. The minimum ante works fairly well when comparing apples to oranges, but it fails

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