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What It Really Takes to Lead a High-Performance Construction Team – with Eric Anderton · Contractor Business Builder Podcast

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  Welcome to another exciting episode of the Contractor
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  Business Builder podcast. Today we have the honor of
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  hosting Eric Anderton. He is a business and executive
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  coach with Construction Genius. So your business will only grow
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  to the level of your leadership. Eric Anderson has coached
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  contractors doing 10 million to a billion dollars in revenue the
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  day he's reeling. Why?
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  Leadership, not labour, is the real constraint in most
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  construction companies. Welcome here Eric.
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  How you doing? Today I'm well, thank you for
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  having me. Derek, great.
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  Yeah, excited to dive into all this with you.
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  Leadership so incredibly important in in every Ave. of of
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  life, especially business. Can you tell us a little bit
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  more about construction genius and what that means?
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  Yeah. You know, the biggest challenge
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  that a lot of construction companies have is when they
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  promote someone into a leadership role.
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  Let's say I was a project manager running a project, and
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  I'm now project executive leading a team of people.
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  I have to make the shift from being a project builder to being
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  a team builder, a people leader. And that shift is often
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  tremendously challenging for people, and I help people make
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  that shift. Perfect.
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  Right on. And where did the name
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  Construction Genius originate from?
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  What? What do you think of?
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  That yeah, it's pretty funny. People often will say, well,
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  Eric, does that make you the genius?
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  And I say, no, it it comes from the quote from Thomas Edison,
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  that genius is 99% perspiration and 1% inspiration.
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  So my clients are the 99%, I'm the 1% to help them to take it
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  to the next level. Yeah, very true words there.
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  I've gotta gotta put in the action to get the results.
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  They don't just come from thinking a whole bunch.
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  I mean, it's important, but but yeah, you got to do stuff to get
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  shit done, right. So you talk about, you know, the
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  big shift from building projects to to building people and what,
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  what does that transformation look like?
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  What what are some of the difficulties or friction that
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  that comes through through that transformation?
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  You know, one of the biggest challenges, it's interesting,
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  most people get into construction because they, they
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  like to start their day at this point and finish it at this
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  point and in between build something awesome and have a
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  good time doing it. They got into construction
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  because they like working with their hands.
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  They like being able to drive down the road and point at
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  something and say, I built that. And when you get promoted into a
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  leadership role, oftentimes there's a a disconnect that
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  begins to happen because I'm no longer building something with
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  my hands. I'm directing and leading people
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  who are doing the building. And So what can happen is a
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  couple of things. Number one, I get a sense of
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  guilt because I don't feel like I'm working anymore.
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  And So what that then leads me to do is to micromanage so that
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  I feel good about myself. And I get stuck in getting my
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  hands dirty with the guys when in fact, my job is to get myself
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  out of the dirt and help them to be more effective in the things
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  that they do. So what happens is that sense of
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  guilt, of discomfort that comes from getting promoted and leads
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  to micromanagement, and that defeats the whole purpose of
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  leadership, which is to accomplish more through other
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  people. Yeah, there's definitely, you
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  know, articulated well with the the kind of the mindset and and
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  thinking shift that needs to be done there.
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  And it kind of ties in a little bit with getting out of your
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  comfort zone is if, if you've come from that realm of, you
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  know, being project manager, even, you know, on the tools and
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  stuff like that, you, you have that sense of building
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  something. And, and, and as you mentioned,
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  with leadership, as you move into higher leadership, you're
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  really, you know, you're building a team, you're building
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  people, you're building the structure to, to get things
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  done. And the, the issue can be that
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  you want to, you know, be more involved with the day-to-day or
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  micromanaging, as you put it. What are some maybe tools or
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  ways that you can help someone kind of make that shift or or
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  you know, recognize if they are getting too far into the weeds,
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  if you will, of of micromanaging?
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  Well, I think part of it is assuming that you are going to
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  micromanage when you start because that's just what you're
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  used to doing. In other words, you're used to
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  being a builder, and so you're going to default to doing that.
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  So with that assumption in mind, you then have to take a step
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  back and ask yourself, OK, what do I need to do in order to
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  develop my people to the point where I'm comfortable with them
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  doing the tasks that I've given them to do?
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  Because many times I'll micromanage because my people
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  are either incompetent to do the work or they're not held
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  accountable to a sufficient level in order to execute the
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  projects and the tasks that they've been given.
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  So I need to make sure that I'm training my people, that I'm
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  delegating effectively and clearly to them, and then that
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  I'm holding them accountable. So if I have people who are well
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  trained, people who are have a clear understanding of what's
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  expected of them, and then people who are held accountable,
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  I can then focus on the training, the communication, and
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  the accountability. And that then takes me out of
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  the micromanagement. Yeah, important steps there.
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  I've I have someone I'm working with who I think accountability
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  is an issue at the company right now.
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  Everyone's sort of been, it's one of those things where
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  they're sort of hired cool and then they they make a role for
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  them instead of having a role for a person and being more
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  strategic, I guess with the structure of their business.
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  What are some ways that accountability can be increased
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  or even like, I feel like the owners ability of leadership is
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  not quite up to par maybe or has been and is kind of everyone
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  sort of doing their running their own show, if you will, but
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  nobody seems to kind of know what's going on.
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  I know I'm kind of throwing a bunch out here, but no, it's
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  like accountability is, is kind of at the the centre of a lot of
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  that. What, how?
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  How would you go about defining that situation and and putting
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  accountability measures in place?
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  Yeah, that's very good. So the first thing you need to
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  do obviously is be crystal clear on the role and the
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  responsibility of each person in your organization.
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  And it's probably best to 1st outline specific roles and
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  responsibilities prior to inserting people into those
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  roles and responsibilities. Assuming that you have someone
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  in a position that is capable of filling that role and
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  responsibility, the leaders in the organization then have to
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  become master delegators. And to master delegation,
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  there's three things that you have to focus in on #1 am I
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  clear in what I'm delegating? And that may seem obvious, but
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  oftentimes the reason why people don't execute the tasks that I'm
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  giving them to do is because I'm unclear in my communication.
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  And the reason I'm unclear in my communication is because I am an
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  expert at what I do and what I want them to do.
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  And therefore I am doing many things unconsciously, which I
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  then don't communicate clearly to them.
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  And so they aren't able to execute the task to the fullness
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  of my expertise. And So what I have to be able to
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  do when I'm delegating is to get crystal clear on what someone
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  needs to do. And one very effective method of
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  doing that is pretty simple. What I would advise someone to
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  do is go to ChatGPT and turn on the dictation mode in ChatGPT
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  and then ramble into ChatGPT for a period of time about what it
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  is you want someone to do. Try and include the things that
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  you do subconsciously, the things that you're very good at
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  that often people fail at when doing this particular task.
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  And once you've talked for a while into ChatGPT, then ask it
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  to create a SOP or standard operating procedure based on the
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  information that you've given the engine.
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  ChatGPT will then create an SOP. Of course, you need to check it
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  for BS and for bad information, but then what you can do is take
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  a look at that SOP, make any tweaks that you'd like to to
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  that information, and then present that to the person to
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  whom you're delegating the whole idea.
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  That is so that you can be crystal clear on what it is that
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  you want them to do. Does that make sense so far?
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  Understand, no, you're speaking my language with the the SOP.
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  That's a big part of what we do, building new systems, processes.
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  And yeah, clarity is definitely high priority for being able to
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  delegate effectively and having just having a resource like that
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  where you've expressed as the owner of the person, you know,
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  manager that's done this before. You've got a certain way like
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  you mentioned. I've had this happen to me
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  countless times and I, I know exactly what you're talking
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  about, where you are the, the, the expert in, in that realm.
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  And you're going to explain things in a way that makes sense
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  to you given your years of experience and knowledge.
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  Whereas someone else who thinks differently, talks a little
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  differently, has much different experience from, you know, maybe
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  another companies or just not as many years and there's going to
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  be stuff lost in communication or or not expressed explicitly.
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  Let me just give you the other, the other couple of things here
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  with delegation because that that was what we're going to.
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  The second thing I have to ask, if I've been clear on what I'm
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  asking someone to do, then I must ask the question, are they
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  capable? And what I mean by that is, do
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  they have the training necessary in order to execute this task?
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  Because one of the reasons why delegation fails and
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  accountability is difficult is because I give people tasks to
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  do that they don't know how to do.
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  And if I give them something to do that they don't know how to
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  do, don't be surprised when they don't do it.
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  And so I must ask that question, are they capable?
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  Assuming that they're capable, assuming that I've been clear,
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  the last thing I need to ask while I'm delegating is do they
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  have the capacity? And what I mean by that is
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  simply the bandwidth. Because many times what people
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  do in in companies is they keep delegating to the people who are
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  most capable. And the people who are most
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  capable keep saying, yes, I'll do that.
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  Yes, I'll do that until they get over capacitated, their
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  performance starts to dip and the company begins to suffer.
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  So if I'm going to delegate effectively, I must must first
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  be clear on what I'm delegating. I must make sure the person is
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  capable. I must then make sure they have
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  capacity. And if all those things are in
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  place, I have now earned the right to hold them accountable.
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  And when I hold them accountable, I must keep it very
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  simple. Three questions.
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  Did you do it? If not, why not?
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  How can I help? And as a leader, the, the, the
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  more consistent you are with accountability, the less drama
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  will be associated with accountability.
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  Because if we let time go by, typically pain increases and the
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  difficulty of the conversations that I must have in terms of
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  accountability increase. And that's why as a leader, I
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  must have a consistent rhythm of accountability to make sure that
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  things stay on track. Definitely.
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  And that conversation that would be had as far as accountability,
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  how do you usually see that or how would you suggest it?
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  Is it some sort of reporting that happens or would it be, you
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  know, regular check-ins or conversations?
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  And the answer is, it depends. And what it depends on is the
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  experience of the person who's doing the task.
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  So for instance, I may delegate for the first time to someone
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  who I consider capable, but because it's the first time that
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  they've done this task, I may need to check in on them more
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  frequently than someone who has more experience.
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  So but the idea of experience comes into play, The idea of the
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  person's willingness to execute comes into play.
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  So if I'm suspect that someone is going to execute and I, I
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  know that they are going to need a little more accountability, a
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  little more checking in, then that will change the rhythm of
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  the accountability conversations.
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  And what I'm always doing when I'm having accountability
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  conversations is I'm combining the metrics of the job that are
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  related to the task with conversations.
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  And I'm using the metrics and conversations to come up with
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  the material that I need for those accountability
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  conversations. Now, beyond delegating and
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  accountability, what are some mistakes that you see when maybe
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  someone who's been functioning at a high level gets put into a
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  leadership position or even a leader maybe at a more junior or
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  project level gets promoted to more like executive leadership
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  level? What, what, where do you see
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  like mistakes or kind of pitfalls for for leaders that
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  are expanding? Yeah, that's great.
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  I think one of the main issues is that the reason someone gets
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  promoted into a leadership role is because they have said yes
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  multiple times in multiple ways. However, when you get into a
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  leadership role, you must learn to say no.
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  If you don't learn to say no, what will happen is you will be
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  unable to execute your role as a leader.
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  And what I mean by that, if you're going to be an effective
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  leader, you have to be able to carve out time in your calendar
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  for the tasks that you didn't previously do in terms of
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  meeting one-on-one with people, in terms of thinking
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  strategically, perhaps even meeting with customers.
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  And that will require you being very disciplined about how your
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  time is being used because there will always be demands on your
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  calendar from other people for various reasons.
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  And that's exactly why the best leaders not only say yes when
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  appropriate, but they also learn to say no.
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  And just like someone might feel uncomfortable when they take off
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  their tool belt and become more of a project manager or project
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  executive, so too someone who is used to saying yes all the time
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  may be uncomfortable when they have to learn how to say no.
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  Yeah, important concept there. Can you unpack that a bit as far
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  as what maybe like priorities or things that they will most
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  likely need to say no to or how they how they could structure
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  think about their time of what's what's important, what they
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  should should do and what they what they could possibly, you
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  know, put on the back burner or, or or get off their plate.
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  Yeah. So that's, it's, it's really
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  interesting to use the word important.
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  One of the key tools that I use with all of my clients and I
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  teach them is the Eisenhower matrix or the urgent important
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  matrix. OK, so the urgent important
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  matrix is a very simple framework.
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  I just kind of sketched it out here, right.
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  I mean, I don't think you can even see it, right?
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  You might see it a little bit right here.
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  Yeah. So let me turn it.
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  Yeah. There we go.
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  So you have urgent and important, right?
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  Yeah. And So what I have to be able to
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  do is focus on the things that are in my role and
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  responsibility that are either important but not urgent and
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  then important and urgent. Now, the problem is, many times
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  leaders have their time sucked away by interruptions and
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  distractions from other people or even from within themselves
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  that keep them from focusing on the things that are important
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  and urgent to them in their role and responsibility.
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  So the thing that you want to learn to say no to is other
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  people trying to put onto your plate things that are their
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  responsibility. So that will mean that when
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  someone comes to you and asks you to do a task that is outside
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  of your role and responsibility, and you know that it will
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  distract you or interrupt you from focusing in on what you
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  must do, then you must have the discipline and the courage to
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  tell them no. Wonderful.
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  Yeah, that clarifies things a lot.
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  And I think kind of goes back to the earlier thing, which
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  mentioned, you know, having those defined roles and
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  responsibilities so that people can determine, you know, pay.
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  This is actually something that you need to spearhead and take
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  take forward or, or you can get done so I can focus on, you
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  know, whatever it is that that I'm responsible for.
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  Absolutely. So with your, you know, your
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  coaching process, you're helping leaders kind of go from maybe
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  being the boss to to being a leader of leaders.
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  Can you talk a bit more about the coaching work you do with
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  with leaders and and owners of? Companies, yeah.
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  So the first thing I want to say, and it's funny, I was, I
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  was chatting with one of my clients about it yesterday.
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  I am very poor at fixing underperformers.
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  So the work that I do is not what I call firefighting.
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  I'm more Smokey the Bear than the whoever the fireman is with
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  the Red Hat that goes around, you know what does that one the
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  the the fireman. What's his name?
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  Yeah, I'm not. Sure.
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  I don't know. Yeah.
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  So. Yeah.
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  So you, you don't wanna come to me if you're trying to save
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  someone. You wanna come to me if you have
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  a a good performer, a high performer who needs to take
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  their game to the next level, That's where I excel in terms of
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  my services. And so the people who come to me
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  are someone who's just been promoted into a role and they
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  know that they're gonna have those challenges of the shift
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  from being a project builder to being a people leader.
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  They know that they're going to have to learn how to protect
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  their time, focus on what's most urgent and important, get really
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  good at accountability, get really good at delegation, and
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  they're just taking their game to the next level.
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  I'm here to help them with that. And the way that I do that is
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  through conversations. So through the conversations, we
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  help to identify what's most important to them.
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  We help to identify the roadblocks that are keeping them
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  from focusing on those things, remove those roadblocks, and
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  then I hold them accountable for the things that they do in order
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  to take their leadership to the next level.
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  And you work with larger companies if you will, but a big
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  range there, you know, 10 million to billion, Yeah.
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  How do you, how do you see the difference there as far as rate,
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  maybe the contractors that are at that, you know, 8 bigger
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  compared to 9 plus figure liters?
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  Does, does does the conversations change quite a
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  bit? Is there things that let's say
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  one want like, you know, people talk about scaling business,
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  right? So let's say they're at that 10
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  million mark, they want to go to the 100 million or, or or plus
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  what? What does that kind of
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  trajectory look like and how do you help facilitate that, that
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  kind of? Growth, yeah, in terms of
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  scaling the business, it's, that's not a lot of the work
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  that I do, I do, I do more of the work that I do is on this,
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  on the communication side, on the team building side, on the,
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  the self-control side, you could say.
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  And so the issues that human beings have, whether you're in a
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  $10 million company or a $3 billion plus company, you'll,
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  you'll find that they're typically the same.
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  And so my, my services, you know, they, they, they affect
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  people in all of those areas. The, the one thing to keep in
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  mind and I, and I, I want to make this clear, number one, I'm
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  not a firefighter and #2 I'm not cheap either.
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  And so and so it's, it's, it's really important for anyone
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  who's listening to this, if you go to my website,
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  constructiongenius.com and you can get a 10 minute call with
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  me, But you've got to understand those two things going in.
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  If your business is on fire, I'm not the guy for you.
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  And if you're not willing to invest a considerable sum in the
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  services that I'm not a fit for you either.
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  And of course that that is based on the fact that you see the
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  value in working with me as a result of the conversations that
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  we have prior to engaging in any coaching.
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  Yeah, sure. Thanks for clarifying that.
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  And then unless there's no so let's dive into communication a
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  bit. When you've got a company that's
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  been built up, you've got your different functions, you know,
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  your finance team and your project team, your operations,
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  your admin, how do you like, what do you, what do you, I
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  guess see as far as like how much communication should be
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  happening back and forth and and what are the best methods?
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  I know you've got your, your kick ass meeting.
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  I think it is. Oh yeah, that you talk about and
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  things like that. So you know, what are some of
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  the things that people that these business should be
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  thinking about for communication company wide?
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  So the challenge with construction is that there is a
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  tendency for silos to to occur, right?
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  So you've got the field, you've got the office or project
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  management, and then you have the accounting and the HR folks.
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  And the problem is this is a human problem.
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  We all think that we are the most important person on the
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  planet, right? And so therefore, my department
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  is the most important department in the company, right?
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  Or my job. And one of the things that you
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  have to understand is that for a construction company to be
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  successful, each element of the business needs to be working
• 18:46
  together well. But you must understand where a
• 18:49
  construction company makes money.
• 18:51
  And the thing to to to really be clear on is that unless the work
• 18:55
  gets put in place, money is not made.
• 18:58
  And so the best construction companies, they give a
• 19:00
  tremendous amount of respect and attention to the folks in the
• 19:04
  field putting the work in place. And they balance that with the
• 19:08
  need to control and systematize that work through the project
• 19:13
  management and through the various financial controls so
• 19:16
  that the entire company is working together well.
• 19:19
  And the key to that is this. If you have a conflict between,
• 19:22
  let's say your project management side and your field
• 19:26
  side, it's likely the result of a poor relationship at the top
• 19:31
  of those silos. So for instance, if you have a
• 19:33
  project executive who hates your general Superintendent, don't be
• 19:38
  surprised if your project manager and your Superintendent
• 19:41
  and your foreman don't get along together well.
• 19:44
  So the the number one thing that you want to focus on in your
• 19:47
  business to improve the synergy and the teamwork of your entire
• 19:52
  business is making sure that the executive levels of your company
• 19:56
  across the various silos have very strong relationships.
• 20:00
  And you must not tolerate, at the executive level, walls
• 20:05
  between the people who are involved in those positions.
• 20:08
  Yeah, well said there. And what does the communication
• 20:12
  or meeting process look like to to have that communication in
• 20:16
  the in the executive level of management?
• 20:19
  There, yeah. So, so there's two aspects to
• 20:21
  it. There's the formal and the
• 20:23
  informal. OK.
• 20:24
  So one thing that's critical is you must understand who is
• 20:28
  ultimately responsible for the success of a project.
• 20:31
  And that person must be willing to take accountability for that
• 20:35
  particular project. And there's always sort of a a
• 20:37
  blending of the of success based on what the field does and what
• 20:40
  project management does. But someone, either the field or
• 20:44
  project management needs to be ultimately accountable for the
• 20:47
  success of the project. With that being said, there
• 20:50
  needs to be strong communication between the the the various
• 20:54
  aspects of the business. And so you should be obviously
• 20:56
  having formal meetings on a regular basis where you're able
• 20:59
  to exchange ideas and views on how our project is going.
• 21:03
  Now, most companies I know have those formal meetings already.
• 21:06
  However, it's the informal meetings where the real work of
• 21:10
  breaking down the silos takes place.
• 21:12
  And so if you have an issue between a couple of people in
• 21:15
  your organization that are high performers, but for whatever
• 21:18
  reason they don't get along well, one thing that you have to
• 21:20
  facilitate with them is them breaking bread together.
• 21:24
  They don't have to be the best of friends.
• 21:26
  They don't have to hang out on the weekends.
• 21:28
  They don't have to go over to each other's house, but they
• 21:31
  should at least be having lunch once a month where they can sit
• 21:34
  and they can eat and they can talk about things other than
• 21:37
  work and get to know each other. Because people, if if you know
• 21:40
  someone, if you like them, if you trust them, then those
• 21:43
  barriers can be broken down. And so get them to break bread
• 21:45
  together in order to build that relationship.
• 21:48
  And then as an executive takes serious time to consider where
• 21:52
  is trust breaking down and why is trust breaking down?
• 21:56
  And then you have to go to work on fixing that in order to make
• 21:59
  sure those silos and those barriers don't occur in your
• 22:02
  business. Yeah, the the trust factor, very
• 22:04
  important and what you mentioned about having those, you know,
• 22:08
  breaking bread meetings or whatever may be so people can
• 22:11
  see, you know, we're all humans here.
• 22:12
  We all have, you know, similar worries and lives and stuff like
• 22:16
  that to some degree, and it's more than just the working
• 22:19
  relationship there. So you've got something called
• 22:21
  the kick ass meeting, I believe. Yes, you can.
• 22:23
  You unpack that and and run us through what that looks.
• 22:26
  Like, yeah, no, dude, it's, it's, it's beautiful.
• 22:28
  So this is a particular type of meeting structure.
• 22:31
  And I'll give you a link so that so people can download the book.
• 22:33
  Then it's not a book, it's an e-book.
• 22:35
  It's nice and short. It's a meeting structure
• 22:37
  specifically for solving problems.
• 22:39
  And so the first thing you have to be able to do when you're
• 22:41
  looking to solve a problem is you have to state the challenge
• 22:44
  well. And the way you find out where
• 22:46
  your problems exist in your business is through a
• 22:48
  combination of your intuition, your objective numbers that you
• 22:52
  have in your business, and then combining your intuition and
• 22:56
  your numbers with conversations in order to clarify what the
• 23:00
  problem is. Once you have the problem
• 23:01
  clearly identified, let's say you have a safety issue on your
• 23:05
  projects, then you would frame the problem in terms of a
• 23:08
  question. And the way you frame the
• 23:10
  question is like this, in what specific ways can we and then
• 23:14
  you insert the problem. So in this case, the problem
• 23:17
  would be improve safety on every project that we built.
• 23:20
  But the key is the is the question format.
• 23:23
  And again, let me repeat that. In what specific ways can we?
• 23:28
  And then you insert the problem that you want to solve.
• 23:31
  And the keyword in that question is the word specific.
• 23:34
  Because when you're looking to problem solve, you want to be as
• 23:38
  specific as possible because the more specific you are, the more
• 23:42
  actionable you can be. Then what you do.
• 23:44
  Let's say you're looking to solve a safety problem.
• 23:46
  Obviously you bring people in from the field, you bring people
• 23:49
  in from the office who are working on the projects and you
• 23:51
  bring your best and brightest minds into the room and you have
• 23:55
  everyone brainstorm ideas on how to solve the problem.
• 23:58
  And then you prioritize those ideas based on what people vote
• 24:02
  on. And in my in the kick ass
• 24:04
  meeting e-book, it's all laid out how to do that.
• 24:06
  But the point is, is that you can go from a blank piece of
• 24:09
  paper with just the problem stated to unanimous agreement on
• 24:12
  what we're going to do to overcome the problem.
• 24:15
  And you can do that in less than 37 minutes.
• 24:18
  From there you can build a simple one page action plan and
• 24:22
  so in less than an hour you can go from problem to action plan
• 24:26
  and really focus in on what you need to do in order to take on
• 24:29
  your toughest challenges in your business.
• 24:32
  Powerful framework and I like how you have some time in there
• 24:36
  to really define and clarify the problem.
• 24:38
  I think a lot of people will jump to a solution and you know,
• 24:41
  just glaze over actually what is the actual problem here?
• 24:44
  And then, you know, brainstorming with the team, so
• 24:47
  everyone's got by and what you know, what is the best solutions
• 24:50
  that we can all come up with and then prioritizing, clarifying
• 24:53
  again in the one pager, everyone's clear and then and
• 24:56
  then moving forward with action. So fantastic.
• 24:58
  Can you share success story of a client of yours?
• 25:01
  Maybe you know where they started, why they they hired
• 25:04
  you, and what what the outcomes were.
• 25:06
  For them, yeah, absolutely. It's interesting.
• 25:07
  I have on my website, you can go to my website,
• 25:10
  constructiongenius.com/clients, and you can see a whole bunch of
• 25:14
  different testimonials from clients who have worked with me.
• 25:17
  And I'll tell you what, one person is a woman named
• 25:20
  Stephanie Fuller, who is the vice president at George Reed
• 25:23
  Incorporated. And she was initially hesitant
• 25:25
  to engage in executive coaching because of the the cost, the
• 25:29
  time commitment and frankly, the vulnerability involved with
• 25:33
  opening up about her personal weaknesses and leadership blind
• 25:36
  spots and even internal company dynamics.
• 25:39
  But she pushed through that and she committed to working with
• 25:41
  me. And as a result of that, she
• 25:44
  experienced A tremendous amount of growth from that, the things
• 25:48
  that she was willing to identify and then work on.
• 25:50
  And what she really liked about it was that I get right to the
• 25:53
  point. My style is consistent, direct,
• 25:56
  and no BS. I cut through the noise, I
• 25:58
  address real challenges to help her to identify the confident
• 26:03
  decisions that she needs to make, and then I hold her
• 26:06
  accountable with the clear timelines and follow throughs.
• 26:09
  And so from conflict resolution to running more effective leader
• 26:12
  leadership meetings, she saw an immediate ROI and it's really
• 26:16
  helped her to uplevel her game as a leader in her organization.
• 26:20
  Fantastic. Yeah, having someone experienced
• 26:22
  and that, you know, second set of eyes, if you will, that can
• 26:26
  see things from more of a distance.
• 26:28
  And, and especially as business owners leaders, you can get
• 26:32
  really plugged in and and maybe been doing things a certain ways
• 26:35
  for years and just never realize that there's these kind of
• 26:38
  glaring issues or things that that could be holding you back
• 26:42
  or, or just creating, you know, ineffective teams and and things
• 26:44
  like that. Can you speak a little bit about
• 26:47
  what the internal leadership and coaching like training program,
• 26:52
  if you will? Like is that something that that
• 26:55
  you've helped with or like how do you see those internal like
• 26:57
  you've got the leader of the company or or your your
• 27:00
  executive team? How do they kind of facilitate
• 27:03
  leadership or train their people to be better leaders in their
• 27:05
  companies? Yeah.
• 27:06
  So I, I have a leadership course that I have with my clients.
• 27:09
  You can take it online. It's called the Shift and it's a
• 27:12
  A5 module leadership course. And it's something I also do in
• 27:15
  person with my clients and also over Zoom.
• 27:17
  And so the shift is, is a comprehensive course
• 27:20
  specifically for construction companies.
• 27:22
  And the first module is all about controlling your calendar,
• 27:24
  not your time. The second one is about
• 27:26
  leadership communication. Then we talk about building and
• 27:28
  leading a high performing team, running effective meetings like
• 27:31
  you and I have talked about Derek, we have a whole module on
• 27:33
  that. And then also the construction
• 27:35
  leaders dashboard, which is a comprehensive look at where you
• 27:39
  want to go with your career as a leader.
• 27:41
  And so it's a comprehensive leadership program that people
• 27:43
  run both internally with their their teams and also bring me
• 27:47
  into facilitate with them as well.
• 27:48
  Yeah, fantastic. So, yeah, we'll put links to
• 27:51
  these resources that Eric has mentioned here in the
• 27:54
  description of the the audio video, wherever you're listening
• 27:57
  or watching. So go check out those those
• 27:59
  resources and and learn more about Eric and Construction
• 28:02
  Genius team. Any final kind of words of
• 28:04
  wisdom or insights that you wanted to share with us?
• 28:07
  Eric Yeah, So a couple of things.
• 28:08
  I I said earlier that my, my services are not cheap.
• 28:11
  And that's true. However, one way that you can
• 28:14
  get to know me more, which a lot of people have really liked, is
• 28:17
  I do have a podcast myself with over 350 episodes.
• 28:21
  Those are 100% free. And then you can also go online
• 28:24
  to Amazon and get my book Construction Genius.
• 28:27
  And that's only 19 bucks or 20 bucks for a paperback.
• 28:30
  And I'd like to give your audience a special offer on
• 28:33
  that. If you buy 10 or more copies of
• 28:36
  my book, reach out to me via my website.
• 28:39
  And if you do buy those 10 or more copies, which which is
• 28:42
  about 200 bucks, I'll come in and do an hour Q&A and training
• 28:46
  session for you at no additional charge over Zoom.
• 28:49
  And I'd normally charge 3500 bucks for an hour of my time.
• 28:52
  But if you buy 10 of the books for your audience, Derek, I'll
• 28:55
  do that at no additional charge. Wonderful, very, very generous.
• 28:59
  So yeah, we will put links, as I mentioned and go grab yourself
• 29:03
  some books and and learn all the, you know, great stuff about
• 29:05
  resources that Eric has here. Be a better leader, build better
• 29:08
  teams. I mean, it's, you know, I don't
• 29:11
  leadership is, is so incredibly important and it makes, it just
• 29:14
  makes a business, kind of makes you want to be a part of, of
• 29:17
  something special, right. Good leaders kind of build
• 29:20
  businesses like that where everyone feels that they're,
• 29:23
  they're, they're heard, they're part of the team, they're
• 29:25
  growing, they're they're on a winning team, right?
• 29:27
  And it's just, it really is a beautiful thing you see that
• 29:29
  strong leadership in an organization.
• 29:31
  So thank you so much for for coming on here today.
• 29:33
  Eric, really appreciate you sharing all your insights.
• 29:35
  My pleasure. Thank you very much for having
• 29:37
  me, Derek.