Construction Genius

Dirk Elsperman is the EVP & COO of Tarlton Corporation, a third-generation company that has been in business since 1946. With 29 years of experience at Tarlton, Dirk has worked in all aspects of the company's operations including apprenticing as a carpenter, estimating, project engineering & management, and executive management. As EVP & COO at Tarlton, Dirk is ultimately responsible for the successful completion of their projects and partners with his sister, Tracy Hart, on the administration of the company.  Dirk is also the 2019 President of the Associated General Contractors of America (AGC), the leading association for the construction industry. AGC represents more over 6,500 of America's leading general contractors, and more than 9,000 specialty-contracting firms.  Dirk graduated from Cornell University with a BS in Applied Economics and Business Management. He earned his MBA from Washington University in St. Louis. He serves on advisory boards for the Salvation Army and Olin Business School

What does the NFL and the Construction Industry share in common? The NFL is an ultra-competitive, sophisticated, high-pressure team orientated environment. So is Construction. To get your FREE e-book version of this podcast, click this link. In an April 2017 article published in the Ringer, Michael Lombardi (a former NFL General Manager) detailed what NFL teams look for when drafting a quarterback out of college. He describes seven quarterbacks which define successful quarterbacks: A Winner Emotionally Tough A Grinder A Learner A Lifer Charismatic Lovable In this episode of Construction Genius, I apply the qualities to the construction environment. Adapt them to your company and use them when you are hiring or promoting young people into leadership roles.   During the Great Recession, from April 2006 to January 2011, nearly 2.3 million construction jobs were wiped out. One of the long-term consequences of the downturn includes a void created in field and office leadership. Today, Emerging Leaders are about

Tom Ford, Partner and Director of Operations of MarketOne Builders a general contractor based in Sacramento, California is my guest.  He launched MarketOne Builders in 1997 with his partner James Fitzgerald, focusing on providing Owners, Architects, Planners, Tenants and other shareholders the comfort of knowing their GC is driving the project to meet all of their expectations, especially cost control, quality and schedule.  Tom has 30 years of industry experience, and is actively involved in the business development, preconstruction and project management of commercial construction projects. He graduated from Fresno State with a degree in Construction Management. Worked for Rudolph and Sletten, which groomed his technical abilities as well as his approach to leadership.  Highlights The biggest challenges of a booming economy  How "overpromotion" is affecting project efficiency and quality  Why there is no substitute for "time in the seat" The importance of resourceful and creative project managers How Marke

Sean Cook, President of Cook Engineering, is my guest on today's show.  Cook Engineering is a general engineering company based in Rancho Cordova, California. Sean and his wife Shellie started the business in 2003. They've grown the business to $30m in revenue by taking care of their customers, and providing their employees with a supportive environment.  Our interview focuses on how Sean has leveraged the success of his company into having an impact not only on his local community, but on a broader level, by providing construction services to a village in Uganda.  Highlights include  Sean's encounter with a black mamba  Cook Engineering's decision to sponsor a village in Uganda  How Sean built his business so that he and his top superintendent could to travel to Uganda  The importance of living by consistent values  How focusing on customer service has set Cook apart from other construction companies How to manage the introduction of new technology into the business Overcoming silos between the field and th

Four Leadership Lessons from the Finest Soldier of the Twentieth Century Display Cheerful Optimism  Be Selfless  Practice Loyal Demonstrate Determination This podcast was inspired by a letter on leadership that George C. Marshall wrote in 1920. To download the letter, click this link. George C. Marshall (1880 – 1959) was the Chief of Staff of the US Army from Sep. 1, 1939 – Nov. 18, 1945  Henry L. Stimson, the Secretary of War, paid tribute to Marshall: "I have seen a great many soldiers in my lifetime and you, Sir, are the finest soldier I have ever known."  As Secretary of State from 1947 to 1949, Marshall advocated rebuilding Europe, a program that became known as the Marshall Plan, provided billions of dollars in aid to post war Europe to restart the economies of the destroyed countries.  This plan had a massive positive impact and has directly led to the general peace and prosperity that Europe has enjoyed for the past 75 years, and led to his being awarded the 1953 Nobel Peace Prize. President Harry

Shifting Ownership of a Construction Company to the Next Generation Doug Reitz and his partner are currently 2 years into a 5-year process, purchasing Mark Wilson Construction from the founder.  In this episode of Construction Genius, we discuss Doug's successes, challenges, and lessons learned as he's embarked on the process of becoming a partner in a successful construction company.  Throughout Doug's career in the construction industry, he has been fortunate to have worked in positions that span from Project Clerk to President. He has completed or provided oversight through all delivery methods in projects related to the Medical, Educational, Public Works, Industrial and Religious fields. During this time he has worked closely with Clients, Contractors, Inspectors, and Design Professionals seeing all sides of a construction project giving him valuable insight into the entire construction process. In addition to teaching courses at Fresno State in the late 1990's and early 2000's, Doug has also had the oppo

Saving time and money is essential on every construction project.  In an urban environment, maximizing the use of space is critical also. What if there was a way to reduce the space required for parking by 40-60%, save money by eliminating the floors of concrete needed for a traditional parking structure, and cut 30-90 days off the project schedule? All of this is achievable, and on today's show you'll find out how.  This is the first in a series of interviews that I'll be doing with CEOs of companies that are leading the construction industry forward in terms of new systems, processes and technologies.  My guest is Scott Gable, CEO of City Lift Parking, a company that is revolutionizing the way buildings are built in the United States, particularly in urban, land constrained environments. CityLift Parking designs, installs, and services automated parking systems that reduce the footprint needed for parking and can typically be done at a lower cost per space than conventional parking. Show Highlights What is

According to a recent Bloomberg article: "Last year was a tough one for the Swedish construction giant, with operating income hit by project writedowns, goodwill impairments and restructuring charges totaling 3.1 billion kronor ($327 million)." To put it another way, they took on projects that they couldn't execute profitably. This damaged their reputation, and caused them to take a hard look at themselves and make some changes.  What can you learn from the failures of one of the world's oldest, largest and most successful construction companies?  Your profitability depends on:  Picking the high-quality people, using excellent processes, to build the right projects safely, efficiently, with high quality.  Highlights from the Show What caused Skanska's struggles Your profitability depends on: people, processes, projects Your people must be energetic, smart and ethical  3 ways you can maintain your energy  Why technical, relational and strategic intelligence is essential How to build great teams by blending p

Tim Hogan is the President of Bayside Interiors, an $80m subcontractor in Northern California that specializes in:- Metal stud framing - Dry wall - Taping - Strut Work - Clean Rooms - CAB Design - Architectural Specialties - Access Floors - Acoustical Ceilings - Painting Projects include: San Francisco 49ers stadium, the first Apple store in Manhattan, and Star Wars: Galaxy's Edge at Disneyland in Southern California    Highlights of our discussion:  Tim's journey from Top Gun Sales Person to President  The positive impact of mentor's in Tim's life  The importance of establishing and maintain processes  Why human nature makes accountability essential  Understanding, and sticking to your niche The excitement of taking on high-profile, technical projects  How to promote and sustain relationships with General Contractors  How to avoid limping across the finish line when completing a project BIM Modeling: hype vs. reality  How Bayside's culture impacts employee retention over three generations  The advantages an

This episode covers: Why people get demoted The emotional cost of demotion How to help someone who has been demoted recover, and make a contribution to your company   Why does someone get demoted? Incompetent Poor Decisions Lack of Compatibility   The Emotional Cost of Demotion Shame Resentment Fear How to help someone who has been demoted recover, and make a contribution to your company Set clear expectations Help them with their mindset Meet regularly with them to evaluate, critique and recognize. Next Steps: If you need to help someone recover from being demoted, download the Construction Leaders Dashboard. The Construction Leaders Dashboard is one of the simplest and yet most powerful tools for leaders in construction companies of all sizes that can be used to coach someone through the challenges associate with being demoted by providing a framework to clarify their: Vision, Mission, Values, Edge, Initiatives, Metrics, Key Relationships, and Development Opportunities. To download your copy g

"Business has only two functions — marketing and innovation." Peter Drucker Marketing is about creating and keeping customers Innovation concentrates on creating new levels of performance in one of three areas: people, product, and processes. Innovation is hard because it requires change and doesn't always work; therefore it gets resisted. Angie Simon, President of Western Allied Mechanical, Inc. and incoming President of Sheet Metal & Air Conditioning Contractors' National Association (SMACNA), joins me again. Today's topic, how to implement process innovation, successfully. Western Allied Mechanical, Inc. is an $85 million-dollar mechanical contractor in the Silicon Valley of California who employs over 220 people. SMACNA, is an industry association representing over 1,800 mechanical contractors in the United States and Canada. Three Steps of Successful Process Innovation: Have one person be the "champion" of the innovation Explain the "why" to all parties to get buy in and a sense of ownership Show th

The benefits of planning: Think about what you are going to do, in advance, so that when you act you may act more effectively. Tap into the collective intelligence and wisdom of your team. Minimize risk and maximize the possibility of success. Take into account, and maximize the use of your resources and capabilities. Consider past activity and bringing forward lessons learned into the present plan Strike the balance between prudence and boldness In this episode we cover three things. 5 Essential Elements of a Good Plan The Pitfalls of Planning and How to Avoid them A Planning Framework that Works Inspiration for this episode comes from Chapter Nine, "Plan", of  "Extreme Ownership: How U.S. Navy SEALS Lead and Win",  by Jocko Willink and Leif Babin. 1. 5 Essential Elements of a Good Plan What? Why? How? Who? When? 2. The Pitfalls of Planning and How to Avoid them The pitfalls: Ego, Inefficiency, Rigidity How to avoid them: Simplicity, Efficiency, Flexibility 3. A Planning Framework that Works Rally Cry F

I welcome Jeff Hoopes, Chairman and CEO of Swinerton Builders, back to the show to discuss his approach to leading a multi-billion dollar ESOP company, why the structure of his executive team encourages healthy conflict, and how Jeff is striving to leave a legacy of teaching his employees how to make money, build wealth, and be part of a wonderful company. Click the link to listen to our first interview: Strategic Insights into Growing a Thriving Multi-Billion Dollar Construction Company Main takeaways: What it means to be a servant leader. How Swinerton's ESOP structure influences Jeff's leadership. The structure of, and relationship dynamic within, Swinerton's executive team The power of rejecting "yes men" Swinerton's approach to succession planning Show Notes: A little of Jeff's personal history (Bay Area real estate was expensive, even in the 1980s). How Jeff built wealth within Swinerton's ESOP structure through sweat equity Superintendents at Swinerton retire with $1m in shares. Growing Swinerton i

In this episode we cover three things. The Wisdom Silos The Danger of Silos How to Use Teamwork to Win the Battle Against Silos Inspiration for this episode comes from Chapter Five, "Cover and Move", of  "Extreme Ownership: How U.S. Navy SEALS Lead and Win",  by Jocko Willink and Leif Babin. Check out Jocko's Podcast What is a silo? An isolated grouping, department or team that functions apart from others. 1. The Wisdom of Silos Breaking down into different function and different projects allows for Concentration… leading to higher productivity   Consistency… each day I know what I'm doing and what's required   Accountability… I know who to go to when issues occur etc. Which leads to higher performance (safety, quality, speed) But you have to realize that intentionally or unintentionally the silos can create challenges that hinder the overall effectiveness of the team….   2. The Danger of Silos Us vs. them Long term grudges Hoarding resources Refusing to communicate Rejoicing when something goes wron

Mark Bley has worked in the Construction Industry for over 30 years. He has been on Dome Construction's staff since 1981 and has been President & CEO since 2008. Before becoming President & CEO, Mark acted as Project Manager on Dome Construction's staff for 24 years. His work experience prior to joining Dome includes heavy construction and electrical utility construction and design. To keep young, Mark has mentored 7 boys through Urban Services YMCA Building Futures programs. He is strongly committed to giving our youth every opportunity for their future. Both he and Dome Construction are sponsoring Urban Services Empowerment to Employment (E2E), Genesys Works, and Immaculate Conception Academy and All Stars workforce development programs to assist our youth to become productive. He is on the Board for the All Stars Project. My interview with Mark covers his "prodigal son" beginnings in the construction industry. How he returned and thrived at his father's company by building unique projects for compa

3 Ways to Prepare for An Effective Problem-Solving Meeting Accurately Identify Problems Pick the Team Make the Rules   Highlights Include The source of problems Product   Process People Using metrics to surface problems Lagging indicators Leading indicators Get your facts straight prior to a meeting Get diverse voices in the room Limit the number of participants to between 6-10 Make the ground rules Focus Participate Don't be a jerk   Prior preparation is one part of running effective problem-solving meetings. If you'd like to learn more about a meeting framework that I've used with construction companies for over a decade, click download my FREE (short) report: Kick-Ass Meetings In the report, I break down, step by step, a simple and powerful method to address your toughest challenges and build an action plan to overcome the problem in less than an hour. I know you'll find it extremely useful.  

Action Items from the Interview: Three ways a contractor can ensure a successful partnering project: Understand the expectation of the client Understand the project risks and how to mitigate them Establish yourself as a trusted business advisor Three action steps when passing a construction business to multiple siblings in the next generation Build healthy relationships between siblings Help each individual find their niche Do your best to keep a healthy separation between work and family   Highlights of our conversation include: The unique history of the Ghilotti family building in Northern California Distinguishing Ghilotti Brothers from other Ghilotti construction companies The key to a successful partnering project How to enhance the partnering process Managing the difference between being an entrepreneurial construction company and having institutional public agencies as customer Applying the philosophy of partnering in the private sphere The challenge of involving subcontractors in partnering M

"A real leader is somebody who can help us overcome the limitations of our own individual laziness and selfishness and weakness and fear and get us to do better things than we can get ourselves to do on our own." David Foster Wallace Accountability is holding people responsible for their actions (and outcomes) appropriate to their competency, authority and within their realm of responsibility. This Episode Covers: How to lay the foundation for successful accountability How to have an accountability conversation The benefit of accountability Highlights Include: 00:02:20 The definition of accountability 00:02:38 The winning mindset of successful construction leaders 00:03:22 Why accountability is necessary 00:04:42 The team aspect of construction 00:05:46 The foundation for successful accountability 00:06:59 The "Peter Principle" in construction 00:14:31 How to have an accountability conversation 00:18:31 The frustration one of Eric's clients had with accountability 00:20:17 The consequence of a lack of accou

Alecia Wilmeth is the V.P. and General Manager of Alston Construction Company in Northern California. Alston is an ENR top 100 contractor, corporately based in Atlanta, GA. Alecia started her thirty-year career shoveling dirt on the job site. She has been a foreman, Superintendent, Project Engineer, Project Manager, and now VP and General Manager. Highlights of our interview include: 00:01:04  Alecia's rough and tumble West Texas roots 00:02:50 Her "horrific" first day on a construction job site 00:03:53 Why she rose in just three months to running the job site 00:04:59 How Alecia survived the recession in the 1980s 00:06:28 The one skill that set Alecia apart, and enabled her to excel 00:08:41 How she succeeded by concentrating on performance, and staying away from politics. 00:09:25 How she handled her shift of role from Project Engineer to Project Manager by focusing on responsibility and accountability 00:10:48 Thriving in the "Great Recession" by combining Superintendent and Project Manager roles 00:14:

In this episode, we cover three things. Causes of problems on construction projects The Road to recovery from failure The benefit of taking complete responsibility The inspiration for this episode comes from "Extreme Ownership: How U.S. Navy SEALS Lead and Win",  by Jocko Willink and Leif Babin.   Highlights: [00:02:06] Definition of Extreme Ownership [00:03:52] The Cause of Problems on Construction Projects [00:08:30] The Road to Recovery from Failure: [00:16:04] What to do if someone isn't performing: [00:20:59] The benefit of leaders taking complete responsibility   [00:20:59] The Danger of leaders admitting mistakes [00:27:48] Specific next steps   [00:29:03] A FREE resource to help you solve problems: www.ericanderton.com/kam   The Cause of Problems: Poor Planning Poor Communication Poor Execution The Road to Recovery from Failure:   Take Ownership personally, Acknowledge Failure publicly Develop a plan to win If someone isn't performing: Is it a moral issue? Train and Mentor Keep loyal to team