Business results and achievement come from the ability to organize and mobilize other people for productivity and effectiveness.

Doug achieved respectable success in a commercial construction firm through his estimating skills.  After being promoted to Vice President, he struggled with letting go of estimating.  He explained to me that he believed his credibility and value to the company was directly tied to his technical ability.

There was one problem.  The president of the firm viewed this as Doug’s inability to work through others and build a team around himself.  The president said, “Doug can’t be a leader because he still wants to be an estimator.”

There is a time in one’s career when people skills become more critical than technical skills.  A choice will need to be made.  Leader or technician?

Success depends on being capable of anticipating client needs. The ability to probe and anticipate opportunity is a critical skill to develop.  Here are a few tips to practice for those who are insight challenged…

1.  Step back from the task at hand and reflect on what issues the client might encounter once this project is complete.  What is the next logical step or phase?

2.  Listen to the chatter and concerns the clients employees are talking about.  How can you help?

3.  When the client makes a statement or shares a problem, ask yourself, ”what are they asking of me?”

4.  Schedule time regularly to think about the client needs and how you can position your firm’s expertise.

5.  Do not assume the client will connect their issues to your firm’s capabilities. That connection is yours to make.

6.  People do not like to admit a problem until they know you have a solution.  Build a reputation for having solutions and resources.

Few things are less tolerable to high achievers than a “do-nothing” leader.

If you hold the leadership position, have the power to lead, and have earned the people’s permission to lead, but fail to lead…that is a recipe for disaster.

A few years ago, the new President assumed his leadership role in the firm with great promise and vision.  He did a masterful job of rallying together a fragmented partner group and painting a vision of what was possible. Unfortunately, he had one fatal flaw.  He failed to execute. He did not empower his team to act, and subsequently, could not stay the course.  His team became frustrated from lack of support and being second-guessed. The president did not lead.  He did not stand with conviction when representing the group with the parent organization.  They lost hope.  In less than 18 months the firm had a new leadership team.

Lead to their expectations and they will exceed your expectations.