Ron Jerdon
President
Jerdon Construction Services
Allentown, Pa.

Clear, concise and regular communication followed by personal accountability is foundational for any successful organization.

Character, competence and commitment are priorities in my firm. Every new hire is familiarized with these priorities and commits to adhere to them while on our team. My goal is to not only lead a successful business, but also create an opportunity for staff members to achieve their personal and professional goals. When followed through, our corporate priorities are designed to strengthen and support both the staff and the organization. These priorities are continuously referenced during monthly meetings.

Every month, we publicly recognize a staff member in front of the entire company and present him or her with a gift card while highlighting specific examples of how corporate priorities are being demonstrated. If a staff member’s conduct isn’t meeting the corporate priorities, a private meeting is conducted to discuss how he or she can be more successful in doing so.

Alan Antoniewicz
COO/President
Spancrete
Waukesha, Wis.

We have an annual strategic planning session at the executive level focusing on a three-year vision. We follow that with a companywide business planning process that focuses on the upcoming year. Then the yearly objectives and projects are cascaded throughout all levels of the organization, resulting in relevant actionable tasks for each employee. We have monthly business reviews at all levels, allowing everyone to know at all times where they are in terms of performance. 

The goal deployment process drives accountability and ownership. Our objectives are tied to significant and measurable results. This strategy drives alignment across the company and focuses everyone on key objectives and projects that move the needle versus daily firefighting. I have had the privilege of working in a handful of strong manufacturing organizations throughout my career, and this strategy has aligned leadership and allowed us to weather the most recent tumultuous construction recession in solid form.

Jack Trunnell
CFO and Co-Owner
Trunnell Electric
Rockville, Md.

Executive information flow downward is intended to set parameters and expectations, give our team leaders specific project information and then let them run with the ball. We take a supportive role and run interference when needed to ensure they can be successful.

We facilitate internal information flow through executive team and periodic all-hands meetings. When there is an immediate need or concern related to jobsite problem-solving or safety, we hold informal “stand-up” meetings.

On the commercial side, we empower our senior technicians to make many decisions quickly on the jobsite, and encourage horizontal collaboration among technicians to support effective troubleshooting and problem-solving.

Our people on the ground are in the best position to solve the issues that invariably crop up, so we see vertical up communication as even more valuable than the flow downward. Often, we can gauge how effective our information is disseminated based on that.