Staying strong

Q. What are the key
elements to developing
a strong system in the

The main thing is clear communication. You and your team
have to be on the same page,
and that comes from constant

We’re actually going through a
challenge right now. We were all
in one office up until a year ago,
and today, we’re in five offices.
Before this happened we said,
‘We think we all communicate
well right now being together.
Spreading us apart is going to
make us better communicators
within our company.’

And it has; it’s made us focus
on making sure that everybody
is on the same page no matter
what it is. And you learn lessons
upfront. We went through a couple scenarios early on of mis-communications with each
other, and it’s made us stronger
and forced us to be better communicators.

Q. How do you get past
those communication gaps?

You have to reinforce your
message. We pull together different events for people to see
each other, which is important
because you have to understand
the core of the company and you
can only do that when you’re all
together. We’ve done little things
like putting newsletters together
that provoke thoughts and questions and highlight each office.

Make sure that you think outside. Anything you do or think
of internally here, you have to
immediately get it out to your
other offices. You have a great
meeting in here, if another
office wasn’t involved in that,
get on the phone and tell them
what’s going on.

Prepare for that upfront. Sit
down with your management
team and say, ‘How can we
keep communications up with
these offices; what are the
things that we can do?’ Don’t
just think, ‘Well, I always talk
with him; we talk every day.’
That’s not communicating, that’s
just chatting. You have to put
things in place to check that
you’re communicating.

Q. What’s the benefit of having a strong system with clear
and constant communication?

It keeps your company on a
path. You have to understand
you change through time, and
times and markets and industries always change. But if you
have a strong system, you identify those things easier and
adapt easier to change.

If you’re running at the seat of
your pants to get things done,
opportunities will pass you by
and challenges won’t get fixed.
There’s no rigid system. The system has to be flexible. It has to
be able to adapt to change, but
it’s got to be your core. … It’s got
to be what you focus on and
what you start with.

HOW TO REACH: Allied Steel Buildings Inc., (800) 259-5946, (877) 997-8335 or

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