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The construction industry is a model of toughness, efficiency and creative problem-solving. I’ve always thought the completion of a construction project on time, on budget and within quality and safety parameters was nothing short of a miracle. In today’s economy, contractors are expected to achieve this on a fast track with a skeleton staff, a slashed budget and the tightest profit margins imaginable. Driven to work even faster and smarter, company leaders are discovering opportunities to create efficiencies in unsuspected quarters.

The economy is demanding a new breed of contractors who are savvy in relationship building and in all facets of project delivery and business management. To gain efficiencies, construction executives are taking a hard look at internal sources of discord and delay. They’re learning to communicate more effectively across professional divides. They’re making sure every person on the team is aligned with company strategy.

Following are some ways that companies can attain even higher levels of efficiency.

Translate strategy into real work

Goals and strategies often are perceived as separate from the real work. They are frequently expressed in broad philosophical terms that don’t translate into action.

For example, one of my construction clients, seeking to act in accordance with its ISO certification and impending audit, listed 鈥渞educe waste鈥� as one of its goals. While this is a worthy pursuit, it doesn’t have teeth. What kind of waste should be reduced, and by how much?

Define goals in measurable terms: 鈥淩educe electronic waste by 30 percent by the end of 2012.鈥� The company can then develop a plan to achieve that goal by assigning specific tasks to individual committee members and setting deadlines.

A well-articulated strategy, broken into steps, can inspire and unify an entire team. When employees focus on tasks that clearly relate to strategic goals, they are less likely to be caught up in a whirlwind of unproductive activity. A purpose-driven work environment facilitates project delivery and instills a sense of camaraderie and pride among team members. Higher morale leads to greater productivity, which enhances job satisfaction and helps a firm retain top talent.

Company leaders often are tempted to tackle all their goals at once. During a recent strategy session with the general manager of a construction firm, we identified the key areas he wanted to attack. When I asked him which ones were his top priorities, he responded, 鈥淭hey all are!鈥� Better traction comes from prioritization of the expenditure of precious time, money and energy.

Become a great communicator (or rely on a facilitator)

Business leaders who learn to communicate effectively can prevent all kinds of costly mishaps.

When an employee misunderstands a supervisor’s instructions, work must be redone. A meeting won’t achieve its objective if results are distorted by the time they reach the field. And so-called personality conflicts usually can be traced to faulty communications.

When I visit a construction company, I can almost predict where this conflict lives. It’s in the corridor between project management and contracts or human resources, or between accounting and the field.

In a familiar scenario, accounting badgers the field guys to submit daily reports or code their invoices, while the project managers complain that accounting doesn’t provide necessary and timely cost reports. Rarely do I see people sit down and engage in a candid and respectful conversation about the issues. If they did, team members would appreciate each other’s roles and workflow would improve.

Susan Scott, president of Fierce Inc., was referring to dysfunctional organizations when she wrote, 鈥淲e get what we tolerate.鈥� As I point out in my coaching sessions, when construction executives allow conflicts to persist, they are condoning behavior that fosters an undesirable corporate culture. Why waste time in a 鈥渨ork around鈥� when the problem can be eliminated via straightforward conversations?

Consider addressing sensitive issues with the benefit of a facilitator. This skilled communicator will quickly improve the situation while empowering team members with the expertise to navigate future conflicts. The message is clear: no tolerance of inefficiencies that come from miscommunications.

Create a culture of innovation

Leaders of construction firms often are visionaries. Many are likely striving to implement the principles of 鈥渓ean鈥� construction 鈥� adding value to projects through flawless execution, predictable workflow and elimination of waste. They want to move beyond a culture of mere continuous improvement to one of innovation.

What would it take to transform the company? Articulate frustrations, concerns, hopes and vision to someone who can serve as a sounding board. These kinds of conversations can lead to discovery of possible scenarios to generate the best course of action.

Focus, identify core problems, establish priorities 鈥� and communicate compellingly to staffers! A sharply defined idea could improve performance, enhance the company’s reputation and give it a competitive advantage. That would be the best efficiency a company could gain.

Karen Natzel is a business therapist. Contact her at [email protected] or 503-806-4361.