“WE HAVE INTENTIONALLY FORMED THESE FIVE OPERATING TEAMS TO REMOVE ANY REMAINING BARRIERS. THEY ARE ENCOURAGED TO ACT AS ONE, SHARING RESOURCES AS CLIENTS’ NEEDS DEVELOP.” Glenn Shain, Vice President
RECONSTRUCTING CONSTRUCTION
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MECHANICAL REORGANIZATION FOSTERS VERSATILITY AND OPPORTUNITY With some seasoned leadership retiring and the next generation of management primed to lead, it was time to re-examine, and reorganize, the Mechanical Construction arm of P1.
President Kollin Knox and Vice President Glenn Shain agree that four main goals drove the change: 1. Promote and prepare the next generation of leadership. 2. Eliminate self-imposed restrictions on teams by removing market and geographic segmentation. 3. Reduce corporate overhead costs by migrating towards a Team Leader/Doer model. 4. Position P1 for future growth, long-term success, and security. “We need to prepare our next generation of leadership. With these changes, we are able to transition our high performers into a leadership role,” Kollin said. 8
“We still have teams, but the walls of market and geographic segmentation have been eliminated, and the team leaders will contribute directly to the profitability of their respective team.” “We also wanted Mechanical Construction to closely mirror Electrical Construction, so the two can work more seamlessly together.” Glenn says the new team leaders will follow a “leader/doer” model. “It became evident that every time we needed to make any significant change, the team leaders under our current structure were so far removed from day-to-day project management tasks that we no longer intimately understood the impact those changes might have,” Glenn said. “As a team leader/doer, team leaders will be actively engaged in the process of project management, performing the same role the people they’re leading,” Glenn explained. “This means they have first-hand understanding of what steps need to be taken to improve productivity and accountability.” “We can tap into the diverse talent of our project
