![[PHOTO] Light streaming through a key hole illuminating an old iron key.](../images/ph_findings.jpg)
(The company, names and situations are disguised due to confidentiality agreement. The actual client approved the case)
Senior Vice President of Construction Services Scott Brady of Rock, Parkons and Becktell LLP, a global engineering, program management and construction management firm of 8,500, consciously seeks outsiders' perspectives when evaluating operations.
"You can give yourself all the data in the world and surround yourself with all the analytical professional people in the world who will tell you why your operations, services to clients or projects are great," he acknowledges. "But it's people who are not tied directly to your organization who really give it to you straight - like 'expert witness' consultants. I'm lucky to have consultants (Moravec and Associates) tell me what I don't like to hear. It pays these days to listen."
A key lesson came early in Brady's career in the defense industry. He was convinced that he operated an outstanding technical operation and had the measures and awards to back him up. Yet that valuation was entirely from an internal perspective.
A consultant asked him to consider business factors such as structure, empowerment, self-directing teams, timely decisions, succession, etc. as well. Once he did so, Scott downgraded his self-evaluation to a "C." The executive vice president of international business development, marketing and client relations told him, "Now you have a chance to become a great leader."