Download Deadline!: How Premier Organizations Win the Race Against by Dan Carrison PDF

Download Deadline!: How Premier Organizations Win the Race Against by Dan Carrison PDF

By Dan Carrison

As a venture supervisor closing date offers real instances and provides worthwhile recommendation approximately tips to take care of clients (listen and involve), group (cultivate and lead) and the time limit itself (take danger and mitigate) from genuine initiatives of huge "companies". I strongly suggest it.

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Extra info for Deadline!: How Premier Organizations Win the Race Against Time

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Turner’s penchant for bringing people ‘‘on board’’ early in the process applies also to its own key subcontractors. Roger Webb of Baker Concrete, a major player in the project with a $50 million contract, was asked to ‘‘office’’ on-site fully six months before he would be pouring concrete. ‘‘For nearly half a year, I attended design meetings and gave my input; no contractor had ever asked me to stay so close to a project before I was actually needed. ’’ Webb was to have a brainstorm of his own. Every stadium built to date has a mixture of precast concrete forms (structures that have been formed off-site and trucked in) and cast-inplace concrete structures, which are, as the term implies, poured ‘‘wet’’ into forms that are removed when the concrete dries.

Yet, he banged on the door of an upset contractor twenty-five years his junior, not because he is physically intimidating but because he felt compelled to rise to the defense of his project. His was an effort to protect something he cared about, not simply to impose his will, and he went alone into a situation that had not yet had sufficient time to defuse. From a purely human relations standpoint, he chose exactly the wrong moment to oppose a rebellious team member bent on gaining either more time or more money—a contractor who, after his public declaration, could little afford to lose face.

The kind of aggression exhibited by Turner is usually possible, oddly enough, from ‘‘conservative’’ companies, which do not demand, in the interests of fair play, intervention from the courts, or sympathy from the customer. Turner had every right to stamp its feet and appeal to higher authorities; instead, it accepted its conditions, but not its fate. PUT ALL DECISION MAKERS UNDER ONE ROOF Given the speed required to meet the deadline, Turner was determined to do things differently in a number of ways, one of which was to 22 DEADLINE!

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