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#69: Optimal Executive Team Dynamics with Phil Wesbury
Manage episode 413309448 series 2914127
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Phil Wesbury is Vice President at Builtech Services, LLC focusing on business development. He leads Builtech’s business development initiatives across the country with an emphasis on delivering sustained growth across all of Builtech’s key verticals and areas of operation. Phil works with local, regional, and national clientele specializing in Retail, Multifamily, Education, Office, Hospitality, and Industrial development. He thrives on Builtech’s entrepreneurial spirit and dedication to doing what’s right.
Top 3 Takeaways
- Awareness opens doors. Where we lack self-awareness, we invite confusion and frustration. Tools like those from The Predictive Index raise understanding and open dialogue.
- Hit the pause button. When friction arises, call time out. Ask yourself what’s really contributing to the escalation. Competing styles and goals are often the culprits.
- Look at all sides. An investment in talent optimization produces a hard return in the form of performance and reduced turnover but don’t sleep on the so-called “soft” benefits of a better working experience for all.
From Our Sponsor
The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more about Builtech's journey at predictiveindex.com.
From the Source
“If you're okay with being self aware, and you can kind of make fun of yourself a little bit, no matter what PI profile you have, in different situations, you're going to have strengths and weaknesses.”
“When there's a pinch point, and we're having friction, and we're like, ‘My gosh, why aren't we getting along right now?’ then you can kind of point to the fact that, ‘Hey, you're detailed. I'm not.’ And you acknowledging it goes a really long way.”
“We had these flashpoints of stress. Our business cycles really quick, sometimes it can be really slow, and there are so many competing dynamics that affect my world and every other department.”
“If you can drop your unplanned attrition, if you can cut that in half…that’s a pure return.”
“‘Hey, does it feel like we're getting along better?’ Put whatever dollar value you want on it. It's a lot easier to go to work and be productive when you're not stressed through your eyeballs because you're dreading having to battle through a challenge with somebody who doesn't see the world the same as you. And I think that's worth a heck of a lot of money.”
Connect with Phil
Website: http://www.builtechllc.com
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