succeed

That old adage rings true in business: sometimes, two heads are better than one.

As we grow ENVIRO Agscience into one of the premier construction and landscape firms in the country, we’ve learned that partnering with other companies helps advance our growth strategy tremendously. Joint Ventures (JV) and/or Teaming Agreements– with similar sized firms or larger ones – maximize the best that each company has to offer and increase the benefit for the client. It’s a win-win-win for all companies involved.

ENVIRO uses partners to strengthen long-term relationships and to collaborate on short-term projects. Partnering helps us grow our business, increase productivity and generate profit. They also help us gain entry into new markets, increase capacity, share financial risks, provide access to greater resources; including specialized staff, technology and project financing/bonding capacity. We have used joint venture, teaming agreement and strategic partnerships on most construction jobs over $10MM and currently partner with three JVs.

When ENVIRO was in the SBA 8(a) program, we found joint ventures to be a good tool for learning the processes, procedures and policies that help fuel the growth of our organization. These teaching opportunities provided us with significant on-the-job training and priceless preparation for future expansion.

As with any relationship, finding a good partner is critical. ENVIRO uses a team approach to identify opportunities and partners. Our marketing director, Ly Eldridge, researches opportunities that fit our corporate profile, and she never seems to sleep. Lonnie Leslie, our business development director, networks at events across the country to connect with corporations that may have an interest in working with us. Director of construction, LeRoy Courseault, recently joined our effort to ensure that opportunities are an ideal fit. Our team weighs the risks and benefits of each opportunity before presenting them to leadership. Thank goodness for a team that makes decision-making a lot easier.

A good opportunity begins with a good partner, and it’s best to pick a partner you can trust. Your ideal partner should share similar business philosophies and corporate cultures. You’ll work closely together, so like-mindedness helps to minimize conflict. Communication is key. Meet regularly and remain transparent with open, honest discussion about the direction you want to take.

(Remember that sometimes even a successful company on paper just won’t be a good fit for your company’s goals and objectives. Don’t force it.)

Once you’ve identified your ideal partner and established open lines of communication, you should reap the rewards of a solid business relationship. The opportunities can be endless, so make the most of them.

Learn | Lead | Succeed

4 Tips to Break the Imposter Syndrome

They say that leaders aren’t born; they’re made.

Well, as the new CEO of ENVIRO AgScience, I have yet to determine whether I was born for this position or if taking the reins of this company will make me the leader I need to become. Maybe it’s a little of both.

But what I do know is that stepping into an executive role is not for the faint at heart. It first requires you to overcome the fear of simply being in charge, as nothing is more challenging than overcoming your own doubts and fears.

This “imposter syndrome,” which I liken to “The Great Oz,” is a fear that the curtain will be pulled back and behind that big, booming voice lies little ol’ me cowering in a corner. Like other leaders – new and old – I work to find the balance between buying into my own hype and facing my own reality. So, here’s what I’ve learned thus far:

Find your source. Every leader needs to find her (or his) inner strength, and mine comes from God. I continually work to overcome my fears by tapping into my faith, knowing that God has put me in this position for a reason, and it’s surely not to fail. He is well aware of my abilities and my shortcomings, and He will fill in the gaps. This much I know for sure.

Build a network. An executive title might imply that you should know everything, but you simply cannot. You need to build a knowledgebase — a solid team of individuals who support your areas of weakness. Identify male and female mentors to act as sounding boards for questions you have or unfamiliar situations you face. Start with your predecessor and more experienced executives in your organization or industry. And don’t forget the importance of encouragement. Surround yourself with like-minded friends and associates who motivate, inspire and care enough to offer advice (solicited and unsolicited).

Be authentic. As you gain knowledge in your new position, there will be times when you might not have an answer. Own it! Know what you know and what you don’t know, and be sincere about it and not overly apologetic. Chances are that if you don’t have a clue, someone you know does. Being genuine is more endearing to potential partners and customers than faking it.

Don’t fear failure. This new opportunity will stretch you out of your comfort zone, and you’re going to do some things right and some wrong. That’s ok. It’s all in preparation. Keep growing and keep learning. Read, study and don’t be afraid to ask for help. Don’t be afraid to fail, knowing that you learn from your failures.

Learn | Lead | Succeed

A Way To Grow and Compete

4 Tips to Break the Imposter Syndrome