Best practices: C.P. Morgan

Printer-friendly versionSend by email

Close communications. C.P. Morgan uses an integrated structure around leadership which directly contributes to the company's ability to consistently meet goals. Each functional area of the company has an executive team member reporting directly to president Dan Horner. The executive team works closely to initiate action in each leader's area of responsibility involving people str...

April 01, 2006

Close communications. C.P. Morgan uses an integrated structure around leadership which directly contributes to the company's ability to consistently meet goals. Each functional area of the company has an executive team member reporting directly to president Dan Horner. The executive team works closely to initiate action in each leader's area of responsibility involving people strategies, methods, standards, training and processes. The focus is then shifted to directors and manager who drive the team's execution.

Hands on. C.P. Morgan's highly visible method of leading means mid-level and executive management are frequently in the field. For example, company executives visit the company's new Charlotte, N.C. market on a weekly basis to coach and mentor field associates. Other support includes:

  • quarterly corporate meetings attended by all C.P. Morgan associates
  • monthly leadership training for city level directors and monthly meetings for city and corporate directors with the executive team
  • weekly meetings with president Horner, the executive team, directors and managers: managers report on weekly field inspections and develop weekly action items
  • rewarding success at the company including monthly “Mojo” awards which encourage associates to go beyond expectations and recognize synergy
  • through a partnership with Soderquist Center for Leadership, an annual “Team Synergy Month,” with activities focused on leadership in the form of team-building exercises and hands-on training

Support tools. Other C.P. Morgan initiatives also contribute to highly visible leadership. Ultimately, these tools and processes drive performance, helping the company fulfill its vision and mission:

  • Use of online “dashboard” technology used by the executive team and each department to track results against key measurements. These measures are reviewed monthly, weekly and sometimes daily
  • an Expectations Committee, a cross-functional group which assures every company process produces the desired result in customer satisfaction
  • Idea Pipeline to give a forum for any employee's idea for process improvement

Comments on: "Best practices: C.P. Morgan"

Products

In the past 12 months, building product manufacturers introduced a vast number of new products, many of which were featured in the pages of Professional Builder.

Features

Builders, designers, and architects weigh in on what they value in relationships with suppliers and which attributes would make them consider trying a new product.

Email Subscriptions