Richard Crookes Constructions is one of NSW’s largest construction companies, renowned for its reliability, adaptability, and quality outcomes for clients.

The past couldn’t create the future

Like many organisations the leadership system had been designed when Richard Crookes Constructions was a particular size and shape. Given its rapid growth over the last few years, the business had outgrown the leadership system. The sense from leaders was that it did not enable the shared leadership that was needed in order to keep pace with business needs.

Designing and embedding a shared leadership system

The new streamlined leadership system was designed as an enabler, not a hierarchy. Rather than a single, static leadership structure, four distinct and dynamic groups were established, enhancing decision-making autonomy and agility. The system included principle-level shifts in language, behaviours remodelled, the mindset applied to shared leadership and accountability, the structure leaders operate in, and the rhythm in which strategy is set and prioritised.

The outcome

The choice to embark on a transformation to a shared leadership model was to ensure long-term business sustainability, whilst creating a better experience for clients and their people. The new leadership structure objective was to create a better experience for all by generating capacity, providing clarity and working towards a culture of enablement.

Despite many in the construction sector struggling throughout the global pandemic, by investing in the optimisation of culture during the downturn, Richard Crookes Constructions has accelerated its performance on the upturn. With a leadership team that brings currency, relevance, focus, alignment and clarity. it is primed for the next phase of market conditions.