High-Performing Teams Case Study: From Misaligned to Mission-Driven
Size: $50M Revenue
Industry:Â Construction
Problem: This $50M mechanical contractor had strong technical capabilities but was being held back by low morale, weak engagement, and a lack of trust across teams. Field crews felt disconnected from office staff, leadership was bogged down solving day-to-day issues, and there was an overreliance on a few key individuals to make critical decisions — creating significant keyman risk.
The culture was reactive. When things went wrong, people blamed each other instead of addressing root causes. Without a common framework for communication and decision-making, productivity suffered and turnover risk was high.
Solution: We implemented the High-Performing Teams Model — introducing company-wide engagement metrics, improving leadership capability, and aligning team success measures with financial targets. We launched Financial IQ workshops so every employee understood the numbers, rebuilt trust between office and field through structured communication rhythms, and reduced keyman risk by documenting processes and cross-training staff. We standardized project workflows, clarified roles, and created a system that is hard on the process, not the people — ensuring accountability without eroding morale.
Results:
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Revenue grew $8M (from $50M to $58M) within 18 months.
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Operating profit increased $2.4M (a 30% improvement).
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Employee engagement scores rose from 62% to 88% in one year.
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Keyman risk reduced — no single employee now controls critical processes.
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Field productivity improved 15%, reducing project delays and rework.
Low Trust, High Risk
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When we first surveyed the team, overall engagement was below industry average. Trust scores between field and office were even lower. In candid interviews, employees revealed they often felt unheard and disconnected from decision-making. Field crews believed the office didn’t understand the realities of their work, while office staff felt frustrated by inconsistent execution in the field.
To make matters worse, the company was overly reliant on a few long-tenured “go-to” people. If even one left, it would have created an operational crisis — a level of keyman risk that left leadership unable to sleep at night.
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Building a Common Language
We started by bringing the entire company together — project managers, coordinators, estimators, and field technicians — for Financial IQ Workshops. These sessions stripped away the mystery around the numbers, explaining exactly how the business made money, what drove profitability, and where money was lost.
The impact was immediate. Field staff began to see how their day-to-day actions directly affected the bottom line. Office staff gained a deeper appreciation for the challenges crews faced on-site. Instead of “us vs. them,” conversations shifted toward joint problem-solving, with everyone speaking the same financial language.
Systems replaced personalities — creating accountability without the politics.
With documented workflows, measurable success criteria, and regular check-ins, performance conversations became objective. Leaders could coach based on data, not opinions, and employees knew exactly what was expected. By cross-training staff and documenting key processes, the company eliminated dangerous keyman risk and made performance consistent across the board.
Results on the Bottom Line
As trust improved and accountability took root, productivity rose across the company — in the office, crews completed administrative tasks more efficiently, and in the field, jobs were delivered faster and with fewer errors. This operational lift translated directly into financial performance:
- Revenue: up by $8M in 18 months
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Operating Profit: climbed from $8.0M to $10.4M — a $2.4M gain
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From low morale, weak trust, and dangerous keyman risk to a united, high-performing team driving profitable growth — this mechanical contractor transformed its culture and its numbers.
With the High-Performing Teams Model in place, they now have a system that scales, protects against turnover, and ensures performance isn’t dependent on a few individuals.
Every employee understands the mission, owns their role in profitability, and works within a structure designed for long-term success.
This Culture Shift Didn’t Happen by Accident
It happened because leadership committed to building trust, installing systems, and creating a shared language for success.
Once the team understood the numbers, aligned on expectations, and had processes to guide performance, everything changed. Morale rose. Keyman risk disappeared. And results followed.
And your team can do the same.
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