Contractor Tip of the Month: The Tough Calls That Define a Leader

Words: Damian Lang

In construction, every project balances a delicate trio: coordination, precision, and timing. However, beyond blueprints and schedules, leadership demands something far greater—the ability to lead and make difficult decisions that shape the future of a company. Here’s the cold, hard truth: If you don’t make tough calls and the necessary changes for growth, your customers or bosses will likely make them for you, leaving you as the one who loses your job.

Inspired by "Sweet Music Man"

This month’s tip draws inspiration from the song Sweet Music Man. It tells the tale of a once-beloved performer who, despite his singing, no longer inspires because he surrounds himself with unchallenging people. Eventually, his long-time producer and listeners give up on him. This painful but necessary truth resonates deeply in business: Sometimes, people outgrow their roles or lose their passion. When that happens, leaders must recognize it and act because failure to do so can destroy an entire team.

Let me share a real-life example. One of our companies, a construction business with 70 skilled employees, prides itself on aligning client expectations with workforce capabilities to ensure the highest project standards.

A Leadership Dilemma

After receiving multiple complaints from the field about workers feeling unmotivated, directionless, and unheard, I knew I needed to have a conversation with the team’s leader. Despite being entrusted with a crucial role, he was failing to inspire and unite his crew. My many conversations with him aimed at encouraging change led to minor improvements, but nothing lasted.

I was faced with a difficult decision: Do I keep hoping things will improve, or do I make the tough call to replace him for the greater good?

This wasn’t just a business decision—it was a human decision. I had to consider not only the employees but also their families. Because most employees have a partner and an average of two children, suddenly, I am responsible for upwards of 280 people, all relying on me to guide our company’s success.

Lessons from Elon Musk

This dilemma mirrors a moment from Elon Musk’s career, as documented in his biography. During a high-stakes project, a team member voiced doubt about the feasibility of their mission. Musk, unwavering in his vision, made it clear that skepticism had no place on his team. Ultimately, the doubting team member was let go, aligning with Musk's philosophy: Anyone who does not believe in the mission cannot contribute meaningfully to its success.

At its core, doubt poisons progress, and unwavering commitment is the cornerstone of any ambitious endeavor. The same principle applies to leadership in your company. Replacing an ineffective leader isn’t an act of cruelty but a strategic move to ensure the collective success and harmony of the team. It is about recognizing that the needs of the many outweigh the needs of a few.

This is the reality of leadership—you have to continuously improve and make tough decisions before they are made for you. Had I not removed the leader, I risked losing my best employees, which would have inevitably led to decreased production. Sooner or later, clients would have noticed the inefficiencies. Eventually, someone, whether a higher-level executive or the market itself, would have forced the change.

Tough Calls on Choosing the Right Clients

Leadership decisions extend beyond managing people—they include choosing the right clients. Weak leaders drain morale, and low-paying, high-maintenance clients can deplete resources and weaken profitability.

After 40 years in this industry, I learned that one truth remains constant: High-paying clients are low-maintenance, and low-paying clients are high-maintenance.

The High-Value Client: Values quality, pays fair prices without pushback, respects your expertise, collaborates effectively, and trusts you to deliver top-tier work. This allows you to focus on the job rather than constantly justifying costs.

The Bargaining Client: Constantly negotiates for lower prices, questions every decision, and demands more for less. They create unnecessary stress, slow down projects, and take up time that could be spent on more profitable work.

Much like an ineffective leader, the bargaining client consumes more than they contribute, draining energy, resources, and patience.

Remove weak leadership for the team’s good and remove bad clients for the business’s good. Holding on to customers who demand more than they pay for limits your company’s growth.

The Hardest Decisions Are Often the Most Important

This lesson applies to every aspect of business—personnel, clients, or suppliers. The things (or people) that hold you back must be let go. These hard calls define great leaders.

That brings us back to "Sweet Music Man." The song isn’t just about a musician losing his way. It’s about the people around him realizing that clinging to the past serves no purpose. The narrator doesn’t hate him. There’s no bitterness. It’s just the recognition that it’s time to let go.

That’s what strong leaders do—they recognize when someone or something is no longer serving the mission and have the courage to walk away.

Make the Decision Before Someone Else Does

I encourage you to listen to Sweet Music Man and let its message sink in while you think about the tough calls you need to make. Strong leadership is about making strategic choices. Whether it’s replacing a leader who can’t rally the team or cutting ties with clients who don’t respect your work, the principle remains the same: Prioritize what strengthens your company and walk away from what weakens it.

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About the Author
Damian Lang is CEO at Lang Masonry Contractors, JVS Masonry, Wolf Creek Construction, Buckeye Construction and Restoration, 3 Promise Labor Services, FlexCrew, Malta Dynamics Fall Protection and Safety Company, and EZG Manufacturing. To view the products and equipment his companies created to make job sites safer and more efficient, visit his websites at ezgmfg.com or maltadynamics.com. To receive his free e-newsletters or to speak with Damian on his management systems or products, email dlang@watertownenterprises.com, or call 740-749-3512.

Contractor Tip of the Month: The Tough Calls That Define a Leader

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