A Construction Executive’s Story – Developing My Leaders Starts with Developing Myself
Mark Reich & Charlie Murphy
This session will introduce you to how I am transitioning from being a leader that builds buildings to one that builds people through problem solving.
The Turner Construction Company is over 100 years old and I’ve been with them for nearly 40 years. I worked my way up from a front-line engineer and I know the work literally from the ground up. In our NY office, I manage a 1300 person organization that has built some of the most iconic structures in New York City.
But often feel out of control of my own schedule. I feel I need to fundamentally change how our company manages.
We do whatever it takes to meet our deadlines and that has made us successful. However we spend most of that time fighting the fires that occur in every project and not enough time thinking about how we build capability to prevent fires from ever occurring. So we are learning to problem solve and this has started with how we document and visualize our work and collaborate across siloes to accomplish our work.
I couldn’t have done this alone. For me to coach problem solving, I had to learn to solve problems myself. In an industry where I felt I knew everything, I had to reset my approach completely from a leader to a learner. Mark Reich from LEI supported me in this effort – we will share how he coached and how I learned.
In this session participants will learn to…
- Understand your role as a leader in your organization to develop capability in your executive team
- Understand how to strengthen your own abilities to coach and mentor others through problem solving in a complex administrative environment
Charles F. Murphy is Senior Vice President of the New York business unit of Turner Construction Company. The New York business unit has more than 1,300 employees and will complete $2.5 billion of construction in 2018. Turner is the only builder offering clients a nationwide network, with 46 offices across the country, and ranks first or second in the major segments of the building construction field. Turner Construction completed $12 billion of construction in 2017 and is, through its subsidiaries, the leading general builder in the United States.
A 30 plus-year construction industry veteran, Mr. Murphy has spent his entire career at Turner. His first position in 1978 was as an engineering assistant in the firm’s Philadelphia office. In the years that followed, he was promoted positions of greater responsibility in Philadelphia and in 1990, was transferred to the New Jersey business unit as chief estimator. In 1998, he moved to the New York unit as chief estimator. In 2002, Mr. Murphy was promoted to vice president of healthcare. He was named Vice President & General Manager in early 2005. In December 2006 he was promoted to Senior Vice President.
Mr. Murphy serves as a Board Member of Catholic Charities of Brooklyn and Queens and the Salvadori Center, Mr. Murphy is also a member of several prominent organizations, including the Contractors’ Association of Greater New York (CAGNY) and the Building Trades Employers’ Association (BTEA) and the New York Building Congress.
Mr. Murphy received a Bachelor of Arts degree in political science from the College of the Holy Cross in Worcester, MA.
Mark supports new product development and the Co-Learning Partners program, assisting companies engaged in lean transformation.
Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others.
Mark doubled the number of companies supported by TSSC from 20 to 40. He transitioned it from for-profit to nonprofit status so it could better support its original mission to strengthen North American manufacturing and help any organization interested in implementing TPS. He expanded the client base beyond manufacturing to hospitals, schools, low-income food distribution, and nationally prominent nonprofits
Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota’s North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations.
Reich has a bachelor’s degree from Ohio Wesleyan University and specialized in Japanese studies at Nanzan University. He is fluent in written and spoken Japanese.