The Company:

Construction and rough framing has been the backbone of the Luker family business for three generations. Brothers Scott and Jon Luker have worked construction sites since an early age. In 1999. The brothers merged their two companies, with the goal of simplifying the framing process. This move paid off, and the company started to grow—quickly blooming to eighty employees.

The Challenge:

The Lukar brothers recognized communication as the most urgent challenge with which they were dealing. There was a lack of knowing who was doing what, when, and where. Personal development and growth were important, too. Scott and Jon believed that their biggest payoff could come from investing in leadership development. While this was going on, Scott observed a noticeable improvement in their Luker's material supplier. The manager briefly told him about a 'process' he was involved in—through an LMI Partner.

The LMI Process™:

Scott and Jon enrolled the entire executive team in Effective Personal Productivity®. Jon admits that everyone was not entirely sold on the idea. He personally was skeptical of the plan, but that opinion soon changed. Jon said by lesson two of the EPP he was already focusing on the process. To Jon's surprise, Luker Framing saw a return on investment before they even reached the last lesson in the program. The revenue they were saving as a result of improving their productivity through effective communication completely paid for the initial investment. With the success and accomplishments they achieved in the EPP, Scott and Jon were ready to enter a different phase of development in the LMI Process—strategic planning. They began to develop the company's vision, mission, and purpose statements using LMI's Organizational Strategic Analysis™ workbook. They wrote an executive summary of where they wanted the company to be in one year and set actions steps towards achieving that goal. The plan would soon change Luker Framing, Inc. for the better.

The Difference:

When they began the process in 2002, Luker Framing had two million dollars in gross sales receipts. Receipts increase to nearly thirty-four million dollars in 2006. The executive team has a well-written strategic plan and executive summary. They stay focused on the critical success factors, high payoff activities, and clearly defined long-term goals. The investments made in the employees have increased Luker's competitive posture in their market, and they are focused and committed to building the organization's future to even greater heights of success.