project management
Before you look forward, look back
When Lehman and Roberts started our company in 1939, the industry looked a lot different. It was more physically demanding. Equipment wasn’t easy to use. The act of making and counting batches was difficult and time-consuming. And yet, at the time, asphalt was revolutionary—a more modern, efficient way to build roads. As the industry started growing, the leadership at Lehman-Roberts realized how important it was to stay up-to-date with the latest innovations. That’s why the company decided to get involved at a national level and build connections with our peers. We knew that moving forward, we couldn’t be afraid to adopt new techniques or technology. When the idea to mill existing asphalt came along, we quickly made it a part of our process. We’ve tested rubber asphalt, cold in-place recycling, hot in-place recycling,
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new primers and maintenance tools. If it’s possible with asphalt, we’ve looked into it. When Jim Madison took over the company, he realized something: The industry is always changing. Someone always has a better idea. If it’s good enough, other companies will take notice. He recognized that it wasn’t those industrial innovations that would set a company apart. It was a commitment to hard work and people. That idea, more than any asphalt-related epiphany, has helped shape our business and driven our success. So when you move forward, look back. What has been the thing that defines your company? Is it a technique that you developed? Some technology? For us, it’s always been about helping people. We’ve based the core values of our business (relationships, stewardship, continuous improvement, humility) around that idea. We ground our decisions in that history, and those values are driving the next generation of our business.
Back in the old days, it looked as if one feed bin was enough. Today, the Lehman-Roberts team incorporates RAP bins and more.
Set up a transition plan
Here’s the thing: If you’re a year or two away from a major transition, you should have a plan well in place. A successful transition plan takes a lot of time and self-sacrifice. You’ve got to be willing to put the success of the business above yourself, factor in every contingency, and prepare your own infrastructure for new leadership.