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The Associated Construction Contractors of New Jersey (ACCNJ) is the recognized building, heavy, highway and utility chapter in New Jersey of the Associated General Contractors of America (AGC), the oldest and largest construction association in the nation. ACCNJ members are responsible for billions of dollars in public and private construction projects annually and employ tens of thousands of skilled craftworkers statewide. The contractors and construction managers that comprise ACCNJ are committed to quality, integrity, skill and responsibility in all aspects of the construction process.
Business-Centric SEO agency with over 100 years of SEO experience, a 10 year proven track record, and over 100M in SEO client revenue.
Technologies 2000 is a Oklahoma City, OK-based company in the Business Services sector.
Wireside is an award winning independent public relations agency focused on high tech B-to-B communications.
The Center for High Performance (CfHP) helps mid-tier to top-tier companies sustain high performance by working with senior executive teams, boards of directors and business unit leaders. We partner with clients to enhance collaboration, stimulate creativity and simplify complex decision-making. Our core offerings include organizational and strategic assessment, executive team and board “Advances” (rather than retreats), leadership development, custom workshops and speeches. Whether your company is rethinking its business strategy, navigating a crisis or poised for significant growth, CfHP can help you increase your competitiveness and maximize returns by showing leaders how to model critical behaviors, thus paving the way for high performance throughout the company. Based on proprietary global research, CfHP has identified the key behaviors that drive – or stifle – high performance. Using insights and tools developed from this research, CfHP helps executive teams make proactive, fact-based decisions by applying the lessons gleaned from high-performing teams. These lessons include confronting harsh realities, banning “the meeting after the meeting,” leveraging individual and team strengths, adapting quickly to change, exchanging information freely and learning from mistakes. We have found that in periods of change and uncertainty, executive teams tend to make reactive decisions based on greed, hubris, denial or fear. Such emotions typically lead to behaviors such as short-term thinking, micromanagement, information-hoarding and acting in one’s own self-interest rather than the company’s interest. During more than 20 years of working with top leaders at a wide range of companies, we have observed that there is a direct correlation between the way a company’s senior leadership team functions and the organization’s long-term business performance. To achieve extraordinary business results, leaders must model the behaviors that drive high performance.