Bill Sandbrook was made the CEO of U.S. Concrete in 2011, stepping into a company that was dealing with the lingering effects of bankruptcy and trying to go in the right direction. Forbes contributor Chris Cancialosi takes a look at the leadership techniques Sandbrook used to turn around the building materials company in the midst of a down construction market and with only three months of reprieve from creditors.

During his first few months, Sandbrook spent the vast majority of his time in the trenches of operation which helped him make several decisions to turn around the company, like acknowledging what you are and you're not:

In order to get the team working together, they had to acknowledge the fact that concrete is not a sexy business. “It’s brick and mortar work,” says Sandbrook, “we’re not a tech startup.” The employee base had to acknowledge that they were a roll-up-your-sleeves company. Pretending otherwise wouldn’t get the company back to where it needed to be.

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