Kevin French is CEO of Scarborough, Maine-based construction management firm Landry/French Construction. Opinions are the author’s own.

One of the most impactful decisions a business leader can make is choosing who they surround themselves with. During my career, I’ve learned that high-performing individuals — those who love what they do and consistently act in the best interests of both the company and the client — are the most valuable investment you can make.

You don’t need to be a massive firm to adopt this mindset. Whether you have five employees or 500, sustainable success comes from prioritizing quality over quantity. Rather than playing it safe, we grew to a $300 million firm by taking bold actions and building a team of professionals who share our vision and live our values every day.

Too often, I hear construction executives say, “We don’t want to pay top-tier salaries, so we’ll hire someone less experienced.” To that, I ask “At what cost?” That thinking is like stepping over wheelbarrows full of money to save a few bucks.

My approach is to hire a mix of experienced personnel and invest in inexperienced individuals, looking to the future.

For instance, maybe I am looking to hire a project executive or a project manager and one candidate requests $80,000 and presents a limited résumé. Another asks for $160,000 and has a proven track record and a great resume that inspires confidence in both clients and peers. I’ll take the latter every time. Why? Because that individual generates a greater ROI in every interaction, decision and project outcome. It’s not about cost. It’s about value.

Building chemistry

I view business the same way I view sports, and every winning team relies on chemistry. Your team must be aligned and united around a shared mission to achieve success and score. When that chemistry is weakened due to performance, mindset, attitude or misalignment, it drags the whole organization down.

Like a coach building a championship team, sometimes you have to make tough calls. You must rebalance the roster; it's not easy, but it's a necessity for success.

I believe that investing in people is the highest-yield investment we can make. That’s why we offer specialized training, professional development reimbursement, strong benefits, and four elective Summer Fridays that employees can use at their discretion, in addition to their regular PTO.

We’ve also invested in our workspace to support not just productivity, but connection. For those who want to enjoy Maine’s beautiful weather, we offer a comfortable outdoor workspace with seating and Wi-Fi. Inside, we’ve created a large gathering space featuring a pool table, shuffleboard, ping pong and a pinball machine. Employees are encouraged to enjoy these spaces during breaks or after a long day’s work.

These aren’t just perks, they’re part of our culture. They foster connection, spark spontaneous collaboration and help build a strong sense of community across our team.

Careful hiring

We have also become more disciplined in our hiring practices. We surrounded ourselves with high performers and had the courage to part ways when the fit wasn’t right.

During my career, I read Good to Great by Jim Collins. His “Right people on the bus” chapter has shaped how I hire, lead and maintain a cohesive team. I’ve given that book to many on my executive team, because I want them to understand the values driving our people’s decisions.

Be the best you can be, day in and day out. You’re here to contribute, to produce and to raise the bar for those around you.

Surround yourself with people who believe, who take ownership and who inspire action.

And just as important: identify, mentor and promote the people who bring energy, optimism, and solutions. These are your difference-makers, the ones who will fuel your growth and lift others with them.