Why You're in It
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There’s instantaneous news and there are timeless truths. Remodelers are better off focusing on the latter. Maybe we all are.
Yesterday, I followed rumors of Michael Jackson’s death on Twitter, and over the course of a 25-minute walk to the store and back, the essential truth was hinted at, speculated upon, and – bing! – confirmed by a handful of the news outlets I follow.
I find myself disappointed when I read the newspapers at dinner – I heard this hours ago! I want the very latest NOW when I refresh Google News on my computer. What caused the DC Metro wreck? Where’s the vote on the energy bill? What rising political star will fall to the ground next? How many died in that bombing in Pakistan? It’s been five minutes … where’s that email response???
And then I switch off the moment and focus on my work of talking to remodelers.
Over the last four and a half years, I have spoken to hundreds of you about the essential truths of your work. I hear that you’re having bad years or good years; you had a surge in leads last month; you’re going into your second round of layoffs; you’ve never had such a tight team; your banker just cut off your credit line; you can’t wait to see how that kitchen job is coming along; that client is nickling and diming you to death; you’ve finally screwed up the courage to sell projects at a 67% markup – and wish you had started 10 years ago!; you were overly optimistic in estimating a big project (really wanted that sale) and it almost did your company in; you just got a great review on a consumer rating site; you just got a terrible and unfair and biased review on a consumer rating site.
And I’ve learned, from the occasional conversation that I have with and/or about truly inspiring remodeling company owners, that what really matters is that you do the following, year in and year out:
- Screen your potential employees, potential clients, and potential business partners.
- Pay attention to red flags the moment they begin flying, and act swiftly.
- (Hire slowly and fire quickly, in other words.)
- Hire people who complement you, rather than resemble you; who have skills and opinions you don’t have; who seem comfortable challenging you, on occasion.
- Give them the information they need to do their jobs, and the tools and training they need to get the information and skills they don’t have.
- Know your numbers, and not just your account balance.
- Write down your systems -- how your company does things -- and make sure the right people see the right ones (e.g., clients know how change orders work; salespeople know what to pass on to field crews and vice versa).
- Take an interest in every person on your staff, and actively solicit their ideas. Attend their meetings, and sometimes just listen.
- Share the rewards of your company’s success, distribute the pain fairly, and communicate about why you're making the decisions you're making.
- Be active in your community. Talk to other remodelers. Join trade associations and peer review groups.
- Plant seeds for the long term and don’t despair if the results come slowly.
- Believe in what you do; do what you believe in.
Not to oversimplify, but the general consensus is that as long as you have these pieces in place, your business will probably be fine in the long run – even if you had a really bad day or week.
“We had a rough year,” one person told me in an interview today. But this person's boss has incredible loyalty, even devotion, from staff and trade contractors. Why? This boss “has sold them on the importance of what they do, and on the fact that everything they do has an impact.”
Turn off the news. Take a nice walk. Remember why you’re in this business and how much you used to look forward to going to work. Share those memories here, if you like. They might make us all feel better.
Leah Thayer, senior editor
lthayer@hanleywood.com
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