Getting Your Construction Company Ready for Company

You know the story. Company’s coming – we need to get this place straightened up!

Truth is, when guests are on their way, getting the “stuff” picked up isn’t much of a problem if there are already systems and routines in place. If like-items are stored in appropriate use-ready places, if each family member knows what his assignment is, if the place is simply cluttered as opposed to being in a state of filth, you can probably nail it in less than an hour.

But, what if your home is in a “state of filth?” What if you have company coming in only an hour?

Is your construction business ready for “company?”

Put another way – Do you have an exit plan? Are you preparing now for that day? Because you know as well as I do, some day “company” will arrive – will you be ready?

There are some construction contracting or service businesses which could be ready for company at the drop of a hat and others which wouldn’t be ready no matter how much notice they were given.

The process of getting your business “ready for company” necessitates the business practices and procedures that maximize the return from your construction contracting firm.

Let’s talk basics

You’ll have to implement best practices for construction business planning which at the very least includes:

  • management
  • operations
  • finances
  • marketing

A solid plan means you will have created operations manuals or their equivalent, and will have at minimum one training center. You’ll be able to document and implement your industry’s best practices, procedures, and systems.

Let’s talk about your job

There are two major jobs you, the owner, need to concern yourself with and they are –  creating career opportunities for your team and building a company that runs without you. Perhaps the greatest task you’ll face is to make yourself DISPENSABLE.

Let’s talk business financials

Knowing your exit plan will have you looking at your business financials in a whole new light. A few of the things you’ll see with better clarity are:

  • Having a budget in place
  • Understanding your accountability to employees
  • Determining to increase revenue, manage costs, and direct overhead spending
  • Organizing and measuring your rise to more profit

We can help.  480-442-4032 or Toll Free: 866-629-7735

Build a broad management skillset – Work on your business, not in it

This is part four in a five-part series concerning Steps to Scaling Your Construction Contracting Business. You can see the introduction to the series by clicking here.

Have you ever arrived in your office and thought, “Help! What should I do first?” The problem may arise from the fact you’re working IN your construction contracting business rather than ON it. So how do you tell the difference? Well . . .

Working IN = way to slow

Working IN your business will have you getting caught up in the day to day. You’ll find yourself working on tasks that aren’t essential to the growth of your business. You’ll be dealing with duties which can easily be delegated to your superintendent, foremen, office manager, or other employee; or you might be trying to take care of details which would be better handled by outside services.

If you’re doing some or all of the service or construction hands-on work yourself, doing estimates, running the errands, ordering the materials and supplies, overseeing each crew, correcting errors caused by employees, and on and on, you’re being swept along by the current of working IN your business.

Working ON = way to grow

Working ON your business has to do with building a game plan, creating a strategic future, learning about business best practices, recruiting and training supervisory personnel, leading your team both in the office and in the field to understanding company strategy, personality, and character. It means focusing your energy toward the main priorities having to do with building your business.

You want to work ON the business?

Then here is a brief list of things you should be doing:

  • Planning
  • Hiring
  • Training
  • Leading the management team
  • Delegating
  • Presenting
  • Selling
  • Negotiating
  • Tracking results

In the early stages of broadening your skill set you will be getting better at determining the next best move, looking for opportunities to be innovative, becoming more proficient at motivating your team, acquiring better skills for tracking performance, and learning how to develop standardized systems. (More on that in the next article in this series.)

Your call to action:

Take a look at your daily to-do list and think of ways you can delegate at least half of the things you consider your current responsibilities. Set a goal date for handing off the various responsibilities. Be prepared to take time explaining what will be required for each task and teaching your standardized processes to those taking over.