Management

Ep.29: Talking Job-Site Safety with Dale Nikula

October 29, 2018 00:26:07

Accidents happen on the job, and luckily most are relatively minor — cuts, bruises, maybe stitches — but they can be more serious. Then everyone tightens up and pays attention, but that attention tends to fade. Getting jobs done once again becomes the focus, with maybe a few thoughts toward what could have happened. But a major accident could put your company out of business.

Dale Nikula and his company faced the worst that could happen. In 2003, one of his project managers died of head trauma after a fall.

In this episode, Dale talks to Tim and Steve about leading his company through that loss, and getting through the regulatory investigations. He had to take a hard look at how to keep his company thinking about safety — all the time.

Dale is the president of Encore Construction in Dennisport, MA. After working for his father for many years, he founded his own company in 1995 as Dale R. Nikula Co. Inc. Dale had established a reputation as an outstanding carpenter, but clients quickly discovered that he was equally talented at leading people and projects. The company grew steadily as word spread about Dale’s high standards and commitment to his clients. In 2003, Dale renamed his company Encore Construction to reflect the team of carefully selected project managers, designers, and craftspeople that joined him to serve customers.

After the fatal accident, Dale took important steps to keep his company together and get through the investigations. But he went a step farther, concentrating on how to keep his job sites safer, including hiring a retired OSHA official to consult and help create a formal safety program. It has to become a part of your production program, Dale says, and go beyond merely meeting requirements. He shows you how to create safer work sites, including:

Managing safety on a day-to-day basis
The critical nature of a job-site presence
Why OSHA never considers anything an accident
Naming a safety officer who’s in the field
Making the safety officer accountable
The two-strike rule
Covering safety in your budgets
The quality of safety equipment
Getting sub-contractors to buy in
And more…

Safety has to be top-of-mind, not an afterthought. One accident can put you out of business overnight. It’s a heavy topic, but one you should face head-on.

Ep.28: Building the Ladder of Opportunity with David Keebler

October 22, 2018 00:22:14

Hiring and retention are big issues everywhere. As much as we talk about salary and bonuses, the way to get workers to stick around isn’t always about money. It’s more about the culture of your business, and the way you treat your employees from day one.

You need to give people a vision for what they can become, from the first interview. David Keebler returns to the podcast to talk to Tim and Steve about his ladder of opportunity, a step-by-step systematic approach to training and keeping good people.

David is the Production Manager for Harth Builders in Spring House, PA, and a Roundtables member since 2014. He oversees three Project Managers and six Lead Carpenters who are on target to produce $7 million this year.

The ladder is a roadmap for for potential growth for workers in the field. It quantifies what it takes to move up the ladder. In this competitive labor market, a ladder of opportunity can be the difference between a worker taking a job with your company.

David recommends giving yourself a deadline to create this ladder — gather input and commit to a deadline. Get buy-in and information from your Project Managers and Lead Carpenters. Set up a document that shows what is needed to advance, along with a realistic timeline. You’ll learn the benefits of implementing this system, including how it can:

Reduce bickering and complaining
Set clear expectations for pay rates
Identify where your workers want to go
Create a clear system for reviews
Boost in motivation at all levels
Accelerate training and scheduling
Become a marketing tool
Plus much more…

You’ll also learn how to train your employees to teach their field teams. Tapping into the knowledge of your team and setting clear goals will empower your production and hiring processes.

Ep.27: Building Great Trade Partnerships with Cory Fields

October 15, 2018 00:30:24

The term “trade partners” is beginning to replace subcontractor, and it’s a growing concept in the remodeling industry. It redefines the relationship, too, putting it on an even playing field.

But it’s more than just a term, and Cory Fields says they’re separate roles. A trade partnership is like a marriage, based on trust and mutual interest, and you work with them from project to project. You’re just dating your subcontractor, though, working on building a relationship that might not work out anyway.

In this episode, Cory explains more about the trade partner relationship to Tim and Steve, and why it can help your company get through the challenges of finding in-house employees in a labor shortage.

Cory is the Production Manager at Schroeder Design/Build in Fairfax, VA. He’s been there for a little more than four years, starting with four carpenters and three or four trusted trade partners, and growing his team to 14 carpenters and 10-15 trade partners.

Finding a trusted trade partner is a process, one built on clear communication and mutual respect. When you find the right ones, they can help you manage a job better than you could on your own. Cory talks about his interview process, and how he works with trade partners, including:

The importance of fair pricing
Working with you vs. working for you
How to move forward after conflict
Why you should never hold money back from a trade partner, even if it’s their mistake
Wanting the best for them and you
And more…

Building relationships isn’t easy, but finding and developing the right trade partners can make you more competitive and profitable.

Ep.26: Managing Your Clients Through Weekly Meetings with Pete Carey

October 8, 2018 00:32:33

One of the biggest factors in creating success as a remodeling company is keeping clients happy, and a big part of that is how you manage your jobs. Keeping a pulse on the emotional well-being of your clients with weekly meetings keeps the client on your team, while you manage the job.

Pete Carey drops by to talk to Tim and Steve about how to schedule and run weekly meetings, and why it works.

Pete started working as a carpenter for Riverside Construction in West Lafayette, IN, in the fall of 2001, thinking he’d be there for six months. Instead, he’s been with the company ever since. In April of 2018, he moved into the position of Production Manager, and is enjoying the new challenges that come with the role.

You’ve all worked on jobs that were successful in terms of budget, schedule, and finished product, but the clients were still grumpy at the end. Weekly meetings can help avoid that — but you have to make them productive. It’s not just another meeting for the sake of having one, you’ve got to make sure it’s a vehicle for the larger goal of caring for your clients’ emotional well-being. Pete guides you through the process that works, including:

How to set expectations with the clients
The two statements and one question that lead to productive meetings
How to train Project Managers to run them successfully
The key to letting clients know you care
Accentuating the positive
When to bring in help
And much, much more…

Empowering and trusting your Project Managers to set and run weekly meetings is a huge step in creating raving fans and boosting referrals.

Ep.25: How to Fire a Client with Jackie Stezik

October 1, 2018 00:28:16

If you’ve been in remodeling for any length of time, you’ve probably wished you could fire a nightmare client on a bad job. But you don’t, because you’ll lose money, risk your good reputation, and you’ve got a contract.

Jackie Stezik has done it four times — always for the good of her employees.

In this episode, Jackie talks to Tim and Steve about how she does it, what’s in her contracts, and the tipping points that lead to the decision.

Jackie has a master’s in administration and policy, and is the Project Manager at Multi-Trade Building Services in Oshawa, Ontario. Her education, coupled with 15 years in the remodeling business — “renovating” in Canada — has shown her that it’s necessary to recognize when it’s time to fire a client.

Jackie says they never take the step lightly. In all four cases, it was in reaction to emotionally or physically abusive clients who repeatedly made work miserable or dangerous. This episode tells you how Multi-Trade protects their team through:

The cancellation clause in their contracts
Knowing when to pull that trigger
The red flags to look for early
Why it’s their fault, but that’s OK
The importance of having a lawyer’s advice
Why you should have another job to go to
Keeping thorough documentation
And more…

A disclaimer: You should get your own legal advice regarding laws in your area affecting having a similar cancellation clause in your contract. But if you’ve ever dreamed of firing a problem client, this is the episode for you.

Ep.23: Controlling Scope Creep With Sales Change Orders with Will Giesey

September 10, 2018 00:34:03

There’s a traditional divide between Sales and Production. It’s always a challenge — they have different goals, processes, and personalities. Typically, Production is left out of the conversation when it comes to scope creep, leading to delays and change orders during construction — and disgruntled clients.

Will Giesey and his team are changing that situation through careful communication, new processes, and using change orders negotiated by Sales during the design process to set client expectations and streamline the Production process.

In this episode, Will brings along his Production Manager Ryan Stiffney to explain the process to Tim and Steve.

Will founded Bellweather Construction in 2002 in Philadelphia, PA. He earned his MBA from Temple University’s Fox School of Business and studied fine art at Lawrence College, including concentrations in design and architecture. He holds multiple certifications with the National Association for the Remodeling Industry and other related credentials.

Ryan worked in the trades through high school and college. Ryan became Bellweather’s production manager in 2017 and handles internal sales-to-production project hand-offs, client communication, and trade partner relationships.

By introducing the idea of a core scope of work, with change orders occurring during the design process, Bellweather has been able to cushion the blow of escalating prices on their clients while maintaining margins. Get the details on how they make it work, including:

The importance of communication
Who should sign off on the contracts and why
How to explain it to clients
Why it works to vet good clients
The three phases of change orders
Why talk isn’t cheap — or free
And so much more…

For Bellweather, more time in the design process leads to a better Production process — and satisfied clients. For more on Bellweather, check out the website.

We’ve heard feedback from our listeners… Help Spread the Word!

If you’re enjoying The Tim Faller Show, please spread the word and post reviews on iTunes and Stitcher.

We will see you next Monday!

Ep. 22: Creating Bonus & Incentive Programs with Robert Criner

August 27, 2018 00:32:14

It’s a constant conundrum — how to motivate your people. Bonuses and incentives can work, but you have to structure them in a way that speaks to something more meaningful than just extra cash in pocket. Many business owners have tried, many have failed, and some have just given up.

If you fall into the camp of not knowing exactly how (or why) to create a bonus and incentive program, Robert Criner has answers for you.

In this episode, Robert, Tim, and Steve talk about finding the deeper motivation for offering bonuses and incentives. It all revolves around building a team you want to keep around.

Robert is the president of Criner Remodeling in Newport News, VA. Robert founded the company in 1977, and has led it to success and profitability. Robert began working for a remodeling contractor in the summer of 1972, when he started his own one-man operation, and today has a team of 15 professionals. He is deeply involved in the remodeling industry, his community, and takes the time to give back locally and nationally.

The root of a successful program is getting your team excited and involved. Tying rewards to job budgets encourages Production leads to pay attention to what’s being spent on a job, and how it all adds up. Robert tells you how to put a goal-oriented program in place, and the benefits he’s seen, with details such as:

How to change behaviors on the job
Why dumping a big pile of money on a table makes an impression
Structuring your company for employee growth
Bonuses vs. incentives and how they motivate differently
Including the office staff along with Production in rewards
Inspiring envy in your competitors’ employees
And so much more…

Above all, keep it simple. Setting clear goals is the first step. And there’s also a definite bonus in it for remodeling business owners — you’ll attract and retain great employees, while making work fun and profitable for everyone.

Who Should Attend the PURPLE Production Conference?

This action packed conference is designed to meet the needs of all management level production staff including:

Remodeling Business Owners Focused on Production
Production Managers
Project Managers
Lead Carpenters

Ep.21: How to Transition from Lead Carpenter to Production Manager with Ray Hornsby

August 20, 2018 00:28:00

It’s a challenge to hire the right people for the right jobs. Finding a Production Manager is especially difficult — so many remodeling business owners think about moving a Lead Carpenter into that role. It often doesn’t work out, though, because the management skills needed for each job are vastly different.

Ray Hornsby drops by to talk to Tim and Steve about how he did it, the challenges involved, and what he looks for now when considering moving a Lead Carpenter up. Ray’s experience gives him a unique view of what it takes — for everyone involved.

Ray started in construction in 1977 as a painter, and over the next nine learned every facet of the trade. Ray joined Hopkins & Porter Construction Inc. in Potomac, MD, in 1986 as a carpenter, then became a skilled Lead Carpenter. He moved into the Project Manager role for new home construction, then became the Production Manager (replacing Tim), then General Manager, and now owner.

Having looked at the change from both sides, Ray has great advice for owners about what to look for in a Production Manager candidate, and also what Lead Carpenters should consider before making the leap.

The key to a successful transition lies in preparation, communication. and creating a great support system for the new Production Manager. Ray talks about the characteristics that make a Lead Carpenter a good fit for the Production Manager role. “People don’t think about the complexity of the role,” Ray says. “You can’t avoid conflicts, you need to put your foot down, and you have to be good at construction, budgets, and efficiencies.” He offers other tips for making it work, including:

The importance of talking with former peers about the new working relationship
Why Production Managers need to let things roll off their backs
The challenges of sitting in an office for at least eight hours a day
How to structure the transition for success
And more…

If you’re a business owner looking to move someone up from Lead Carpenter, or you’re a Lead Carpenter who’s thinking of making a leap, you need to listen to Ray’s experiences, insights, and good advice. Click through for more about Hopkins & Porter.

FIVE Reasons to Attend the #1 Remodeling Production Event in the Country

Great Speakers / Great Content
Learn from Industry Thought-leaders and Peers
Networking Opportunities & Connections
Cool Venue in an Amazing City
Spend the Day With Tim Faller!

Learn More & Register Today!

Ep.19: Training Project Managers with Mason Gatto

August 6, 2018 00:30:47

The labor crunch is real — and it’s getting even harder to hire great employees. But with an intentional training program in place, you can create greatness.

Mason Gatto joins Tim and Steve in this episode to talk training — specifically about his approach to training Project Managers, but the same ideas apply when teaching Lead Carpenters.

Currently the Production Manager of SoBo Homes Design and Build in Boulder, CO, Mason started as a field laborer and has worked every construction position on his way up. He’s drawn on this experience to develop his approach to training Lead Carpenters and Project Managers.

Mason’s training program for SoBo may surprise you — it’s a 60-day probationary period, with an emphasis on shadowing, not getting hands-on immediately. “Hiring is expensive,” he says. “A couple months seems like too long, but you’ll save time and money over the years.” Success starts with hiring for the right fit, not necessarily for skills or a long resume. He details his training program, as well as:

Why you need to train before mistakes are made
The importance of teamwork
Why a Project Manager should shadow every role in your company
Ways to cut down on the battle between Sales and Production
How to set goals for success
And more…

Finding skilled help is already difficult, with no sign it’s going to get easier. But with an intentional training program in place, you can teach the skills that will ensure success for your new hires, and your company. See more about Sobo Homes Design & Build.

Hear More From Mason…

We’re excited to have Mason as one of our featured speakers at The Purple Production Conference coming up in September! The Purple Production Conference runs alongside our Remodelers Summit in the amazing city of New Orleans on September 27th. Don’t miss this one-day journey through the inner workings of some of our industry’s most successful production departments. REGISTER TODAY!

Ep.18: Managing Labor Staff with Nick Beasley

July 30, 2018 00:31:53

We talk to many guests whose remodeling companies employ the Project Manager or Lead Carpenter systems with sub-contractors. Today, we’re looking at a production operation with 31 full-time employees — including in an in-house millwork shop.

In episode 18, Nick Beasley explains the ins and outs of having — and retaining — such a large production staff to Tim and Steve.

Nick plays an integral role in the growth and development of Adams + Beasley Assoc., acting as director of production for the last six years. Prior to this role, Nick operated his own residential construction firm for more than a decade. Today, he manages a staff of 30 Project Managers, Lead Carpenters, and carpenters, focusing on complex and dynamic residential remodeling projects in and around Boston, MA.

Keeping carpentry and production in-house takes a great deal of organization and training, but the benefits outweigh the challenges, says Nick. The biggest plus is control — of quality and schedules — with greater flexibility. Learn what goes into making it all work, including:

How to hire
Training schedules and materials
Who to meet with and when
Recruiting and retention strategies
Not having to beat up the subs
Setting standards
The importance of creating a great company culture
And more…

You’ll also hear a little about Tim’s time in the Boy Scouts, and how it relates to Adams + Beasley’s carpenter training methods. Give Adams + Beasley a click to learn more about them.

Make the Most of The Purple Production Conference – Bring Your Team & Save!

We’ve heard from many members and associates that they want to bring more than one person to the upcoming Production Conference in New Orleans on September 27th.

So, we’ve established a Team Pricing Discount.

If you bring 4 or more team members, the price for The Purple Production Conference drops to $225 if bundled with Summit and $325 if stand-alone. So bring the team!