If you are like most contractors, you dream of growing your business. You may want to get out of the bucket and turn production over to others. You may want to hire a salesman or office manager. You may want to add another crew. Regardless of your own particular goals, growth can be a painful experience if it isn’t managed properly. And the key to properly managing growth is having systems.
Growth necessarily entails delegating tasks and responsibilities to others. If we want to get consistent, desirable results, then we must have systems in place to ensure that our employees are taking the proper actions.
When I first began delegating responsibilities, I often lamented the fact that my employees didn’t do things the way I wanted. It took me a surprisingly long time to realize why—I hadn’t trained them to do things the way I wanted. I assumed that they would somehow know. That erroneous assumption led to a lot of growing pains. Systems won’t eliminate all of the pains associated with growth, but systems will minimize those pains.
With systems in place, we have a process for handling the myriad issues that accompany growth.
For example, if we add another crew, we need to sell more jobs. And to sell more jobs, we need to generate more leads. When we sell more jobs, we have more customers to keep informed. We have more paperwork to keep organized. Without systems, we could easily find ourselves dealing with an endless stream of emergencies, jumping from issue to issue in an effort to put our the latest fire.
But with systems in place, we have a process for generating leads, for selling jobs, for communicating with customers. Fewer things fall between the cracks. We can be proactive and manage the company’s growth, rather than be reactive to the crisis du jour. And that is a lot less painful.