Masonry Magazine August 2012 Page. 41
PRESIDENT THEODORE ROOSEVELT SAID...
"No man has a moral right to withhold his support from an organization that is striving to improve conditions within his sphere."
quickly, but a few can become serious and have long-term consequences. This is why we associate with other business people, network with neighbors, struggle together for a common good, and find solutions to our problems.
On Jan. 1, I didn't come up with any resolutions for this year. However, from this August, onward, how about all of us agreeing upon a simple one: "I will have gratitude for what I have been given, because I've also been given the ability to join with others and overcome my trials."
The heat of summer may go on for many more months yet. My hope is that, come the end of this year, we do see real light at the end of the tunnel. In good times or bad, know that we will get through it. We always have. We are the American building industry. Just keep on putting your pennies and quarters into those baby bottles, and relying upon the leadership that comes from it. IMAS
Gary Micheloni is a working project manager, speaker, author, consultant and coach. Write him at FullContactTeam@gmail.com.
Copyright 2012 Gary Micheloni
COACH GARY'S CORNER:
What's your plan for overcoming trials in 2012? Coaching will help you get there in less time, and with more success. Ask Coach Gary to speak for your group, association or convention, or even to coach your company. Coach Gary's first book, "Get Paid for a Change!" is available at Amazon.com. Get his free scheduling seminars at www.Microsoft ProjectClasses.com.
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ADVERTORIAL
How quickly can you do this job?
CONTRACTOR TIP OF THE MONTH
"How quickly can you do this job?" We hear this daily in the construction business. Even though it is great to be an optimist, this is no time to answer the general contractor with optimistic time lines. In fact, if you want a happy customer in the end, be a little pessimistic. Under commit, so you can be sure you hit the timelines promised. That, in turn, will make your life easier and keep your customer happy.
I took my three girls to Myrtle Beach with three of their friends last week. What a great trip we had! However, with six girls between the ages of 7 and 14 and one man on the trip. it didn't take me long to discover how demanding little girls can be. Two hours into the 10-hour ride, they started taking turns coming to the front of the motor home asking, "How long before we get there?" This went on at least every 30 minutes. If I told one of them five hours, she would say, "You told us five and one-half hours an hour ago. What's taking so long?"
Then I got myself into a real pickle by not allowing for gas and food stops. So, two hours would pass, while I only gained an hour on our schedule, due to stops. I would have to answer four hours when I told them we have five hours left to go two hours earlier. At that point, they would get agitated, team up and have a spokesperson who would say something like this: "You told us we were only five hours out three hours ago, and now you are telling us we are still four hours from the beach."
It made for a long trip down there, especially the last two hours, when they would ask every 10 or 15 minutes. By the time we headed back home, I devised a plan to keep them happy, and I was amazed at how well it worked. When they asked how long we had to go, I would give them the worst case scenario while banking extra time. If there were five hours of driving time left, I would tell them there were eight. It was a good thing I started that early in the trip home as we had traffic issues, and it took 15 hours to drive home instead of 10, like it should have.
And, even though I was extremely tired, the last two hours were an absolute pleasure for me as I still had four hours allotted with only two hours of driving left to go. Talk about a bunch of happy girls - can you imagine going on a four hour trip and getting there in two? I can't even imagine how quickly those last two hours flew by for the girls, but I can assure you I never got a single complaint.
It seems the biggest issues we've ever had on projects have been due to scheduling. Every time we dig into it, we find that a project manager or a foreman has made a promise to a GC that he can't fulfill. Most of the time, it isn't that he doesn't perform the job in a satisfactory way, it's just that he never studied the schedule and built some realistically needed bank time in up front. How could a GC know more about the time it takes to do a masonry project than we do as professionals? The truth is, he couldn't. We learned the hard way that we can't let them dictate an unrealistic schedule to us, or we know we could have big problems coming later in the job.
There is a schedule on every project for a reason, and when a GC puts it out, you and your people had better study it before you agree to it. If not, you will have a disgruntled customer in the end, often for no reason other than the fact that you agreed to something you shouldn't have to start with. Build your time into the schedule up front, and, as you go, and make sure the GC agrees to it. If you do, I guarantee that when you have four weeks left to do the job and finish in two weeks, your customer and you will both have a wonderful finish. And, winding up a job on a good note like that will keep them coming back for more.
Damian Lang is CEO of Lang masonry Contractors in Southeast Ohio and inventor of many labor-saving masonry systems and products. He also is the author of the book "Rewarding and Challenging Employees for Profits in Masonry." To order a copy of his book, or to network with Damian, contact him at dlang@langmasonry.com or 740-749-3512.
Provided by Damian Lang, President of Lang Masonry Contractors, Inc., and EZ Great Corp.
READER SERVICE #314
August 2012
MASONRY 39