Plan your work then work your plan! It really is that simple. This article will speak to how to set up jobs prior to the boots on the ground startup of a project. I believe that this will give you the best chance for success on a project. However, this should also be translated into everyday life regardless of what kind of work you do. The idea is to break down the tasks involved into small bites and analyze each step and have contingencies in place for each step. If you do this properly you will have already virtually completed the project and uncovered any issues, and how to deal with them, before you ever even start the project. Some of this example is industry specific to Electrical Projects, but much of the data is transferable to any discipline.
Prior to bid:
Analyze the customer, scope of work, project schedule, experience you have in this line of work, terms and conditions of the contract, cost to bid the project vs. the likelihood of winning this project, and strategies to secure the project. This takes place to make sure that the project is a good fit for your company prior to spending any money bidding the project. For example: why bother spending the money bidding a project only to find out in the end that you cannot agree on the terms and conditions included in the contract agreement.
Bidding process:
Once you decide a project is a good fit, take the time to go through all the contractual documents. Document all plans and project specification dates on the proposal; any questions or clarifications applicable to the contractual documents or schedule need to have an RFI-P# sent to the Engineer, Owner and GC for clarification and documentation. Then the correspondence needs to be entered into an RFI-P log for tracking. I.E. substitutions, approved vendors, schedule constraints, etc… All communication needs to be logged and tracked. If there are any conversations on the phone, they need to be followed up by an email recapping what was discussed and agreed to by both parties then logged as part of the proposal package. Once the final price is ready for submittal, include all of the recorded RRFI-P#, the dates, and pages of the contract documents, and any correspondence log information as part of the proposal.
Upon award but prior to executing contract:
The contract and documents need to be checked against the proposal documents to assure there are no new changes to the terms and conditions, schedule, contractual documents, and that the contract includes all RFI-Ps and recorded correspondence. The PM and Superintendant that will be running this job need to do an entirely separate take off to compare to the original proposal and be in full agreement that the proposal is solid and nothing has been missed or overlooked.
After execution of the contract but prior to starting the project:
The Project Manager needs to completely build the project from the ground up in their head and prepare the following documents to prepare for the start of the project:
1. Build the budget and breakdown into cost codes; all like type materials and areas for tracking.
2. Build a loaded resource schedule showing all milestones, critical path activities, submittals, manpower, equipment, materials, release dates, etc… This schedule needs to have ‘float time’ built in for contingencies and changes.
3. Start a CO log, RFI log, and correspondence log for the project including all pre-bid RFI-P and correspondence.
4. Build buyout schedules with expected targets.
5. Build rental equipment schedules with budgets.
6. Build four week look-aheads for the first week and continued every week after.
7. Build pre-fab designs and schedules.
8. Draft detailed duct bank drawings.
9. Draft electrical and equipment room layouts and measurements.
10. Build DPO Tracking, if applicable, with release dates.
11. Build LIC worksheet / Indirect daily costs.
12. Build subcontractor buyouts, schedules, and targets.
13. Build schedule of values to keep cash positive based on the above schedules.
By completing all of these tasks (some of which many of my readers will not understand) the PM has virtually built the entire project from the beginning to the end in their head. This will allow the PM to analyze and address any issues before ever starting the project, and allow all long lead equipment or support to be ordered in plenty of time for the project.
Where most jobs go south is when one or more of these steps are skipped or not fully thought through. For example, contracts get signed with language that ties a contractor to something that wasn’t included in the original proposal, or long lead items were not identified in the release schedules, or there wasn’t enough time allotted for a specific activity in the contractual schedule, and so on. The key is to make sure before the job ever starts that there has been good communication between the team that bid this project and the team that will ultimately build this project. The fewer the surprises down the road the better off you will be in the end. It really all comes down to documentation. If you can’t provide proof of the conversation, then you cannot defend your position. So take the time to plan your work before you start the project. Because the truth is; that if you fail to plan your work, you are planning to fail.
While this is pointed directly at construction, and yes I know I left out many items, I used this to get the point across about planning your work. You would never take a trip somewhere without taking the time to plan and pack, but everyday people jump into a work project without taking the time to plan. This article was written to try and express the importance of taking those few minutes to plan your work before you start. It will greatly increase your efficiency and will also keep any surprises from derailing your efforts.
Friday, February 17, 2012
Friday, February 10, 2012
Follow Directions
To all my loyal followers, I apologize for the long delay between posts. We have gone through a large scale restructuring that took up all my free time and kept me from my weekly blog updates. I am back on track now and hopefully will be back to a weekly or at least bi-weekly blog posting. Thanks to all of you who have continued to follow me through this rough time, and I hope you enjoy this weeks post.
Follow Directions
Over the years I have managed multiple team members with a multitude of different personalities. In that time I have made some lifelong relationships with some of them, and had a tumultuous relationship with others. While you would think that the team members that I am still in contact with today would have been the best employees, you would be wrong. The truth is that over the years I have had to fire many team members that I really liked as people. Even though we could not continue as colleagues we were able to continue a relationship as friends. Other team members that I didn’t get along with personally were exceptional managers. This comes down to the famous saying; “it’s not personal; it’s business”. While I tried to help some of the people I liked personally, sometimes it came down to them not having the skill set required for the job, in many cases, not being able to follow directions.
It never ceases to amaze me how many people simply cannot follow directions. One thing I have always done throughout my career is make sure that I follow directions. When my boss asks me for something, it takes top priority over everything else I am doing. Never have I ignored a direction from a superior, or pushed it to the back of the line. However, I have seen this multiple times by other colleagues.
Many companies spend thousands of dollars, and countless hours training each employee on the proper way to complete a job within the most stringent safety guidelines. This is to insure that the job is done right and that the employee goes home safe at the end of the day. However, despite all the efforts and emphasis on procedure and safety, some rogue employees take it upon themselves to break the rules and do things “their way”, putting the company, their lives, and their jobs, at risk.
As a manager I task many of my team members with specific assignments that need to get done. We will go over the details of what I need and a time frame for completion, ending with a Q&A period. However, more often than not, I have to send reminders to them asking again for the ‘deliverable items’ I originally requested. All I can say is thank you Microsoft for Outlook, because without it, I would have a hard time keeping up with all the reminders to ask again and again for the items from my team members. To this day I don’t understand this problem. If my boss has to remind me of something I am mortified that I let it slip. Never would I need to be reminded a second time. So how is it that I have some team members that I have to remind a third, fourth, and even fifth time? How long do you think I will continue to rely on them?
Now don’t get me wrong I have several team members that I never have to ask twice. I also have Managers that feel the same way I do and instantly return my requests ahead of the scheduled completion date. These are my Rock Stars and the team members that will go far with me. However, others will decide what is important and what is not important to them. I honestly believe they think I give them assignments just to keep them busy. The truth is, that if I asked for it, it’s because I need it. Maybe they don’t understand why, but that doesn’t reduce the fact that I wouldn’t ask them for something I didn’t think was important.
I have had many people ask me how I have achieved success in my career thus far, or advice on how they can move up the corporate ladder. In the end it comes down to following directions. If your superior tasks you with something, you need to treat the task as though your job depends on it. If a company has rules-- follow them, as though your job depends on it. There is a reason you were assigned those tasks, or why those rules are in place, even if you don’t understand what they are. Please understand that I am not suggesting that you follow blindly without question. I have never had an issue with a team member questioning my direction. In fact I enjoy it when someone challenges my ideas. I know I don’t have all the answers and I am always looking for another’s insight. What I am referring to is when people say they understand and agree with the assignment and then don’t deliver. If I have to ask two or three times to get something, then I begin to feel that either you don’t respect me enough to execute my request, or you don’t know how to do what I asked.
I have always believed that there are only four reasons why people don’t do what they are told:
1. They don’t know how.
2. They don’t have the proper tools or support.
3. They don’t want to.
4. They are just plain lazy.
Items one and two can be easily fixed by getting them the training, tools, or support they need as long as they let you know what they are lacking. Items three and four are different issues. If one of these is the problem, the only cure is to get rid of the team member and find someone who is motivated to replace them, and supply them with the training and support needed to be successful.
I want to close this article by stating that I am not trying to come across as a tyrannical fascist; but just giving all my readers the best advice I can give, based on my many years in management. If you follow the directions of your superior and the rules of the company, not only will you earn the trust of your superiors and start your accent up the virtual corporate ladder, but you may just learn something along the way.
Thursday, December 15, 2011
The Sorcerer’s Techniques
Over the years I have seen many examples of managers casting blame upon others as though they were sorcerers casting magical spells. Throughout my management career I have always conducted myself in two ways. One, everything starts and stops at my desk. Two, I take all the blame and none of the credit. When something goes wrong it is my fault. I am the manager, who else’s fault can it be? I own it, and accept the consequences. Then I make adjustments that ensure it won’t happen again. When things go well, or I am given a compliment, I pass it down to my team where it belongs, don’t thank me, it was John, or Greg, or etc., which did all the work! If more managers would accept responsibility and stand up for their team, how much stronger would the American workforce be?
Unfortunately, in today’s world, I see more sorcery and finger pointing than accountability. It seems that more people are concerned with self preservation than with doing the right thing. Many managers are interested in setting themselves up in a position with no accountability. When something goes wrong, they divert the focus to a team member and the blame game begins.
As a manager I try to make it very clear to my team what my expectations are and how they will be held accountable to those expectations. If ever I cannot apply accountability, then I know there is an issue with structure. So the question has to be asked, how do people get themselves into a position of power with no accountability? Unfortunately, I can’t answer that question, but I can help by giving advice on how to keep it from happening to you.
If you are in a management position be sure to check your structure. If there is no accountability to a team member, group, or division, then more than likely you have a sorcerer in your organization. Here are the basics: You shouldn’t have responsibility for something you have no control over, nor should you be held accountable to something that you have no control over. Same goes for your team. Take the time to think through your reporting lines and make sure that everyone has a way to be held accountable for everything under their control. Then make sure that all team members truly have control over all they are being held accountable for.
Recently I had a discussion with a good friend of mine (we will call him Jim for this story). Jim is a Sr. PM at a competitor’s electrical company. He was expressing to me some of the frustration he felt due to a series of events he was involved in and I felt this situation would help illustrate the sorcerer’s techniques.
Jim was called in for a meeting by Ken, the Operation’s Manager, to review some of the projects under Jim’s “control”. When Jim arrived, Ken sat him down in his office and began asking Jim why his jobs were losing money. Jim tried to explain to Ken that after he had done his own project analysis, he realized that the estimating department on one of the projects had left out an entire page of the plans, which consisted of the whole third floor lighting and associated labor and materials. On a second project the purchasing department had purchased the generators for the project for nearly $500,000, when the estimate only had a total of $130,000 figured for generators. When you actually looked into the projects they were in good shape considering, all the mistakes made outside of Jim’s control. Once Jim finished with his explanations, Ken was upset and blamed Jim for the problems. Ken went on to let Jim know that he is the Project Manager, and it is his responsibility to make the projects financially successful. He went on to say that, mistakes in estimating are not an excuse for a bad project, every project has estimating mistakes.
So who is the Sorcerer? Is it Jim or Ken? The answer might surprise you. Actually they are both sorcerers. Jim blamed the estimating department and the purchasing department, and Ken blamed Jim. I would be willing to bet that the chain of blame continued in both directions. More than likely the estimating department will say they weren’t given enough time, and the purchasing department would say they got a great deal; and Ken’s boss would say that Ken needs to figure out what’s wrong with his whole group.
If Jim had gone through the plans himself and done his own take off before they started the project, he could have brought this to Ken’s attention before the job went south, and then Jim wouldn’t have looked like he was making excuses since at that point the job hadn’t even started yet.
Ken should have a process in place to make sure that an estimate is right prior to submittal, or at least before accepting the contract, and not put all the responsibility on the PM. That way, if there is something missed, you know before signing a contract and have time to correct the numbers, or take the risk.
For this particular scenario our chain of checks and balances goes like this: as soon as a team is awarded a project, we name a project manager and a superintendent. The project manager, superintendent, and the original estimator take an entire new, and separate, take-off of the plans. Then all three get together to compare notes and only once they have all agreed that the take-off is correct, do we move forward. There is also a high level legal contract review done to avoid contract language pitfalls. This includes the PM, Legal Counsel, Division manager, and a VP. Only once all agree that this is a good project, do we move forward with contract execution. While some people may feel that this expense is unjustified, just think about the amount of money lost on the two examples above.
While there is no guaranteed solution to eliminate all blame, you need to do your best to make sure that everyone is working together to the successful completion of every project. If you can commit to your team and they can count on your support and integrity, you will win and lose as a team with little to no blame or finger pointing. The sorcerer relies on smoke, mirrors, and misdirection and eventually they are reveled for the frauds that they are. It doesn’t take magic to establish accountability but it does take a brain. And remember, thinking is hard work. That is why so few do it!
Unfortunately, in today’s world, I see more sorcery and finger pointing than accountability. It seems that more people are concerned with self preservation than with doing the right thing. Many managers are interested in setting themselves up in a position with no accountability. When something goes wrong, they divert the focus to a team member and the blame game begins.
As a manager I try to make it very clear to my team what my expectations are and how they will be held accountable to those expectations. If ever I cannot apply accountability, then I know there is an issue with structure. So the question has to be asked, how do people get themselves into a position of power with no accountability? Unfortunately, I can’t answer that question, but I can help by giving advice on how to keep it from happening to you.
If you are in a management position be sure to check your structure. If there is no accountability to a team member, group, or division, then more than likely you have a sorcerer in your organization. Here are the basics: You shouldn’t have responsibility for something you have no control over, nor should you be held accountable to something that you have no control over. Same goes for your team. Take the time to think through your reporting lines and make sure that everyone has a way to be held accountable for everything under their control. Then make sure that all team members truly have control over all they are being held accountable for.
Recently I had a discussion with a good friend of mine (we will call him Jim for this story). Jim is a Sr. PM at a competitor’s electrical company. He was expressing to me some of the frustration he felt due to a series of events he was involved in and I felt this situation would help illustrate the sorcerer’s techniques.
Jim was called in for a meeting by Ken, the Operation’s Manager, to review some of the projects under Jim’s “control”. When Jim arrived, Ken sat him down in his office and began asking Jim why his jobs were losing money. Jim tried to explain to Ken that after he had done his own project analysis, he realized that the estimating department on one of the projects had left out an entire page of the plans, which consisted of the whole third floor lighting and associated labor and materials. On a second project the purchasing department had purchased the generators for the project for nearly $500,000, when the estimate only had a total of $130,000 figured for generators. When you actually looked into the projects they were in good shape considering, all the mistakes made outside of Jim’s control. Once Jim finished with his explanations, Ken was upset and blamed Jim for the problems. Ken went on to let Jim know that he is the Project Manager, and it is his responsibility to make the projects financially successful. He went on to say that, mistakes in estimating are not an excuse for a bad project, every project has estimating mistakes.
So who is the Sorcerer? Is it Jim or Ken? The answer might surprise you. Actually they are both sorcerers. Jim blamed the estimating department and the purchasing department, and Ken blamed Jim. I would be willing to bet that the chain of blame continued in both directions. More than likely the estimating department will say they weren’t given enough time, and the purchasing department would say they got a great deal; and Ken’s boss would say that Ken needs to figure out what’s wrong with his whole group.
If Jim had gone through the plans himself and done his own take off before they started the project, he could have brought this to Ken’s attention before the job went south, and then Jim wouldn’t have looked like he was making excuses since at that point the job hadn’t even started yet.
Ken should have a process in place to make sure that an estimate is right prior to submittal, or at least before accepting the contract, and not put all the responsibility on the PM. That way, if there is something missed, you know before signing a contract and have time to correct the numbers, or take the risk.
For this particular scenario our chain of checks and balances goes like this: as soon as a team is awarded a project, we name a project manager and a superintendent. The project manager, superintendent, and the original estimator take an entire new, and separate, take-off of the plans. Then all three get together to compare notes and only once they have all agreed that the take-off is correct, do we move forward. There is also a high level legal contract review done to avoid contract language pitfalls. This includes the PM, Legal Counsel, Division manager, and a VP. Only once all agree that this is a good project, do we move forward with contract execution. While some people may feel that this expense is unjustified, just think about the amount of money lost on the two examples above.
While there is no guaranteed solution to eliminate all blame, you need to do your best to make sure that everyone is working together to the successful completion of every project. If you can commit to your team and they can count on your support and integrity, you will win and lose as a team with little to no blame or finger pointing. The sorcerer relies on smoke, mirrors, and misdirection and eventually they are reveled for the frauds that they are. It doesn’t take magic to establish accountability but it does take a brain. And remember, thinking is hard work. That is why so few do it!
Friday, December 9, 2011
The Danger of Silence
If a tree falls in the forest, and nobody is around to hear it, does it make a sound? Basic physics can prove the answer to this question, and it is Yes! It absolutely makes a sound. However when a customer is disappointed there is no way to be sure they will make a sound.
Many of us have seen the survey cards, emails, or call backs asking how a company did. Were you satisfied, etc…? I applaud those companies because at least they are asking. Furthermore they are taking an extra step to try and understand their perceived value, and if the customer enjoyed their experience.
The problem is that most people don’t want to be bothered by these surveys. They are way too busy to take the time to fill out a survey or comment card, or spend time answering questions. Many studies have been done, and the average is around one percent of patrons actually fill out a survey or comment card. If you dig deeper into that statistic you will find that, a majority of the surveys that are filled out are not complimentary. Therefore, you can reduce it down to approximately one out of a hundred people will actually take the time to tell you how you are doing, and usually it is only if they were dissatisfied. So what about the other 99 customers? Where they all happy? Of course not!
This blog was inspired by an experience I had this weekend. My wife and I went out to eat at a Mexican restaurant. Actually, it used to be her favorite restaurant. When we arrived we spent about five minutes waiting at the door with no one acknowledging that we even existed. Finally we had someone come over to and take us to our table. Then a waiter came up and took our drink order. About ten minutes later he came back with what must have been a very complex drink order, two waters and a diet coke! Then, before we could say anything, he said he would be right back to take our order.
As we waited for at least another 10-12 minutes, I couldn’t help but notice there were hardly any people in the restaurant. While the bar was pretty crowded, the actual restaurant was empty. What could cause such bad service at what used to be an excellent restaurant? The more I thought about it the more I realized that the last several times we had visited this restaurant the service and food had progressively lost the quality it once had.
Just then the waiter came over, and took our order. After we waited for what seemed to be an eternity, the cook actually came and brought us the food at last. I guess the waiter couldn’t be bothered? My food was not only a disgrace to Mexican cuisine, but the cook hadn’t even remembered to stuff the peppers I ordered. After two bites I pushed the food to the end of the table, and figured I would send the food back when the waiter came back to check on us. Roughly 30 minutes later the waiter came to our table and asked if we were done as he took up all the plates, completely ignoring the fact that I hadn’t eaten any of my meal. At this point I was so angry I figured I would just keep my mouth shut and leave.
My wife and I left and talked about how sad it was that they could let, what was once a great product, become such a disappointment. We will continue to spread the word to everyone we know that this place is a dive, and will never again recommend it to anyone. Once more we will never patronize that restaurant again.
So the question I put out there is how many customers do you have that are not saying anything to you, but are saying a lot about you? In the past if I came across this situation I would take the time to express my dissatisfaction to the manager. However, in the above case I was pushed so far over the edge that I was just done with this establishment. Most people are not going to say anything to you regardless of their frustration level. They will just disappear.
Today I have had a chance to calm down and I plan on stopping by the restaurant and letting the manager know what happened and why I will not be returning. Being in business, I feel I have that obligation. However, it will not change the outcome.
Too many companies in today’s world feel that ‘no news is good news’. I hope that this example helps illustrate how dangerous silence can be, as well as the importance of having a specific process and continually monitoring its success. That which is not measured cannot be improved. So how are you measuring your customer’s satisfaction?
The truth is that I love to hear from happy customers that sing my praises. However, I need to hear from the ones that are not as impressed. Every time a customer has a problem, I have the chance to excel. It is my duty to my customers to always be looking for ways to improve their customer experience and reward them for choosing our service over the hundreds of other options they have.
So if you don’t currently monitor your customer’s satisfaction, you really should start to think about implementing a plan. While yes, there will always be a small group that is willing to tell you where you went wrong, it is the silence that is the true danger to your bottom line.
Many of us have seen the survey cards, emails, or call backs asking how a company did. Were you satisfied, etc…? I applaud those companies because at least they are asking. Furthermore they are taking an extra step to try and understand their perceived value, and if the customer enjoyed their experience.
The problem is that most people don’t want to be bothered by these surveys. They are way too busy to take the time to fill out a survey or comment card, or spend time answering questions. Many studies have been done, and the average is around one percent of patrons actually fill out a survey or comment card. If you dig deeper into that statistic you will find that, a majority of the surveys that are filled out are not complimentary. Therefore, you can reduce it down to approximately one out of a hundred people will actually take the time to tell you how you are doing, and usually it is only if they were dissatisfied. So what about the other 99 customers? Where they all happy? Of course not!
This blog was inspired by an experience I had this weekend. My wife and I went out to eat at a Mexican restaurant. Actually, it used to be her favorite restaurant. When we arrived we spent about five minutes waiting at the door with no one acknowledging that we even existed. Finally we had someone come over to and take us to our table. Then a waiter came up and took our drink order. About ten minutes later he came back with what must have been a very complex drink order, two waters and a diet coke! Then, before we could say anything, he said he would be right back to take our order.
As we waited for at least another 10-12 minutes, I couldn’t help but notice there were hardly any people in the restaurant. While the bar was pretty crowded, the actual restaurant was empty. What could cause such bad service at what used to be an excellent restaurant? The more I thought about it the more I realized that the last several times we had visited this restaurant the service and food had progressively lost the quality it once had.
Just then the waiter came over, and took our order. After we waited for what seemed to be an eternity, the cook actually came and brought us the food at last. I guess the waiter couldn’t be bothered? My food was not only a disgrace to Mexican cuisine, but the cook hadn’t even remembered to stuff the peppers I ordered. After two bites I pushed the food to the end of the table, and figured I would send the food back when the waiter came back to check on us. Roughly 30 minutes later the waiter came to our table and asked if we were done as he took up all the plates, completely ignoring the fact that I hadn’t eaten any of my meal. At this point I was so angry I figured I would just keep my mouth shut and leave.
My wife and I left and talked about how sad it was that they could let, what was once a great product, become such a disappointment. We will continue to spread the word to everyone we know that this place is a dive, and will never again recommend it to anyone. Once more we will never patronize that restaurant again.
So the question I put out there is how many customers do you have that are not saying anything to you, but are saying a lot about you? In the past if I came across this situation I would take the time to express my dissatisfaction to the manager. However, in the above case I was pushed so far over the edge that I was just done with this establishment. Most people are not going to say anything to you regardless of their frustration level. They will just disappear.
Today I have had a chance to calm down and I plan on stopping by the restaurant and letting the manager know what happened and why I will not be returning. Being in business, I feel I have that obligation. However, it will not change the outcome.
Too many companies in today’s world feel that ‘no news is good news’. I hope that this example helps illustrate how dangerous silence can be, as well as the importance of having a specific process and continually monitoring its success. That which is not measured cannot be improved. So how are you measuring your customer’s satisfaction?
The truth is that I love to hear from happy customers that sing my praises. However, I need to hear from the ones that are not as impressed. Every time a customer has a problem, I have the chance to excel. It is my duty to my customers to always be looking for ways to improve their customer experience and reward them for choosing our service over the hundreds of other options they have.
So if you don’t currently monitor your customer’s satisfaction, you really should start to think about implementing a plan. While yes, there will always be a small group that is willing to tell you where you went wrong, it is the silence that is the true danger to your bottom line.
Friday, December 2, 2011
Problem Solvers
It has been my experience that problem solvers hold the most value within a company. For that reason, I try to surround myself with team members that look for solutions. Since my first job, I have always felt that my duty was to make my boss’s job easier. I figured that it was my job to find ways to solve my superior’s problems. This same attitude flows over into the customer service side of business as well. No one wants to solve your problems, they want someone with solutions.
Yesterday, I was speaking with a colleague, and he was telling me that he is sick of people bringing him problems. He doesn’t need people to bring him problems; he can find them all by himself. In fact, problems will ultimately present themselves in almost every occasion. So why am I paying people to bring the problems to me? This was a very insightful view and quite accurate.
Over the years I have encountered many of these types of team members. Most of them fall into one, or more, of the following categories: gunslingers, time travelers, and tenants.
The Gunslingers will shoot holes into the best laid plans. They are only concerned in casting blame and showing where all the problems are in any given situation. You can spend hours trying to help them solve problems, but they will just continue to tell you why those ideas won’t work. Try to stay away from these types of people. They are rarely trainable, and I have only seen a few that could be converted from their pessimistic outlooks.
The time travelers are the employees that either want to know the future or can only focus on the past. A time traveler will always stay focused on what happened yesterday or what will happen tomorrow. The best way to deal with these team members is to constantly reinforce the fact that we can’t change the past, and we don’t know the future. I have found that if you can get them to start expecting the best but planning for the worst, you can break them of this bad habit. My experience has been that you can learn from history but you need to focus from this point moving forward. Finally you want to have contingency plans in case something does go wrong. However, you cannot afford to stop production due to fear of the unknown.
Our last category are the tenants. I call them tenants because I think of the relationship between a tenant and a landlord. All the tenants do is bring the landlord their problems to fix. While that might be the job of a landlord it is not the job of a manager. Over the years I have used the following technique to stop the tenants in their tracks. When I have someone who continuously brings me problems, I simply ask them the question, what would you do if this was your company? Based on their answer you will know if they are the right person for the job or not. If not, maybe some mentoring is needed? I will get into mentoring next. However, if they can handle it without having to come to you, then why are they coming to you? The simple answer is that they are afraid to make the wrong decision. I have a simple fix for this as well. When I get someone who constantly comes to me with problems or questions, and I know they are capable of handling it without my involvement, I tell them the following; “From this point forward I don’t want you to ask me anymore questions that I can’t answer with a simple yes or no.” For example, don’t come to me with a question about what do I think you should do about….. Instead come in with a statement. I was going to do this about ……is that ok? This will show me that the manager has at least taken the time to think through the problem and come up with solutions. Therefore, bring me one or multiple solutions to choose from. This will eliminate the fear factor and cut down on the interruptions. Over time the manager will also start to build confidence, and realize that they don’t have to involve you on every decision.
My last comment is about mentoring. This is a lost art. Many people today think that they can just hire the perfect employee, and that doesn’t work. While I have spoken about many specific problematic personalities, you have to be honest with yourself. This whole article only applies to skilled and seasoned team members. If you continually have people coming to you with questions, is this a personnel problem or a training problem? If you look back on your own career I am sure you will remember many people who took the time to teach you the skills you have acquired. Make sure that you make time to mentor and train others. I personally have time built into my weekly schedule for mentoring. You cannot just hire the perfect employee. There are too many differences from one company to another. However, if you spend the time to train them properly you will build a relationship with a valued team member that will solve your problems and in the end give you more time to train others.
Yesterday, I was speaking with a colleague, and he was telling me that he is sick of people bringing him problems. He doesn’t need people to bring him problems; he can find them all by himself. In fact, problems will ultimately present themselves in almost every occasion. So why am I paying people to bring the problems to me? This was a very insightful view and quite accurate.
Over the years I have encountered many of these types of team members. Most of them fall into one, or more, of the following categories: gunslingers, time travelers, and tenants.
The Gunslingers will shoot holes into the best laid plans. They are only concerned in casting blame and showing where all the problems are in any given situation. You can spend hours trying to help them solve problems, but they will just continue to tell you why those ideas won’t work. Try to stay away from these types of people. They are rarely trainable, and I have only seen a few that could be converted from their pessimistic outlooks.
The time travelers are the employees that either want to know the future or can only focus on the past. A time traveler will always stay focused on what happened yesterday or what will happen tomorrow. The best way to deal with these team members is to constantly reinforce the fact that we can’t change the past, and we don’t know the future. I have found that if you can get them to start expecting the best but planning for the worst, you can break them of this bad habit. My experience has been that you can learn from history but you need to focus from this point moving forward. Finally you want to have contingency plans in case something does go wrong. However, you cannot afford to stop production due to fear of the unknown.
Our last category are the tenants. I call them tenants because I think of the relationship between a tenant and a landlord. All the tenants do is bring the landlord their problems to fix. While that might be the job of a landlord it is not the job of a manager. Over the years I have used the following technique to stop the tenants in their tracks. When I have someone who continuously brings me problems, I simply ask them the question, what would you do if this was your company? Based on their answer you will know if they are the right person for the job or not. If not, maybe some mentoring is needed? I will get into mentoring next. However, if they can handle it without having to come to you, then why are they coming to you? The simple answer is that they are afraid to make the wrong decision. I have a simple fix for this as well. When I get someone who constantly comes to me with problems or questions, and I know they are capable of handling it without my involvement, I tell them the following; “From this point forward I don’t want you to ask me anymore questions that I can’t answer with a simple yes or no.” For example, don’t come to me with a question about what do I think you should do about….. Instead come in with a statement. I was going to do this about ……is that ok? This will show me that the manager has at least taken the time to think through the problem and come up with solutions. Therefore, bring me one or multiple solutions to choose from. This will eliminate the fear factor and cut down on the interruptions. Over time the manager will also start to build confidence, and realize that they don’t have to involve you on every decision.
My last comment is about mentoring. This is a lost art. Many people today think that they can just hire the perfect employee, and that doesn’t work. While I have spoken about many specific problematic personalities, you have to be honest with yourself. This whole article only applies to skilled and seasoned team members. If you continually have people coming to you with questions, is this a personnel problem or a training problem? If you look back on your own career I am sure you will remember many people who took the time to teach you the skills you have acquired. Make sure that you make time to mentor and train others. I personally have time built into my weekly schedule for mentoring. You cannot just hire the perfect employee. There are too many differences from one company to another. However, if you spend the time to train them properly you will build a relationship with a valued team member that will solve your problems and in the end give you more time to train others.
Thursday, November 17, 2011
The Customer Always Wins
Last week I received another overwhelming response to my article “Educating The Customer”. I thank everyone for their support and comments. It seems that many of the comments I have received relating to the customer being right, come down to negotiations. One person, who actually commented on the blog itself (which is greatly appreciated and helps promote discussions), explained that they were “A non-confrontational person” and had trouble when it came to educating the customer. While the example I gave in my story was based more on a safe and professional installation, those comments conflated with many other comments from my previous article “Who’s Your Customer”. So I thought I would share this story with everyone. This is an actual event, from when I worked on a hospital remodel project.
I was the project manager on an emergency room expansion project to an existing, well established, hospital in Florida. We had been working on this project for approximately six months and the overall project had been broken down into twelve different phases. We were just starting the third phase which was building out an old storage room into a new pharmacy.
Prior to starting this phase the GC had a pre-construction meeting with all the sub-contractors to discuss the plan. I had put together our electrical plan and our schedule for the execution of this phase and was well prepared for the meeting. The meeting went off without a hitch. Everyone seemed to be on the same page, and it looked as though this phase would run as smoothly as the previous phases.
The following Monday the GC’s superintendant came up to me and asked why we hadn’t started work in the storage area yet? Confused, I looked at him and stated, that I thought we had just discussed this at the meeting last week, and they were supposed to start the demo today. The superintendant said, “Yes, exactly, why aren’t you in there removing the fixtures?”
I tried to explain to the superintendant that the demo work was not in our contract and that all we were supposed to do was disconnect the power to the storage room for the demo crew. The super flipped his lid and started screaming at me and calling me some less than flattering names. Rather than become emotional and take it personally I sat there and listened to him, and allowed him to vent his frustration. I then told him, I understood his frustration and maybe I was wrong. I invited him back to my office trailer to check, and if indeed it was in my contract, I would get people in there immediately to start removing the fixtures.
I will not bother to go into the details of the contract but we were at a standstill. After looking over the contract the super was convinced that it was my responsibility, and I was convinced that it was not. At this point the super and I went to discuss this with the Project Manager for the GC. The Project Manager, again not letting emotion get involved, sided with me on the fact the there was a note on the electrical plans that said: “all demos by others”. The problem was that there was a note on the demolition plans that said: “fixtures to be demoed by others”. This was clearly a mistake and now we had to get it resolved.
The GC brought in the owner to discuss the situation and the owner was very adamant that they were not going to pay any money out for something that was in the contract, regardless of how unclear. They believed that it was not an acceptable reason for a change order and that the problem should have been found before this point in the project.
Again, I am not going to get into details but in the end the owner realized that since the architect was hired by the owner, and the architect drew up the plans and wrote the notes, that the liability lies with the owner, and if they wanted to they could go back to the architect for compensation.
Now in most cases this situation would have resulted in a change order, and the only person coming out of the whole process with a positive experience would have been my company. However, as I have said many times, I believe in giving the customer the best possible value.
What no one else knew was that I was also doing a project for a small warehouse facility. This warehouse had minimal lighting installed and the owner was planning on adding shelving and was in need of additional lighting. However, his budget was extremely limited to say the least. Keeping in mind that I am always looking for a win/win situation for my customers, I asked the owner of the warehouse facility if he cared if the lights to be installed where used. The owner quickly replied, that he didn’t care as long as they worked. I asked him to let me check on some things for him, and I would get back to him.
I went back to the hospital and spoke with the GC. I told him that if the owner was willing to let us keep the lights, that I would remove the lighting for free. The GC went to the owner and then the owner and I discussed it. I told the owner that if I could keep the fixtures we would not charge for the demo, assuming I could get the other customer to buy the lights from me. The owner was thrilled and in full agreement.
I went back to the warehouse owner and told him that I had the opportunity for him to buy 400 fixtures at $40 each. I explained that I understood he only needed 275 fixtures, but at $110 each that would cost him $30,250. Some of the used fixtures would not be working or usable, but I promised that we would get 275 working fixtures out of the lot, and for much less than buying new fixtures. He agreed and thanked me for helping him with his tight budget limitations.
In the end the Hospital got what they wanted, the GC was praised for hiring us, the warehouse owner got a great deal, and I walked away with three customers singing my praises all while taking a little coin home in my company’s pocket. If I had gotten caught up in the battle, and not stopped and listened to what the objections were, then I would never have come up with this solution. When faced with a customer who is unhappy, stop! Listen, and try to find out how you can make everyone a winning proposal. It is not a battle, it is not an argument, and it’s not even a confrontation. What it is, is an opportunity for you to help your customer, and earn a reputation.
I have told this story to illustrate that you cannot get caught up in who wins and who loses. The fact is that if your customer doesn’t win every time, then I promise you, you are the one who has lost.
I was the project manager on an emergency room expansion project to an existing, well established, hospital in Florida. We had been working on this project for approximately six months and the overall project had been broken down into twelve different phases. We were just starting the third phase which was building out an old storage room into a new pharmacy.
Prior to starting this phase the GC had a pre-construction meeting with all the sub-contractors to discuss the plan. I had put together our electrical plan and our schedule for the execution of this phase and was well prepared for the meeting. The meeting went off without a hitch. Everyone seemed to be on the same page, and it looked as though this phase would run as smoothly as the previous phases.
The following Monday the GC’s superintendant came up to me and asked why we hadn’t started work in the storage area yet? Confused, I looked at him and stated, that I thought we had just discussed this at the meeting last week, and they were supposed to start the demo today. The superintendant said, “Yes, exactly, why aren’t you in there removing the fixtures?”
I tried to explain to the superintendant that the demo work was not in our contract and that all we were supposed to do was disconnect the power to the storage room for the demo crew. The super flipped his lid and started screaming at me and calling me some less than flattering names. Rather than become emotional and take it personally I sat there and listened to him, and allowed him to vent his frustration. I then told him, I understood his frustration and maybe I was wrong. I invited him back to my office trailer to check, and if indeed it was in my contract, I would get people in there immediately to start removing the fixtures.
I will not bother to go into the details of the contract but we were at a standstill. After looking over the contract the super was convinced that it was my responsibility, and I was convinced that it was not. At this point the super and I went to discuss this with the Project Manager for the GC. The Project Manager, again not letting emotion get involved, sided with me on the fact the there was a note on the electrical plans that said: “all demos by others”. The problem was that there was a note on the demolition plans that said: “fixtures to be demoed by others”. This was clearly a mistake and now we had to get it resolved.
The GC brought in the owner to discuss the situation and the owner was very adamant that they were not going to pay any money out for something that was in the contract, regardless of how unclear. They believed that it was not an acceptable reason for a change order and that the problem should have been found before this point in the project.
Again, I am not going to get into details but in the end the owner realized that since the architect was hired by the owner, and the architect drew up the plans and wrote the notes, that the liability lies with the owner, and if they wanted to they could go back to the architect for compensation.
Now in most cases this situation would have resulted in a change order, and the only person coming out of the whole process with a positive experience would have been my company. However, as I have said many times, I believe in giving the customer the best possible value.
What no one else knew was that I was also doing a project for a small warehouse facility. This warehouse had minimal lighting installed and the owner was planning on adding shelving and was in need of additional lighting. However, his budget was extremely limited to say the least. Keeping in mind that I am always looking for a win/win situation for my customers, I asked the owner of the warehouse facility if he cared if the lights to be installed where used. The owner quickly replied, that he didn’t care as long as they worked. I asked him to let me check on some things for him, and I would get back to him.
I went back to the hospital and spoke with the GC. I told him that if the owner was willing to let us keep the lights, that I would remove the lighting for free. The GC went to the owner and then the owner and I discussed it. I told the owner that if I could keep the fixtures we would not charge for the demo, assuming I could get the other customer to buy the lights from me. The owner was thrilled and in full agreement.
I went back to the warehouse owner and told him that I had the opportunity for him to buy 400 fixtures at $40 each. I explained that I understood he only needed 275 fixtures, but at $110 each that would cost him $30,250. Some of the used fixtures would not be working or usable, but I promised that we would get 275 working fixtures out of the lot, and for much less than buying new fixtures. He agreed and thanked me for helping him with his tight budget limitations.
In the end the Hospital got what they wanted, the GC was praised for hiring us, the warehouse owner got a great deal, and I walked away with three customers singing my praises all while taking a little coin home in my company’s pocket. If I had gotten caught up in the battle, and not stopped and listened to what the objections were, then I would never have come up with this solution. When faced with a customer who is unhappy, stop! Listen, and try to find out how you can make everyone a winning proposal. It is not a battle, it is not an argument, and it’s not even a confrontation. What it is, is an opportunity for you to help your customer, and earn a reputation.
I have told this story to illustrate that you cannot get caught up in who wins and who loses. The fact is that if your customer doesn’t win every time, then I promise you, you are the one who has lost.
Friday, November 11, 2011
Educating The Customer
A couple weeks back I posted an article about the customer always being right, and with that, came a large amount of emails and comments. While it was not a topic I expected to receive such an overwhelming response on, it made me understand that this is a topic that people feel very passionate about. One person in particular responded to me about a customer that wanted them to do something not only wrong, but unsafe, and was looking for some direction. A friend of mine had a similar experience that he requested my help with, and I felt it would be helpful to share his story, as a lesson learned, with my readers. I thought that this was a good example of how even though a customer may always be right, you may also need to educate them a little, so they can make the correct choices. (While this story is accurate in the details the names are fictitious.)
I got a phone call from Tony, he is a good friend of mine who started his own business a few years back and calls me from time to time for some guidance. This particular day he called to let me know about a customer he had that was building a restaurant. The owner of the restaurant, Steve, asked him to move some switches that were going to be in the way of a new cooler he was installing. Tony looked over the job, came up with a price, and turned over a change order. When he gave the proposal to Steve, Tony explained that this was a turnkey price that included all the required patching and painting. Steve told Tony that his price was ridiculous; and questioned why he would have any patching and painting costs.
Tony went on to explain to Steve all that he would be required to do to make the installation up to code. Steve told Tony that he “knows” about electric and went on to describe a cheaper, easier, and highly illegal installation. He further stated that he has had many electricians do this in the past. Steve went one step further and told Tony that if he didn’t do it that way that he would not pay him for the work he had completed to date.
Tony knew of my philosophy that the customer is always right and was perplexed on how to proceed. After all he wasn’t going to put his license on the line for this guy by doing something illegal. That is what led to his phone call to me. When I heard what Steve was requesting, I was alarmed and I told Tony that not only was that a code violation but that it is a life safety issue and someone could die from a job done that way. Tony told me that he had tried to explain that to the customer, but that the customer was very adamant that it was ‘his way or no pay.’
I asked Tony to set up a meeting on site with Steve that I would attend. While we were waiting on Steve, Tony was showing me the area where the switches needed to be moved. Just as we were walking out to the parking lot Steve came pulling up in his gorgeous Ford GT, he was dressed to the nines, and was obviously quite successful in his line of work.
After a brief introduction I walked Steve over to the area were the switches needed to be moved. Steve was confused about why I was there and why we were still discussing a situation that in his mind had been resolved. Steve barked at me that he had already made it clear that he was not paying extra money to patch walls for something as simple as moving a switch. Steve further stated that he has been in business a long time and knows the tricks contractors play to make up money and he isn’t about to fall for it. I explained to Steve that I had no interest in money, that I was there as a favor to a friend. I then complimented Steve on his experience and mentioned that he must be very proficient in his business practices his success was obvious based on the beautiful car he was driving.
I asked Steve if there was a problem with any of the work that Tony had done to date, excluding the switches that needed to be relocated. When Steve said no, that Tony had done a great job thus far-- but he still wasn’t paying a bunch of extra money to move those switches! I jumped in right there and let him know that we had two completely different situations. One had nothing to do with the other. He paused long enough for me to explain my position. If Tony did a good job on the rest of his restaurant then there shouldn’t be a problem in getting paid for the work he had done. The issue we needed to discuss was the relocation of the switches.
Steve then said that he could not open the restaurant until he got the new cooler set and Tony was holding up that process. That is why he was threatening to hold his money. I explained to Steve that the issue Tony had was with safety, not money. When Tony refused to proceed with the relocation of the switches as Steve requested, it was because that process was a safety hazard and did not constitute a professional or safe job. “Tony’s license is tied to every job for the life of the building, and if someone were to be injured, he could lose his license and be held criminally responsible, as could the business owner. If you really stop to think about it, Tony is trying to protect you and your business as well as his best interests”, I explained.
Steve, still thinking this was a ploy for more money, told me, “I don’t care! I just want it done quick and cheap!” I explained to Steve that I could only see two options moving forward. One: negotiate a fair rate for Tony to do the job according to code and have a safe working condition, or Two: sign a waiver, releasing Tony’s Electric from liability, and sub that portion of the job out to another contractor that is willing to put others lives in jeopardy. I explained to Steve that Tony is only interested in making him happy and helping him to get his restaurant done the way he wants it done in the most efficient manner. However, Tony was not going to violate any laws or put anyone’s life in danger.
Steve stepped back and asked me, “ how is it possible for this to really be a safety hazard? As long as the splice is good and tight and the wires are taped up well, then there can’t be any real risk.”
I went on to say that I would be happy to go into detail about the theory of electricity and how this particular practice could cause a shock and or fire hazard. I told him; “It doesn’t matter whether it truly is a safety hazard or not, it is a code violation, and therefore illegal. The fact remains that if for any reason there was a fire or someone were to be injured, the investigators would find this violation and it would be used as a tool to show negligence against the owner and the electrical company putting you and Tony at risk. Stop and think about it for a minute. How many fire hazards are there in a restaurant? If, God forbid, there was a fire that had nothing to do with any form of negligence, would you really want to be held accountable just to save a few bucks on this move? The investigators will make a report that states there were electrical code violations, and it will be up to you and Tony to go to court to prove that this particular violation had nothing to do with causing the incident. It may be hard to convince a court that you are not a negligent person if they can prove acts were performed that demonstrated a blind eye to safety. Even if you are successful it will cost you a bundle in lawyer’s fees just to prove it.”
I finished up with Steve by explaining, “Tony runs a professional company that looks out for the best interests of the customer and provides a superior product. He has spent many years building a reputation by providing the customer with the best possible solution to promote an efficient and safe electrical system. While we understand that you have your own goals and deadlines to deal with, Tony cannot compromise the moral foundation he has spent years building, to save a customer a few dollars.”
I then asked, “Steve, if you were buying a new computer, would you tell Bill Gates how to build it? More than likely you would trust the expert on how the computer was built. You may want to decide on what extras or options you need but in the end the core of the system would be built based on the expert’s experience. All we are asking for is to be extended that same courtesy. We are the experts when it comes to electrical installations, and this is part of your core system. You want to trust the expert.”
In the end Steve understood what I was expressing. I did spend some time going into the technical side of what could happen and why it was in his best interest to make the move according to the code. It was no surprise to me that once the job was completed Steve was happy, his cooler was installed correctly and to code, and he was able to open on time. Tony was paid in full; and everyone walked away with what they wanted.
The idea behind this story is: don’t compromise your ethics, or integrity, due to a pushy customer. You have no idea what stresses the customer is under, so you shouldn’t judge them based on a single interaction, and even when your customer is wrong they are your customer. If you take the time to help them understand why your proposal makes sense and the risks involved with cutting corners most of the time your customers will come around and start to trust you. It is up to you to educate them on the proper path and any risk associated with alternative options. In the end, if your customer doesn’t understand your proposal then it is your fault for not communicating the details in a way they can understand. You are the expert and it is your responsibility to help your customer to “always be right”, and many times that is through education and communication.
I got a phone call from Tony, he is a good friend of mine who started his own business a few years back and calls me from time to time for some guidance. This particular day he called to let me know about a customer he had that was building a restaurant. The owner of the restaurant, Steve, asked him to move some switches that were going to be in the way of a new cooler he was installing. Tony looked over the job, came up with a price, and turned over a change order. When he gave the proposal to Steve, Tony explained that this was a turnkey price that included all the required patching and painting. Steve told Tony that his price was ridiculous; and questioned why he would have any patching and painting costs.
Tony went on to explain to Steve all that he would be required to do to make the installation up to code. Steve told Tony that he “knows” about electric and went on to describe a cheaper, easier, and highly illegal installation. He further stated that he has had many electricians do this in the past. Steve went one step further and told Tony that if he didn’t do it that way that he would not pay him for the work he had completed to date.
Tony knew of my philosophy that the customer is always right and was perplexed on how to proceed. After all he wasn’t going to put his license on the line for this guy by doing something illegal. That is what led to his phone call to me. When I heard what Steve was requesting, I was alarmed and I told Tony that not only was that a code violation but that it is a life safety issue and someone could die from a job done that way. Tony told me that he had tried to explain that to the customer, but that the customer was very adamant that it was ‘his way or no pay.’
I asked Tony to set up a meeting on site with Steve that I would attend. While we were waiting on Steve, Tony was showing me the area where the switches needed to be moved. Just as we were walking out to the parking lot Steve came pulling up in his gorgeous Ford GT, he was dressed to the nines, and was obviously quite successful in his line of work.
After a brief introduction I walked Steve over to the area were the switches needed to be moved. Steve was confused about why I was there and why we were still discussing a situation that in his mind had been resolved. Steve barked at me that he had already made it clear that he was not paying extra money to patch walls for something as simple as moving a switch. Steve further stated that he has been in business a long time and knows the tricks contractors play to make up money and he isn’t about to fall for it. I explained to Steve that I had no interest in money, that I was there as a favor to a friend. I then complimented Steve on his experience and mentioned that he must be very proficient in his business practices his success was obvious based on the beautiful car he was driving.
I asked Steve if there was a problem with any of the work that Tony had done to date, excluding the switches that needed to be relocated. When Steve said no, that Tony had done a great job thus far-- but he still wasn’t paying a bunch of extra money to move those switches! I jumped in right there and let him know that we had two completely different situations. One had nothing to do with the other. He paused long enough for me to explain my position. If Tony did a good job on the rest of his restaurant then there shouldn’t be a problem in getting paid for the work he had done. The issue we needed to discuss was the relocation of the switches.
Steve then said that he could not open the restaurant until he got the new cooler set and Tony was holding up that process. That is why he was threatening to hold his money. I explained to Steve that the issue Tony had was with safety, not money. When Tony refused to proceed with the relocation of the switches as Steve requested, it was because that process was a safety hazard and did not constitute a professional or safe job. “Tony’s license is tied to every job for the life of the building, and if someone were to be injured, he could lose his license and be held criminally responsible, as could the business owner. If you really stop to think about it, Tony is trying to protect you and your business as well as his best interests”, I explained.
Steve, still thinking this was a ploy for more money, told me, “I don’t care! I just want it done quick and cheap!” I explained to Steve that I could only see two options moving forward. One: negotiate a fair rate for Tony to do the job according to code and have a safe working condition, or Two: sign a waiver, releasing Tony’s Electric from liability, and sub that portion of the job out to another contractor that is willing to put others lives in jeopardy. I explained to Steve that Tony is only interested in making him happy and helping him to get his restaurant done the way he wants it done in the most efficient manner. However, Tony was not going to violate any laws or put anyone’s life in danger.
Steve stepped back and asked me, “ how is it possible for this to really be a safety hazard? As long as the splice is good and tight and the wires are taped up well, then there can’t be any real risk.”
I went on to say that I would be happy to go into detail about the theory of electricity and how this particular practice could cause a shock and or fire hazard. I told him; “It doesn’t matter whether it truly is a safety hazard or not, it is a code violation, and therefore illegal. The fact remains that if for any reason there was a fire or someone were to be injured, the investigators would find this violation and it would be used as a tool to show negligence against the owner and the electrical company putting you and Tony at risk. Stop and think about it for a minute. How many fire hazards are there in a restaurant? If, God forbid, there was a fire that had nothing to do with any form of negligence, would you really want to be held accountable just to save a few bucks on this move? The investigators will make a report that states there were electrical code violations, and it will be up to you and Tony to go to court to prove that this particular violation had nothing to do with causing the incident. It may be hard to convince a court that you are not a negligent person if they can prove acts were performed that demonstrated a blind eye to safety. Even if you are successful it will cost you a bundle in lawyer’s fees just to prove it.”
I finished up with Steve by explaining, “Tony runs a professional company that looks out for the best interests of the customer and provides a superior product. He has spent many years building a reputation by providing the customer with the best possible solution to promote an efficient and safe electrical system. While we understand that you have your own goals and deadlines to deal with, Tony cannot compromise the moral foundation he has spent years building, to save a customer a few dollars.”
I then asked, “Steve, if you were buying a new computer, would you tell Bill Gates how to build it? More than likely you would trust the expert on how the computer was built. You may want to decide on what extras or options you need but in the end the core of the system would be built based on the expert’s experience. All we are asking for is to be extended that same courtesy. We are the experts when it comes to electrical installations, and this is part of your core system. You want to trust the expert.”
In the end Steve understood what I was expressing. I did spend some time going into the technical side of what could happen and why it was in his best interest to make the move according to the code. It was no surprise to me that once the job was completed Steve was happy, his cooler was installed correctly and to code, and he was able to open on time. Tony was paid in full; and everyone walked away with what they wanted.
The idea behind this story is: don’t compromise your ethics, or integrity, due to a pushy customer. You have no idea what stresses the customer is under, so you shouldn’t judge them based on a single interaction, and even when your customer is wrong they are your customer. If you take the time to help them understand why your proposal makes sense and the risks involved with cutting corners most of the time your customers will come around and start to trust you. It is up to you to educate them on the proper path and any risk associated with alternative options. In the end, if your customer doesn’t understand your proposal then it is your fault for not communicating the details in a way they can understand. You are the expert and it is your responsibility to help your customer to “always be right”, and many times that is through education and communication.
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