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Building A Dream Business

What Made You Start Your Construction Company?

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If You’re Like Most People in Construction, You Don’t Know…

Last week we discussed how 96% of construction companies go out of business within the first 10 years. This is a problem if you’re in construction.

As I was discussing last week’s post with a friend, he asked me why I do construction. Why would anyone want to start a construction company with odds like this? This question started me thinking about it.

Why is anyone doing construction if the chance of staying in business is so stacked against them? This question prompted me to reach out to some people in construction and ask them.

Why am I doing construction and how did I get here?

When I was growing up, I knew exactly what I was going to do. I was going to farm with my dad, just like he was farming with his. This was going well until those plans got changed.

When I was in my early thirties my dad died of cancer at fifty. This wasn’t a part of the plan.

At that point we were farming together, he owned some of the equipment and I owned some. The problem was, I couldn’t afford to buy his part so…I got out of farming.

In addition to farming, I had been doing some construction in the winter. I liked doing it, was good at it, so this seemed like the logical thing to do.

The problem was I knew construction…not business.

So, why are others doing construction and how did they get here?

To answer this question, I reached out to some people I know that are in construction and asked them the question…Why are you in construction?

I’ve known Doug Wright, with Wright Floor Leveling, for years and have used their company for a variety of projects over the years. They do foundation repair/replacement, crawl space repair, basement repair, masonry repair, new masonry, and more.

Here’s Doug’s story: he did not plan to go into construction…he planned to play football. Then he was injured in college, and it ended his football plans.

His dad was a stone mason and Doug needed a job, so he went to work for him. As things progressed, he became more entrenched in the business, and the prospects for change became harder and harder.

Not to mention that he wasn’t a fan of change.

So, Doug is doing the construction that he knows and is good at.

Chris Schovan is a painter that hasn’t been in business too long but is great at what he does.

Chris learned to paint as a young man from his grandpa who was a professional painter. His grandfather told him that knowing a trade would always give you something to fall back on.

He was working for a pole barn company and/or in manufacturing when the pandemic hit, and he got laid off. Then someone at church needed some painting done and asked him if he knew any painters. He ended up doing this project which led to other projects and he’s now as busy as he’s ever been.

He likes the freedom of schedule because he doesn’t have to punch a clock.

I use Chris because he provides great customer service and does quality work.

I’ve known Josh Dobbs of Flint Ridge Service and his family for a long time. Josh was a firefighter and planned to be fire chief someday until smalltown politics derailed that dream.

While considering what to do next, he was talking with some guys in real estate and the glass business who told him there was a need for someone to do handyman-type things. So, he started doing some odd jobs. As the demand grew, so did his business. Now he does a variety of construction, excavation, and fencing.

He had never done construction before he started doing odd jobs.

Josh uses the leadership skills he learned in the fire department and the ability to see a need and then figures out how to do it.

Leonard Mumford, of Mumford Contracting, is the owner of a full-service construction company. Leonard and I work together in a variety of different ways.

Leonard was in construction years ago and after going out of business, he swore he would never do construction again. He worked in oil field and sales but was miserable. Then he had the opportunity to do some construction work on the side and was making more money part time.

Then his son convinced him to go back into construction…which he swore he never would.

Now Leonard is doing more construction than ever.

The common thread in all these stories is that none of them grew up dreaming about going into construction…playing football or being a fireman, yes, but not construction.

Not everybody knows what their vocation is going to be. Things happen and we have to shift and make changes. These changes, some big and some small, lead us down paths that we didn’t plan for.

This lack of preparation and planning is why 96% of construction companies don’t make it past the 10-year mark.

Three of these five examples here have made it past that point, but trust me, this doesn’t mean that everything is smooth sailing.

All of them have expressed concerns about the business side of things.

This concern is common and why at Solution Building, we’re working to help construction companies with business tools and training to alleviate some of those concerns.

If you would like some help with your construction company’s struggles schedule a free 30-minute consultation.

Chances Are Your Construction Company is Going to Fail

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How Can You Change the Odds in Your Favor?

According to the US Department of Commerce, 96% of construction companies fail within the first 10 years. This is a higher failure rate than any other kind of business.

If you’re in construction…this is a problem.

Having been in construction for more than 40 years, I understand how hard it can be to build a successful business. It takes a lot more than just knowing construction to be successful. Knowing business is as important as knowing construction.

Over those 40 years, I became aware of the problems and began to understand them. I gathered information and learned how to implement it into my business.

That’s why I beat the odds.

I’ve learned a lot over those forty-plus years and here are 7 reasons that construction companies fail:

  1. Insufficient Cash Flow – Without a positive cash flow, it is hard for construction companies to keep their doors open. A lack of cash flow makes it hard to pay for materials, make payroll, maintain tools, etc.

When cash flow is negative, companies often make hasty decisions or take on jobs that aren’t a good fit for their company. This can result in further profit loss and more cash flow problems.

  1. Unprofitable Projects – A lot of construction companies fail simply because their projects are unprofitable. Guessing at what a project is going to cost to do is not a very good plan. This is why having a proposal system that is consistent and accurate is essential to staying in business.

At Timber Creek Construction using our Proposal system, we consistently come in 25% under budget. This is in before overhead and profit.

  1. Doing Estimates Rather than Proposals – It’s essential to establish clear communication with construction customers. Creating a detailed proposal, rather than just estimating, gives both the construction company and the customer a clear understanding of what will be provided and what they can expect. Following up with a contract is another step to achieving this goal.

There are as many bad customers out there as there are bad contractors. Some of those customers simply want to get the work done for free. They will argue about things that, they claim, were promised. A signed proposal and contract will help to prevent this from happening. 

  1. No Production Payment Plan – Having an accurate and understandable payment schedule with construction customers will set your construction company on the road to success. Not having a payment schedule requires your company to finance the project and consumes your cash flow. You are not a bank.

In my experience, you need to get some money prior to starting a project. This amount will depend on the size and type of project. Then invoice the customer with weekly progress payments that coincide with the percentage of completed work as outlined in the proposal. Customers appreciate a well-documented payment schedule that communicates clearly.

  1. Not Using Change Orders – Unforeseen issues and changes creep into most construction projects of any size. Changes orders are needed when changes are made to the project’s scope of work. When a job change occurs, the construction company should submit a change order to the customer for approval. Waiting until the end of the job to bill for additional costs will be problematic. It will often result in customers being upset, giving bad reviews, and resisting paying.

Customers get excited about the work that is being done until the final bill comes. Then they find themselves over extended and unable to pay.

  1. Poor Customer Service – Most construction companies don’t listen to their customers very well. These companies just focus on completing the work according to the contract. If they get paid, they assume all is good. But remember, construction companies are in the business of serving customers, this includes communicating clearly and consistently.

Most customers will only do a handful of sizable construction projects in their lifetime. Construction companies should remember this and help them build their dream.

  1. Lack of Organization and Processes – Building a sustainable construction business is impossible when the bulk of the business is operating without being organized. To stay in business, you need processes and systems that can be efficiently managed by the people you hire to help you.

For companies that use sticky notes and boxes full of folders, you have a problem. 

Job leads and customer management, project details, task management, communications, schedules, progress tracking, equipment management, the list goes on and on. Each of these elements is extremely time-consuming, error prone, and can negatively affect profitability and cash flow.

You can avoid making the same mistakes most construction companies make by being aware of and understanding these problems. Then implementing and learning processes and systems to ensure that your company succeeds.

This will help you to be in the top 4% of businesses in the construction industry.

Successful construction companies use business tools to build, increase profits, and manage their businesses. Now that you have a clear understanding why construction companies fail, it’s time to make some course corrections.

To help you with this we have a Business Building Toolbox with tools that can help you change the odds in your favor. We also offer training and implementation of these tools into your business if that would be helpful. If you have questions, schedule a free 30-minute construction company consultation.

How Having a Plan Can Help You Build a Successful Business

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A Plan is Only Good if You Use it

The past couple of weeks we’ve discussed how important the Production Tracker tool is and how it can help you see the future of your business.

Building a construction business is no different than building a building. If you don’t have a plan, you won’t know what to do. You will just be guessing.

If you don’t have the right tools and know how to use them, it will be a lot harder to build anything.

The Production Tracker is one of those business building tools.

So far, we’ve discussed how…

  • Creating and recording project numbers can help you focus your attention on the right kinds of projects.
  • Tracking project bid amounts will give you a clear picture of where you are in relationship to meeting your financial goals for the year.
  • Tracking dollar amounts of signed proposals will give you the rest of the picture of where you are financially in relation to where you want to be by the end of the year.
  • Tracking dollars collected from projects will give you a clear comparison of your signed amounts with your collected amounts.
  • Percentage of jobs signed will let you know if your pricing is too high or too low.
  • Percentage of dollars signed per dollars bid will let you know how you’re doing in relation to reaching your financial goal for the year.
  • Percentage of dollars collected per signed simply lets you know if you’ve collected everything that was bid.

Now, let’s look at the final five areas of this tool and how they can help you build a successful construction business.

Average dollar amount of projects bid – This number (cell I-30) is just what it sounds like. It’s the average dollar amount of all the projects you have done proposals for. It can be helpful to know what this information is. It can help you determine if you should make changes to the sizes of proposals that you should be doing.

Average dollar amount of projects signed – This price (cell J-32) lets you see what the average dollar amount of your projects are and how it compares with the proposed amounts. Like the average bid amount, this number tells you the size of projects you normally do. You can then make changes to what proposals you should focus on.

Average dollar amount of projects collected – Like the percentage of dollars collected, this number (cell K-34) lets you know if you’re increasing or decreasing the dollars you collect after proposals are signed. This gives you a critical piece of information: knowing how accurate your proposals are.

These next two areas are instructive when it comes to production planning as it relates to achieving your revenue goals.

Projected timeframe for doing signed projects – This information (cells I-23 and J-23) tell you how long it should take you to do the work of the proposals that you currently have signed. This is determined by dividing what your gross revenue goal for the year is by 52 weeks. Then dividing the current total signed amount (cell J-22) by that weekly revenue target will give you the number of weeks needed to do that work.

Projected date work should be done – This information (cell K-23) converts the projected time needed to do the work of the currently signed proposals (cell I-23) to a calendar date. This is achieved by adding the number of weeks (cell I-23) to the starting date (cell H-23). This then gives you a target date on the calendar that the work should be done to stay on task and achieve your dollar goal for the year.

I find these last two pieces of information to be the most revealing and helpful when it comes to staying on target.

This information can increase a sense of urgency and focus. This information is critical to building a successful construction business.

I hope you’ve found this series on the Production Tracker, as a tool for building a successful construction business, helpful.

You can learn more about the Production Tracker by joining us for the Production Tracker Workshop at 10:30 AM CDT this coming Saturday, May 11th.

If you would like to know about some of the other business building tools we offer, take a peek in the Business Building Toolbox.

If you would like some help building your construction business check out the 5 steps here, or schedule a free 30-minute coaching call.

How Does the Production Tracker Help Us See the Future?

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Trust Me, It Doesn’t Take Any Magic

Last week we talked about what the Production Tracker is and what makes it an important tool to have in your business building toolbox. I also pointed out how most people operating construction companies hate paperwork, but how important paperwork is to build a successful business.

It’s amazing how people in construction will use all sorts of power tools and equipment but not paperwork.

We began breaking down the Production Tracker…a business building power tool, and how important it is to know what it can tell you…

  • Which types of work were consistently the most profitable
  • How you were doing at meeting your financial goals for the year
  • When you should have the signed projects finished to stay on track
  • How well you’re doing at getting proposals signed
  • What the average price of your projects are

We began with how the Production Tracker can help with creating and recording project numbers, tracking proposed project amounts, and tracking dollars of signed proposals.

Now let’s look at how the Production Tracker can help us plan for the future.

When we look at the total proposed amount and the total signed amount, we can see where we are in relation to our financial goals for the year. (See the previous post for more details on this).

Next is…

Tracking dollars collected from projects – This collected amount (column K) is exactly what it says it is. It is where we weekly enter the amounts collected from each project. This total gives us a comparison to our signed amount (column J), and lets us see if our projects have increased or decreased after signing.

Percentage of jobs signed – This percentage, 60% (cell I24), is the percentage of proposals that have been signed. This is cell B22 (15) divided by cell C22 (9). This information lets us know how we’re doing with our pricing. If the number is below 15%, we’re not selling well. If our number gets too high, above 50%, we may not be charging enough.

Percentage of dollars signed per dollars bid – This percentage, 53.11% (cell J26), is the percentage of dollars proposed that were signed. Knowing this percentage helps us as we’re looking forward, knowing how we’re doing in relation to reaching our financial goal for the year. Based on the percentage of 53% (cell J-26), knowing that if our goal for the year is $400,000.00, we need to have done twice that many dollars of proposals.

Percentage of dollars collected per signed – Just like tracking the amount of dollars collected is pretty straight forward, this percentage of 93% (cell K-28), is the same. This simply lets us know if we’ve collected everything that was bid. If not, there may be some outstanding receivables, or we may have made changes during production that reduced our receivables. It’s also possible for this number to be more than 100% which means that there were changes made during production that increased our receivables.

There are still five more areas of information that the Production Tracker provides, but to keep this post from getting too long today, I’m going to stop here. I know that this feels like a lot but it’s not nearly as overwhelming as it seems.

Just like there’s a lot to constructing a building, the same is true for building a successful business.

The five remaining areas are –

  • Average dollar amount of projects bid
  • Average dollar amount of projects signed
  • Average dollar amount of projects collected
  • Projected timeframe for doing signed projects
  • Projected date work should be done

Of these next five areas I think the last two are the most revealing to the future.

Now I will predict the future, and next week we’ll finish explaining the Production Tracker.

You can learn more about the Production Tracker by joining us for the Production Tracker Workshop at 10:30 AM CST on Saturday May 11th.

If you would like to know about some of the other business building tools we offer, take a peek in the Business Building Toolbox.

What Makes the Production Tracker Such an Important Tool?

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Because it Helps Keep Your Business Balanced

Recently we discussed the importance of keeping your construction business from getting out of balance. Achieving a balanced business requires paperwork and we know how construction contractors feel about paperwork.

I know, I know, paperwork is not a very exciting topic, but neither is concrete. And we all know how important concrete is in supporting a building. The same is true for paperwork and your business.

One of the three foundational piers in business is administration and finance. One of the building blocks in that pier is a Production Tracker. This tool provides valuable information for forecasting the company’s financial needs and production plans.

Wouldn’t it be helpful if you knew:

  • Which types of work were consistently the most profitable
  • How you were doing at meeting your financial goals for the year
  • When you should have the signed projects finished to stay on track
  • How well you’re doing at getting proposals signed
  • What the average price of your projects are

The Production Tracker is an Excel spreadsheet that lets you gather and track information. It has preset formulas that determine and sort the information you need to make your business more profitable.

This document provides information for:

  • Creating and recording project numbers
  • Tracking project bid amounts
  • Tracking dollars of signed proposals
  • Tracking dollars collected from projects
  • Percentage of jobs signed
  • Percentage of dollars signed per dollars bid
  • Percentage of dollars collected per signed
  • Average dollar amount of projects bid
  • Average dollar amount of projects signed
  • Average dollar amount of projects collected
  • Projected timeframe for doing signed projects
  • Projected date work should be done

This list can seem overwhelming but it’s really not.

Here is an example of what the Job List spreadsheet looks like.

Let’s go through the document and break it down into smaller brick size pieces.

Creating and recording project numbers – Having a numbering system can help you sort projects so that you can review which types and size of projects are the most profitable and what you do the most of. It may be that your most profitable ones are not the ones you do the most often. Having this type of information can help you to focus more of your attention on the right kinds of projects for you.

This Production Tracker is a place to list project numbers in conjunction with the size and types of the projects, as well as their chronological order. This document provides the numerical part of the project number specific to each project. The other portion of the project number is determined by job specific parameters that are not included on this document.

Tracking project bid amounts – Our Blueprint for Building a Better Proposal system provides the dollar amount for each project. Once a proposal has finished, the specific information to that project is entered into the appropriate cells on the spreadsheet. This information includes Job Number (column E), the Customer Name (column F), Description (column G), Bid Date (column H) and the Project Amount (column I). Regardless of the system you use for preparing proposals, you should have a dollar amount that could be entered into this document.

As each new project amount is added in the project amount column, the total project amount at the bottom will update, giving you a total dollar amount of the proposals you have done this year. Based on your company’s history, this dollar amount should give you a clear picture of where you are in relation to meeting your financial goals for the year. We will explain this further with the tracking dollars of signed projects.

Tracking dollars of signed proposals – Once a proposal has been accepted, the accepted dollar amount should be entered in the signed amount column. Initially, this amount should be the same as the amount in the project amount column. Sometimes the dollar amounts of projects are changed due to change orders. This can be either an increase or decrease depending on the change order(s).

As each new proposal gets signed the dollar amount of the signed proposal should be entered into the correlating cell in the signed amount column. Just like in the project amount column, as each new amount is entered in the signed amount column, the total dollar amount at the bottom automatically updates giving you a total of work you must currently do.

With the total of the signed amount column and the total of the project amount columns, you should be able to get a clear picture of where you are financially in relation to where you want to be at year end.

Let’s say your goal for the year was to generate a gross revenue of $400,000.00. Using the example, you can see that as of December 12th you were at $352,877.66. This is close, but not quite there. If you compare the signed amount to the project amount ($664,381.27) you will see that the signed amount is 53.11% of the project amount. Based on this percentage, to get the signed amount to $400,000.00, the project amount would need to be $754,000.00.

This information is critical to the survival of your construction business.

Your business needs to be built on a solid foundation.

We’ve covered a lot here today. In our next post we’ll pick up at tracking dollars collected from projects.

Check out this and additional business building tools and training here. If you have questions, feel free to schedule a free 30-minute business coaching call.

Portions from a previous post 1/7/23 

The “Job List” Is One of the Foundational Building Blocks of a Successful Construction Company 

It’s Up to You to Get Unstuck

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You Have the Power of Choice

There’s a saying, “A rut is a grave with both ends kicked out.” Too often we get in a rut and don’t even realize we’re there.

This is how operating a construction company can be.

Plodding back and forth, doing all those things that need to be done, never looking up to see where we are or where we’re going. If we’re not careful the rut will get so deep that we’ll never get out.

This feeling of being stuck can be overwhelming. If we wait too long to do something, that’s when it becomes a grave, and we give up and go out of business. It’s just not worth it.

I could make more money and work less hours flipping burgers.

Last week, we discussed the difference between being self-employed and being an entrepreneur. The question you have to ask yourself is: do I want a job, or do I want to build a business? It’s up to you to decide which you want to be.

Building a business can be scary; it might not work. We know our rut well and it’s comfortable. Doing business because “we’ve always done it this way” isn’t a very good plan.

This kind of rut thinking doesn’t allow for building dreams.

Changing things just for the sake of change isn’t a good strategy either. Growing and changing is good, but there needs to be a plan.

Building without a plan isn’t a good plan, whether it’s a construction project or a business.

Things that need to be changed and are ignored have consequences, i.e., diapers, your car’s engine oil, furnace filters, toothbrushes, and bad habits.

Change costs time and money…the question is: is the change worth it?

Not changing is also costly. It’s up to you to decide which is more expensive.

You have the power to change if you want to. Change is up to you.

It amazes me how many times I’ve talked with people who do construction from their ruts. They tell me all about how frustrated they are with their business. Yet, even when we offer them a ladder to help them out of their rut…they won’t use it.

I understand. I’ve been there. Change can be scary.

I remember when I’d had enough of the rut. Doing things the way I was, wasn’t working.

It was after my partner, at a previous construction company, hired a consulting firm that things changed for me. They came in to help us with the business part of our construction company. It was expensive, but what I learned was worth every penny and it cost a lot of pennies (2 million to be exact).

The sad part is this is…I’m the only one that used the business tools that they gave us.

I’m still in business and they aren’t.

Just talking about doing something or buying tools isn’t the same as doing it…action is required.

If you or someone you know is tired of trudging back and forth in a construction business rut, then let us give you a ladder to help you get out.

You have the power to do this. It is a choice that only you can make.

If you would like some help getting out of your construction business rut, check out our tools and training, or schedule a free 30-minute construction company coaching call.

Portions from a previous post 4/27/19 

Being Careful to Not Get Stuck in a Rut 

Who Knew That I Was an Entrepreneur?

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That Was Never My Plan

Most people in construction would not consider themselves entrepreneurs. They see themselves as self-employed.

There’s not a huge difference between the two, but it is significant.

It’s the difference between working in your business or working on your business.

Someone who is self-employed is earning income from their own business, trade, or profession. This is how most people working for themselves in construction see it. It’s just a job like any other.

Most of them started out working for someone else. They learned their construction trade but not the business. Being self-employed tends to overlook the business part.

Doing business is scary…not to mention most self-employed construction people don’t like doing paperwork. The problem is, like it or not, self-employment is being in business.

An entrepreneur, on the other hand, is someone who organizes, manages, and assumes the risks of the business. This difference is mostly perspective, and it’s critical. It’s how you see yourself.

It’s about where your focus is. Are you focused on just showing up on the jobsite every day doing construction, or is it bigger than that? This is the difference between having a job and owning a business.

Is what I’m doing just a job or is it building a business?

If we see ourselves as just having a job, the daily rat race becomes overwhelming and is often the reason self-employed contractors go out of business within the first five years. The numbers are staggering.

So if you see yourself as self-employed, what are you going to do to avoid becoming one of these statistics?

The first step is becoming aware. You have to see the problem before you can do anything about it. Then you can decide if you want to keep doing things the way you always have or do something different.

After you become aware of the problem, you need to understand it. This is where things are going to get harder. It’s going to require some research. This is going to take time that you don’t have, but it’s time well spent if you want to stay in business.

Now that you understand the problem, you will need information and instructions for implementing changes. I know this sounds like a lot, and you may be wondering, is it really worth it?

If it is, then you need to learn these new and different ways of doing business and change how you do things.

If this seems like too much, maybe you should just go back to working for someone else!

If you decide that you want to accept the title of entrepreneur and work on building your business rather than just working a job, then we can help.

At Solution Building we help you make this transition from self-employed to entrepreneur. We have business building tools and training available.

If you have questions about transitioning from self-employed to entrepreneur, you can set up a free 30-minute construction company consultation. It’s up to you. You get to decide if you want to accept the role of entrepreneur or continue working as an employee for yourself.

How Much is Your Time Worth?

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Wow, a Lot More Than I Thought

Recently I’ve been extremely busy and working hard trying to get things done. I know that the length of my list is my choice. Busy lives are nothing unusual, especially for those of us working in construction.

So, how can we be more productive and decide what things on the list are the most important? The answer to this question will be different for each of us, but it’s something we have within our control if we just do something.

Spending time wisely comes down to prioritizing and making decisions.

I’ve always struggled with giving my time the same level of importance as other people. I wouldn’t be late to meetings with customers, committees at church, or in the community. The lack of importance I give to my own time results in me being less productive than I could be.

As I was thinking about how busy I am and trying to figure out what I should do next, I had a thought.

What if there was a monetary penalty for every minute wasted?

Let’s be honest…there is.

What is each minute of my time really worth?

So, I did some calculations –

  • There are 60 minutes every hour
  • There is an average of 12 hours per my workday
  • There are 6 workdays per my work week
  • There are 52 work weeks per year
  • This means there are 224,640 minutes available to work each year
  • My gross revenue target for this year is $400,000.00
  • $400,000.00 divided by 224,640 minutes means each minute of the day is worth $1.78

$1.78 for each minute doesn’t seem like that much, until I did some more calculations –

  • $1.78 x 5 minutes = $8.90
  • $1.78 x 15 minutes = $26.70
  • $1.78 x 30 minutes = $53.40
  • $1.78 x 60 minutes = $106.80

Who knew that my time was that valuable?

It’s amazing how much the little things can change the big picture. This gave me a whole new sense of urgency. It has caused me to evaluate decisions differently. Which of these things on the list is worth spending that much time/money on?

It has caused me to focus more intensely on which actions I need to take to accomplish my mission.

I’ve never been one to give my time the value it’s worth. Working for myself, it’s always hard to give it a monetary value. This discovery changed that.

This week’s solution has cost me $160.20 so far and by the time I get it published it’s going to be closer to $220.00.

I sure hope you find at least that much value in it. 😊

Of course, everybody’s level of importance is going to be different based on individual preferences. But this new awareness of the value of my time has given me a new focused intensity to spend my time wisely.

So…it looks like the time I spend is $1.78 per minute.

It’s up to me to spend each minute wisely.

Rewritten from previous post

Ideas Without Actions Aren’t Any Good

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To Build the Business of Your Dreams You Must Take Action

“I AM A PERSON OF ACTION.” “My future is immediate. I will grasp it with both hands and carry it with running feet. When I am faced with the choice of doing nothing or doing something, I will always choose to act!” – Colonel Joshua Lawrence Chamberlain

From the book “The Travelers Gift” by Andy Andrews

For years people have asked me where I came up with the business system and procedures that I use. As I thought about it, I realized that early on my business and life had developed without much intentionality.

I was a dreamer at an early age. I had big ideas and plans for my life. Then there was a portion of my life where I became disillusioned and accepted that my dreams were just that…dreams.

I decided I was just kidding myself the whole time.

Then in 2012 I had “A Life Changing Wakeup Call” and realized that I had gotten sucked into a world of doubt. I had given up and quit dreaming. It can be hard for those of us that are dreamers to turn ideas into action.

After my accident, I began to think about what my life was and what I had expected it to be. I became reenergized about dreaming and about life. It’s great to be excited about life again!

Dreams are just dreams if no action is taken.

Not that my life was terrible before the accident, it just wasn’t what I had envisioned. I had been living without a clear plan, and there was so much more for me to accomplish.

At that point I decided to become more intentional.

I’ve always been a planner but it’s sad that it took a hit in the head for me to realize the importance of intentional action.

When we’re young the tendency is to think that we’ll have all the time we need. There’s no need to think about the future…we’ll get around to that someday. Then one day we wake up and realize life is flying by and we haven’t done those things we wanted to.

You don’t have to wait until you’re smacked in the head to become intentional.

Think of your business as a construction project. It all begins with a dream. You can see the vision of the completed project in your mind. The tricky part is getting that dream out of your head and making it a reality.

Having a plan will let you see if it looks like your dream or not. It’s easier to make changes and corrections during the planning stage, rather than the construction.

After I realized that that my dreams weren’t going to happen without actions, I began to develop business tools and systems needed for building my dream business. It would have been easier if I had some help.

It’s always a good idea to have the help of a professional when drawing out plans and building your dream business. Their experience, knowledge, and skill can save you time and money.

This is why at Solution Building we’re making these tools and systems available to others in the construction industry.

To build your dream business you can’t stop at the planning…there’s more action needed.

Don’t wait to be smacked in the head to get intentional about taking action for building your dream business.

If you would like some help with planning or building the business of your dreams you can schedule a free construction company consultation.

How to Keep Your Business from Getting Out of Balance

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Be Careful with Short Legged Tables

Have you ever felt like your business and/or your life were out of balance? It’s a little like a three-legged table with a short leg…kind of wobbly.

I know I have felt this way and sometimes still do. You have probably heard the saying ‘feast or famine’. This seems to be especially true in the construction industry. It refers to the common problem of either having way too much to do, or worrying about how you are going to pay the bills if you don’t get some work soon.

Sometimes this is caused by situations beyond our control. The economy, the weather, or some other external force. More often than not the reason is an “out of balance business”.

Like a table with a short leg.

I wrote about this originally in April of 2016, and it’s a topic that is still relevant. I say this because I’m currently going through one of those times of famine. This is not due to a lack of leads for construction projects. It’s because I’m spending time getting the coaching and consulting for construction companies started.

One thing that I’ve learned over my 40+ years in construction is that business is a lot like a three-legged table.

When all the legs are the same length, it helps provide a level, sturdy platform for the company to sit on. When any one or two of them is too short, the table begins to lean. If it tips too far the company will slide off.

It’s never good when a company crashes to the floor.

The three legs of the construction business are:

1 – Sales/Marketing – Searching for and finding customers that you can help by providing your service and/or product through word of mouth, advertising, and awareness. Meeting with potential customers, determining what they want/need and preparing estimates, proposals, and contracts.

2 – Production/Operations – Organizing, scheduling, and maintaining construction projects. Determining who the right people are to perform specific tasks. Knowing the parts that are needed and making sure they fit. Maintaining communication between all parties involved.

3 – Administration/Finance – The preparation of documents needed to communicate, track, and record all aspects of the business. The filling out and filing of income, expense, banking, and tax papers. This leg is one of the easiest for ‘tradespeople’ to neglect. When it gets short, it can really cause the table to lean.

The tabletop is the big picture planning and organizing. It’s what connects the three separate legs. It’s easy to give too much attention to one or two legs and forget the others. This is when the tipping begins.

To get so focused on production of projects that we forget to follow up with a new customer shortens the Sales/Marketing leg.

To get so into preparing proposals that we forget to invoice shortens the Administration/Finance leg.

To work so diligently on tracking expenses that we don’t leave enough time for working on projects shortens the Production/Operations leg.

There is no perfect formula to keep the table from ever leaning.

The most important thing is to realize that it can happen and continually strive to keep the table balanced.

Most of us in construction started out by learning our trade while working for someone else. This is how I got started. The problem with this is that while I learned how to build a building, I wasn’t taught how to build a well-balanced company.

After years of struggling and learning things the hard way, I developed Business BUILDing tools that are great for building a construction business.

Just like any tool, if you don’t use them…things don’t get built.

Having the right tools and using them only goes so far. You also need to continually work to keep the table legs the right length so that the company doesn’t come crashing to the ground.

This is why at Solution Building we offer coaching and consulting to help you keep your construction business well supported and level.  

Now that I’m done sharing this solution, I’m going to get to work on some proposals so that I can lengthen the Production/Operation leg of my construction business!