How Can I Fix Problems Once for My Construction Company

Dear Jayme,

I find myself fixing the same problems over and over. Many of these problems are “people” issues where my employees are not getting the jobs done right. This has always taken a lot of my time and I am fed up. How can I fix problems (and employees) once and for all?

Cliff

Dear Cliff,

Problems will always pop up, but if you find yourself fixing the same problem over and over, that is a red flag that a systematic solution is required.

It takes a little more time to create the systematic solution once, but it will run by itself long-term, and you can then concentrate on more important things. If there’s a recurrent problem, there is always a system missing.

Your people are (usually) not the root of your problems

“But,” you say, “what about Earl? I have told him how to (do whatever) a million times, and he still screws it up. How can a system fix Earl being a dope?”

There are unique problems that happen out of the blue, and problems that seem to recur again and again. An employee may have made a poor decision, but he cannot be faulted for doing the best he could in an unfamiliar situation.

When it is a recurrent problem, however, we think we should blame somebody. But is it possible that it is not really about Earl? Consider the following:

• It is possible that Earl is incompetent, but if so, how did he get hired in the first place? Hiring lousy employees means you lack an effective hiring system.
• If Earl has become famous over the years for screwing things up, why is he still working for you? Non-performers mean you lack an effective performance appraisal system.

Often, the owner’s real frustration is caused by knowing that Earl is a good, bright employee, and it seems unbelievable that he repeatedly fouls up routine tasks. That amazement is well-justified because Earl could get it right every time. But he does not because there is no systematic process to guide his actions, ensure proper results and provide consistent feedback. If there were a process, he would most likely get it right.

Developing the Process

Your job is to find the recurrent problems and create one-time system fixes for them.

1. Identify your existing problems, and write them down.
2. Prioritize-Figure out which problems are recurring and wasting the largest amount of time and money.
3. What system is missing that allows this problem to recur? Don’t repeat your pattern of looking for an employee to blame: Look for a process that is missing. It is always there.
4. Create a bulletproof process, implement it and monitor the results.

Process development does not have to be complicated or expensive, but we have an entire workbook devoted to it that will not fit here.

The key to solving recurrent problems is to immediately assume that they arise from the absence of a system (because they usually do). Develop this approach as a standard practice, and ingrain the process in your everyday thinking. For a while, you will still be looking to blame Earl, but you will be used to the new thinking.

Cheers!

Jayme

Construction Business Owner, August 2010