Did You Make the Profits you Wanted to this Year?

It’s that time of year when we ask ourselves questions like: “Where did the year go? I still have so much left to accomplish!” or “Where did I go wrong? I didn’t get the results I wanted from my business!” These questions tend to make you feel either very good or very bad—but usually very bad. Let’s see if you can relate to the following (check off the boxes that resonate with you):
• I’m not getting the freedom I wanted from owning my own business.
• I feel imprisoned in my job; drowning in an extremely long To-Do list.
• I’m working on tasks that are way below my pay grade.
• I’m too involved in simple routine tasks that my employees should be handling.
• I’m not making the profits I deserve considering the work I put in.
• My cash flow is like a rollercoaster—totally unpredictable and, sometimes, scary.
• I want to take my business to the next level but don’t know where to start.The list of challenges a contractor can face in his business can be endless, making you feel overwhelmed and discouraged. You’re probably an amazing tradesperson but, when it comes to playing a businessperson, it’s a whole different show.

So how do you master your business in 2017 and make it the best year ever?

Know the 3 core pillars that make up a successful contracting business:

1. Time & Team
2. Profits & Cash Flow
3. Marketing & Sales

Know the order of these pillars and the reasoning behind it. Time & Team comes first because, if it’s out of control, you simply won’t have time to focus on improving your profits, cash flow, or marketing and sales.

Profits & Cash Flow comes second because you need to know whether you’re doing profitable work before you go out, land more work and market yourself out of business. When you’re unable to forecast your cash flow, and you get more work than your bank account can handle, you can go bankrupt very easily.

Once you have a handle on your profits, you can identify both the types of work and the clients that are more profitable, which helps you amp up Marketing & Sales.

Create a plan relative to the 3 core pillars that will help you see quick results. Start by joining me and Electrical Business Magazine for a Planning for Profits & Freedom in 2017 webinar on January 12, 2017, 2 pm EST. During this workshop, you will:

• Learn how to plug leaks in each of the 3 core pillars.
• Learn strategies for systemizing aspects of those pillars within your business.
• Learn how to be more profitable.

Meantime, let’s have a look at some top core pillar strategies for you to try out before January’s webinar workshop. These strategies will deliver the best results in the least amount of time and with the least amount of effort.

Time & Team top strategy
Draw three columns on a blank piece of paper labelled: Tasks, Value and DSEK. Under Tasks, write down everything you do (yes, it will be a long list). Next, estimate a value beside each Task in terms of money, time, etc. In the last column, determine what should be done with every task. Are you going to:

D:    delegate?
S:    systemize?
E:    eliminate?
K:    keep?

Circle the lowest-value tasks and get started!

Profits & Cash Flow top strategy
Compile time sheets and costs (material and other). Add them up and compare to your quote to determine whether you’re profitable on the work you’re doing. Leverage this data to determine team efficiency, and whether the type of work you’re doing—and for whom you’re doing the work—is a good fit. Knowing this is a game-changer for your Profits & Cash Flow!

Marketing & Sales tops strategy
Start using a client feedback form on every job; ask clients to fill it out while your crews are cleaning up. Have them rate the quality of work, cleanliness, promptness, etc., of your company. Include a testimonial and referral section. Now you have something you can show your next prospect to prove you’re the best contractor for them and the job. I call it “Trust Transference”. Stop saying you provide good quality and service and start proving it. (Added bonus: this is also a great document for employee reviews.)

Free tools
In closing, when you register for our workshop webinar, you’ll get a copy of our done-for-you feedback form plus the Contractor’s Toolbox of Strategies tool, which gives you over 70 strategies for improving each of the 3 core pillars.

Thanks to Electrical Business Magazine for promoting our article. See it on their site along with the video here.

How Types of Work will Affect your Profits

What do you believe to be the most rewarding thing about owning your own business?

Is it getting to choose the employees that work for you? Is it the culture you get to create? Is it the freedom of leaving early on a Friday just because you can?

If you’re thinking right now, “I don’t get any of those things from my business!” Then keep on reading in order to find out why.

Here at Profit for Contractors, we teach business owners of the trades about the 3 important pillars that construct any contracting business: Time & Team, Profits & Cash Flow, and Marketing & Sales.

Which pillar do you feel carries the most weight?

You got it— PROFITS & CASH FLOW.

There’s no way you’ll have the ideal staff if you don’t have the means of paying for someone with experience. There’s no way you’ll get to run a business with the culture you desire if you’re always scrambling to get things done and scraping up pennies just to make it to the next month. And there’s certainly no way you’ll be able to take off a few hours on a Friday if you’re behind on getting paid and unsure you’re profitable on the jobs you’re currently running.

Unfortunately, cash is king. That’s something we have to always remember when it comes to running our own business.

Maximizing profits allows us to create a business that essentially acts as the vehicle to pay for our freedom.


Here are some top reasons why maximizing profits is so important for a business:

1) You can pay other people to do the things that are out of your pay grade

2) There’s less stress weighing down on you not only at work, but at home

3) Less time you have to spend at work evenings and weekends

4) You get to pay yourself more

5) You can afford to put systems in place to automate your business

6) You can grow the value of your business


Now, who doesn’t want to increase their profits?

But here’s a question for you: do you test and measure the different types of work you do in order to know which are the most profitable and which are the least profitable?

Here’s an example: Let’s say you do residential, industrial, and commercial work.

You make 10% gross profits on residential, 20% gross profits on industrial, and 30% gross profits on commercial work.

You would have to generate 50% more sales in residential just to make the same profits as you do in industrial, and you would have to get 100% more residential work in order to make the same profits as industrial.


Think about the effects of having to increase your sales by 50%-100% just to make the same profits:

  • You would have to quote more
  • Your overhead would go up because you have to do more work (more crews, more material)
  • The amount of time to manage the jobs goes through the roof
  • More work typically means more call backs (requiring more of your time and more arguments amongst the crew)
  • Your cash flow tanks because as we know, you have to pay for your material and pay your guys before yourself
  • You overall risk more

When you focus on getting the types of work done that are most profitable, you flip every one of these negative effects around and start to build a business that maximizes its profits.


Here’s how:

STEP 1) List the types of work you do

STEP 2) Get your bookkeeper and admin person to systemize the paperwork coming in from the crews, so that the material and labour for each type of work are separated

STEP 3) Determine the gross profit average for each type of work

STEP 4) Inform your sales and marketing team that you need to create a new marketing plan to land more of the higher profit jobs

STEP 5) Put the plan into action!


Focusing in on the most profitable types of work can be a game changer for your business. Just remember that every day is a chance to maximize profits, or lose them. Your job as the owner is to ensure that every type of work your team does, maximizes profits with the least amount of effort.

Keep in mind; this is just 1 method of many in regards to maximizing your profits.

You can have the freedom you desire, you just have to do the right work for it.


If you want more information about this topic, or have any questions about the services we offer, please visit us at profitforcontractors.com or send us an email at support@profitforcontractors.com


Pricing as a Contractor

I’m just going to flat-out say it: most contractors I know are under-confident and under pricing.


Which is understandable— there’s a very fine line you need to follow when it comes to pricing. And as we all know, often times, clients will base their decision off the lowest price offered— no ifs, ands, or buts.


So how do we go about changing this? How do we get confident about our pricing, so that we price at something reasonable and doable for ourselves, while still landing clients?


How do you price? Most contractors sell hours, blocks of hours, or months of their time or their teams’ time.


Ex: “My hourly rate is this ________.” Or “you can buy a six-pack of options for ____________.” Or: “This project is going to cost you ___________.”


Think about what you’re doing when you use messages like these. What are you really saying?


You’re just selling like everyone else. You’re selling just time and materials. You know this much per hour and that much for labour, and this much for materials.


That’s old-school thinking.


Let’s start winning jobs not only based upon price of labour and materials, but also based upon you.


So how do we pick a premium price and know we’re worth it?


It’s really simple. You just need to think a little deeper.


You need to know two numbers:


1) What’s the cost of not hiring you?

How much will it cost this prospect to fix mistakes done by a contractor who’s not qualified nor licensed? What are the financial repercussions if it’s done wrong? What are the health repercussions to them and their family? Think about the mental and emotional stress that could happen by choosing the wrong contractor.


How much is your being licensed worth? How much is your amount of years’ experience worth? How valuable is your promise to do things right on everything, on time? How valuable is your guarantee of keeping a clean and safe workspace— using only the best and most cautious procedures when working in a family home?


2) What’s the potential ROI (Return on Investment)?

What is the value of enjoying your work for a lifetime? What sort of increase in property value can you give them by means of additional features? How much more efficient can you make their lives?


What is the value of good workmanship? What is the value of an expert’s opinion? What is the value of not having to re-do a project come 10 years time? What is the value of knowing their house is worth more now because of the additions you suggested they do?


Once you determine these two numbers, it’s really simple. You pick a price that is an incredible deal for them in terms of the ROI they’re going to get, as well as a price that’s good for you.


That’s how to price for you.

If you have any questions about this article, or would like more insights on how to price as a contractor, please don’t hesitate to contact us.


Our hours are 8am-4pm Monday-Friday EST.


You can reach us at 613-604-4531 or through email at support@profitforcontractors.com

Landing on the Owner’s Shoulders

You’re driving home after a long days work and your phone rings with yet another call from your team. They need your direction on something that should be routine for them. Yet again you have to pull up your sleeves to do a task you know is way below your pay grade. The task should be delegated to a team member but you just can’t shake free of it because you fear if you don’t tackle it yourself, something will go wrong. Sound familiar? Unless you do something about this boomerang effect now, you’ll be trapped for life with a business that cannot survive without you.


So how has your business come to be like this? The number one reason being that you lack systems. Currently you’re acting as the system; you’re either giving the step-by-step instructions every day or you’re doing the steps yourself— tasks you need to let go of.


Supporting your team with tools, templates, checklists, and other forms of systems is important for a number of reasons. The most compelling is so the owner can run the business without being run by the business. Systems should run your business; your team should follow the systems and your task should be to lead your team.


If you don’t have systems in place you’ll find it difficult to:


  • Scale your business
  • Create consistency amongst your team and their tasks
  • Concentrate on high-value tasks as owner
  • Maximize profits
  • Assess employee performance
  • Set targets for growth


Henry Ford made a profit by building and selling some of the first automobiles in America, but he became one of the wealthiest and most successful entrepreneurs in the world by figuring out systems that produced, marketed, and sold his cars for him. We need to do the same for your business. I’ve created a tool called “The Service Call Success System” that’ll help get you started. Download it here: http://bit.ly/28LXDyH


Now that you’ve got the tool and you’re ready to follow along, we need to figure out where to start.


Here’s a list of common areas contractors have problems with due to a lack of systems:


  • Quoting
  • Hiring
  • Administrative duties
  • Tracking labour and material
  • Marketing and sales
  • Finances


What are some areas in your business that are lacking systems? Create a list and then determine what tasks can be delegated from those areas. Start with planning to delegate the lowest-value tasks first— that way you can start to focus your time doing higher-value tasks in your day. You may want to do this in a team meeting in order to get them to understand what the benefits are for the business and for the team and what this means moving forward. Delegating lower-value tasks is all part of creating systems that will increase your teams’ ownership and accountability so it doesn’t always fall on you.


It’s time to create a system:


Step 1) Break the steps down into phases: For example, your service department would include 3 core phases of START (Prior to the service call itself), RUN (During the service call), and FINISH (Service call is complete.) Use different coloured sticky notes to list tasks specific to START, RUN, and FINISH.


Step 2) Measure each step: Rate out of 10 how well each step is being performed. Once finished, you’ll see the lowest rating is the weakest link and that’s where we’ll need to create our first system.


Step 3) Create a system: Ask yourself what type of system is going to work best for each step. Is it going to be a checklist, a form, a white board, some type of spreadsheet, or maybe new software? Get your administrative assistant to create something on paper and do some research into some software systems that may help, and then test it for a couple of weeks and tweak accordingly.


What we’ve just covered is going to give you the insights for some quick wins in order to get you moving forward now. If you’re interested in what other topics we teach and tools we have to help you enhance your business, then come out to our live webinar sponsored by Electrical Business Magazine on August 23, 2016 at 2 p.m. EST. Click here to register to the “Cash Flow Problems? 5 Ways to Maximize your Profits” live webinar. Please email us at support@profitforcontractors.com if you have any questions.

Bringing Your Business and Team from Chaos to Control

Have you ever had to run a large-scale job with a poorly structured set of plans? Or perhaps you’ve had to run a job without any plans at all? I can tell you, that as a fellow Electrician, I have been in this position and it turned out to be a disaster. I still question to this day why my boss even took the job in the first place.

Let me reflect on this moment and elaborate on the details so you can better understand the situation. I remember it was a lighting job that cost the company a fortune. It wasn’t because I didn’t want to do a good job or the rest of the crew was lacking the skills or not working hard enough that caused the mayhem. The shear fact that no one had any clue what we should’ve been doing was what caused complete chaos before we had even gotten started. The general contractor would verbally instruct us everyday as to where he wanted the fixtures; changing his mind like having to change a baby’s diaper. The special material required was ordered wrong which resulted in an 8-week lead-time. The layout changed at least 3 times which ran the job more than double the estimated time, it needed 30% more material than quoted, and nobody was happy with the final product.

So what’s the point of my story, and how does it relate to you? Well, whether it’s a job or a business that you’re running, I can assure you, you need a set of plans to clearly define the what, who, and when in order to clearly know how things are going to be done.

“You need a set of plans to clearly define the ‘what, who, and when’ in order to clearly know ‘how’ things are going to be done.”—  tweet this

One of the biggest problems contractors have is that with each job they run, a huge list of issues (due to a lack of structure, order, and plans) starts to pile up and they don’t know where to start in order to resolve them. These contractors spend all day acting as a fire fighter trying to put one issue to rest then jumping onto the next. The result? All this fire fighting is like a bandage to the problem, not a long-term solution, so their list of issues just keeps getting longer and more complicated as time goes on.

If you don’t sit down and create structure within your business and plans for your team, it could result in:

  • Your team being lost and not knowing where to even start on each project
  • A team with zero accountability that can’t ever problem-solve on their own
  • Working more hours and losing the freedom to spend time doing the things you love
  • Having a business that isn’t scalable because it’s just not able to grow beyond where it’s at now

What’s the solution? Let me share with you the 5 steps that are proven to help electrical contractors gain more control of their business:

Step 1— List all of the problems you have in your business. Get your entire team to share what isn’t working for them and get your administrative assistant to compile it.

Step 2— Write a list of all the roles you have in your business. Do you have a Foreman, Electricians, Apprentices, and Accounts Receivable staff? (Ideally you want to draw this up in what is called The Contractor’s Role Assessment chart. Click here to get the easy-to-use tool.)

Step 3— Assign the list of problems to the roles. This will bring light to what areas and roles are weakest so you know what’s causing the cracks in the foundation of your business.

Step 4— Pick the weakest role to focus on fixing first. Break down 2-3 results you want to see from this role. Ex: Foreman: Ensures job is on schedule and in sync with what was quoted.

Step 5— Define the rules for the role. This is where you become leader and start creating systems for each role. Using simple visual aids such as flowcharts, checklists, white boards, and calendars, generally create better outcomes.

Once you have a system in place for a few weeks or months, that has been tested and proven to work, and something goes wrong, you have someone to hold accountable. Always keep in mind though, that as a good leader you must accept the fact that some systems must be tweaked or changed over time to better work with your current crew and business as it currently stands.

Having the roles, results, and rules laid out will allow you to lead your team versus bossing them around and constantly running around resolving issues.

When I look back on that project my boss had our team tackle— without any structure, plans, order, or someone leading the way, it’s no wonder it ended up a disaster. Never forget how important it is to find the weak spots in your business and get to work creating systems that’ll fix them and the issues they cause. You can take your business from chaos to control— it’s just all in how you lead your team and plan for a successful future.

Click here to download the Contractor’s Role Assessment Chart to help accelerate getting more control of your business. If you would like some help using this tool, or would like to chat more about this topic, click here to book time for a complimentary 60-minute chat (valued at $397) sponsored by Electrical Business Magazine.

4 Core Signs you’re Playing to your Employees Strengths

Some people are great at a variety of things. Some people are great at just a few things.

Some people are ‘naturals’; they’re good at just about everything they lay their hands on— but that doesn’t necessarily mean they enjoy doing it.

Even though these people can do just about any and all tasks, I wouldn’t consider most of them their strengths, and that’s because it may be draining to them— stressful, energy-sucking, difficult, you name it.

If you can recognize the true strengths in your team members, you can play them to the best of their abilities and it’d only be beneficial to not only them, but to you and the business as well.

You have to claim your strengths and recognize the signs that define a strength. If we can apply this to ourselves, we can easily apply this to our team. If we can find things we’re good at— that also ‘fuel our tank’, you’ll have a lot more success. And it’ll be a lot easier to move forward in strengthening your business.

There are four core signs, or emotions if you will, to knowing something is truly a strength:

1. Success—

When you do the activity you feel effective and you feel in control. This is where you feel self-sufficient— you can work on your own and know you’ll rock it every time.

2. Instinct—

When you go to do the activity, you look forward to doing it. You’ve got this natural ability for doing this task or activity.

3. Growth—

While you’re working on it, you’ll be very focused and you may lose track of time, because you’ve just lost yourself in the task… in a good way, because you’re keen to learn the task or activity.

4. Needs—

After you’re done the activity, even if you feel drained, you feel fulfilled.

It’s important to understand this because when we get so busy in our work, we sometimes define what we’re good at based upon results. Or we may do the same with our team members.

How many times do owners promote a team member and have them resign within only a few months? How many times does a person land a new position, who’s capable of these higher-value tasks, but in just a few months their performance fails drastically?

Perhaps it wasn’t because these people couldn’t do the jobs, but that the job required them to constantly do tasks and activities that didn’t play to their strengths— it became draining and unfulfilling to them.

You can’t make a weakness a strength— you can help diminish the weakness, and make certain daunting tasks and activities less so, but it’ll never be a natural or true strength.

So how can we minimize our weakness?

1. Stop doing it— team up or delegate the task or activity to others, if possible.

2. Defaulting your time— fill your day with your strengths and gain your energy from those tasks so that when you must handle a task or activity that is your weakness, you don’t get completely overwhelmed in your day.

3. Change your lens of strength— change your perspective on the matter, because sometimes you may think an entire task or activity is your weakness, but in reality only one small aspect or detail is. i.e.: You hate confrontation and arguments with clients or coworkers, but love research, problem-solving, and asking questions. So next time you find yourself in an argument, take it upon yourself to ask a lot of questions in order to solve the problem, and play it from a different angle.

Now that you have better knowledge on strengths and weaknesses in the work place, it’s time to step back and evaluate your team members.

So for example, instead of focusing on your ‘Employee A’ as being lazy because they constantly forget to fill in their paperwork, take it upon yourself to make this something positive. Play with your strengths, and help them diminish their weakness. If you love playing the role of leader and love the task of being educator, then this is a perfect opportunity to dig deep and explain why this is important and go over how to do the task once more.

7 Tips to Eliminating Distractions in your Work Day

If you’re the type of business owner that constantly feels as though you’ve accomplished nothing of high-value most days, simply because you’re constantly putting out fires, doing tasks you shouldn’t be doing, or are distracted by 1-million other things in your business, then it’s time you start implementing a few of these tips and tricks in your daily routine!

1. Get an app that literally blocks your online distractions. Apps for Google Chrome internet browser such as “StayFocused” can be set up to block your computer from accessing any tempting site from you for a certain amount of hours. Facebook always on your mind? Block it until lunch hour or even the entire work day. LinkedIn notifications distracting you? Determine what time of day (and for how long) is all right for you to check them!

2. Turn off your cell phone notifications. Especially if you have a personal cellphone on top of a work phone. When you’re working, put your phone on silent or sleep mode for the day. You’ll still receive all your messages but you won’t get a buzz or ding sound until you turn this option off.

3. Shut off notifications from emails and social media from your computer. Mac computers give you the option of setting the “Do Not Disturb” on for a certain amount of time in which you won’t get pop-ups distracting you from your work.

4. Do ONE thing at a time. You heard me. ONE. Block off time using your Google calendar in 30–60 minute long intervals. You can write comments and lay out full plans for each task right on the web. If you want, this app can give you a reminder, say 30-minutes, prior to your next task. Never miss a call or appointment again! Share your calendar with others so they can see when you’re free and when you’re busy. Also colour coordinate your tasks. Ex: make red very important, green a quick, easy task, and yellow something intermediate or something you do as a part of a team.

5. Every hour get up a stretch. Walk around your office, or at the very least, look away from your computer screen for 5 minutes. Trust me, this is where the migraines come in if you aren’t careful! Take time to stay hydrated, drink water, and eat something. Work is priority, but you and your body and mind should be too. You’ll be 10x more eager to work throughout the day just by taking little breaks for yourself every once and awhile!

6. Use sticky notes! These are great for when a random idea pops into your head that you don’t want to forget but shouldn’t focus on right away. Stick them right to your monitor and on your next break, re-read it and put it into your schedule for the day or week if possible.

7. Learn to say no. Dedicated to getting a big task done by the end of the work day? Do you have it put into your Google calendar for the next, say, 2 hours and have provided your team with a spare block hour sometime else in your day? If they come to you during your 2 hours of working on that big task, say no. Unless, of course, it’s an emergency. Tell them to come back during your free hour!

Stay focused, friends! All these tips will result in small, but positive changes, but they’ll take you such a long way as business owner! A more productive day is just around the corner.

For more tips and advice and to learn how we can help your business advance, click here to get more information!

We also have an amazing online workshop coming up that’s going to teach contractors like yourself how to create systems your team can run without you— which, obviously, will help you with your day-to-day productivity! Click here for more information and to register! (Spots are limited!)

Why Your Bad Clients Don’t Deserve You and How to Kick Them Out the Door

Think back (maybe way, way back for some of you) to when you were in school. Remember report card day? Did you mostly get A’s and B’s, or did you get a mix of A’s, B’s, C’s and D’s? What was your parents’ reaction? Most likely your parents would give you a high-five for the good grades, and have a serious discussion about the bad grades and how to help you improve them.

Back in school we would have our parents and teachers create a plan that would help increase our grades. Let’s drop the classes we aren’t doing so well in and join some we know we can excel in. I propose we apply the same plan to your electrical business and drop the grade C and D clients to make room more for A’s and B’s. It’s time to better our grades— our business!

Would you hold up your list of current clients and be proud to show a list of A’s and B’s or would you find a large number of C and D clients? Now that Spring is here, and things are about to get very busy for us, it’s time to put this plan in action.


“Kick your Grade D clients to the curb because they don’t deserve you.”  Tweet This


Here are the different grades of clients:

A (Awesome) grade clients pay their bills on time, are pleasant to deal with, are happy to pay you what you quoted and sometimes more, are repeat clients, provide amazing referrals, and are great communicators; giving you all the details to do your job right the first time.

B (Basic) grade clients pay their bills eventually but sometimes need to be chased, they are sensitive to your pricing and are only somewhat loyal; long-term relationships are not at the top of their priority list, but at least doing jobs for them tend to run pretty smoothly.

C (Can’t deal with) grade clients tend to have an undiagnosed case of schizophrenia as they’re constantly changing their minds and not expecting to have to pay for it. Even if you sold the job below your cost and they knew it, they’d still want a better price! They generally don’t pay on time and when they do it’s less than what you invoiced them for.

D (Dead) grade clients are like leeches; draining the blood out of our business right in front of you and your team. They treat your crew like dirt, which sometimes results in top employees quitting. They are never satisfied and you’re lucky if you ever get paid because they see you as a bank, not an Electrical Contractor.

Don’t feel discouraged if you were reading through these descriptions and actual clients were popping into your head. It’s a good sign that you’re ready to start saying goodbye to your grade D clients.

I’ve created a really effective tool that can accelerate grading your clients.

Grading your clients will make you realize how much time you’ve been wasting on C’s and D’s. Some clients that you thought were A’s and B’s are actually C’s and D’s typically because of a lack of profit and poor timing when it comes to paying bills. Once you kick the grade C’s and D’s to the curb, you’ll allow your company more opportunity for higher profits and cash flow, save hundreds of hours from dealing with unhappy clients that can never be pleased, and promote a better company atmosphere because employees will be a lot more proud of their ‘grades.’ Utilizing this tool will get you really clear on what types of clients you need to start marketing to.

How to kick them to the curb: 

  1. Pick the top few D’s and send them a letter informing them that you’re no longer going to be working with them. Phone them to make sure they received it.
  2. Let the team know who’s been informed and tell them the new rules of the game (putting the list of clients up on a white board will help everyone know who not to deal with any longer.)
  3. Create a script so admin and anyone answering the phones know how to keep the door shut on them.
  4. Let the team know whom the A’s and B’s are and how they need to be treated differently.
  5. Create a marketing plan as if you were going fishing; to determine where the A’s are, create the right lures with strategies on how to get more of them.
  6. Create strategies to improve the B’s to A’s.

Getting rid of the C’s and D’s will allow you to give so much more attention to the grade A’s. It allows you to actually work less for more profits. Treat your grade A’s like gold, and they’ll give you repeated business time and time again— soon you won’t ever have to deal with another grade D client again, simply because you won’t have to!

If you have any questions concerning this topic, feel free to contact Profit for Contractors at 613-604-4531 or support@profitforcontractors.com

Why Defining a Workplace Culture is so Important

“Why should I have written rules and practices in my business? Shouldn’t every employee know not to smoke on the job site, be 5 minutes early to every shift, and know not to wear stained jeans and a ripped t-shirt when meeting with a customer?”

Sadly, no, that’s not always the case. Especially in the trades industry— let’s be real here.

Written rules and unspoken practices must be set in place within your business. You need to set order and structure within your walls so that every team member is on the same page and working well with one another.

As business owner, you have to determine the ‘personality’ of your business. Establish the values, beliefs, and habits you want your team to follow and be on board with. Every business owner will have a slightly different work culture— formed from their own interests, experience on the tools, and things they find important.

The two main reasons you want an established work culture are:

  1. Because everything you and your team does determines how you come across to customers!
  2. Because when everyone is following the same rules and practices, people work better together!

From day one, each new employee needs to be shown the work culture and told how things are run, so that everyone is operating on the same level. It’s important that you hire people that’ll be a good cultural fit with your company.

It’s a lot harder to start changing and implementing work culture 20 years in, but it can be done. Unfortunately some team members just might not make the cut— it’s a sacrifice you may have to make in order to maintain a strong team and professional image.

Some common examples of work culture rules could include:

  • Shaking hands when greeting people, and not interrupting others when they’re speaking
  • Being professional on all communication fronts: in-person, in emails, in written letters, etc.
  • Being punctual, dependable, and respectful
  • Being well-groomed and following the dress code
  • Not swearing or smoking on job sites
  • Following company procedures

One thing to keep in mind is that a positive work culture will always give the best results. As business owner, you too have to follow these rules and treat everyone with respect and realize that everyone is important to your business and has the potential to grow.

A work culture won’t be maintained if it’s unrealistic and you don’t follow the practices yourself, because team members will pick up on that quickly and soon go about their day in their own way—causing chaos, a lack of structure, and an unprofessional image.

If you need help defining your work culture, or have questions based on this subject, don’t hesitate to book in a quick chat with us by clicking here.

1st Live Workshop of the Year a Success!

Over 40 contractors and their team members from around Ontario and Quebec stepped away from their job sites, projects, and offices yesterday, Tuesday, March 22nd, to take part in our Marketing & Sales Live Workshop. After 2 months of planning and preparing for the event, I taught the crowd how to better their contracting business through proven strategies, tools, and templates.

My brother, Robert Houston of Rep Tradie, was our guest speaker, and explained to everyone the importance of reputation marketing, the rise in technology and its power, and the effect it could have on your contracting business— both good and bad, and how to deal with it and use it to your advantage.

Members of Boone Plumbing and Heating Inc. were in attendance and had a major role in promoting the Live Workshop. Jiffy Print and Photo provided all Sales Kit examples that included door hangers, lawn signs, posters, and postcard examples that were used during our presentation. A huge thank you goes out to these two amazing companies!

With a room full of different tradespeople, the day was full of networking, learning how to improve a business, and laughs— it was certainly a memorable day for me, and we can’t wait to provide you more great strategies and lessons in our next event, the ‘Chaos to Control’ online workshop happening April 19th 9-10:30am.