| "> | | | | to be calling all the shots. |
| Most Building Contractors I know get it wrong. | | | | STRATEGY: The client becomes an Owner Builder |
| They place their priorities on the project, rather | | | | and the Builder becomes the Coach. This serves |
| than on their clients. | | | | to level the playing field, put more power in the |
| Why is that? As simple as it seems to say that | | | | hands of the client and the relationship has an |
| the customer comes first, in home building, it's not | | | | "even keel" feel. |
| an easy task. I can definitely empathize with the | | | | PROBLEM: There's often very little effective |
| builder. The more complicated and personal a | | | | communication between the builder and the clients. |
| provided service is the greater the risk that | | | | STRATEGY: Preset communication schedules so |
| clients will become confused, emotional, and | | | | that clients are "in the loop" at all times. The |
| eventually accusatory. | | | | clients are coached through the process, educated |
| A Home Builder or Baby Sitter? | | | | about the process, always aware of what's going |
| A complaint I often hear is that builders want to | | | | on. |
| be builders, not baby sitters. Builders want to do | | | | PROBLEM: Most of the time, clients feel like the |
| what they do best ... build! Isn't that the job after | | | | wagged tail. When a client feels pushed around, |
| all? And by doing their best to build a beautiful | | | | they're eventually going to push back. |
| home, won't that satisfy the customer? Whether | | | | STRATEGY: "Owner Builders" are involved. The |
| or not that makes sense, the fact is, it usually | | | | Coach gives them decisions and duties to |
| doesn't work. | | | | perform. The clients are motivated to save |
| The reason many builders think like this is they | | | | money and get more of what they want and see |
| learn their building craft and rarely do they learn | | | | the value of their involvement. Involvement |
| the "people craft". And when people are treated | | | | breeds personal responsibility which breeds more |
| like they need to be baby sat, they're eventually | | | | respect for the coach. |
| going to cry like babies ... and hate their "parents". | | | | Know, Like, and Trust |
| Use These Three Problems and Alternate | | | | Business more easily flows to those who people |
| Strategies to help you craft a better approach to | | | | know, like and trust. By incorporating these |
| your business and turn "hate relationships" into | | | | strategies, as a builder, you can earn the respect |
| love affairs. | | | | of your clients. You are literally placing the client |
| PROBLEM: Traditional General Contracting | | | | first! They will get to know and like you sooner |
| promotes an imbalance of power that lacks | | | | and trust builds quickly. |
| respect for the client. The contractor is perceived | | | | |