How to Build a Construction Team That Runs Your Business Without You

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So welcome back to the podcast. Today’s topic, we’re talking about how to build a construction team that runs your business without you. Is that possible? Well, it’s a crucial topic because I think every construction business owner needs to hear this. Can you really build a team that runs your business without you.

 

 

So just think about that for a second. When was the last time you actually were able to step away from the business, maybe for a whole week or even let’s just break it down a little bit further. Could you actually step away from the business for a single day without anxiety, without the constant phone calls or those emergency text messages interrupting your personal time?

 

 

And we know that the reality of this, it plays out, doesn’t it? That you end up. You might miss important family events, you might miss your kids school plays, you might have to cancel a holiday. I’ve heard some terrible stories where people have just had to leave holiday and get back just because they couldn’t leave the business unattended and it was [00:01:00] all falling apart while they were away.

 

 

And this isn’t just a unique problem to you. I’ve struggled with this. This is really common across the construction industry. But today we’re going to talk about the exact formula for solving this. So we’re going to go into some detailed steps. We’re going to talk about some common pitfalls you’re going to face.

 

 

And really some actionable tips. And some real life examples as well of clients that we’ve worked with who’ve managed to turn this around. So stick around, listen to the episode, because by the end you’ll know precisely how do you transform your team into one that operates smoothly. even when you’re not there.

 

 

So let’s just think about, first of all, the core problem of this and why so many construction business owners become, sorry, why so many construction businesses become overly dependent on the owners. And to be clear, it isn’t just about you working hard enough, cause I know that a lot of you business owners out there, you work [00:02:00] incredibly hard, often way too hard, but the problem arises because you, Unintentionally build your entire company to revolve around you.

 

 

That’s the whole problem. It all revolves around you. And I guess when you think about it, because when you first started your business in the early days, when you were a one man band, or one woman band you probably did everything yourself. You managed every project, you wrote every quote, you oversaw every site, you did all your invoicing, you handled every client interaction that there was.

 

 

And you learn to be good at it. You had to be because your business depended on it and everything revolved around you and you relied on no one else. So that’s how it started, but that’s probably not where your business is right now. And the challenge starts coming as you start growing. You take on more projects, you hire a bigger team, and the complexity gradually starts to increase both internally, in house.

 

 

in the in house team and externally on site. [00:03:00] And if you don’t start deliberately learning how to adjust your business structure, all that additional work just increases your role and makes your role much more challenging. And then instead of becoming less involved, You become more needed, more essential, and you’re more deeply entrenched in every tiny decision that’s made in the business.

 

 

And you could call it owner dependency. Where the entire business is so reliant on your input that you just can’t take that day off without the risk of something going wrong. And that’s real, that’s a real thing that happens, and you’re probably listening to this because you’re experiencing that right now.

 

 

So, what are the three main reasons why owner dependency develops? Well, one of the first main reasons is that you’re probably hiring workers or trades instead of leaders in the business. And that can happen on site and that can happen in the office. So if you’re hiring workers rather than leaders, then There’s a big difference, isn’t there, between the [00:04:00] two?

 

 

It isn’t a minor difference, it’s massive, because a worker needs explicit instructions for almost every single task that they’re carrying out. They need to tell, they need you to tell them what to do, how they’re going to do it, and when they’re going to do it. And, yeah, alright, they get the task done, but they’re not independent decision makers.

 

 

Whereas a leader, on the other hand, they’re completely different type of hire, aren’t they? Because a leader will take initiative, They’ll try and solve problems proactively, and a real leader will bring solutions to you instead of questions all the time, and that’s really what you want.

 

 

A leader won’t necessarily be told what to do, they’ll identify what needs to be done, and then they’ll make those sound decisions independently. So, well, you might think, well, the answer is obvious then, let’s just hire leaders. But why is it that most construction companies don’t hire leaders? Well, sometimes it could be that the business owner fears losing [00:05:00] control.

 

 

And that could be a subconscious thing, that they’re actually worried about losing a measure of control. Or it could be that a leader is just too expensive. And they can’t afford to hire a leader at the moment. So, but the crazy thing is that when you hire cheaper, less productive staff, you end up paying a lot more in the long run anyway.

 

 

That’s the reality of it. Because all the issues circle back to your desk and demand your time and it limits your ability to scale. That’s the reality behind it all. So that’s reason number one, you don’t hire leaders. The second reason is that you haven’t got clearly documented systems in place. And this, again, is an issue that’s absolutely widespread because you’ve got this term in construction where people just learn on the job.

 

 

And they just work it out as they go. Business owners mistakenly think that their staff should automatically understand how things are done just by watching how it’s done or being told once how it’s done. And that’s not the reality and especially [00:06:00] with complex tasks with, things like estimating or project managing or invoicing.

 

 

If it, if they’re not properly documented these tasks. Then it creates a little bit of confusion. The employees start constantly seeking clarification from you because they’re afraid of making a costly mistake. So. There’s just like this cycle that unfolds, isn’t there? That the team’s uncertain about what should be done.

 

 

They ask you to step in and solve the problem you because you want it done and want to save money. You step in and handle that issue directly. And then the team never learns. They never develop confidence. They never figure it out themselves because they’re always relying on you. And that ends up becoming a cycle that repeats again and gets massively entrenched into the company.

 

 

So, We need to document systems. We need to document processes. There’s a term called SOPs, which stands for your standard operating procedures. And this basically just breaks down every single procedure that you do so that your employees are [00:07:00] empowered. They know how a task should be formed step by step, which leaves no room for confusion then or guesswork.

 

 

And that’s what we want. We just want your staff members independently, confidently, consistently which will reduce their dependence on you. So that’s reason number two is that you’re not documenting systems the right way. Reason number three is that business owners fall into this trap of micro management and no one wants to be micromanaged.

 

 

No team member enjoys that. And you don’t want to micromanage do you? You didn’t. You don’t want to set out and watch every single task or have to double check every single detail. You don’t go in with that intention. But sometimes it happens very subtly. And it might come from a good place.

 

 

You want really good quality work done. You want accuracy. You don’t want to let your customers down. But over time, micromanagement can become a really damaging habit. Because again, your [00:08:00] employees start second guessing their decisions. Have I done this right? I don’t feel capable of completing this task without explicit approval or explicit sign off.

 

 

And that means every decision, no matter how minor, needs your input. And it just makes your employees lose confidence because they don’t believe you really trust their abilities. So something that started out as quality control ends up massively limiting your growth and as your business expands you simply you just cannot oversee every detail without it becoming a massive bottleneck.

 

 

So everything slows down, your progress slows, your stress as the business owner increases and your team’s morale it plummets because they don’t feel trusted. to do anything themselves. So that’s micromanaging and that’s another huge mistake.

 

 

So we can see these main problems then this is clearly creating a culture of owner dependency in the business if you’re suffering these three things [00:09:00] and as a business owner that will affect every part of your life. As we said your holidays will become stressful rather than restful and your family time gets compromised.

 

 

And you don’t experience freedom. You can’t do your hobbies anymore. You’re running a business that you didn’t think would run like this. You didn’t start a business for it to be for you to be trapped and constantly stressed and always on call and frustrated. That’s not why you started this business in the first place.

 

 

And I know how this goes because I’ve experienced this personally. And I’ve also coached countless construction business owners who’ve been there in the same position as you. And it really is exhausting. It’s super demotivating and it can often lead to burnout for business owners. You just feel like you lose your mojo eventually and just don’t want to do this anymore.

 

 

But the good news is you can break this pattern. It is a solvable problem. And if you’re in this cycle right now, don’t lose heart because you can absolutely change this situation. And that’s what this episode is all about. And we really [00:10:00] want you to shift your focus and be open to some of the suggestions here.

 

 

And we just want you to think that you’ve built this business to enhance your life. It’s not to consume every minute of your working day. So we want you to reclaim your personal freedom. And there’s a little bit of a mindset shift. That needs to happen here. So we’re gonna explore how to do that, and we’re gonna look step by step in detail about how we can hire good leaders, how we can implement the right systems and how to break free from that micromanaging, which will help your business scale.

 

 

So let’s talk about this first thing then. Hiring and developing real leaders. So as we said, a worker will carry out a task and a leader will proactively solve a problem. And that’s what we want to do. We want someone to take responsibility for us. So one of the first things you want to do is just identify the leadership roles.

 

 

that you really need in your business. And this will vary depending on [00:11:00] the size of business you are. If you’re starting to hit the seven figures in business, you’re probably if you, and especially if you’re taking on larger projects, you’re probably going to have on some of your sites a lead foreman.

 

 

So that’s a leadership role. So the lead foreman will manage the day to day operations. They’ll ensure. Things are being done quality that they’ll look after the quality control that make sure the safety standards are being met and really they’re there to keep the projects moving efficiently so that all the workers are working diligently.

 

 

So that is potentially a leadership role. You might need a lead foreman on your projects a step up from that. You may need a project manager. If you’re looking after multiple projects, then a project manager. will oversee all the on site operations of those multiple projects. He will have the lead foreman reporting to him or her, and they will look after the subcontractor coordination, they’ll manage timelines, they’ll control budgets, and they’ll communicate with the [00:12:00] client.

 

 

So maybe that’s another leadership role you need or have at the moment. And then we think about the office. In the office, Ideally you want a office manager or an operations manager depending on your size and the operations manager or office manager will handle your invoicing, scheduling, they’ll do the admin work or at least oversee the admin work, they’ll look after emails and again that client interaction.

 

 

So they’re the leadership roles and it’s important just to define those because If you have these roles and they’re clearly defined, then it creates accountability in the business, it reduces confusion, and then it stops multiple people coming to you for answers because if you’ve got these roles in place, then the site workers know they need to speak to the lead foreman.

 

 

If you’ve got a load of foreman in place, they know they need to speak to the project manager and they’ll also both the project manager and the lead foreman know that they need to communicate with the office manager about some of the admin tasks, and it just takes it off of your [00:13:00] desk if you’ve got a leadership team like this.

 

 

As we said, it does depend on the size of your business. When you start bringing these people on board. So when you’re recruiting you really need to think about how you interview these candidates thoroughly. And have they got these leadership qualities? So there might be some questions you ask.

 

 

Obviously you’ve reviewed their CV and you want to check that they’ve had leadership roles in the past, but when you’re interviewing ask leadership questions, like for example, you might say, can you describe a time for me when you’ve? Solved an important on site problem independently. That could be a particular good question.

 

 

Maybe you could say something like, How would you handle a subcontractor who’s consistently missing deadlines? Or is producing poor quality work? Or maybe you could ask, Give me an example of a situation where you had to deal directly with a frustrated or an angry client. How did you resolve that? And these questions they’re really designed to reveal how the candidate thinks.

 

 

[00:14:00] How do they manage conflict? How do they communicate? And ultimately what we’re looking for is, are they capable of handling this responsibility without constantly coming to you for guidance? And interview questions like that will just give you a little bit of an insight into their mindset and, how they would potentially deal with that.

 

 

We’re talking about recruiting a leader, but, and hiring and interviewing, but you don’t have to look externally for leaders out there. You may have great leaders within your existing team. So always start on your existing team, first of all, because you can develop great leaders and you may have future leaders already working for you.

 

 

And that breeds great loyalty from your employees if you can hire and upskill internally. So have a look at your team. Is there certain team members you can identify that Do show initiative. Are they solving problems proactively? And then if there are, gradually assign [00:15:00] those members, those team members, leadership responsibilities.

 

 

Give them small ones. So maybe they’re managing a certain part of a job site. Or maybe you give them responsibility to order some materials or handle a specific client, a small project, just give them small responsibilities just to see how they get on with that and then observe them. How are they getting on with that increased responsibility and give them feedback and train along the way.

 

 

They’re not going to get it right first time and then. Every week hold a short session with them where you’re talking to them about their decision making their accountability and these leadership scenarios. So you really want to train them to start thinking like you and empowering them to act without your direct oversight.

 

 

And that could be done over weeks and months. And then, Potentially in four or six months time, however apt these employees are. You may have a great employee there that’s now displaying leadership qualities and then you can promote them to that leadership role. There’s a really powerful quote Leaders aren’t born, they’re [00:16:00] built.

 

 

So invest in your people and they’ll invest in your business. Great quote there, but we do build leaders and we want you to. Look at your internal team. Can you build from within so you may have some hidden talent there and that helps you retain and motivate your best people in the company. So that’s the first thing we could do.

 

 

That’s how we hire leaders instead of workers. The second thing we wanted to talk about was how we systemize your business for sustainable growth. So, when we think about a business that’s scaling effortlessly and a business that’s struggling with chaos, often the key thing that’s there, or that’s not there, is a clear documented process.

 

 

If you’ve got a team that’s regularly coming to you asking the same questions over and over again, How do I price this job? How do we deal with this variation order? How do we handle this client issue? It’s just a sure sign that your business probably needs a better system. [00:17:00] So we spoke about SOP, Standard Operating Procedures, and that just documents every single critical task, repetitive task, in your business.

 

 

And an SOP It reduces confusion, it eliminates mistakes, and it helps your team perform consistently because everyone knows exactly what to do. And that takes it away from you constantly having to get involved. So, if you’re not documenting processes and systems in your business, then what you’re potentially doing is you’re reinventing the wheel with every single project that you take.

 

 

Every job becomes an experiment, the price varies. The schedules aren’t consistent, the admin tasks become complicated, and again, this just, it, it really destroys employee morale because they feel insecure and hesitant, and they’re constantly interrupted they’re constantly, sorry, they’re constantly interrupting your workday with these routine questions and decisions, and it, as we [00:18:00] said, it just means that it all becomes entirely reliant on you as the owner.

 

 

You become the bottleneck. Every decision has got to come through you. Whereas if you’ve got a road map in place of how the task should be handled every single time, then the employees can constantly, confidently perform their role, which allows you to focus on those high level tasks. So. The key thing that has to happen is you need to identify essential areas first of all, where you need operational consistency.

 

 

So look at your business and think, what are the big areas that I need to systemize? And just to give you some examples of those, probably a huge area that needs systemizing is your estimating and quoting procedures. So if you’ve got other people in the business that can estimate for you, It’s a really important task to get right because you don’t want to underprice work and you need to protect your profit margins.

 

 

So you want to have an SOP that helps them calculate accurate labour costs. Have you got accurate, consistent labour costs that you can use? [00:19:00] Have you got a material quantities list and a materials pricing list so you know how to quote for that the right way. Do they know consistently how to factor in overheads to every job?

 

 

Do they know the desired profit margins that needed to be added to every single job? You’ve got to be able to set them and maintain them so you’ve got a system for someone else to work through. The second thing you want to think about is your invoicing and valuation procedures. So when should an invoice be sent out?

 

 

What’s the exact format it should be sent out, or the exact format evaluation be done? And when sending an invoice, what’s the wording that should be used? So you want a step by step method of how to do that. You also need to have a step by step method of how to deal with unpaid invoices or late payments.

 

 

How are they chased? When are they chased? Are they chased by SMS? Are they chased by email? Are they chased by a phone call? Or maybe all three? And clearly define those roles. Who is it that does the invoicing? [00:20:00] Who handles the collections? It may be the same person, but define it. Because we really need a clear invoicing and valuation system to help you stay on top of your cash flow and keep predictable and consistent ways of invoicing and doing your valuations.

 

 

What about change orders and variation orders? Really important, isn’t it, to get that right? You need to define and document how a variation is handled. How is it communicated to the client? How do we formally approve a variation and ensure we have sign off before we actually commence the work? The amount of times people don’t have this in place and get to the end of the project and you’re rapidly scrambling, trying to send them all the extras that you did and then the client doesn’t want to agree because they forgot that they’d approved it.

 

 

So have you got a clear process in place for that. And if you can track that, then it prevents those disputes later on.

What about your job operations and safety guidelines? Do you have daily safety [00:21:00] inspection checklists? Do you have quality control documents at key stages of the build? Can these be signed off regularly? Things like that. You want to make sure you’ve got checklists in place. Maybe when you start a job site, have you got all the checklists in place of everything you need when you start a job site?

 

 

Safety folders and maybe toilets on site and you may need a temporary office. All things like that. Have you got a clear checklist in place so every site is set up the right way every single time. So there’s just a few there. There’s some key ones in there. There’s much more than that, but they may be just a few of the ones you want to think about.

 

 

And with any SOP, you need to document it. It sounds tedious, but it has to be documented. So put it on a Google Doc, put it into maybe a Google Sheet, something like that, so it’s easily accessible. It can be easily changed or commented on. And what a lot of people do is, and what we do, is we use Loom videos.

 

 

So we’ll record an instructional video. That can actually look at your screen at the same [00:22:00] time. And if you’ve got a nice loom video prepared, you can actually film a loom video and then give it to one of your admin team and say, right, here’s the loom video. Now I want you to document those processes in a Word document based on that video.

 

 

So that can be useful. Use tools like Asana or Trello. That helps you store your SOPs so your employees can easily reference them off their phone or off their computer whenever they need. And rather than the SOPs all falling on you entirely, involve your team. Let them draft their procedures for their specific tasks.

 

 

That gives them ownership and lets them display some leadership. And your SOPs will get created much faster and be much more accurate if you actually let your team members formulate it themselves. And you can just check it off and sign it off. Always try and review your SOPs too. Sometimes you can prepare an SOP and then it’s not looked at for a long time and as the business scales and changes and [00:23:00] improves and you change software and things like that, sometimes adjustments are needed.

 

 

So I would suggest a quarterly or six monthly review of your SOPs just to make sure do we need to change this or are we still good? So really important to update those SOPs regularly. Make sure they’re working, review them, and if you do that, it will reduce your mistakes, and it actually helps you hire and on board much easier as well, because when you bring someone new on board, you’ve already got the processes documented, so if someone leaves, doesn’t matter, they’ve left, but you can easily train someone new to come on board because you’ve got their whole role documented, and as we said before, it just gives your employees more independence, and ultimately, what we’re really looking for with all these things is that It gives you better profitability as well in the business.

 

 

If you’ve if you’ve got really efficient processes in place, you’re going to make more money because you’re reducing those costly errors and it enables you to scale without it breaking you as the business owner. [00:24:00] One of our clients, George, a real life example of this, he come on board.

 

 

He’s got a hugely successful joinery business. He was. Obsessed, if you like, with getting the SOPs right across his business. So he got stuck in. He used an app called Monday. com, which works really well for him. And he was able to implement SOPs for estimating his variation orders, his operations on site, his invoicing.

 

 

And within just a few months, he started putting all this in place and he was able to feel completely organized. He was able to take on more projects, which obviously improved his cash flow and profitability. But more importantly, he was able to scale up without the additional stress and overwhelm because everyone was now following all his S. O. P. S. He was even able to get himself married, which is a huge accomplishment and have a load of time off on his honeymoon without worrying that the business was going to implode around him because he wasn’t there. But his team was able to handle everything smoothly. Because he had these documented [00:25:00] processes that he’d helped them create.

 

 

So this isn’t just theory. This is real world results. This really does work. Another great quote, if you want it, is systems run the business. People run the systems. If you want freedom, start by systemizing everything you can. All right, so that’s systems. The last section we wanted to talk about was how to delegate effectively and avoid micromanagement.

 

 

Now, delegation is probably one of the hardest, yet the most, one of the most important skills any business owner should master, especially in construction. And the reality is if you want your business to grow beyond your personal limits, you can’t handle every decision yourself. But I understand it.

 

 

Letting go is risky, isn’t it? It feels risky. It feels uncomfortable. It’s stressful. Sometimes it’s even a little bit frightening to allow that control to go. And as we said before, a lot of [00:26:00] business owners struggle with delegation because they are micromanaging. So why do people micromanage? Well, As we’ve said, you probably started off small.

 

 

You did everything yourself and you do everything really well and you feel that you have to for quality control, but it’s unsustainable and when you micromanage, you’re sending a damaging message to your team where you’re basically saying, I don’t trust you. That’s the reality. I don’t trust you. And that’s why I’m going to watch over every single task that you’re going to do.

 

 

And this just creates a horrible culture and a horrible cycle where you’re involved much more than you should be. So we clearly need to stop micromanaging. If you’re, I mean, if you’re worried about this, there’s some signs out there that you may well be micromanaging. And I guess these signs are is that you’re constantly rechecking tasks that you’ve delegated, even simple ones.

 

 

So that’s a sign of micromanaging. Your team [00:27:00] may regularly delay decisions waiting for your approval. Your employees are asking basic questions rather than taking initiative. And maybe you’re feeling really overwhelmed because you’re making lots and lots of small decisions all day long. And if your team seems a bit hesitant or they’re lacking confidence when you’re not around, These are all clear signs that we really need to correct your management style.

 

 

So the only way to correct things is by having awareness of this. So ask yourself those questions, and if you’re aware of it, you can go and fix it. And as we’ve said, it’s it’s got to be fixed because it’s gonna really burn you out as the business owner and slow things down. So how do we do this right?

 

 

How do we delegate the right way without micromanaging? Well, the first thing you want to do is set clear outcomes and expectations when you’re handing a task off. So when you’re delegating, rather than say, do this, just define the actual [00:28:00] outcome that you want. So you might want to say something like, look, we need these materials delivered to the site at least two days before the job begins.

 

 

So I want you to coordinate the best way to make that happen. So that would be a way of allowing a team member to have leadership and set their own outcome for that. Rather than saying, I want you to order it from this company here. Make sure you ring them at 8am on the day and do this and do that.

 

 

That’s telling them what to do, but rather if you do it the other way, it allows them a little bit of autonomy to do it themselves. We also want you to encourage and empower decision making from your employees. So when an employee comes to you and asks you how to do something, twist it, like, turn it back around on them.

 

 

Say, what do you think we should do? And encourage them to bring their own solutions first. If you keep doing that, All the time. What do you, how do you think we should do with this? Or how do you think we should handle this? It dignifies the employee, but if you keep doing it enough, over time they’ll naturally just start [00:29:00] coming up with decisions independently without you.

 

 

You’ve also got to allow for mistakes, small mistakes. Your team will make mistakes as they learn. And rather than you just stepping in and solving the issue yourself or berating the person for the mistake, use it as a teachable moment. Discuss what went wrong, talk about how it can be prevented, and then trust them that they’re going to correct it next time.

 

 

But sometimes you do just have to accept that there are going to be small failures. And that doesn’t matter, mistakes are going to be made, that’s okay. It’s just Step by step. It’s moving you away from the business if these mistakes are made So it’s actually a good thing because it means they’re doing things without Necessarily having to run it by you and if you’re you know struggling to let go and you want to delegate but still want a Little bit of control then just have regular check ins and maybe you want them to be weekly or daily check ins But don’t check in every hour, Just daily check in, set them a task for the day, [00:30:00] check in at the end of the day and see what decisions they’ve made and any roadblocks they’ve encountered.

 

 

And that keeps you informed without smothering your team. A couple of other things you can do to avoid micromanaging don’t answer every call immediately. So if a team does call you with a minor question maybe don’t answer that call immediately. Maybe just Don’t answer it and see if they can deal with it themselves.

 

 

And the other thing you also want to do to delegate is make sure you’re delegating your admin tasks first. Out of all things, all the administrative tasks like emails and simple scheduling and invoicing, things like that. Let your team get on with them. We know they’re essential tasks, but they’re probably quite low risk for your team to be able to handle immediately.

 

 

So most of this, though. With delegating and micromanaging isn’t necessarily about tactics. It’s actually about a genuine mindset shift from you as the business owner. You’ve got to just embrace the fact that some [00:31:00] people are going to handle tasks differently to you, but that doesn’t mean they’re doing it wrong.

 

 

Sometimes they might be doing it better than you did. So trust your team and recognize and appreciate their efforts and give them positive reinforcement. If they’ve demonstrated some initiative. Thank them for that. And give them some positive reinforcement there that, yeah, you’ve done well.

 

 

I’m glad you took the initiative to deal with that. And that will just not only free up your time, as we said before, it really affects the entire business culture. It just creates a Brilliant environment of trust and autonomy from your workers. And that’s exactly how you’re going to scale and thrive.

 

 

Another quote, if you want it, is micromanaging might save you minutes, but delegating effectively saves you years. That’s a great quote, isn’t it? So gradually start removing yourself from the day to day operations by delegating, as we’ve said, and we know that’s going to make a huge difference for you.

 

 

And once you’ve done these three things, we’ve spoken [00:32:00] about three major things here, haven’t we? So I’m just going to grab a drink.

So once you’ve done these three things, we really want you to be able to continuously improve and look for accountability with your team. So have a review process of this. Maybe every. Week you just have a check in and check that it’s all going the way you want that your leaders are making decisions that your S.

 

 

O. P. S are working the right way and that you’re delegating effectively. Check in and make sure that’s working. Maybe you want to do monthly reviews or quarterly reviews with your team as well. Look at their KP eyes. Look at how the projects are going. Look at client satisfaction, things like that.

 

 

Identify any issues and then you can create an action plan and assign responsibility of how that’s Mhm. So if you’ve got nice clear KPIs for your team, for your site foreman, for your project managers, for your office manager, things like that, if they’ve got KPIs and [00:33:00] accountability, then you can just trust that you’re moving in the right direction.

 

 

So we’ve covered a lot there a lot in that. Now what I just want you to take away from this really is that your construction business doesn’t have to depend solely on you to succeed. You started your business probably because you want time. Freedom and money and you want a better quality of life.

 

 

That’s really it. You didn’t start this business to be chained to a desk and to be daily or hourly dealing with operational headaches. You don’t want to be firefighting all day long. So remember the three things that you’ve got to do. Shift from hiring workers into developing leaders. We want to hire proactive leaders who take ownership and solve problems.

 

 

problems independently. We want you to document clear SOPs for your essential processes. If you’ve got clear accessible processes, it means that they’re going to be fewer questions and less confusion for your team. We also said we want you to [00:34:00] delegate outcomes and not just tasks, so we want you to stop micromanaging.

 

 

So start delegating and empowering your team. And that will enable you to gradually step away from the day to day operations and then maintain continuous improvement and accountability. Measure results, improve your processes. There’s a quote that I always say, what gets measured gets managed or gets improved.

 

 

So commit to these strategies. If you do, you will find some amazing things. You will reclaim your personal time. You’ll be able to grow. And you’ll be able to keep a business of thriving that’s not relying on your constant input. So I hope you found that valuable. If you’re enjoying these podcasts, give me some feedback.

 

 

I’d love to hear from you personally. Send me an email or pop me a message over on social media. But one thing that really does help us is your reviews. The algorithm just picks that up and that means I can get better guests on board. And and if I’m getting reviews from you guys, and I know we’re heading in the right direction, I’ll keep. Recording these podcasts [00:35:00] so that I can keep trying to give you some value. So please subscribe, please share it, leave a review, and it helps us meet reach more people just like you. So until next time, keep working hard guys, keep working smart and we’ll see you on the next podcast.