Case Case Design/Remodeli Design/Remodeli ng, ng,Inc.: Inc.: The

Case Case Design/Remodeli Design/Remodeli ng, ng,Inc.: Inc.: The

Case Case Design/Remodeli Design/Remodeli ng, ng,Inc.: Inc.: The GOV Understanding Sales, Administration and Production Todays Main Event I want everyones involvement Stop me as you have questions The only stupid question is the one that isnt asked.. Keep questions focused on topic

Lets keep the event moving Please take notes Constructive comments are always welcome Goal of GOV Training Case-itized Create a clear understanding of general roles and your specific role on the team Discuss techniques that will allow you and Case to improve and grow Discuss Corporate enforced policies & procedures Setting The Agenda

Introductions/Background/History Operations Training Team Introduction Teams, what are they Mini-Case Culture (themes, vision, mission, etc) Team Expectations-Relationship Sales & Production (overview) Team Roles & Responsibilities Case Processes-Sales & Production (Flow Chart) Case Systems RH and CJES HRS Training Grassroots Summary Operations Team and Introductions of your Team Bruce Case Vice President of HM local and LLC Dick Ortner Director of Sales

Steve Todd Director of Production Heather DeLand Director of Start-up Richard Rocco Asst Dir of Sales Allison DeLand Training & Support Liz Rose Franchise Operations & Support Steve Bowman Financial & Business Analyst Midge Torres Franchise Coordinator Common Traits of Teams

Trust Interdependence Value Based Accountable to One Another Bounded and Stable Over Time Operate in a Social system Context Exist to Share a Common Goal Authority to Manage Their Own Work and Internal Processes Teamwork One of the most important aspects of teamwork is, how do you judge if you are successful? You are successful whenever you make

a co-worker successful. Look at the different roles today and the responsibilities of the roles then ask how can I help with a role that is not mine. Our Corporate Mission is to.. Provide quality advice, design, and craftsmanship in a professional manner to our clients Assist each other to reach individual and collective goals Grow this business in an aggressive and healthy manner, which will provide greater opportunity for all involved Case Themes If you give, you get

1+1=3 You have to invest time to improve It is our obligation to communicate, not others responsibility to understand Create clients and projects will follow If you fail to plan, plan to fail Exceed expectations Remodeling is a process / experience, not a product On time + on budget + delighted client = Success

Aggressive, but realistic Listen / Learn / Respond People are our greatest assets Why is Case Different? We are bringing a professional level of service to an industry that is overrun with unprofessional companies:

We show up on time We are in uniform, with ID badges Background checks We answer the phone-office personnel We do what we say Our clients trust us We tell our clients what will happen to them BEFORE it happens to them Where Will Our Business Come From? Previous Client /Personal Refs Direct Marketing Signs (project and vehicles) Grassroots/Networking Other

15 min Break With Delighted Clients Comes Repeat Business Referrals Profit and Expanded Benefits Growth Relationships A fulfilling work environment Delighted Clients are our Future ! What Can you all do to Help Market Case? Use Job Signs on EVERY project Grassroots marketing (door hangers, flyers)

Cloverleaf market the house around where you are working Write thank you notes to clients Networking talk it up, pass out business cards Ask for referrals Exceed clients expectations Wear your uniforms Be professional Grass Roots Marketing

Getting your name out in the community Trucks/Signs Water Bottles Cash Cube Flyers/Brochures in local delis, drycleaners Local small signs Door Hangers Parking the truck over the weekend at the mall/busy intersection Key to every successful Franchise Alliances Importance of alliances What a good alliance can do for you and vice-versa

How to find a good alliance Roles at Case Home Remodeling Specialist HRS Owner- The Big O Office Manager- OM or the little O Remodeling Consultant- RC Production Manager (future) - PM

Sales Manager (future) General Manager (future)- GM Helper (future) Who Does What? Office Manager Respond to initial phone calls RC Manages his/her schedule Advise clients on projects

Enter & track clients in Red House Schedule sales appointments Enters Contracted/T&M sales in Red House Schedules walk through, Job starts Sells/Schedules T&M business Assist with production

Assist with marketing efforts Owner Follow the Production Process Helps manage the client Grassroots-Generate Leads Follows the Sales Process

Hiring, fire HR functions Manage staff & general business growth Marketing Networking Compliance Training Review & oversee Financials Review estimate and contract Coordinate material, subs, craftsmen Networking

Improve knowledge & relationship with subs, suppliers, industry Assist w/collections Client relations Home Repair

Specialists Reads & reviews contract and scope of work Pre-construction walk thru Builds relationships with clients Install job signs Grassroots Marketing Manages the job

Provide quality workmanship/ service Communicates with the Team Team building Collects payments Pays the bills & signs the checks

Ask client for referrals/cloverleaf Accounting / payroll Sales mgr Project mgr HR functions

General mgr Overall management of office Helper Future Roles General Manager Review estimate and contract Coordinate material,

subs, craftsmen Address client questions Schedule walk-through Team Mentor Run Sales/Team Meetings Responsible for numbers-getting them, tracking them Production Manager Pre-job visit Review estimate and contract Sales Manager

Review estimate and contract Go-for Coordinate material, subs, craftsmen Responsible for numbers-getting them, tracking them Helps produce jobs Address client questions

Address client questions Focus on collections, job status Runs leads with RCs Takes shovel, demo hammers, etc out of Lead HRSs hands Closes out allowances/ open items & works with HRS & RC Run Sales Meetings

Set up/Clean up Sets & tracks goals & contests Can go from job to job in order to assist Job visits Tracks Health of Sales HR-hires & fires Team Mentor

Team Mentor Marketing Monitor & manage jobs-POC Owner functions Helper Material Pickups, Trash Apprentice OK Lets Get Started Case Systems - CJES; Case Job Estimating System

- Red House; The storehouse for all the information - Quick Books; Accounting and Bookkeeping Now lets Follow the process Case Systems CJES Project Sales Tool Client Management Application Job Costing Contract Creation Lead Tracking

Job Cost Estimates Client Data Resource Overhead Expense Tracking Employee Schedules Sales Data Customer Invoices / Payments Job Estimate vs Actual Job Profitability Analysis Budget vs Actual Reporting Cash Management

Financial Statements Asset Tracking Systems Integration CJES 2) Job Estimates - Estimated Cost Data - Sale Price Upload Estimates to Red House 1) Client Contact Information 3) Job Information - Client Name - Client Number

- Job Number 5) Job Profitability Reports - Sales Commission - HRS Bonuses - Job Profitability Reports 4) Job Costs - Labor - Materials - Subcontractors (only COGS items are sent to Red House, overhead expenses are only in QuickBooks) The Lead After initial client contact, the Office Manager

determines if the lead is suited for T&M or contract by using the Lead Placing Matrix. The clients information is entered into Red House and a HRS or Remodeling Consultant is scheduled for the appointment. Make sure you get all client info & that it is correct home, work, cell numbers, address, lead source, email, notes etc Entering New Client Into Red House and Scheduling a RC Show Red House demonstration 15 minute BREAK

Case Case Design/Remodeli Design/Remodeli ng, ng,Inc.: Inc.: Making the Sale Using the Sales Process The Job now has been scheduled so now: The Sales Process Steps What are the steps of the Sales Process?

Warm-up Call Pre-estimate Introduction Tour Presentation Book Budgeting Proposal Close Follow-up

Goal of the Warm Up Call Develop a relationship How long have you lived in the area Find out something personal about them Tell them something personal about yourself Qualify Define scope of the job Confirm time and length of an appointment Find out if they are real

The Warm Up Call 15 MINUTE SCRIPT FOR THE WARMUP Introduce yourself and confirm schedule appointment time, state that you would like to ask a few question concerning the appointment. Ask a little about the job. When do you plan on getting the work done or when do you want it completed. Ask how long they have been thinking about doing the work. Will all parties be present to be able to make a decision, and to discuss your goals for attaining completion of this? Have you done any research or sought any other advice? Have you ever remodeled this house or any previous residences? Warm Up Call Continued

When I get there we will: (Setting the agenda) Find a place to set down my computer Look at the work or tour. Review scope. Tell client a little about Case. Discuss levels of investment. If appropriate print contract and get into schedule Most importantly the call is about building a

relationship with the client, make the warm-up call yours Pre-estimate Pre-build the estimate based on the warm-up call before the sales call To get an idea of costing To cut down on the time it takes to produce the estimate in the home The Introduction What is the goal of the Introduction?

To make a good first impression BE ON TIME! To start building value and confidence Develop a relationship Be aware of the environment, kids, cars, house, furnishings, pets, landscaping. The Tour 3rd step What is the goal of the tour? Non stop building of client relationship To build trust and confidence Scope of work, specifications Take notes and measurements Offer advice and counsel Have they sought any other advice

When they hope to accomplish the work or have it completed by. What are they looking for in a contractor? If they have had any previous construction experience. Find the sense of urgency. This is when you need to overcome objections. RESTATE THE AGENDA! The Presentation Book Step #4 What is the goal of the presentation Book. To build value in Case. Written word is believed twice as much as the spoken Education Tell our Story Tell our processes and procedures

Budgeting is a Trial Close 4th step Confirm scope Confirm selection or allowances Confirm client involvement Then open the budget discussion If the budget is confirmed then you would move forward to the next step If the budget is not acceptable, pivot and figure out where you are in the process. Proposal Once you have gotten a budget affirmation, it is time to generate a proposal or PA When and where to set up the

computer Ask Permission Know when Know where The Pre-Sale Walk Through What Did YOU Promise to the Client? Budget ranges Plans/ Scope Selections Client involvement

Organize Your Next Steps to Keep the Excitement Alive Fail to plan Plan to fail What is YOUR outline to success? The Pre-Sale Walk Through - Continued Determine Who? Subs, PM, HRSs, Client, Owner/GM Based on the scope of work, materials required, in-house abilities Determine How? The right vendors? The right subs? Understand the strengths & weaknesses of you production staff?

Right timing? presentation sub coordination The clients involvement? Determine What? What will be the drivers for the client? What are the special order items? What are our limitations? Code set backs existing conditions budget The Pre-Sale Walk Through - Continued Determine When? Our production lead time weather client wishes What are our product/material lead times When the client wants the project completed This Pre-Sale Walk Through needs to happen within days of signing the PA

Determine Where? Where will materials be staged? Where your special order materials will be ordered/purchased Determine Why? Now its time to sell this project to YOUR Case team Sell this project to your subs Give production a chance at success Help ensure the projected vs actual stays in line Ensure that all the time required to put this package together is ALL THE TIME THAT IS REQUIRED TO MAKE THIS PROJECT A SUCCESS The Pre-Sale Walk Through - Continued Once You Determine the 5 Ws & the H Schedule the Pre-Sale Walk Through with Client, PM, HRS or Owner/GM Whomever will be

accountable for actual production RC is responsible for the Production Binder Contact the client Client involvement at this juncture is huge It will help further define budgets and selections you have the experts with you! The Pre-Sale Walk Through - Continued May Need More Than 1 Site Visit to Get All Production Staff on Board It is tricky to get all the subs to the clients house on the same day at the same time Does the client have to be there for ALL sub walk throughs? NO

What Do Sketches Look Like? Not permit plans The PA is for defining budgets in varying scopes in varying finishes Graph paper Surprise yourself and sit down with graph paper and a ruler It will help you build the job (mentally) It will help you think through process and recommendations Digital picture & tracing paper Helpful for understanding existing conditions Useful for the Production Binder in selling this project to Case A little less impressive to a client - ? The Pre-Sale Walk Through - Continued Pre-Sale Walk Through

Very similar to the standard Pre-Construction Walk Through Introduction to the client Measurements Material list Feedback The Hood of the Truck Hammer home the concerns the questions get the buy-in The Pre-Sale Walk Through continued Pre-Sale Walk Through: The Goals Firm pricing from YOUR Subs not exact Firm Best advice and guidance from YOUR production staff

Best advice and guidance for YOUR client Additional thoughts and wants from the client to better define YOUR budget ranges To get the answers YOU need to satisfy the PA and closer to presenting the final contract(s) to the client The Close Step Presenting the Contract(s) to YOUR Client When you sold the PA you promised how many Budget Ranges? No more than 3 When you sold the PA you promised how many Selections & Allowances? Are they per budget ranges and/or scope?

When you sold the PA you promised how many Products & Samples? Are they per budget ranges and/or scope? Be prepared & present the contract All options and as many separate contracts as YOU promised SIGNING IS A NON-EVENT Close Once you have generated a proposal with the client Walk the project with the client explaining the proposal Ask if there are any questions The last place to build value Present the Proposal and get authorization

Get all Legal papers signed Get the payment Follow-Up What is the goal of the Follow-Up? To prevent your clients from canceling Continue building the relationship The job now has been sold; what was sold and how does estimating work Estimating Cost Codes Labor Burden Time Cards

Lunch Contracted Sale Now Estimating the Project and How Cost Codes Work An estimate is only as accurate as the projects defined level of scope and specifications. The sales process involves several evolving steps that lead the clients through increasing levels of design detail, project definition, and budgeting or estimating. A good understanding of estimating is the first step to assuring the financial success of YOUR projects. Estimating The estimating process is based on the premise that one can make a list of all of the events necessary to complete

any given task. Once that list is compiled, the estimating process / system, must be able to forecast a cost for each item on the list. A projects sale price is determined by adding established overhead and profit factors to the estimated costs. An Estimate IS 1. 2. 3. 4. a tool to establish a fair price, as well as a budget for production goals. a reflection of what the contract included and did not

include in the scope and specifications. ( items ) an outline of the events that need to take place and the their costs. derived from the Case historical average costs for a given job or task. ( cost coding ) An Estimate is NOT 1. 2. 3. 4. 5. Going to be 100% accurate for every task, situation, client or carpenter. Shared in detail with the client. The only information needed to build.

To be looked at in detail A coaster for your coffee cup. CJES Items Items in the estimating system are broken down into four general categories: Labor Materials Subcontractors Other CJES Item, Cost Codes Each of the four general categories are further broken down into cost codes. Each cost code represents a specific distinguishable portion of the total costs Labor and materials are broken out into 6 cost codes

Subcontractors are broken down into the major trades Other costs are all lumped into one cost code Cost codes provide budgets for their specific disciplines, and they also provide a method for tracking costs and creating usable job histories Parts of an Item - Labor Labor = (Wage x Burden) x Mark-up = Sale Price CJES assigns a specific period of time to complete each unit (UOM) of an item. The time assigned is derived from historical cost variation studies of completed projects. Parts of an Item - Labor Labor burden is a compilation of many indirect costs associated with the cost of the employee. These costs include:

Social Security Workmans Compensation Holidays and vacations Health insurance Retirement / 401K Burden Worksheet Allocation As Of 10/1/04 Type DB MD, DB VA, Bath/Kitchen DC MD VA Handyman MD & VA

Type DC MD VA FICA 7.65% 7.65% 7.65% FICA

7.65% 7.65% 7.65% SUTA 1.60% 2.00% 0.34% SUTA 1.60%

2.00% 0.34% FUTA 0.08% 0.08% 0.08% FUTA 0.08%

0.08% 0.08% W/C 9.83% 8.27% 9.84% W/C 9.83% 8.27%

9.84% Gen. Liab. 3.38% 2.62% 3.55% Gen. Liab. 2.88% 2.12%

3.05% Health 9.50% 9.50% 9.50% Health 9.50% 9.50% 9.50%

Vacation 4.50% 4.50% 4.50% Vacation 4.50% 4.50% 4.50%

401(k) Admin. 1.00% 1.00% 1.00% 401(k) Admin. 1.00% 1.00% 1.00% 401(k) Match

1.00% 1.00% 1.00% 401(k) Match 1.00% 1.00% 1.00% Field Bonus

2.00% 2.00% 2.00% Field Bonus 2.00% 2.00% 2.00% CDR 3.00%

3.00% 3.00% CDR 3.00% 3.00% 3.00% Tool & Equip. 1.10%

1.10% 1.10% Tool & Equip. 1.10% 1.10% 1.10% J/C Misc./Training 5.61% 6.53%

5.69% J/C Misc./Training 5.61% 7.53% 6.69% Uniforms 1.75% 1.75%

1.75% Uniforms 1.75% 1.75% 1.75% 52.00% 51.00% 51.00% 51.50%

51.50% 51.50% Total Total Parts of an Item - Labor Labor is the only part of the estimate that can not be fixed in cost through diligent research. Actual labor costs are never known until the client says your done with the final check. Each HRS will have: Differing senses of urgencies Differing craft experience and skills

Differing management and organizational skills Labor Cost Codes 1-015 1-020 1-030 1-035 1-040 1-050 Protection / Shoring / Site / Concrete / Masonry Steel / Iron / Rough Carpentry / Decks Roofing / Window / Ext Door / Ext Trim / Siding Plumbing / HVAC / Electric / Insulation / Drywall Cabinets / Tops / Int Trim / Int Doors / Shelving Tile / Finish Floors / Painting / Punch Out

All estimated and actual Labor costs should always be assigned to the appropriate cost code. Walk-thru Steel: Roof ing Plumbing Start-up Beams Flashing H.V.A.C. NAME: __________________________________________ Materials Posts Gutters Electric Dust Prot. Ornm.Iron Dn spouts Mechanic Demo Iron Rails Window s Venting Signature: _______________________________________ Shore Layout Skylights Insulation Excavate Framing Ext.Doors Dryw all

Week Ending: _____ / _____ / _____ Em ployee #_________________ Site Work Carpentry Ext.Trim Plaster Concrete Decks Porch trim Patch Division (circle): CDR H-M BATH KITCHEN Page_____ of _____ Masonry Trellis Siding Drop Clg. Fire Place Fencing Stucco Paneling DAY DATE

JOB NAME JOB # 1- 015 1- 020 1- 030 1- 035 Cabinets Tile Work FI ELD Vanities Tile Wall P ERS ONNEL Built-ins Tile Floor

TIME CARD Tops Wood Flr. Appliance Vinyl Floor Bath acc. Carpet Mirror Painting MD. (301) 229-4600 Int. Trim Wallpaper FC. (703) 241-2980 Int. Doors Punch-Out CH (703) 803-2273 Shelving Consult Stair Trim Clean-Up Call Back Non Job 1- 040 1- 050

1- 090 Vacat'n TOTAL TOTAL Holiday Reg. Hrs. O/T Hrs. INJURY REPORT: OVERTIME EXPLANATION: Did you get hurt, or see someone else get hurt?

YES Sales Initials / TOTAL REG. HRS. TOTAL O/T HRS. NO If "YES", use back to fill out a report. Please sign. Project Manager: ___________, Production Manager: ___________, Direct check to: ___________________________________________________ 6/ 2002

Time Card Details Why its important to have timecards filled out correctly. How to calculate: overtime, vacation, and more. Timecard Basics FILL OUT YOUR TIMECARD DAILY. All timecards should have your name both printed and signed. Write in the week ending date. Use a separate line for each client you work for in a day. Write overtime on a separate line. Ensure that all the project names and numbers are correct. Timecards must be filled out in ink. Be sympathetic to the OM who has to read and input your

timecard and ensures that you get paid correctly and on time. Timecard Basics cont Time is recorded in increments of 30 minutes. Calculate the hours across making sure the totals are in the proper columns. Calculate the hours down making sure the regular and overtime hours are correct. Circle yes or no for the injury report. If yes, the owner should already know. Timecard Basics cont Non Job time to be used for

meetings and training only. Overtime must be charged to a job (make sure its correct), not Non Job and needs to be approved in advance by Owner/GM/PM. All van maintenance and repairs should be performed on noncompany time. Turning in Your Time Card Turn your timecard in to the OM on a weekly basis. You can fax or email your timecard once approved by the office but make sure you get a hard copy to the office. You are responsible for getting your timecard in and in on time.

Material Cost Codes 1-015 1-020 1-030 1-035 1-040 1-050 Protection / Shoring / Site / Concrete / Masonry Steel / Iron / Rough Carpentry / Decks Roofing / Window / Ext Door / Ext Trim / Siding Plumbing / HVAC / Electric / Insulation / Drywall Cabinets / Tops / Int Trim / Int Doors / Shelving Tile / Finish Floors / Painting / Punch Out All estimated and actual Material costs should always be assigned to the appropriate cost code.

Staple Material Items Staple item costs are maintained in the CJES database The quantities and costs are automatically calculated in the estimates An estimate items material quantities are set from typical amounts used per Item UOM, plus a Waste Factor The estimate quantities are then converted into a Purchase UOM which calculates how much to buy The purchase price of each material item is determined by adding 15% to a quality lumber/hardware stores price. 5% to 9% is for sales tax 6% to 10% is for mistakes or other slippage you eat Dont be pennywise and pound foolish with staples Parts of an Item - Subs

The CJES sub costs represent typical costs for subs doing smaller remodeling projects Specialized work of any size over the minimum should always be done by a sub Your actual sub costs are very much determined by your relationships with subs Larger sub estimates should always be backed up with a written sub proposal The subcontractors quote is entered into the estimate Subcontractor Cost Codes 2-112 2-114 2-115 2-124 2-134 2-144

Concrete/Masonry Plumbing Insulation Electric HVAC Drywall 2-146 Siding/Ext. Finish 2-147 Roofing 2-154 Finish Floor 2-164 Ceramic Tile 2-174 Misc Sub Subcontractors Importance of use How to use

How to find What the ideal sub looks like Parts of an Item - Other Other costs are miscellaneous items that are classified as job costs but are not labor, material, or subcontractor costs. Examples: Permit fees Permit service fees Engineer or architectural fees Dump fees Im Hungry Contracted Sale When the Remodeling Consultant makes the Sale:

He/she prepares the project for transition to production by: Assembling all pertinent details of the project (reports, contracts, legal documents, material info) using Job Binder. Confirms special order (anything not on the shelf)details / scheduling requirements for special order materials and / or subcontractors. Turns over Job Binder to the Owner / Production Manager for review. The Remodeling Consultant is committed to the NO SURPRISE rule internally or with the client Preparing the Binder Show and Tell Preparing for Approval of

the Sale The Owner / Production Manager. Reviews Job Binder for detail, paying special attention to special order items, subcontractors bids and the labor budget. If approved, sign contract and pass binder to OM If disapproved, return to RC with explanation and action items. Office Manager starts contract process Once the Home Remodeling Specialist is selected, the preconstruction walkthrough as well as the start date (use week of verbiage) is scheduled with the client using Red House. Office Manager confirms the Red House schedule with the client, RC & HRS. The Production Board (show sample layout) The person who approves the contract fills out the production Board

Job number is entered by the OM after the job is entered in Red House and a number is assigned The production board is for everybody to give the team a good overview of what is needed or what is complete Show OM Contract Process/Scheduling/ Invoicing Red House demonstration Remember to schedule one float day for every five days of scheduled contract work Team Building Between Sales and Production

It Can Be Done Teamwork, The Sum of the Whole is Always Greater than the Sum of the Individuals Teamwork is the ability to work together toward a common goal. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results. Teamwork; What we

do not want & What we want to achieve What is a team? What we dont want - an environment where people have to be held accountable What we do want - an environment where people accept their responsibility and are responsible for their teammates actions We hold children accountable, as adults we have the freedom of being responsible Team Measured Growth More Less

- - Individual opinion about whats important - Reliance on individual abilities - Panic when workload peaks - Backbiting - Protecting information - Whats in it for me? - Stress on the supervisor - Feeling unaccomplished - Lack of reflection - Avoidance of conflict Enthusiasm Learning from Peers

Comfort knowing help is there Camaraderie Shared Responsibility Focus on the Organization Responsibility for the team Simple, visible measurement Willing to take risk Always self-analyzing Leveraging conflict Differences Between Groups and Teams Groups -Members work on a common Goal -Members are accountable to a manager

-Members do not have a clear stable culture and conflict is frequent -Leadership is assigned to a single person -Members may accomplish their assigned goals Teams - Members are fully committed to a common goal and mission they developed - Members are fully accountable to one another - Members trust one another and the team has a collaborative culture

- Members all share in leadership - Members achieve personal growth Types of Teams Work Group- A group of people working together Team- A group of people working together toward a common goal directed by a manager who controls all aspects of the group Self-Managed Team- A group of people working together in their own ways toward a common goal which is defined outside the team Self Directed Team- A group of people working together in their own ways toward a common goal which the team defines Evolution of a Team

The evolution of a team is as much about the growth of a team as it is about the personal growth of the team members As the team grows they will need to face their preconceived beliefs of what a team is and what the team can grow into. One of the most important aspects of teamwork is, how do you judge if you are successful? You are successful whenever you make a co-worker successful. It is not easy, it requires constant work and maintenance supported by the other team members Think Before You Leap Before anyone would try to implement something as aggressive as a selfmanaged (and subsequently self-directed)

team, they should be able to articulate the expected benefits. A mature selfmanaged team, when compared to typical hierarchical management, would have measured results. Team building is about growth, it will not happen overnight or easily. Definition Team defines what they want to accomplish How they will operate as a team Team sets goals and establishes measures to assure both progress and achievement Sets ground rules the way the team will operate Establishes a charter

Adjustment Team needs to clarify and adjust its expectations because task goals and process rules tend to be made under the mantle of idealism Adjustment in ground rules takes on an internal focus As the team becomes focused toward being selfled the more volatile this period becomes Absence of tension should be cause for concern - indication team members have become withdrawn - Apathy is a more dangerous enemy than tension Breakthrough Teams need to push through the adjustment phase - setting clear short term goals - Celebrating early successes - Putting ground rules in concrete form with a

charter and rituals - Confronting those who violate common rules - Team agrees to hold themselves and one another accountable for the teams success This phase if successful is characterized by interest and energy. The team is making progress. Actual Franchise Charter We will admit to our mistakes without fear of retribution Always tell the truth We will take ownership/responsibility of our own issues

We will work together to focus on fixing the problem not on who or why If we do not have anything positive to say about a team member, we will keep it to ourselves If others insist on talking negative about a team member, we will walk away We will have FUN at work Actual Franchise Charter

Ask the team for advice without fear or ridicule We will be patient with each other Treat each other with respect It is OK to voice your opinion. Others do not have to agree It is OK to be human and to vent our stress occasionally We will be empowered to make decisions on our own jobs It is OK to turn down a problem T&M client We value constructive feedback. We will avoid being defensive when we receive feedback from team members We will give feedback in a constructive manner Actual Franchise Charter New team members will undergo review approval by team members

All team members have an equal right to voice their opinion We will provide complete and thorough solutions to the clients needs, not band-aid approaches Actual Franchise Charter our Objectives and Intent To provide quality remodeling work on time To provide quality remodeling work on budget To create delighted clients To exceed GP goals on each job To exceed quarterly GP dollars goals To have a safe work environment

To function effectively and in a fun way as a team How we will measure results GP on the job Actual vs. estimated by job report will be prepared for every job and totals will be totaled by HRS Quarterly GP dollars actual vs. goal totals will be posted and tallied toward goals Follow up phone call at the end of every job- we will have a 90% satisfaction rate Satisfaction Surveys returned-goal? Referrals per job done-? No Call Backs Repeat client job ratio-?

Cohesion Attention focuses on tasks, teammates accommodate one anothers peculiarities Teams starts to gel, ground rule issues revolve around participation Team wants to improve internal processes, gathering information, and making sure team members feel accepted Team members are working together, and making decisions in a spirit of cooperation Life in the team is good. Reinforcement Cohesion builds and homogeneity increases Getting along becomes very important Ground rules focus on confidentiality, anything to protect against stirring up trouble within the

team Task issues focus on showing a solid front Agreement assures the right course of action The teams good ideas are remembered and exaggerated Life on the team is truly wonderful, everybody is giddy Breakthrough This breakthrough centers on comfort instead of conflict As the reinforcement stage evolves, it becomes too much of a good thing The team tends to isolate itself from outsiders, suppresses disagreement, loses perspective, focuses on self-preservation To break out team members use cohesion to take on new issues, and challenge their current methods, let trust encourage exploration and diversity

Task goals need to be stretched, outsiders brought onto the team. Break-through strategy for the development stage is creating the freedom to explore and to change mindsets within and with-out the team. Learning Shrugs off the current way of doing things, team decides to push beyond its present limits Outsiders become a source of useful information,and potential partners Differing points of view are no longer threatening Team is focused on developing both as individual team members and as a team unit Tension in the team returns, but it is positive- focused on issues rather than personalities Commitment and mutual accountability have become a reality

The team has become high performing, it is revitalized, task assignments take on a new life with fresh ideas, the team propels into developing new ideas, and activities, its potential is awesome. Transformation Team is at high energy, true synergy is displayed in the far-sighted, innovative resolutions the team suggests. The team seems to have more ideas than it knows what to do with. If the team issues remain the same the team will get bored. There are only so many meaningful variations to a theme. The team needs a new challenge.

Transformation Transformation requires challenging all the team has built: its assumptions, its progress, and its purpose. It may mean disbanding the team, changing membership, partnering with a former enemy, or taking on controversial issues, it will be a departure from the past. It may mean breaking into smaller core members and forming new teams If the team can change, it can renew itself and continue to achieve on a higher plane Cognitive ThinkingRetraining the way you Think, Feel and React Anger Management

Getting rid of being defensive Being able to solve the problem without getting angry, looking at the problem as how not why Conflict Management-two types of conflict - A type conflict; anger, personal friction, personality clashes, ego, and tension - Cognitive conflict; depersonalized, largely about merits of ideas, plans, and projects Focus on goals, build team identity, make pledges, create a place for conflict, create a charter Cognitive ThinkingRetraining the way you Think and

Feel Changing behavior is not done by changing the behavior but by changing the way we think before we exhibit the behavior we want to change Changing the way we feel is changed by changing what we think that makes us feel that way. Not by saying Im not going to feel like that anymore Teamwork Requires focus on the client so the mundane can be ignored. Requires focus on the goal so the little things go by (keep your eye on the ball). Requires acceptance of others, not

everybody is perfect like you are. Requires patience and disipline, not everybody is going to get it at the same time Teamwork Is it easy NO Is it fun YES once you get there Is work fun if you never attain teamwork- NO Does it require change YES Can everyone become a member NO Does it require courage - YES Teamwork Dont waste your energy, always keep your eye on the ball, the client is the most

important focus you can have. Avoid bitch sessions, solve the problem. If you need help ask, even if you dont need help ask. If you dont have anything good to say about someone keep your mouth shut. When others dont have anything good to say, walk away, dont become part of the problem. Summation The key reason for a team to exist is decision-making. Decision-making is a caldron of controversy,diversity, creativity, and trust. It is not a peaceful process, it is the rough and tumble romp into new ideas, and risky goals. Organizations that endure have several things in common. The survivors have strong core ideologies, an impatience with the status quo, a willingness to practice selfrefection, to challenge their assumptions, and an

eagerness to take on big issues. Built to last teams are confident, risky, robust entities Teamwork One of the most important aspects of teamwork is, how do you judge if you are successful? You are successful whenever you make a co-worker successful. The walk through is where the RC makes the HRS/PM successful, the RC sets the tone for success, by addressing allowances, payment schedule, the T&M work order and passing the job on to the HRS/PM. Everyone needs to be positive and work toward the common goal of client happiness. Teamwork Job Reviews

Focus on good jobs Why did they come out good Who was working on the job Who sold the job Assign good blame on why the job came out well Bad Job Reviews Its too late anyway, everybody is already tired of hearing about it Serves as lack of positive reinforcement If there is something important, talk about it then move on, dont beat an already dead horse.

15 min Break The Walk Through, how to use it to build a team between sales and production It Can Be Done Teamwork One of the most important aspects of teamwork is, how do you judge if you are successful? You are successful whenever you make a co-worker successful. The walk through is where the RC makes the HRS/PM successful, the RC sets the tone for success, by addressing allowances, payment schedule, the T&M work order and passing the job on to the HRS/PM.

Everyone needs to be positive and work toward the common goal of client happiness. Questions you should never have to answer, being proactive Client would ask: Do we need to be home? How much disruption will there be? How long will this project take? Will you do this additional work? / when? Do I need to make this payment today? Do we have to move anything? What about my pet(s)? I thought that was includedKNOW THE CONTRACT! Anticipate questions and be prepared ! This is a great

opportunity to build value ! HRS Package HRS receive Job packet min. 48 hours before Preconstruction Walk-thru for review What are they reviewing? Contract, estimate, selections, subs, special orders, allowances, blank flow chart (to be filled out at walk-thru) If HRS has serious problem with contract or estimate, they should bring it to the attention of the Owner/PM before the walk-thru Preconstruction Walk Through Scheduled 4 to 7 days after final contract approval 1 Hour Event, so slow down and take your

time - this is the planning phase of the project Hints- Always use the noun we, do not use I or you Preconstruction Walk Through Example: WE need to get the selection made, WE will complete this first. Address Allowances during the walk thru, a timeline for closing them out and how they get closed out 15 min before a walkthrough, HRS, RC, PM will meet nearby the clients home to review contract and prepare for walkthrough, arrive together, on time Preconstruction Walk Through

Handoff: RC, PM, HRS to work together - RC meets & greets and sets agenda HRS starts building trust and the relationship with the client By building rapport with personal questions. (examples: ask about car, pets, children, etc) Most important be yourself and be friendly Preconstruction Walk Through RC reviews contract with owner as they walk the job, HRS is taking notes, measurements for material list, telling the owner the when, how and where of the various steps they will

take RC to review allowances, open items and costs assigned to them during the walk-thru at the areas where they are located Preconstruction Walk Through Once complete, this is where HRS starts taking ownership of the project & asks questions, etc (reviews the pre-mailed preconstruction checklist) RC, HRS, PM make sure that a complete & accurate material list for the project as well as an understanding of project is complete and understood by all parties

Preconstruction Walk Through RC/PM/HRS to ask homeowner if job sign can be set and where RC goes over payment schedule, allowances, when payments are to be made, and process for closing out the job If you might be using a substantial completion form explain to the customer how it is used and presented. Leave a copy of the form behind, so the client can get used to the idea. Set up your material delivery with the customer Preconstruction Walk Through RC to show blank T&M work order to client for potential homeowner

added work Can be presented as: Mr. X, we have been experiencing some problems with (HRSs name BOB) many of our clients really like BOB and they are always asking BOB to do additional work. This is the way we handle the extra small things you would like to have BOB correct. Present T&M work order, and tell the client you will leave the T&M work order on the counter and they can fill in requests or BOB can. The presentation of the T&M work order should create warm & fuzzies. Preconstruction Walk Through Final Walk through meeting on hood of truck (HRS & RC & PM) The planning stage of the project This is where HRS/PM fills out blank flow chart HRS/PM/RC ask questions regarding the project (working together)

Who what where of special materials orders etc resolve all outstanding issues Serious questions about job need to be addressed asap while you are still at the house so that you can solve it. Go back to the Owner at this time and resolve the issues Go over checklist, how many did we hit? HRS / RC / PM, do cloverleaf (door hangers) RC / PM Special Orders and Off the Shelf Items Small special orders to be delivered to office Larger special orders speak to suppliers about holding product until start date of project and then deliver to the job site Have the material delivered to the job the HRS is currently working on, so it can be checked and loaded

for the next job Delivered to your storage facility if applicable Delivered to HRSs house HRS Part 2 HRS confirms schedule/date of job per Office Manager ( OM, PM, call client to firm up start date) Orders; picks-up (accomplished night before) or has delivered all non-special order items or ideally has had the order emailed immediately after walk through to local lumber yard and had the material delivered. Workday is 8-4:30 for max. production, material procurement is to be done after 4:30 or before 8am (this time is paid) HRS MUST START JOB ON TIME!!

HRS Job Start HRS to plant job sign in approved location HRS to cloverleaf door hangers HRS starts at 8am, works till 4:30 HRS PICKS UP START CHECK! HRS calls (during construction of project) OM/PM to give status of progress remaining/ time commitment / expected completion HRS to do the agreed upon contracted

work first; then T&M work last, if possible HRS HRS/PM do final walkthrough with client Larger jobs the HRS needs to do a walkthrough when the job is 85% done When 100% done conduct a final walkthrough with the client. On larger jobs the pre-presented substantial completion form will be filled out. HRS asks for referral and final check (T&M/ change orders to be included) Says thank you to client. HRS to cloverleaf again HRS returns job packet to OM with all receipts/project documentation Job Reviews

Focus on the positive Avoid personal and negative comments If something can be learned from a negative share it but dont dwell on it Working together builds team atmosphere Remember you will not have a team until the word is used freely by everyone and starts becoming self-managed Teamwork Job Reviews Focus on good jobs Why did they come out good Who was working on the job Who sold the job Assign good blame on why the job came out well Bad Job Reviews

Its too late anyway, everybody is already tired of hearing about it Serves as lack of positive reinforcement If there is something important, talk about it then move on, dont beat an already dead horse Team meetings, suggested time, Friday afternoons SUCCESS Remember the HRS/PM is the backbone of profitability and future successes The walk through is where the team sets them up for success They cannot do it alone, they need everybody's help to be successful Allowances Close out Change Orders ASAP

Client selections needed ASAP Good relationships with suppliers plumbing, tile, electric, etc- send them to your favorite salesperson for the best pricing Better to use inflated price and have no allowance Avoid low-balling allowances-what happens? GP, how much $ you are throwing away & how hard it is to collect. Back of contract paragraph on Allowances Examples of how to close out an allowance

Allowance for Hardwood ($1000) Actual $1,250 X 1.25 = 1,562.50 562.50 Client owes difference Allowance for Hardwood ($1000) Actual 500 X 1.25 = 625.00 (375.00) Case credits client Works the same every time whether its materials, sub or other Trash Removal

Off site dumpster for larger projects Trash Dump On site dumpster (office/designated area) Local trash hauling company T&M - $25 trash charge / leave at clients bagged Helper to collect trash 4-6 HRS per helper Systems Integration CJES

2) Job Estimates - Estimated Cost Data - Sale Price Upload Estimates to Red House 1) Client Contact Information 3) Job Information - Client Name - Client Number - Job Number 5) Job Profitability Reports - Sales Commission - HRS Bonuses - Job Profitability Reports

4) Job Costs - Labor - Materials - Subcontractors (only COGS items are sent to Red House, overhead expenses are only in QuickBooks) Q&A

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