\nMatt Verderamo<\/p>\n
Permission granted by Construction Consultants<\/p>\n
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Subs and GCs often confuse \u201ckeep the customer happy\u201d with \u201cdo whatever they say.\u201d I\u2019ll never tell you to make the experience on one of your projects miserable \u2014 part of your job is absolutely to give the customer a positive experience \u2014 but it is not your job to say \u201cyes\u201d to every request. It is to get outcomes, to get the job done on time and on budget.<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\nA quick example: A GC tells you to work out of sequence with another sub and you know it will create rework. You\u2019ve got two options:<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\n\n- Approval: \u201cYou got it.\u201d You do it their way, hope it works and fight about the cost if\/when it doesn\u2019t.<\/span><\/span><\/span><\/span><\/span><\/span><\/li>\n
- Authority: \u201cNo. Here\u2019s why, here\u2019s the risk and here\u2019s what we\u2019ll do to hit your schedule and spec.\u201d You put your name on a better way and then deliver it.<\/span><\/span><\/span><\/span><\/span><\/span><\/li>\n<\/ul>\n
That moment is the fork in the road. Authority requires being direct, credible and right. Direct enough to say the hard thing. Credible enough that they\u2019ll listen. Right enough that when they follow you, the result proves the point.<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\nHow do you build that kind of authority?\u00a0<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\n\n- Speak in facts, not opinions. Tolerances, lead times, crews, safety concerns. Back your statements with data and past performance. Opinions matter very little. What are the facts?<\/span><\/span><\/span><\/span><\/span><\/span><\/li>\n
- State your recommendation clearly. \u201cWe will do X by Y because of Z.\u201d Not \u201cthis should work.\u201d You have to commit.<\/span><\/span><\/span><\/span><\/span><\/span><\/li>\n
- Own the outcome. If you call the play, you own the outcome, whether you win or lose. Make sure you win a lot more than you lose, but when you do lose, don\u2019t hide from it. And when you win, kindly remind the customer.<\/span><\/span><\/span><\/span><\/span><\/span><\/li>\n<\/ul>\n
And yes, balance matters. Authority without empathy becomes arrogance. But empathy without authority is just people-pleasing. The target is simple: two-way respect. You tell the truth about the work; you work hard to make the truth improve the project and customer experience.<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\nWhat happens when you operate this way? Customers stop directing and start asking. Direction shifts from commands to asking for recommendations. And negotiated work appears because you\u2019re adding value to projects, not solely bidding them.<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\nIf you spend your days rolling over, you\u2019ll be treated like a service provider. If you spend your days telling customers what needs to be done \u2014 and then delivering it \u2014 you\u2019ll be treated like a partner.<\/span><\/span><\/span><\/span><\/span><\/span><\/p>\n<\/p><\/div>\n[ad_2]
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