SOLDIER ON !!

By Noelle Tarabulski, Founder, Builder Consulting Group

By my count, there are over 150 ways to improve a home builder’s profit. This is just one.

Momentum Matters. A team that is 100% present every day is required for great results. All leaders need to protect Momentum.

The housing business is most profitable when you build the house right the first time and as quickly as possible. You need a speedy team with great communications and urgency to achieve great results. The disloyalty of a few can disrupt the momentum you work so hard to achieve. Let me define disloyalty. Disloyalty is when team members say they are all in with their words and actions in public, but in private their words and actions are filled with gossip and negative energy, and lack of urgency.

Any good leader and manager knows, it takes a lot of energy to get the team running and working well together, once it achieves lift, you must covet and protect it! Throw overboard those that are not on board as they say.

When organizations have naysayers with the power to derail or distract from the attitude of soldiering on, you as the leaders needs to cut out the cancer FAST. Soldiering On is a term that was used by many veterans of WWII, it meant that whatever the goal was, you did everything in your power to achieve it.

Many times, it meant, if they did not arrive on time, many of their comrades were going to die or be overrun by the enemy.

The grit, focus and determination to achieve a goal is just as necessary as having the goal. In the housing business, you can a have a foot or more of snow fall on your construction project, we all have to do the best we can to overcome the challenges of rain, snow and ice, hurricanes, high winds, tornadoes, design flaws, finance, and still build great homes. Our industry is not for Candy Ass people. Let me define Candy Ass - a person that delays or runs from tough situations and does not address the problem promptly as is typically needed and will produce the best result.

Soldiering on is a key component of our daily lives. A healthy and committed work force, which is all in, 100% present is needed every day. Set the expectation of 100% present in your leaders and team. If that is not possible, suggest they take the day off and think about it, come back with the right attitude or go find another place to work.

Which brings me to the concept of doing the tough thing sooner than later. Do not be a Candy Ass when your company needs you to be a Tough Ass. It is this simple, if you have spent a ton of time trying to get a member of your team to the right level of performance, and in their spare time they are disloyal or disruptive, then you have a REAL problem on your hands. First, they are not 100% all in, second they are taking away from the momentum of the team. This situation is so unpleasant, that nails on the chalkboard seems like a vacation.

At times, a third party is what you need to get these folks to "STRAIGHTEN UP AND FLY RIGHT", my recommendation is to not let the disloyal folks act like a ball and chain to the momentum of your wonderful 100% in team. As one of my favorite VP of Operations said when he fired a disloyal super, "Don't let the door hit you where the good Lord split ya!!"

One more comment. You GET what you expect. If you set no expectations you get whatever your team member thinks is right. So be clear in what you expect in results and behavior.

This is my story and I am sticking to it. Oh, sorry for my absence, a cold got in my way! Oh yes, I will be shoveling snow today. Make it a great week! NLT




Home builders and developers are the backbone of this country. They work hard, take risks, and create more wealth for society than any other sector of the economy. If you need some coaching on how to make 2019 a great year, call me at 303.525.4944 or email me at and LinkedIn is a great place to find out more about my credentials, background, and references.

My first four questions when you call are usually:

1) Do you have an immediate operating challenge?

2) How many units do you sell per year?

3) What is your average sales price range?

4) What is your projected net income for the current year?

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