Managing Your Restoration Business

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For the last five years, Dallas Nevill’s restoration company has grown at a steady pace. Old habits may be hard to forget, but if they hold your business back from reaching its potential, it’s time to kick them to the curb. 

A lot of people talk about marketing their company, but not enough of them have actual data to back up what they say and think.

Now, more than ever, it’s a “buyer’s market” for labor with workers having the power to choose the organization, culture and job opportunity they want to “buy.” Your task is to be sure that your business entices the right employees to want to buy it over others.

With a good subcontractor agreement that has solid insurance requirements, many of the most expensive losses in the restoration business can be offloaded on a primary basis onto the subcontractor’s liability insurance policies.

Rolling it uphill requires that before we blame the team for being careless or sloppy, we as leaders look in the mirror and ask ourselves if we truly set our teams up for success.

The value of strategic business planning, who should be involved, when it should happen, how to ensure it fuels action, why bother in a world of extreme uncertainty and more common questions answered by Jeff Jones of Violand Management Associates.

While some of today’s issues are unique, there will always be major obstacles restoration contractors must solve, resolve or absolve to find success. It has always been this way, and it always will be.

The critical relationship between meaning and workforce management with real data points business leaders should take note of, based on a survey of 7,000 employees in seven countries.

With just a few simple tweaks, you can get your training on track and ensure your restoration business is ready for whatever storms come. Leighton Healey shares three ways you can improve staff training and see instant improvement in morale and efficiency.

As Billy Short reflects on some of the more challenging jobs he has encountered this past year, all those stats we typically see — budgets, scopes, figures, totals, yields and percentages — aren’t the real indicators of what makes a job hard, he says. Ultimately, the hard jobs are the ones you are not prepared for.