HVACR Business

APR 2017

Help hvacr contractors master the critical components of business management.

Issue link: http://digital.hvacrbusiness.com/i/810030

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Page 10 of 27

11 HVACR BUSINESS APRIL 2017 www. hvacrbusiness .com N othing ever stays the same. No matter how comfortable we are with a situation, it will not last forever. It's cra- zy that our initial reaction is to fear change. But it's human nature. Even if the change is for the best, we are skeptical. We look for all the reasons why this could spell out bad things for us. We will stay in a situation that we know is terrible, because it is easier than enduring the pain of change. When you are the leader of a business, you're not simply wrestling with your own security issues. Most likely, you have employees that have a more difficult time adopting change than you. Identifying some of the underlying issues can help you make changes within your organization in a positive way. Your technicians will accept change much easier if they trust and respect you. Despite the fears associated with change, it's easier to internalize and embrace a sit- uation when the leader asking them to change has earned their respect and had their backs. is doesn't mean the change is always better for the technician. ey need to trust you're doing it because it's in the best interest of the company, and the bene- fit may be long-term stability or growth opportunities. ink of a general leading troops into battle: e situation may be bad, but the soldiers need to know their leader cares about them and the mission is important. If you've implemented change poorly or for the wrong reasons in the past, it has proba- bly cost you some trust. Identify your objective. Why do we need to change, and will the changes make a difference? For example, if you have a high direct labor issue, it doesn't necessarily mean the pay plan is the problem. Going through the pain of changing a pay plan can be difficult. You could go through everything involved in that change, only to realize the real issue was actively managing your team's hours worked, production and overtime. Do your due diligence before jumping into change. Make data-based decisions BY JODIE DEEGAN continued on page 12 WHEN YOU COMMIT TO CHANGE, IT'S IMPORTANT TO PUT PROCESSES IN PLACE THAT KEEP THE CHANGE WORKING. EMBRACING CHANGE Is Good for Your Business

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