HVACR Business

APR 2017

Help hvacr contractors master the critical components of business management.

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14 HVACR BUSINESS APRIL 2017 www. hvacrbusiness .com Communicate Make a communication plan. is is more important than it may initially seem. Have you ever heard something from someone and wondered, "How did they know that before me?" Not hearing about change before others can make a person feel negative about the change and maybe even a little disrespect- ed. ink about who should hear about the change first. If there are different techni- cian groups or employees who are affected, then think about the order of when each group should be notified — maybe the whole company should be notified in one meeting. If there's a chance the change you make will be poorly received, you may be better off to have these discussions individually. You're less likely to have an angry mob on your hands when you have sincere, person- al talks with individuals or small groups. Again, consider the order of whom you speak with. It is advantageous to communicate the change with your team members who will support the changes and help bring the rest of the team around. Training Make a training plan. e more confu- sion that surrounds a change, the more dif- ficult it will be to implement. Some changes are complex: soware, hardware or procedural changes may re- quire ongoing training until the team is effective in the process and comfortable. ere can be a lot of training preparation involved in rolling out changes of that magnitude. Some of the training may be in classrooms and require training aids, PowerPoint, curriculum, etc. Other re- sources could be handouts and aids to help the technicians in the field. ere may be outside resources to support the changes, such as help lines or online support. If any of those resources are not in place, then don't be in a big hurry to roll out changes before they're in place. You'll set yourself up for failure or, at the very least, a rocky road. e better you execute, the more comfortable the team will be with the changes you implement. Measurement and Goals Set goals, tracking and measuring, when- ever possible, that will support the changes you make. Tying individual goals to the company goal can drive performance and compliance. It also gives you a dashboard of the effects of the changes you make. Sometimes, the measuring tool is your income statement. Another way to drive change is to tie it to something competi- tive, such as contests or spiffs, when appli- cable. It's a best practice to have metrics for one-on-one coaching sessions. ese coaching sessions are critical to reinforce changes and get feedback you might not otherwise get about how the change is progressing. It's natural to fear change in your com- pany. You get in a comfort zone and, al- though certain areas could be better, you oen accept performances you should not. As a leader, you have to learn to embrace change. Believe that better things are going to happen and that change is good. Change is going to happen, whether you want it to or not. You cannot always control it, but you can control how you react to it. u Jodie Deegan is a Nexstar Network training implementation coach. Informed by working more than 25 years in the HVAC, plumbing and electrical fields, Jodie assists residential contractors in guiding their technicians toward new processes and behaviors that stick. For additional information, visit nexstarnetwork.com, call 888-240-7827 or email membership@ nexstarnetwork.com. The better you execute, the more comfortable the team will be with the changes you implement. continued from page 12

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