2. Adapting the plan: Employees have freedom to improvise (within guidelines) Throughout the year, with a business plan and processes, any employee may propose and present an idea they think may work. If it is “off plan” the idea can be tabled until the planning meeting. Or the idea can be modified to work within the plan. 3. Employee contracts In our company, all employees must sign a contract when joining the organization. The contract describes major policies including provisions for termination, com- pensation levels and expense reimbursement limits. Thus the rules are clearly laid out to avoid contentious issues. Throwing the rule book away With the employee contract in the background, and the policy and planning meetings and annual plan in the foreground, our company culture is not dominated by a rigid set of rules. For example, here is our travel policy regarding personal expenses: “Do what is reasonable.” Travel of course is one area of business practice where controls and abuse are common. Our control is to have one key employee as travel co-ordinator, with the responsibility of booking travel and reviewing employee travel plans. At the same time, this co-ordinator doesn’t over-rule individual employees who have the authority to circumvent the rules because of specific circumstances. “Different employees have different needs, and forc- ing everyone into a corporate straightjacket of policy guidelines will tear away at the individual’s ability to take responsibility for their own choices,” our travel co-ordi- nator explains. “We’ve had situations where employees have stayed in flea-bag hotels to save money, but compensated with a splurge at a fancy restaurant. This isn’t a problem.” Freedom, responsibility and accountability When employees are free to be themselves, yet still accountable, you gain the best of all worlds. Your em- ployees look forward to each day’s work, and they pitch in when there are problems and (most importantly) they connect with your clients in such an effective manner that your brand recognition and acceptance reach the highest level, and, yes, people start calling you and invit- ing you to do work without even wanting the competi- tion anywhere nearby. Then, and here is the fun part, combining some sim- ple measuring and management resources with this freedom, you can plan for growth, set your marketing objectives and achieve them, and build a thriving busi- ness in good times and hard. Recapturing your passion by being who you are Wake up each morning committed to being your best at what you enjoy the most, and encourage your employ- ees, peers and clients to share the same attitudes and freedoms. Put your policy guidelines away, have fun, and look forward to your day’s challenges. This is not to ad- vocate carelessness, “anything goes” management. It is a call for you to respect yourself, your employees and your clients. Have fun. Do what you love doing. Allow your peers and employees the same freedom within reasonable guidelines. Your service standards will soar; your clients (and potential clients) will connect with you and your brand power. Profitability will reach the highest levels. Done right, marketing will almost seem effortless within your overall business culture and practices. Your phone will ring, your email will ping, and either a colleague or client will whisper into your ear an advance tip about a project or business opportunity with the next words: “We would like you to do the job.” When that happens on a regular and measurable basis, you’ll know you’ve succeeded – and achieved suc- cess in marketing your company. Excerpt from Construction Marketing Ideas: Practical strategies and resources to attract and retain profitable clients for your architectural, engineering or construction business (http://constructionmarketingideas.com/the-construction- marketing-ideas-book). This book is available at Amazon.com other retailers, as well as through the Construction Marketing Ideas blog at www.constructionmarketingideas.com. www.merx.com/events merk@merx.com www.merx.com The Canadian Design and Construction Report — Fall 2013 – 33