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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