Imagine you finished a large kitchen addition remodel project last year and the client has a party with several high income friends over, oohing and awing about the project. Several hours into the night, after a few martinis, one couple says to the client, we need to talk to company who did this. The client replies no problem just call Smith Remodeling at 1-617-456-7891. Of course the couple says thank you, write it down on a napkin and lose it the next day. Then they get busy and forget your name and number and never call, or worse call someone else.

After the holidays, homeowners in the market for home improvement services, start calling residential contractors to set up work for the spring. Do you have a procedure for the inbound lead call and a form to capture vital prospect information about them and their requests? Or do you use any available scrap paper, post it notes or the proverbial napkin to write down the information and struggle retrieving and reading the chicken scratch later? Who will answer the phone, talk to your potential client and will they know what to do to make a professional first impression?

Many small business owners become trapped thinking that they have to do everything themselves. At times they think that because no one can do it as well as them that it is more effective to do it themselves. If you are a small business owner and don't want to grow this may work ok. However, if you want to grow, the odds are stacked against you if you are a CEO owner wearing most of the hats. We are seeing many contractors who say they want to grow, stubbornly resisting giving up control of tasks that can and should be done by someone other than the CEO. Contractors are not the only profession exhibiting this behavior. It is prevalent in many different types of businesses. In contracting, it is not uncommon to see the CEO running the company, handling the sales, running production, driving nails, making collection calls, and anything else they think that only they can do. This feeling of invincibility that they can do it all is not without grave dangers to the health of the business and the owner. It contributes to poor health, burnout, marital issues, questionable judgment, employee issues, money problems and sometimes heart attacks.

As 2008 comes to a close are you working on your business plan for 2009? Have you assessed the results of 2008?

Here we go again. Another recognition for the boys from GoodFellas. The Eastern Mass NARI chapter has featured Joe and Dale and their company the GoodFellas, as the member spotlight company in the October newsletter.