Qualified Remodeler Magazine

JUN 2018

Qualified Remodeler helps independent remodeling firms to survive, become more professional and more profitable by providing must-have business information, namely best business practices, new product information and timely design ideas.

Issue link: https://qualifiedremodeler.epubxp.com/i/993338

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Page 33 of 59

come back and talk to them about it. Let them know that you want them to be satisfied with the solution, not that you just tried to get them out of your hair." Peterson schedules a final walkthrough with homeown- ers on every project whether the job had complications. "We walk around each side of the house and look at things. If we see something wrong, we point it out and say, 'You know what, I'm going to get somebody out to take care of this.' We also do that with warranties or repairs, if something does go wrong in the process. "You need to continue to regain their trust in your company," he explains. "You have to show that you are concerned and willing to go out of your way to ensure their continued happiness." | "E V E RY E F FO RT IS M A D E to select clients that would be compatible in working with us. But you can't always do it," says Papaheraklis, who gives potential customers a survey that asks them questions about their expectations. "Sometimes you enter into a project knowing that there may be problems because you see the temperament of one individual. You have to somehow go into it knowing that there might be potential problems. "In that case, what I do is always cross my t's and dot my i's on everything that I do. If there's a change or a potential for a change before I started, I discuss it with them and I have them sign something," he contin- ues. "All of the things I document in an effort to avoid a conflict. I think that if you do that, the chances are diminished. If I see a client that would be more trouble than it would be worth, I gracefully exit [and] I don't do the project. [But] it's not always that easy. Sometimes you don't catch them." "It's always easy to look behind you and see the red flags," Scott says. "It's not as easy looking forward, par- ticularly if you need work at the time. I [don't] go forward with somebody that I'm uncomfortable with. I'll come up with a reason not to do the job if I feel that they're going to be trouble. Anybody who's combative in the design stage, I get rid of them. I've been doing this for over 30 years, so I've learned you can't fix a bad client." "When people talk a lot about, 'I want everything per- fect. I've had issues in the past. I never get exactly what I want. I'm hoping this time is different.' That tells me one of two things about them," Theunissen explains. "Either it's difficult for them to express what they really want and what their goals for the project really are, or that they have unreasonable expectations of perfection. In the remodeling world, we all love when we get a job that ends up absolutely prefect. But most older homes aren't square—they're not plum. You do what you can." "Very often you can see that something might be trou- ble, [but] I actually don't veer away from them," Peterson says. "Everyone always says all their crews are the best, but you might send your best crew. You might send the right person who's going to have the right thing to say. "Or a lot of times, at that point, I'll leave the office and I'm actually the one managing that job if I know there's a possibility that someone might need a little more hand-holding," he adds. "But again, it comes to that personal touch. If you get out in front of the homeowner, you can squash a lot of problems either on the spot or before they happen." How to avoid most conflicts You need to continue to regain their trust in your company. Brian Peterson, East Coast Roofing, Siding & Windows Photo: iStock.com / Imagesbybarbara SPECIAL REPORT: Conflict Resolution 34 June 2018 QR QualifiedRemodeler.com

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