by George Hedley
Many construction owners and managers complain about working too many hours. While speaking at two construction industry conventions, I surveyed the attendees about their work life habits. How do you compare?
Typical work week:
15% work forty hours or less per week
52% work up to 60 hours per week
33% work over 60 hours per week
The average Fortune 500 company executive works between 50 and 60 hours per week. Unfortunately the forty hour work week isn't the norm in business today. Construction executives appear to work about the same amount of time as their peers in the corporate world. But, construction company owners and managers come from a culture of 40 hours pay for 40 hours work plus overtime. As they move into management, many expect to be paid more for putting in their forty hours while working less than peers in other industries.
Do you take work home with you?
When I was building my construction business, I usually arrived at the office or jobsite at 6:00am and didn't get home until around 6:00pm. I would take work home every night such as plans to review, projects to bid, invoices for approval, or subcontracts to prepare. On weekends, I often worked between four to eight hours as well. The time pressures of starting and growing a business never seemed to end. How do you compare to other contractors?
Average take home work per week
40% never take work home
30% take home 10 hours of work
30% take home 15 hours of work
I became used to doing certain tasks at home like take-offs and estimating. When work hit my desk at the office, I put it into three piles: "Do It Now", "Do It Later" and "Take This Home". I wasted time doing the less important things and took home the important things. At home it was easier to close the door and dig into my work uninterrupted. But, I was often tired and not as efficient late at night.
I finally realized important things should be done at the office during normal working hours. To make that happen, I had to rearrange my daily priorities and get focused. My top priority was keeping the pipeline full of new work. To stay on task, I learned to shut my door and not take calls if I was working on a bid. To accomplish this, I had to delegate and trust others with the less important tasks and decisions. This reduced my take-home work to almost never.
Several years later I rearranged my schedule again to be even more efficient. This now allows me to work less than forty hours a week if I choose to. My early mornings are spent at my home office from 6:00am until 9:30am working on "important" tasks. I then go into the office around 10:00am ready to meet with my staff and handle everyday requirements and tasks required to run a busy construction and development business. This schedule works and I usually can go home around 4:00pm without taking more work home.
Time off for good behavior
I always dreamed of taking lots of vacation as reward for being a business owner. This seemed impossible while building my business. My mistake was not trusting my people to make good decisions. I realized I wasn't really as important or as smart as I thought I was. I had great people but I made them rely on me to make all the "big" decisions. Finally I tried an experiment and took a one week vacation without calling the office. Upon returning I discovered my managers had actually done a better job than I would have if I had stayed home! With my eyes opened, I realized my management style was the real problem. I had to learn to delegate and let go of as much as possible.
The survey of construction company owners and managers shows that only thirty percent take less than two weeks off a year. They must think they are too important too leave. Seventy percent realize time off is good for their business and personal life. How do you compare?
Vacation days per year
15% take 0 to 5 days
15% take 6 to 10 days
35% take 11 to 15 days
25% take 16 to 20 days
10% take over 20 days
I have been in business over 30 years and now realize the value of time off. When I work too much, I make mistakes, tend to micro-manage, make less money and miss great opportunities. Now, when I head home for the weekend or off on a vacation, I have two purposes in mind. First, spend time on family, faith, friends, fitness, or fun. Second, work on improving my business by reading business books or magazines on topics I need to work on. When I come back to the office, my mind has been focused on solving problems or seeking opportunities, I am filled with new ideas and refreshed and excited about the future. How do you compare?
ABOUT THE AUTHOR
George Hedley is the best-selling author of "Get Your Business to Work!" As a professional speaker and business coach, he helps entrepreneurs and business owners build profitable companies. E-mail: email@example.com to request your free copy of "Everything Contractors Know About Making A Profit!" or signup for his e-newsletter. To hire George to speak , attend his 'Profit-Builder Circle' academy or find out how he can help your company grow, call 800-851-8553 or visit www.hardhatpresentations.com
3300 Irvine Avenue #135
Newport Beach, CA 92660
Phone (949) 852-2005
Fax (949) 852-3002
George Hedley owns a $75 million construction and development company and
Hardhat Presentations. He speaks to companies on building profitable businesses,
leadership, and loyal customers. He holds 3-day in-depth "Profit-Builder
Circles" open to construction company owners in an interactive roundtable
format every 3 months. His "Profit-Builder System" includes proven
tools to always make a profit, build equity, create wealth, win profitable
jobs, motivate your people, and enjoy the benefits of owning a profitable company.