Giving It Away Mentoring relationships take many forms, but the strongest are characterized by open doors, open communications, and open books. Most of the mentors who we spoke with have informal relationships (some also offer paid mentoring services) where their “mentees” are free to call or arrange a get-together whenever they need a sounding board or, as one remodeler put it, “a shoulder to cry on.”
Linda Case, whose company, Remodelers Advantage, facilitates peer-mentoring “roundtables” and offers one-on-one coaching, believes this openness usually comes with time. “I think many people who get through the field and have created a successful company have a really strong urge to help others avoid the pitfalls,” particularly when the others will remain with the company after they’re gone.
Kelly Vogan of Vogan Associates, Silver Spring, Md., says one such person was his dad, Sam, a skilled carpenter and builder. Even when he had almost 60 employees, the elder Vogan “always took the time to show anybody who was interested” how to use the table saw, for instance. Sam’s integrity and work ethic also had a major influence, not just on his son but on other staff as well. “Dad used to tell me, ‘If you have nothing to do, pick up a broom and sweep, restack the lumber, look busy.’” Some of his dad’s longtime employees still work with Vogan, and they all have “incredible work ethics. I call them the disciples of Sam.”
Strite also mentors his employees by example. “I always say I don’t even take stamps from the company because I’m the owner.” Working one-on-one, he systematically taught Hoff how to sell prospects on the value of the company’s work, helped him get through difficult personal times, and encouraged him —and his co-workers — to gain further education through NARI and other organizations.
When Strite’s mentoring extends beyond the company, he doesn’t give remodelers the answers so much as ask questions that help them find the answers on their own. Vincent remembers telling Strite he was struggling to get projects and needed new clients. “He said, ‘Where’s your written marketing plan?’” Or Vincent would wonder if he was charging the right amount of money, only to be asked, “How much do you know about your financials?” Not surprisingly, Vincent’s response that his checkbook “has some money in it” led to further questions.
Today Vincent is president of the Idaho Remodeler’s Association, and he finds himself asking similar questions of less experienced remodelers. “Like Jim, I don’t see it as competition. What I see is a guy who’s going to come in and underbid because he doesn’t know better.” This does nobody any good, says Vincent. “One loses money on his house, the other goes out of business, and everyone has a bad taste in their mouth.” The mentor DuKate eventually got was Walt Maxson of Maxson Remodeling & Construction, whom he calls occasionally to, for instance, borrow a form, learn how to space appointments, or ask for permission to sit in on a staff meeting. About a decade ago, DuKate carried on the tradition by becoming a mentor to Chan Cornett of Cornett Roofing Systems. The relationship isn’t always pats and platitudes, nor should it be. Before, says Cornett, “my pattern would be to ask people who would say what I wanted to hear. Mike isn’t one of those men, and that’s why I respect him. He’s always kept me at a higher level.”
In a recent example, Cornett declined a lucrative project on DuKate’s recommendation. “I turned down a large roof in Indiana in January based on how much I trust this relationship. I would consider Mike a part of my inner circle for any major decision.”
Many mentoring relationships take the form of peer groups. About a decade ago, Don Van Cura and a handful of other Chicago-area remodelers formed the “Underground Breakfast Club,” which has since morphed into a dinner club. They meet monthly at one member’s office, take a few hours to discuss a mutually agreed-upon topic, then have dinner provided by the host.