When I started my design and build
remodeling company, Common
Vision, I had two enthusiastic partners
who could each shoulder onethird
of the management burden. We
often had three or four jobs going
simultaneously, and as long as one of
us was on the job site, we didn't need
to hire crew leaders. But after a period
of time one partner dropped out, and
then another. This forced me into a
different management role, and
meant I could no longer supervise at
the job.
To ensure continued smooth operations,
I had to change the company's
management approach. The key to
the new system has been using experienced
carpenters as "lead men" to
supervise job sites.
With this management strategy, a
good