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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