After running a remodeling company
for 18 years in the
Washington, D.C. area with an inhouse
crew that ranged from 3 to 12
employees, I swallowed hard and
decided to "re-engineer" my company.
I had discovered that as I grew from
a one-man shop to one with several
employees, it was increasingly difficult
to find and keep employees who were
not only good craftsmen, but who also
had the requisite people skills to get
along with other employees and homeowners.
Invariably, a good mechanic
would stay for a few years, then leave
to form his own company, taking with
him many of the business and people
skills I had taught him.
From the beginning, I had set