It should be normal for people to know where they stand in the company and know how they are performing.

At employee reviews, one of the biggest sources of tension is when an employee feels misunderstood and that efforts and results have not been acknowledged.  When someone is blindsided in terms of performance, it is more likely that they will defend themselves aggressively. By communicating well and establishing a process on which people can depend diminishes misunderstanding.

Establishing a scorecard helps provide clarity when an employee begins a new position.  Each position within a company needs a scorecard.  It is a tangible that provides parameters for how an employee is expected to perform. A scorecard removes subjective conversations and discussions such as “I feel like you are not doing a great job”. Basically it helps manage without emotion.

Every other month employees meet with their coach (one’s supervisor).  A fixed agenda included scorecard review (the objective side of management) and the core value evaluation (where the coach provides feedback related to our core values). The coach’s role is to give feedback and find out how to remove obstacles that are hindering performance.

On the opposite months, employees meet with a mentor (an upper management person to whom the employee does not directly report, preferably someone from a different area of the company – for example, head of sales mentors operation project managers). This meeting agenda is set by the mentee and the conversation can cover current challenges, career development or other pertinent topics.

By executing the above items well, the employee is informed and engaged regarding their performance. This diffuses any misunderstandings about performance and “blind-sided” reviews.  When a situation arises where a person is under performing or a policy is violated, we execute the following “Performance Improvement Plan” strategy:

o      Outline improvements needed and what a successful improvement will look like

o      Set clear expectation for amount of time given to make the improvement

o      It is clearly outlined what consequences will be if not met

o      It is clearly outlined what benefits will be experienced if they are met

o      PIP delivered by head of HR and manager

o      Follow up – manager and HR touch base with the person independently at pre-determined intervals.

If someone is released, the discussion is not about them not performing well – they are well aware

Resicom CEO, John Fairclough, has been nominated for The 2010 Business Ledger Entrepreneurial Excellence Award.

A strategically innovative entrepreneur and business owner, Fairclough enjoys a level of success that transcends monetary reward and instead empowers both communities and individuals.  Fairclough is motivated to experience share with other first-level entrepreneurs in assist catapulting their business to the next level. Fairclough is excited to witness employees and peers become better leaders.

At 24, Fairclough launched the first Resicom office from the basement of his future in-laws. By age 30, Resicom had earned substantial, continuing to surpass set benchmarks.   Today, Resicom has leap frogged in size and revenue, now occupying a 15K square foot facility in Lemont.  Fairclough measures true success at providing opportunities and options for both client and employees that other companies can’t.

Nominees were selected because of having demonstrated exemplary traits in entrepreneurship, perseverance, business creativity, and determined drive and risk taking.  Award recipients will be honored at a reception on September 16^th, 2010 at the Danada House in Wheaton.  Honorees will be featured in a special business section of the October 18^th issue of the Business Ledger.  Judges are comprised from a selection committee from representatives of event sponsorship, local business associations, and members of the Business Ledger editorial staff.

It should be normal for a vendor to help a facility maintenance professionals spend their money better. They face the uphill battle of protecting their brand while balancing the needs of operations and finance. This program provides the accountability, communication, and structure needed to protect your brand cost effectively.

There are three basic tenets of the program:

-Accountability. The plan is dependent on establishing what success looks like – we call it setting the standard. Here is where we learn what triggers action items, what the proper communication methods are, and how we will be graded. All of this needs to be understood up front.

-Communication. If the Standard is misunderstood, full benefits will not be realized. Proper communication involves using multiple tools, including video, documentation, emails, and phone calls. Poor communication costs time, money, and occasionally even sanity.

-Structure. A successful program requires the right structure. Knowledge must be gained at each project and stored in a hub that is accessible for technicians completing projects. We call this hub a “Knowledge Bank”. Material specifications, how to repair instructions, and the other “setting the standard” information is stored here. This is leveraged in the different plug and play components of the program listed here:

SMARTvisit: 

This component answers the question “How can I get more value from each on-demand work order?” It should be normal for a company to maximize value delivered on each interaction.

SMARTscope:                                                                                                                                           

 This component answers the question “How can I gain visibility of the condition of my stores and bundle the repairs cost effectively?” It should be normal for a vendor to understand its clients needs and provide a report designed around the client’s standards.

SMARTplan:

This component integrates SMARTvisit and SMARTscope. It combines the preventative, bundled approach to the on-demand component, effectively absorbing work orders into on demand visits.

SMARTfit:

This component answers the question “How can I complete a roll-out project cost effectively, with the right visibility?” It should be normal for clients and vendor partners to collaborate on the most effective way to execute a project.

This program creates a framework that helps leverage accountability, communication, and structure, boosting effectiveness. Protecting brands requires balancing the needs of Marketing, Finance, and Operations. SMARTspend simplifies this.

It should be normal that a company can offer its employees unique, life-changing experiences.

Aruba, Jamaica- Ooh, I wanna take ya.  Key Largo, Montego, Baby why don’t we go?

Congratulations to Resicom Employee Contest winner Paul Romanowski.  Paul and his fiancé won their choice of a domestic Starwood vacation destination with airfare.  The winning entry was randomly chosen from all Resicom employees who entered the marketing campaign “Fun in the Sun” contest.  Each entry required idea submissions for Resicom legendary stories and “It Should Be Normal” taglines. 

Stories submitted included funny, inspiring and determined recounts from over a decade of Resicom’s history in commercial facility maintenance. 

Paul is one of Resicom’s newest technicians, with a background in paint & fine arts execution and professional graphic design.  Resicom is honored to be able to present a honeymoon option to Paul and his fiancé for their milestone event.

It should be normal for the experience of any project to become knowledge the entire company can share. Imagine the efficiencies gained when a national company is able to learn from a project it completes in Los Angeles, and share that experience with a technician that will complete the same project in New York.

Building this hub of information requires a clear plan with disciplined execution. Here is a basic outline:

1. Organize a client discovery call where you learn how to properly interact with the client (cannot hit a home run if you do not know what one looks like). Topics here include communication, escalation triggers, and accountability/scorecarding.
2. Create step by step processes for each type of project completed. NOTE – Must set goals around this to ensure it is added to each day.
3. Share this knowledge (give access or provide instructions) to necessary parties.
4. Review results and tweak processes.

Once this information is gathered, it should be continuously built. It becomes a library, or as we like to call it, a Knowledge Bank. Its a bank we need to make “deposits” into regularly.

This approach helps our company leverage our self performing expertise in markets where we hire outside vendors. We can prepare any technician with the right material and equipment in advance, speeding up the procurement phase. Plus, providing the step by step process helps the technician be more effective at executing the project, allowing them to be more aggressively priced, while driving up consistency. In this case, less can deliver more.

Experience should be gained, shared, and act as a foundation for further growth.

Entrepreneur Café-the blog of Resicom CEO John Fairclough received the 2010 Top Blog Award.

Sponsored by OnlineMBA.com and AwardingTheWeb.com, a panel of judges reviews nominees that have been submitted or sourced by the panel’s research team.  In the case of Entrepreneur Café, the award comes as a pleasant surprise as the nominating team found Entrepreneur Cafe during independent web searches.

Topics on the blog range from staff accountability to risk management and structural clarity. Fairclough uses the format to experience share personal stories of obstacles and best practices.   Often asked to present on business strategy, Fairclough began Entrepreneur Café as a means to communicate lessons learned while building Resicom, a national facility maintenance company.

At 24, John launched the first Resicom office from the basement of his future in-laws.  By age 30 Resicom had earned over $1 million in revenue and has since passed the $10 million benchmark.  Fast forward to today, Resicom has leap-frogged in size and revenue, now occupying a 15,000 square foot facility in the southwest Chicago suburbs.  The strategic vision to surpass the $35 million in revenues benchmark should be realized in under 2 years before John turns 40.

John is passionate about providing guidance, mentoring and other resources to assist first-level entrepreneurs in catapulting their business to the next level.  Helping entrepreneurs become better business leaders has been personally rewarding.

CNN Money.com recently mentioned Resicom CEO John Fairclough.

Local entrepreneur Andrea Herrera, founder of Amazing Edibles Catering, credited John Fairclough as the mentor that assisted in propelling her business over the $1 million in sales mark.

In 2006, Herrera joined the Accelerator program of the Entrepreneur’s Organization, a group that offers networking and mentoring for businesses in the 250K to 750K range to help them advance to the seven-figure sales level.  Encouraged by her mentor, John Fairclough, Herrera boosted profit margins, created metrics for accountability, and hired a marketing manager to attract new clientele.

“I enjoy giving back to the participants of the program,” says Fairclough. My real motivation is witnessing the excitement and passion other entrepreneurs have for their businesses.  One of my favorite ways to learn is through interaction and this role gives me the opportunity to interact with some great business owners.”

For the full story click

CNN Money- Amazing Edibles

PRSM LIVE is bringing together members in their own neighborhoods.  Next month, August 18th, members will be able to network and discuss key industry trends and issues over lunch.  Guest speaker Justin Doak will provide the keynote presentation -Navigating Industry Sustainable Benchmarks.

Resicom is both attending and sponsoring the Chicago development program.  This hometown event is an ideal opportunity to catch up with colleagues and meet new professionals.   More importantly, Resicom looks forward to learning about what is keeping facility managers from normal.

R&D for a construction services company? R&D usually focuses on products and packaging.  How about R&D for challenges and choices?

It is official! The company that boldly pursues what normal should be has formalized its R&D department. It is headed by the curious Michael Fairclough, Executive VP that has yet to find a challenge he didn’t like. Most people prefer working on things they know. Michael is one of those rare people that gets energized by the things he does not know. His ideal day includes researching, testing, and discussing other people’s challenges. He believes it should be normal for our company to be a ready resource to solve our clients’ challenges.

Michael is armed with the support from every division of the company. Please send over any situation that has to have a better solution than what is currently in use.

See if your challenge can stump him. Warning! Mike may help you dream bigger.

TVs aren’t just for sports bars anymore.  Televisions at retailers and restaurants have become more prevalent for marketing display purposes.  A client wanted to change their current menu board visuals with 52”inch LCD televisions connected to the company intranet. updated daily from a remote location. The menu selection could then be updated daily from a remote location.

Scope of Work

1. A power source was needed for the televisions where no outlet existed.
2. Televisions needed internet access.
3. Televisions had to be wall mounted.
4. Client provided wrong size TV mounting bracket and work was performed after hours with no source to exchange materials.

It’s normal that when someone plans a visit, we tidy up to make a favorable impression.  When the person visiting is a CEO, additional effort to make everything sparkle happens PDQ!  A retail client requested an emergency job to refresh the high gloss bamboo finish on all display fixtures and wall bays for a last minute CEO visit.  The client had only 48 hours notice, and provided only 1 night to be onsite and finish the entire work scope.

Scope of Work

1. Repair areas of veneer damage including scuffed and scratched baseboards, white lacquered shelves.
2. Remove finish on stand alone display tables.
3. Repair minor scratches and blemishes in the finish on numerous areas on all fixtures.

How can a movie theater retrofit the ticket counter without changing the integrity of the ticket booth?

An entertainment company owns movie theaters throughout the country, many of which were purchased from original owners. While each theater has unique characteristics and nostalgic styling, few meet today’s ADA compliance standards. The client needed a sliding tray installed in a ticket booth and counter access retrofitted to meet current height guidelines.

Scope of the Work

1. Install an ADA compliant sliding tray in the ticket booth to meet height requirements.

2. Position tray so that it does not alter the function of the cash drawers, ticket dispensers or computer systems.

3. Reposition access for electric and computer system wiring.

Challenges

The constraints of the project include:

1. Cabinetry within the booth needed modification to accommodate the sliding counter tray.

2. In order to install the new tray, access repositioning for computer system wiring was needed.

3. The positioning of the cash drawer itself was an obstacle.

Solutions

1. Cabinet doors were shortened to provide the additional access space under the counter top.

2. Tile work was required so that an access hole for the wiring could be cut. A diamond tip grinding wheel was used to make the precise cut needed. New grommet holes we created so that the entire system could be re-wired.

3. Although the location of the cash drawer was cumbersome, it was determined that the system could be installed underneath.

4. Once the drawer was installed a security panel was fabricated and installed to deter theft.

Summary

This specialty project was unique because each ticket booth had different specifications and measurements. The overall integrity of the booth needed to be preserved while meeting modern compliance metrics. Each retrofit required astute examination of cabinetry placement, technology systems and security issues. Providing options to the client is critical when involved in speciality projects. It should be normal that the company hired to complete the retrofit presents effective approaches for a solution.

Society teaches us to be leery of questions. Detectives ask questions, offering little in way of information, looking for ways to use the answers against you. Lawyers do the same. There is a sense of when you are questioned, the end result is you will be wrong or bad.

I believe it should be normal to ask questions and people answer them without their defenses up. It takes effort and trust to overcome this societal mindset. One of the ways we can help remove defenses is adjust the way we ask questions.

When understanding is the goal, clarifying questions can open up a conversation.  These questions are disarming. It is a way of saying to someone “You are worth understanding, so please help me understand you”. Examples include – “Can you please help me understand why you feel that way?” and “Can you help me understand the factors you weighed when making your decision?”

Interrogating questions have the goal of verifying information with little, if any, explanation. For example – “Did you complete that project that was due yesterday?” It’s a yes or no question. No explanation is required unless requested. The risk with this type of question is people can feel misunderstood or misrepresented, weakening relationships. Use them with caution.

Another risk is the question that hides a lecture. These “questions” almost always destroy relationships. Usually they are condescending and insulting. I cannot think of a situation where these “questions” are effective.

Choose your questions wisely! They can make or break everything.

Resicom believes in the bold pursuit of what normal should be.

It should be normal that learning drives growth, and a growing business prospers.

Our core value is to be an organization of individuals committed to development.  This mind set will drive us toward to our corporate and personal goals.  To achieve this objective, Resicom is committed to helping our employees propel their careers through individual development.  We want Resicom to be the last place that our talented professionals and technicians ever work.   As we continue to expand and increase our scope of services, we realize that we must continually refine, advance and challenge our employees.  Resicom encourages employees to evolve with the company, assuming new responsibilities and endeavors.

Resicom is rolling out an improved career development program.  Working with management, each employee will identify key targets and initiatives that comprise current roles.  Attributes that can be strengthened and areas for increased challenge will also be addressed.

The old adage, if it’s not documented it’s not done will play a key role in the new career development plan.  Tangible, streamlined strategic plans will be created for each employee as means to track metrics and keep defined goals top of mind.

Resicom believes in the bold pursuit of what normal should be.

It should be normal that the companies you hire make you better.

It should be normal that the people you bring into your organization strengthen your company.

This purpose breathes throughout the company and directs how we approach both client relationships and recruiting talented professionals.  This message needs to resonate in not only our actions, but also our strategic marketing goals.

Resicom is now actively recruiting marketing interns to help us expand projects as defined by our current marketing objectives.  The purpose of the internship program at Resicom is to provide an authentic work environment in the profession as an enhancement to the student’s academic instructions. Interested applicants should send letter of interest and resume to likemindedpeople@resicomonline.com.

A secondary journalism internship is also available to help with writing efforts for press releases, blog posts, and copywriting for support materials.

“Our expanded internship program is something about which we are very enthusiastic,” says Laurie Ledonne.  “Resicom is able to position students and recent graduates to gain valuable insight to not just our industry, but marketable business skills.  In turn, the students provide members of Resicom’s team the opportunity to strengthen their team leadership and project management skills, while offering fresh perspective to our marketing projects and materials.”