When it comes to Winkley Homebuilders and our approach to the Springfield-Branson Homebuilder scene, we do prioritize setting ourselves apart, not by downplaying the hard work of others, but merely by being faithful stewards of what we are given. A large part of that stewardship can be found in the management of various projects. Stepping into a leadership/management position can always be daunting. However, through research done both locally in the Springfield-Branson Homebuilder scene and also from wider sources, we have accumulated 10 core principles that we at the Winkley Group are consistently applicable to the Springfield-Branson Homebuilder community and to Construction management as a whole.

 

Principle 1 – Consistency

 

One of the core principles in any form of leadership is consistency. If you are leading a team, they are going to need you to portray to them the same actions and values that you are asking/ordering them to. These skills will play into a variety of facets when managing and administering to a group/company/crew/team under you; Finances, project forecasting, budgeting (time, material, man-power, and money). If you don’t display these consistent values, not only could your company fall apart due to a disorganized environment, but if you personally don’t practice these attributes, why would your subordinates have any desire/drive to follow you. Here’s a simple example, arrival time. It may seem relatively asinine, but you must budget your time properly, example; Arrival time is at 9:00 am, with an hour lunch break and ending the day at 5:30 (just as an example) then how can you even insure that *such and such* work will be accomplished in whatever timeline. And on a smaller scale. Say that you have set a 9:00am arrival time, and you always show up at 9:15 even though you tell your crew other ways, that displays a lack of integrity. This core principle can be found in any successful Springfield-Branson Homebuilder. 

 

Principle 2 – Risk Management

 

Winkley Homebuilders is an experienced company, and we know from experience in both life and vocation, that we are not all-seeing beings. Plans, while they may be “full proof”, can go wrong. Planning and executing are two very different things. There will always be unforeseen factors and risks to labor, and it is impossible to expect a perfect execution of every plan. This is why Risk management is so incredibly important to the Springfield-Branson Homebuilding community. We have some high altitudes, extreme weather, and windy hills. As a client of Winkley Homebuildings, and the Winkley Group in general, we do not believe it to be appropriate to place liability for our actions and employees actions, as well as any unforeseen force, in your hands. Managing documents, contracts and liability papers for all types of forces is one of the ways a manager can prepare and take responsibility for his crew. If we follow all codes and protocol, and we have an equipment failure that results in an injury, the supplier of that equipment (lift,crane, etc.) would be liable. However, if we act irresponsibly, we take on the liability. 

 

Principle 3 – Documentation

Using Principle 2 as a springboard, documentation is hugely important to this industry and its many facets. In fact, the documentation of every aspect of business will play into each principle on this list. Documenting money received and spent through invoices, receipts, and portfolios, documenting agreements through contracts and project estimates. These are very common examples of documentation used as a form of insurance of some property of a construction process. 

 

Principle 4 – Planning

 

This may seem obvious. But please plan. Budgeting is also included in this section. There is an old contractor’s adage, “ Measure twice, cut once”. This is a widely applicable principle. Budgeting (time/money), gathering comprehensive material lists, executing the principle of distribution of labor, and proper scheduling all will save time, effort, money, and future hardship in the long run.

 

Principle 5 – Resource management

 

These next two principles are more derivative of previous one’s. Allocate your resources before beginning a job. Understand what you have around you at your disposal, and don’t over stimulate one resource when you could lean on another. Amount of laborers, and amount of distributors of material/hardware. Work smarter-not-harder.

 

Principle 6 – Financial Management

 

In that same vein. Don’t overspend, and don’t be too stingy. This is always a tough balance to find for those in the Springfield-Branson Homebuilding scene. Money is tough, which is why hiring a money handler will be unendingly helpful. Smarter-not-harder. Always. This is a big part of the aforementioned stewardship that is widely practiced by the Winkley Group, and helps set us apart from other Springfield-Branson Homebuilders. Again, relieving the stress of money and unknown spending will save a ton of pain in the long run. Softwares such as Exactimate help with proper and productive execution of these principles.

 

Principles 7 – Continuous Improvement.

 

This may seem like a bit of a fire-hydrant of information. But understand that you don’t have to be a master. Just take these principles and put them into practice. The bible teaches us that failure is a gift of education and knowledge. We here at the Winkley Group are made up of various levels of experience, and we’ve all failed at something before. A continued progression of skill sets and mindsets will produce perseverance and integrity. 

 

Principle 8 – Procurement

 

You really need to know your source. You want to be sure to do plenty of research beforehand. Understand distributors, producers, a source of labor, and a source of equipment. Want to be a carpenter? WHere will you get saws, gloves, trailers, wood? You need to have a very established market knowledge before leading or managing. 

 

Principle 9 – Quality management

 

Managing doesn’t just mean understanding these principles, but also executing them well. To be more exact; efficiently, effectively, and productively. So honing these skills through Principle 10 will be another huge factor in your effectiveness as a manager. Do personal research and always further your knowledge. 

 

Principle 10 – Sustainability

 

Finally! You’ve applied and learned all these principles, but can it be sustained over a year, 5 years, 10 years. We need to have time for rest, and restoration. Not overworking yourself, your workforce, not draining your resources past their reservoir, and not taking on more jobs than you can handle. If we are stewards, then G-d will provide. So don’t always try to secure the future without faith.