Roofing & Construction Industry Information Resource

Here’s some advice on how to make your home remodeling project a dream, not a nightmare!

Dreaming about remodeling your home but don’t want the nightmares that too often are associated with it? The strain on your marriage. No bathroom or kitchen for weeks on end. Dirt and dust everywhere. Workers on the job before you even wake up.  A remodel that never seems to end.

Remodeling your home doesn’t mean you have to live these nightmares. It’s kind of like what makes a good marriage; you have to work at it.

So here are 25 tips to help you realize your remodeling dream. They come from a variety of sources: the National Association of the Remodeling Industry (a trade group), the Massachusetts Contractors State License Board and from Homeowners who have remodeled and contractors themselves.

1. List the things you want in a remodel.

2. List just those things you need to change.

3. Develop a realistic budget.

4. Now add 10 percent for overruns.

5. Ask friends and neighbors for contractor recommendations.

6. Describe in detail to at least three contractors what you want done.

7. Get at least three estimates.

8. Don’t choose the lowest bid just because it’s the lowest.

9. Before you choose a contractor, check him out with the Massachusetts Contractors State License Board, the Better Business Bureau and with any references he gives you.

10. Don’t just accept a number on a contract as being a real license number. Make sure the number matches the name the License Board has listed.

11. Make sure the contractor’s license is appropriate for the job; a general license if he is the overall contractor, or a specific trade (such as electrical or plumbing).

12. Make sure the name on the contractor’s license matches that on the contractor’s driver’s license.

13. In Massachusetts, contractors must be general liability insurance and have wormans compensation. Ask to see proof these.

14. If the contractor is going to hire people to work for him, he is required to have a certificate of worker’s compensation. Ask to see the certificate.

15. If you don’t want workers waking you up at the crack of dawn, specify a starting time in the contract.

16. Also specify in the contract that the area be thoroughly cleaned each day after work is through.

17. Further, specify a deadline for the remodel to be done, and list penalties if it’s not.

18. Make sure the contract makes the contractor responsible for obtaining lien releases from each subcontractor and supplier.

19. List a mutually agreeable schedule of payments to be made as work progresses, or hire a funding firm to do it for you.

20. Try to be available by phone for the contractor at every possible time during the remodel.

21. When asked by the contractor to make a decision on a product or design, do it quickly.

22. Be firm when you want something done the way you wish but don’t be oblivious to suggestions from the contractor or subcontractor.

23. A photo of something is much better than words when trying to show a contractor what you want something to look like.

24. Treat workers with respect. You’ll find it gets you a lot more than yelling at them.

25. Before you sign off on the remodel, make sure everything works properly and that it is done to your satisfaction.

1. Know your insurance coverage. It is too late after your building burns to become acquainted with the nuances of insurance.

2. If you don’t understand your policy get your agent to explain it.

3. After a loss, take pictures and notify your agent asap.

4. Do whatever seems prudent to protect your property from further damage or unwanted intrusion. The policy encourages you to do this.

5. When you meet with the insurance company representatives be prepared. This includes points one, two, and three above.

6. Get your own estimate from a contractor that is familiar with the bidding process insurance companies are comfortable with.

7. Try to get your contractors to agree with insurance company contractors as to the scope of repair.

8. If there are substantial differences in the estimates it usually is that the scope of repair is not the same or the unit price is understated.

9. If your claim is under $20,000 you should be able to work things out on your own. If the claim is in excess of this, you may need professional representation from your public adjuster or attorney.

10. Don’t be shy about making your point of view known to the insurance company. Remember they will not be shy about theirs.

At a New Year’s Eve party, I was cornered by a localroofer who wanted to talk about uninsured roofing contractors. “It’s not fair to expect me to pay a fortune for insurance and licenses,” he complained, “and then leave me to compete with guys who can put in lower bids because they don’t bother with that stuff.”

I try to avoid debates with people who are both right and wrong at the same time, especially at parties where alcohol is being served. Yes, it is unfair and difficult to compete with people who don’t have the proper licenses or insurance, but licenses and insurance are important protections roofing companies should not give up. Let’s take a quick look at why.

Doing business without workers comp insurance is very much like standing on a hill at the golf course with a metal driver in your hand during a thunderstorm. Workers who are injured on the job have compensation rights that can cost contractors big time.

Sometimes it’s a homeowner or a passerby who is injured by the construction process. If they can prove negligence was involved in the accident, they have liability rights that can cost a contractor incredible amounts of money. That’s what liability insurance is for.

Sometimes the problem isn’t that the contractor is uninsured – it’s that his subs aren’t insured. Some contractors think they have taken care of this problem by writing a requirement into the contract saying that subs must have insurance. The subs sign the contract, but the contractor doesn’t confirm this requirement. Instead, after the job is finished, the contractor simply withholds the last payment until the sub produces a copy of the insurance certificate. By withholding that last payment from the sub, the contractor keeps money on hand to pay the surcharge the insurance company will impose after its auditor discovers the uninsured sub. But the goal of requiring that subs be insured is not to protect the contractor from his insurance company; it’s to protect him from the possible consequences of hiring uninsured subs.

For protection during the course of the job, the GC needs to see the insurance certificate before the job starts. Claims for workers comp or negligence arise out of events that occur on the job site while the sub is working. Legally speaking, after the job is over, the contractor has no further relationship with that sub except for payment. Getting the certificate after the job is finished is a classic case of closing the barn door after the horse is gone.

Not only that, if the sub sued the contractor for payment, the contractor would probably be ordered to pay up. At best, the court might reduce the sub’s judgment by the actual dollar amount of the insurance surcharge.

Most of what I’ve said about insurance applies to licenses, too. Most states require licenses and impose various fines and penalties for doing construction work without them. For example, here in Michigan, if the contractor does not have a valid license, he can’t sue to collect money owed to him for work he has done.

If a general contractor holds a valid license, but his subs do not, that’s asking for trouble, too. A sub who doesn’t have a state-required license looks an awful lot like an employee to the Internal Revenue Service, as well as to the unemployment compensation agency, the workers comp claims agent, and the courts. In situations involving injured workers, or where the sub has been negligent and would have been liable for it, the GC could be left holding the bag. Worse yet, the GC’s insurance policy may exclude claims involving an unlicensed sub.

General contractors are not the only ones who should check on proper licenses. Subcontractors need to be careful, too. The Michigan courts had a nasty surprise for the unpaid subcontractor of an unlicensed GC. The sub, who was himself licensed, had asked to see the GC’s license, but didn’t notice that he was instead shown a license that belonged to somebody else. When the sub didn’t get paid because he had waived his lien rights and the homeowner had already paid the GC, the sub then sued the GC, who was last seen heading south. This left the sub with an unpaid judgment that was not worth the lawyer’s fees it cost to get.

Ironically, when the properly licensed sub went to the Construction Lien Recovery Fund for compensation – a fund supported in part by licensing fees – the sub wasn’t allowed to collect from the fund because the absconding contractor has been unlicensed.

Roofing Contractors were asked what where the most frequently asked questions from the Homeowner. The questions are listed below.

• When can you start?
• When will you be finished?
• What time will you knock on my door each morning?
• What time will you quit for the day?
• Are you going to work everyday?
• Can you finish before (insert any major holiday or significant family event)?

1. Hire only licensed roofing contractors. Massachusetts requires roofing contractors to hold a valid license .

Either a New Construction Supervisor License (CSL) or minimum Home Improvement Contractor (HIC)

2. Check the contractor’s license by doing a license check . Click here to search

3. Get 3 references and review their past work.

4. Get at least 3 bids. Remember that the lowest bid is not automatically the best bid.

5. Get a written contract and do not sign it until you completely understand the terms. Don’t let contractor rush you into signing a contract.

6. Pay 10% down or $1,000 whichever is less when you sign.

7. Don’t let the payments get ahead of the work. Keep records of your payments

8. Don’t make the final payment until you are satisfied with the job.

9. Don’t pay cash. Use check or money order.

10. Keep a job file of all the papers relating to the project.

These questions will help you establish a company’s qualifications and reputation, and help you find the right roofer for your job.

1. How long have you been in the roofing business?

Look for a roofing company with an established business history in your community. Surviving in any business in today’s competitive marketplace is a difficult task. Most successful contractors are proud of their history in the industry.

2. Who will be assigned as project supervisor for the job?

Also ask whom you should contact if the supervisor is not available. Get exact names and contact phone numbers for all persons who will be involved in the project.

3. What is the time frame for starting the project?

Now is the time to ask questions about work schedules. You should ask: What is your estimate for completion? How early will your crew normally begin work? When will they normally quit for the day? Will I be contacted about delays or changes in the schedule? By whom?

4. What is your approach to a roofing project of this scope?

This will give you an idea of how the roofing contractor works and what to expect during the project. Listen carefully to the answer. This is one of the big indicators of the company’s work ethic.

5. How do you operate?

In other words, how is your firm organized? Do you have employees or do you hire subcontractors? If you do have employees, what are their job descriptions? Do you use a project supervisor or lead carpenter to oversee the project? Other firms will have additional positions. You should know what parts of your project will be handled by staff, and which will be contracted out to independent contractors.

6. Is your roofing company a full service or specialty firm?

If you are planning a project, say replacing a flat roof, you may be better off hiring a specialty flat roofing company as opposed to a general roofing copmpany .

7. Do you have design services available?

If you are considering a large or involved project, you will need design services. If the contractor does not have design-build capabilities, you should consider hiring an architect. Depending on the size and scope of the project, you may need an architect or structural engineer.

8. Does your roofing company carry workers compensation and liability insurance?

Ask for copies of the insurance certificates to verify coverage. In addition, some states require licensing and registration. If your state does have construction licensing laws, ask for your contractor’s registration and license, then confirm the license number and expiration date with your local jurisdiction.

9. Are any of your roofinh company’s employees certified?

Trade certifications are good indicators of dedication, professionalism and knowledge of the industry. Some roofers are required to meet certain industry criteria to maintain their certifications. Here are the four certifications: Certified Remodeler (CR), Certified Remodeler Specialist (CRS) and Certified Lead Carpenter (CLC), Home Inprovement Certifications (HIC).

10. May I have a list of references for projects you have completed which are similar to mine?

The contractor should be able to supply you with a minimum of three references, including names, telephone numbers and addresses. As a follow up to this question, ask how long ago the project was completed and if the contractor can arrange a visit to see the finished job. You should also ask for professional references from suppliers or subcontractors to verify sound business practices.

11. What percentage of your business is repeat or referral business?

This will give you a good indication about the company’s customer satisfaction. According to our research, most remodeling businesses attribute over 50 percent of their annual volume to customer referrals; some even claim up to 90 percent or more of their total annual sales.

12. How many projects like mine have you completed in the past 12 months?

This will help you determine the contractor’s familiarity with your type of project. You should confirm that a good portion of those completed projects were similar to the type of project you are proposing.

13. Will we need a permit for this project?

Most cities and towns require permits for building projects. Failure to obtain the necessary permits or to arrange obligatory inspections can be illegal. In some cases, if a project violates a zoning law or some other regulations, it may even have to be demolished if there is no way to comply with the law. A qualified remodeling contractor will be conscious of the permit process, and ensure that all permits have been obtained before initiating any work.

14. May I have a list of your suppliers?

You may want to add calling the contractor’s suppliers to your list of follow up actions. This will help protect you from mechanics liens for nonpayment by the contractor. Suppliers also can be a source to establish credit history for the company.

Of the many questions you can ask during an interview, the most important question is one you must ask yourself: “Do I feel comfortable with and trust the person I am about to hire?” Your answer to that question should make the hiring decision a little easier.

If you’re involved in construction, sooner or later you’re going to disagree with a building inspector. Most of the time, the building inspector will win because he can shut you down if he believes you aren’t doing something right. Besides, the inspector usually knows the code better than you ever will.

Sometimes, though, there’s honest disagreement about what’s necessary to meet the code. While many communities have adopted one of the uniform building codes, most have included some local variations that are often the source of conflict between builders and inspectors. But there’s room for disagreement in any building code because the codes are written to achieve a broadly stated outcome – the safety of the public – and there are different ways to meet that goal.

Begin With The Code

If you disagree with a code ruling, the place to start resolving the conflict is with the code itself. Ask your local inspector to tell you exactly which code section he’s using so that you can read it. Be sure you’re looking at the correct version – remember, the code that’s used in your community may not be the same as the national version. Spend some time reading the appropriate sections, and pay particular attention to their purposes. Ask yourself whether what you’re proposing to do meets both the strict letter of the code as well as the inspector’s interpretation.

Then talk to the inspector again. Keep in mind that the goal of the code – and of the building inspector enforcing it – is the safety of the public, so frame your arguments accordingly. Most inspectors are open to discussion and negotiation, which will usually move you closer to finishing the project a lot quicker than any appeal process.

Minimum Standard

Remember also that building codes are intended to set minimum standards. That means you are entitled to use anything that meets or exceeds code standards, even if you can’t find the specific materials, methods, or details you intend to use in the code book. It is your responsibility, however, to demonstrate that your approach meets or exceeds those standards. You may have to present supporting evidence – an engineer’s stamped drawing or a manufacturer’s spec sheet – to bolster your argument, but it’s up to you to show the inspector that you’re not just trying to beat the code.

Appealing a Decision

If you can’t persuade the building inspector, but you believe that you are right and that the issue is worth fighting for, take your argument to the inspector’s supervisor. Again, present any supporting information about the materials, methods, or details you want to use, and explain how they comply with the particular section of the code in question.

If you’re still not successful in reversing the decision, you can make your case in front of the Board of Appeals. While the board does not have the authority to waive any part of the code, its members can interpret what the code means or intends. This could lead to a decision that will allow the materials or designs you want to use.

In a recent case, for example, a single-family building permit was challenged because the proposed “house” covered 66,000 square feet and had 25 bedrooms and 28 bathrooms. The Board of Appeals couldn’t waive the requirement that only single-family houses may be built in a particular zoning category, but it could decide that the structure does not fit the definition of a single-family house. The board would look at testimony from industry people, such as real estate brokers and appraisers, about the typical size and characteristics of single-family homes. It would also be useful for the board to hear how other buildings of that size and configuration in that area are used.

The board would follow a similar process if you wanted to use, say, fireproof wood in a building that required fireproof materials and your inspector said, “No, wood is not fireproof, period.” In this case, the board couldn’t waive the requirement for fireproof materials, but it could determine that the wood you want to use meets the standard of fireproof. You might use evidence such as testimony, either from a live expert or from industry and safety publications that explains that fireproof wood can withstand the same temperatures and exposure to flame as other materials presently approved as fireproof. Examples where the wood had been used in other fireproof applications would also help.

A Word of Caution

Don’t appeal a building permit if you can avoid it. It’s complicated and time-consuming, and you could make an enemy out of a building inspector that you might have to do business with in the future. So arrange a meeting with the inspector before construction starts, while you’re still putting the project together. Use your arguments and evidence as early on as possible. Make concessions where you can. Save the appeals for big problems, not little ones.

Understanding their fears, building trust, and taking control are the secrets to managing homeowners as effectively as the job.

As contractors, we spend most of our time on project management: estimating costs, lining up subcontractors, arranging materials, and scheduling the work. In the process, we often forget about the most important part of the job: managing the homeowner. If you’ve ever done a terrific job that was never appreciated, or if you’ve ever had a client start screaming at you for no apparent reason, then you already know that successful remodeling is only partly about doing quality work. Remodeling is also about making dreams happen. Frequently homeowners have nurtured their dreams for years before they work up the courage to remodel. It will be one of the most stressful experiences of their lives, and part of your job – perhaps the most important part – is to guide your clients through it.

The Emotional Roller Coaster

The strain or remodeling project can turn even the most reasonable of homeowners into manic-depressives. Their moods swing from excited expectancy when they begin sketching out rough plans to abject depression when they get the first estimates. When they see progress being made, they’re up; when they get the first change order, they’re down. Up and down they go on their emotional roller coaster till the job winds toward completion and their spirits slowly start returning to normal. But even if everything runs perfectly, once it’s over, the best you may get from them is “It’s beautiful, we love you – now get out of here.”

These emotional highs and lows are the source of most of your problems with homeowners. But, if you’re prepared to deal with them, you can turn those problems into opportunities to form tight, trusting relationships with you clients in a way nothing else can.

Facing down fear. What drives the emotional roller coaster? The answer is fear. For us contractors, it’s just another job, one of hundreds we’ve taken on over the course of our careers. But for the homeowners, it’s all new and it’s scary. It’s going to cost them a lot of money to get what they want – frequently much more than they ever imagined – and their home is going to be invaded, their private lives disrupted. Plus, they’re afraid it’s not going to turn out the way they want.

On top of all that, they don’t trust contractors, and with good reason. According to a 1988 Better Business Bureau report, only car dealers and auto repair shops had more consumer complaints filed against them than home improvement contractors. Times haven’t changed that much since then. Nearly every homeowner can relate at least one horror story from a friend, a relative – or even themselves – about a remodeling job that went sour.

So what’s the key to managing homeowners? Put yourself in their shoes and try to understand what they’re going through and what it is they really want from you. Think about what brings you the most relief when fear besets you. It’s having someone step in and say, “Don’t worry. I’ll take care of it.” That’s why we hire doctors, lawyers, and other professionals – because we trust them and we want them to handle it. That’s why your clients hire you. They want to be taken care of, just like when they were kids. During stressful times, what they really want is for someone like Mom or Dad to throw their arms around them and say, “Don’t worry, I’ll take care of it. It’s gonna be all right.”

Be their parent. At the beginning of any good-sized job, a subtle transfer of authority takes place. You may not realize it, but if you are controlling the process, like any good contractor does, you’re taking on the role of a parent to your clients. I’m not making this up: Psychologists call it “parental transference,” and they tell me that your clients are subconsciously geared up for this before you even walk through the door. Children need to know that their parents are always going to be there to take care of them. That’s way children can be devastated if Mom or Dad is late picking them up from school.

It’s the same thing with your clients. They desperately want to trust you. In their eyes, you have enormous power, because you’re the person who will make their dreams happen. You are larger than like, so your clients give you unbelievable access to the guts of their daily lives. Only the family doctor knows more than a contractor about the intimate details of his or her clients’ lives.

Be ready to seize the parenting role with both fists. Always remember that you are there to take care of them. Keep in mind, however, that good parents are loving, not dictatorial. When they’re scared, reassure them. When a crisis erupts, do what good parents do to make their children’s lives less stressful. Sure, they’re going to have temper tantrums, but don’t take it personally. That’s parenting. The only thing you can’t do is spank them.

Four Ways to Build Trust

From the very start, build trust by consciously and deliberately making promises and keeping them. If you understand and practice the four elements of trust – consistency, honesty, promise keeping, and reassurance – you’ll never have any serious problems.

Consistency. If your child stays up too late or misses a meal, you know what happens: She cries, and she becomes moody and irritable. In a word, she gets emotional. Children need a consistent routine – dinner at six, bed time at eight, – to keep them happy and healthy.

Your clients crave consistency, too. Their worst nightmare is a pack of disorganized workers dragging in at all hours, spilling coffee and leaving muddy footprints on the oriental rugs.

From the first time you meet with potential clients, let them know that you have a consistent routine they can depend on. Show them your contracts, schedules, and change orders. Be specific in explaining your job procedures, then follow those procedures to the letter. It you agree that all work will begin at 8:00 a.m. and end at 4:30 p.m., stick to it. If you agree that the job site will be swept clean every day, see that it gets done.

On the flip side, make sure your clients understand what you expect from them. Don’t fluctuate here, either. Hold them to their promises as tightly as you can. If they agree to remove all their dishes from the kitchen cabinets before demolition, don’t let them off the hook by offering to do it for them. It may sound simplistic but, just like your children, they will respect you all the more for that kind of consistency.

Honesty. Being honest sometimes has a short-term downside but it always has a long-term upside. When you run into problems, face them quickly and squarely. If you discover you’ve left a cabinet out of a custom kitchen order and you know it’s going to delay completion, the sooner you let your clients know, the better. Remember, 90% of your clients will respect an honest admission of responsibility; you probably don’t want to deal with the other 10% anyway.

Also be sure to notify your clients well in advance when they should expect inconveniences. If the water has to be shut off temporarily, or if there’s going to be a dust problem during demolition or drywall sanding, make sure it doesn’t come as a surprise.

Promise keeping. Be on time for that first appointment no matter what. In fact, call to let your clients know you’ll be there on time. That represents promise number one. From there on, follow up with little promises that you know you can keep: “Yes, I can have the estimate ready in ten days.” Keeping those initial promises builds trust that will reap benefits for months to come.

Reassurance. Homeowners want desperately to believe that you’re going to manage the job all the way through to the end. They want to know that you’re not going to quit, you’re not going to go broke, and you’re not going to leave them hanging. In my experience, you can’t tell a client often enough that everything’s going to come out all right. It’s music to their ears. Tell them as often as necessary: “It’s going to be okay. I’m here to take care of you.” (If the client is a linebacker for the Redskins, you might want to phrase this a little bit differently).

Clear Communication

When you listen to typical complaints about contractors, you’ll notice that most are not about the actual construction. Complaints are usually about something that didn’t happen, expectations that weren’t met. In other words, communications weren’t clear. We builders know how to build, but we’re not always great communicators – especially when it comes to documenting things we’ve said and done.

The solution to this problem is to put detailed paperwork in your clients’ hands. This eliminates most of the unknowns and uncertainties that will breed fear. Before the job starts, review the paperwork and procedures you explained at the initial visit. Make sure your clients understand and agree to everything at the outset.

Once the job is underway, I always put a job book on the site. It’s just a notebook that gives my clients a place to leave comments for me when I’m not there. Besides improving communication, it also gives them a way to vent their frustrations without risking a face-to-face confrontation – and they can rip the page out if they change their minds.

There are always issues that need to be discussed in person, however, so schedule regular progress meetings as well. If your clients know they’re going to see you every Wednesday at 7:00 a.m., they’ll be much more comfortable with the progress of the job. After each meeting, write up a summary of what was said. You can buy a carbonless memo pad from a stationery store and give them a copy of your notes before you leave. Or you can type up a short letter and send it to them afterwards. This simple summary will acknowledge what was agreed to and what is supposed to happen before the next meeting.

Dealing With Anger

Even with a consistent routine, children still get upset and throw tantrums from time to time. But, as a parent, you don’t take it personally. You expect kids to be emotional. It’s human nature.

Likewise with homeowners. Explosions are inevitable during a large remodeling job. When clients vent their frustrations at you, especially over something that wasn’t you fault, you can’t take it personally. If you become defensive or confrontational, your relationship will suffer. The homeowner will lose faith in you and you’ll be convinced that you’re saddled with the client from hell.

Instead of fighting back, step back. Separate yourself from the drama unfolding before your eyes and ears, and say to yourself” “These clients are going to be emotional at times. They are even going to be irrational at times.” The emotional outburst usually blows over in a few minutes. As long as you stay focused on your parenting role and don’t get emotionally involved, you’ll gain points for maturity and control.

The Zen approach. It’s difficult to predict what will trigger a homeowner explosion. It could be that after a terrible day at work, they arrived home to find that the roof that was supposed to be finished isn’t done, or that something else that was supposed to happen, didn’t. Suddenly, all the emotions of the day are transferred to you. You’ve been in their house for three months and they’re getting tired of it. They just want to unload. They may call you a jerk, or worse, then reel off a laundry list of things that have been bugging them and building up since the beginning, most of which you’ve never heard before.

When people explode like this – and it’ll happen with most homeowners – don’t explain or defend a thing. Just listen. Because when someone is unloading like that, if you give them no resistance, they will quickly run out of stream. Let their anger pass over you like a wave, and soon it will be gone. If you don’t counter with your own emotional defense, they’ll feel embarrassed and you’ll look great. Usually, you’ll end up with a heartfelt apology: “Look, I’m sorry, I’ve just had a bad day. I know it wasn’t your fault.”

After a calming-down period, let them off the hook. Tell them that you’re not offended by their outburst, and that you empathize with their frustrations. Remind them that you’re going to see the job through to completion, and assure them that there will come a time when they’ll be glad they had this work done. The bond that forms during this kind of encounter will smooth your way in the future.

Crisis Management

Who defines a crisis? Your clients do. It doesn’t matter what you think. It could be something as simple as you arriving twenty minutes late for an appointment. But it could be much more serious. Let’s say you’re been fixing a section of roof and an unexpected thunderstorm blows through at 2:00 a.m. The tarp blows off and water is everywhere. The homeowners don’t care if you’re asleep; they want you there now. (Never underestimate the power of a pager or cellular phone. Knowing you can be reached anytime, anywhere, really helps to calm your clients’ fears.)

For homeowners, the immediate result of a crisis like this is that all of their fears suddenly seem justified: You’re a rat, an incompetent bumble who’s destroyed their home. You’re a thief, too, because all their money just went down the drain. That’s what they’re thinking and that’s what you’ll hear. Once their trust in you has been broken during a crisis, it’s difficult to repair unless you go about it in exactly the right way.

Deal with a crisis in the same way you deal with anger: Let them vent. Offer no resistance or defense and don’t try to blame it on the subs. Stay cool, be the parent. When they start to simmer down, that’s the time to provide reassurance. Sincerely apologize for letting them down, tell them everything is going to be all right, and – here is the key point – find out what it will take to make it right with them. If the leak set back finishing the kitchen two weeks, you might ask: “Do I need to come in and cook for you?” One contractor I know, after he missed a deadline, came up with tickets to a Redskins game. The homeowner was still upset, but he couldn’t believe he had those tickets in his hand (I know what you’re thinking, but Redskins tickets used to be incredibly hard to get.)

In short, when a crisis happens, run toward it, not away. When you resolve a crisis effectively, your clients will then trust you like never before. It’s a kind of bonding that often happens in a crisis. Even if the job finishes behind schedule and over budget, your clients will be delighted.

The Payoff

Remodeling brings out the best and the worst in people. If you learn how to control the emotional end of the process, you’ll reap the benefits down the road. Not all of your clients will become family friends, but they will become a steady source of referrals for years to come.

But be patient. It will be two or three months after you’ve finished the job before you clients will start to feel really good about the money and the hassle. Then, one cool evening while sipping a glass of wine in the new room you built for them, they’ll look out at the setting sun and say, “You know, I’m glad we did this.”

10 Reasons for Extra Construction Costs

1. Making changes

2. Incomplete specifications

3. Trading materials

4. Mistakes

5. Code surprises

6. Problems with subcontractors

7. “Not-in-contract” disputes

8. Legal expenses

9. Construction debris and cleanup confusion

10. Hidden conditions

To protect yourself, always check the contractor’s references. This is an essential stage of qualifying the right person for your project. Here are just a few questions to ask previous customers:

1. Could they communicate well with the remodeler?

2. Were they pleased with the quality of work? (This is a tough question, however, since everyone defines “quality” differently. It is much better to ask to see the completed project to determine the level of quality for yourself.)

3. Were they satisfied with the remodeler’s business practices?

4. Did the crew show up on time?

5. Were they comfortable with the trades people the remodeler subcontracted to?

6. Was the job completed on schedule?

7. Did the remodeler fulfill his or her contract?

8. Did the contractor stay in touch throughout the project?

9. Were the final details finished in a timely manner?

10. Would you use the remodeler again without hesitation?