FIVE-YEAR PLAN
they use,” Hayhurst explains. “If you’re the Managing Director and you start talking badly about clients, your people around you will start talking badly about clients... and that becomes actions.” Leaders should share their long- term strategy with their team, so that everyone can own the plan, Hayhurst argues. “When you’re planning your next five years, you need to bring the team along with you
core values, you’ll get so much more out of them.” Hayhurst describes team members as either: ● assassins – those who criticise and sabotage; or ● ambassadors – those who promote the company’s values and goals. The aim is to empower the ambassadors by involving them in the company vision.
and make them part of the decision-making process.
Case in point: why planning works Hayhurst recalls a client who
If they own the plan, and understand your
benefitted by shifting to long-term planning. “Having that plan, and then having a cash flow forecast for five years – even if you don’t know exactly what will happen – means you can start to understand when you can afford to get more staff in the office.” Without a plan, many business owners “employ in panic,” hiring friends or family with no clear job role or system to follow. “If you have a good five-year strategy, you’ll know who you’re employing, what they’re doing, and when.” Cash flow forecasting, even if it involves some guesswork, prevents surprises and avoids decisions made in desperation. “Companies will go bust really slowly by not making a profit, but it will be a matter of days if they run out of cash.” There will never be a perfect time to plan. But without a clear direction, construction business owners remain stuck in survival mode: stressed, reactive, and without control. As Hayhurst says: “You need that longer term strategy. Even if you don’t hit every milestone, you’ll be far closer to your goals than if you never planned at all.”
“You’ve got to know what your team is capable of,” Hayhurst advises. Score them. Define roles. Plan around their strengths. 3 Create your own KPIs Success means different things to different firms. Choose metrics that reflect your goals, whether it’s profit, team size, win rate, or delivery timelines. 4 Systemise everything Create repeatable processes for every part of your business, from quoting to client communication. This frees up time to work on strategy rather than constant problem-solving. 5 Seek support “The FMB has links with good business coaches.” Guidance can prevent costly mistakes and keep you accountable to your plan. “Get some help,” says Hayhurst.
Build your five-year plan
1 Define your ‘why’ “One of the first things they should sit down and do is work out how big they want their company to become, but more importantly, why,” says Hayhurst. Forget vanity goals. What’s the lifestyle, income, and work-life balance you actually want? 2 Build your team map Review your team. Who can grow with you, and who can’t?
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Master Builder
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