Although the trend of working from home was on the upswing before 2020, executives in the home building industry probably didn’t often think of moving their businesses to a remote work environment. When the pandemic hit, those ideas shifted quickly. Nonessential construction was on the list to move forward, but many home building offices around the country closed to ensure the safety of their employees.
Almost a year later and with a brand-new mindset, executives might be considering or writing up new remote-work policies. To aid in the process, Stuart Platt, managing partner at Phoenix-based Outhouse, offers his advice ahead of his IBSx session. He successfully transitioned his company to an “office optional” business model in 2018 and hopes to help other businesses in the field navigate the change while staying productive and profitable.
BUILDER: What are the biggest challenges to transitioning in-office work to an “office optional” business model?
Platt: There are two primary categories that need equal attention for transitioning to an office optional model. The first is operational. How will you adjust processes, technology, hiring/training, project management, etc.? The second, just as important, is the cultural aspect—the changes you will need to make in leadership, and keeping employees informed, involved, connected to each other, and feeling appreciated to maintain a strong company culture.
BUILDER: How might those challenges differ for companies in the home building industry, and how should builders overcome them?
Platt: Seeing as home builders have so many different business models and range so drastically in size and geography, there is no single way to overcome the same challenges. However, what I’ve experienced is that, regardless of the business, it comes down to finding the balance between metrics and trust. Create systems to measure the results of every worker and put enough trust in them that they will accomplish what needs to be done.
BUILDER: What tools are essential for a remote working environment, and why?
Platt: Besides the obvious strong internet connection, most importantly, you need a distinction between your work and living space. The best way to do so is by having a completely separate and private home office with a door you can close, and an agreement with your family that when that door is closed, you are not to be disturbed; just like how it was when you had to “go” to work. If you don’t have this luxury, having an after-work routine becomes even more important. People underestimate the importance of disconnecting after work. This can be anything from playing a game on your phone to walking the dog or going to the gym.
BUILDER: Financially, does it cost more or less to operate a fully remote company?
Platt: I haven’t seen an example of a fully remote business model cost “more.” That only applies to businesses who were able to downsize or eliminate a physical building or office space. However, you might be surprised that you aren’t saving as much as you originally anticipated. What you may save on office space, furniture, and coffee, you will likely create more expenses in technology to ensure you are keeping everybody connected virtually, file-sharing/security, etc.
BUILDER: What three pieces of advice would you give to builders that are interested in moving their company to a permanent work-from-home scenario?
Platt: First, know that moving to a remote business model will change your company. Period. Think hard about what you want to accomplish in going remote and what aspects of your company you are willing to see change. That’s the big one.
Second, don’t underestimate the importance of the cultural aspects of your company. The longer an employee works from home, the greater the importance is that you find ways to keep them feeling connected to their coworkers, manager, and the leadership.
Third, you don’t have to figure it all out on your own. There are experts and consultants to help guide you through moving to a remote model. Believe me when I say it can easily be a full-time job researching and implementing everything it takes to ~correctly~ move to a remote model. Or risk it becoming a full-time job fixing all the mistakes you made trying to do it on your own.
To learn more on "office optional" business models, tune into Platt's IBSx session "Pants Optional: Why Working Remotely Can Be Better for Operations & Company Culture" on Thursday, Feb. 11, at 1 p.m. EST.
