Why Do Contractors Lie?. J.O.A.Maurice
hiring a contractor, or even before the hiring, you should have an idea, a road map so to speak, of how the project will begin and end perfectly on time. This expertise could come from training, experience, or consultancy. Assuming you have done your homework on how to find a contractor you can trust, proper work progress requires making sure the contract is watertight and there are specific inspection and payment triggers and times. You also need to outline contract termination procedures and conflict resolution mechanisms. When all these procedures are in place, the web that combines and allows for smooth interaction is communication. Make sure you clearly state how communication is to happen: how many times you may need to have meetings, inspection times, payment schedules, how to amend the contract, and chain of command if working with different layers of contractors and subcontractors. Also, you need to make sure the contract includes clear communication procedures and properly defined timelines. Always, as the investor, you need to continually pay attention to the task at hand and not take your eyes off the ball at any time. This close supervision can ensure quality and timeliness, and results in a properly completed project.
A project that is well-done according to the contract and ends on time minimizes end-of-contract arguments and potential lawsuits. All the moving parts covered so far are interrelated. When you hire well, you minimize lies because you weed out the liars from the get-go, and even if they sneak through, you are able to spot them and handle them promptly and accordingly. Clearly defined and communicated procedures also help minimize conflicts, as everyone should be aware of what is expected of them. The contractor is supposed to work well according to the specifications in the contract. You should be strict on the timelines.
The goal is that the contractor holds their end of the bargain through providing great and timely work, and you hold your end through prompt supervision so that you detect anomalies in time for corrections. You should lead by example by sticking to timely payments as agreed upon in the contract. Eventually, when the contractor announces the end of the building process, you both do a final walk-through, as outlined in the contract. You need to have a checklist covering all the processes. A checklist ensures that no item, no matter how tiny, is ignored. When all the parties to the contract are in agreement that the contract has ended per the contract provisions, the contractors and the subcontractors will sign off on the lien release document. The final payment will be made, and the project is closed. Don’t forget to celebrate a job well done!
The Results You Will Get
This is the framework that highlights the problems and solutions you encounter as you learn the ropes of mastering the best methods of hiring and retaining the right contractors. By the end of this book, you should have a streamlined, practical, and well-thought-out methodology for finding a contractor with a good track record by asking the right questions for different types of jobs, seeking and verifying appropriate documentation, getting detailed written estimates, and managing relationships with contractors properly. This book provides a reference point for all those wishing to enter into contractual obligations with contractors so they have the necessary knowledge to approach the contracting process with ease and confidence.
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