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Why the Building Materials Industry Must Prioritize Succession Planning: Part 3

Written by Mark Barnard on . Posted in News & Insights.

Introduction

While headed to the NRLA Show this week, a long-time friend and colleague remarked, “This is my 20th trip to that show, and man, the number of old guys like us keeps growing every year.” As an official “Old Guy” in the industry, I’ve become increasingly aware of the urgent need for succession planning in the building materials sector.

2024 has seen more retirements than any of my last 20 years as a recruiter in this field. Initially, I thought I was noticing this trend because I’m beginning my own succession and retirement planning. But after observing the past 11 months, it’s clear that this is a widespread industry shift. This is the final installment of my three-part series on succession planning.

Practical Strategies for Succession Planning

Building a solid succession plan might seem overwhelming, but it becomes manageable with a clear, step-by-step approach. Here are practical strategies tailored to the building materials industry:

1. Identify Key Roles and Skills

Start by pinpointing the roles essential to your operations and overall business goals. Assess the skills required for these positions and identify team members who demonstrate the potential to step into greater responsibilities.

2. Implement Mentorship Programs

Pair seasoned employees with younger or less-experienced staff. This direct knowledge-sharing approach transfers critical expertise and encourages professional relationships that strengthen your organization.

3. Offer Leadership Training

Invest in leadership development programs tailored to the unique demands of the building materials industry. Equip employees with the tools they need to confidently step into leadership roles, addressing industry-specific challenges along the way.

4. Document Processes and Knowledge

Establish a system for capturing and recording standard operating procedures, technical insights, and other essential information. This ensures institutional knowledge remains accessible and doesn’t retire along with senior employees.

Build the Foundation for the Future

The building materials industry is at a pivotal moment. With an aging workforce, it’s critical to act now and prepare for the transitions ahead. Succession planning is more than just a response to retirements; it’s a strategy for ensuring long-term stability and growth.

Through mentorship, leadership training, and the thoughtful transfer of knowledge, businesses can:

  • Protect operations from disruption.
  • Preserve valuable expertise.
  • Position themselves for innovative growth.

The time to act isn’t tomorrow—it’s today. Securing the future of the building materials industry begins with investing in its people. By creating opportunities for continuity and leadership development, we lay the groundwork for a thriving, sustainable future.

Why the Building Materials Industry Must Prioritize Succession Planning: Part 2

Written by Mark Barnard on . Posted in News & Insights.

Introduction

I was on the phone with a long-time friend and colleague headed to the NRLA Show this week. He said, “This is my 20th trip to that show, and man, the number of old guys, like us, keeps growing every year.” As an official “Old Guy” in the industry, I have become more and more aware of our industry’s need to create succession plans. 2024 has proven to be the year where I have seen more retirements than ever before. At first, I thought I was noticing this because I am in the beginning stages of succession and retirement planning for myself. But over the last 11 months, I can definitively say that retirements have grown this year more than in any of my last 20 years as a recruiter in the building materials industry. This is part 2 of a three-part blog series.

Why Succession Planning Pays Off

The building materials industry faces a unique set of challenges. With shifting market demands, evolving technologies, and a progressively aging workforce, it’s critical for companies to plan for the future. While finding the time and resources to build a strong succession plan may seem daunting, the rewards far outweigh the effort. When executed well, succession planning ensures that organizations survive leadership transitions and thrive in the midst of them. Here’s an expanded look at how this approach delivers long-term value:

1. Ensures Knowledge Transfer

One of the biggest risks in the building materials industry is losing critical expertise when senior employees exit the workforce. Many seasoned professionals carry decades of experience in sourcing, production, distribution, and product development—all of which are essential for success. Without a plan in place, this institutional knowledge can leave with them, creating costly gaps. Succession planning solves this issue by creating systems where knowledge is passed down proactively.

For example, a veteran plant manager retiring after 30 years could gradually mentor an emerging leader, sharing insights about managing workflows, troubleshooting machinery issues, and balancing production costs. This kind of organic knowledge transfer ensures that the company maintains its edge while empowering the next generation to build upon proven methods.

2. Strengthens Leadership

The building materials industry is fast-paced and competitive, requiring leaders to make decisions quickly and adapt to new technologies or market dynamics. Training future leaders as part of a succession plan means companies invest in individuals who understand the nuances of the business and its specific challenges.

Imagine a regional sales manager being groomed to oversee the entire sales department within a growing enterprise. The training process could include hands-on sales strategy coaching and exposure to broader operations, customer relationships, and crisis management. When the leadership change eventually occurs, the transition is seamless, and the incoming leader is immediately effective. Through forecasting and training, companies create a bench of leaders ready to take the reins whenever necessary. This stability protects the business from disruption, even during unexpected departures or market turbulence.

3. Boosts Workforce Engagement

Employees at all levels want to feel their hard work has a purpose and that there’s a path forward for their careers. A thoughtful succession planning strategy demonstrates a company’s commitment to developing internal talent, which inspires loyalty and fosters engagement.

For example, consider a small building materials distributor that identifies promising forklift operators or warehouse employees and provides them with opportunities to grow into supervisory roles. By investing in training programs and leadership pathways, the company sends a clear message to its workforce that advancement is within reach. This type of culture reduces turnover, attracts top talent, and positions the business as an employer of choice.

Building Resilience and Adaptability

Knowledge transfer, strengthened leadership, and workforce engagement create a foundation for resilience in the building materials industry. With these elements in place, businesses can adapt more easily to market shifts. Whether it’s responding to increased demand for sustainable construction materials, navigating supply chain disruptions, or integrating new technologies like automation, a company with a strong internal pipeline can make those pivots efficiently.

For example, regulatory changes suddenly require all suppliers to increase transparency around environmental impacts. A business that has well-trained leaders and skillful staff across departments will have the agility to meet new requirements while maintaining operational efficiency. This level of adaptability turns challenges into opportunities and maintains the company’s competitive edge.

Long-Term Competitive Advantages

Effective succession planning doesn’t just ensure smooth leadership transitions; it drives long-term success in the industry. Companies that take the time to develop people from within avoid the costs and delays of hiring from outside while building deep industry expertise and institutional loyalty. Additionally, internal leaders are often better innovators, as they are familiar with day-to-day operations and well-positioned to identify inefficiencies or new growth areas.

For instance, a senior leader raised within a firm may recognize untapped opportunities for lightweight, durable concrete products that align with growing demand in residential construction. Their knowledge of production processes and market conditions can lead to innovation that generates competitive advantages.

Furthermore, well-crafted succession plans protect against instability during potentially turbulent transitions. Whether succession comes unexpectedly or after a planned retirement, the business stays steady, and customer relationships remain intact—vital traits in industries where reliability and trust are everything.

The Bottom Line

Succession planning is not just a “nice to have” in the building materials industry; it is a critical strategy for growth, efficiency, and resilience. Knowledge transfer preserves years of expertise, leadership development prepares companies to face uncertainties, and engaged employees drive loyalty and innovation. Collectively, these benefits ensure businesses are equipped to thrive during times of transition—or transformation. By prioritizing succession planning today, companies can build a workforce and leadership structure that embodies adaptability, secures business continuity, and lays a foundation for an enduring competitive edge in the future. The question isn’t if you should focus on succession planning—it’s how soon can you start?

Why the Building Materials Industry Must Prioritize Succession Planning: Part One

Written by Mark Barnard on . Posted in News & Insights.

Introduction

I was on the phone with a long-time friend and colleague headed to the NRLA Show this week. He said, “This is my 20th trip to that show, and man, the number of old guys like us keeps growing every year.” As an official “Old Guy” in the industry, I have become increasingly aware of our industry’s need to create succession plans. 2024 has proven to be the year where I have seen more retirements than ever before. At first, I thought I was noticing this because I am in the beginning stages of succession and retirement planning for myself. But over the last 11 months, I can definitively say that retirements have grown this year more than in any of my last 20 years as a recruiter in the building materials industry. This is part one of a three-part blog series.

Why Succession Planning Is Critical

The building materials industry’s success relies heavily on its workforce’s expertise and dedication. Yet, a concerning trend demands urgent attention—the aging of this valuable workforce. Did you know the median age of workers in the building materials industry is 42 years old? This figure is higher than the average across the national labor force and signals an impending challenge for businesses. With many employees nearing retirement, succession planning is no longer optional—it’s essential.

The Impact of an Aging Workforce

An aging workforce introduces significant risks for the building materials industry. With decades of acquired skills and knowledge, senior employees are a business’s most vital asset. But without proactive planning, this expertise could vanish as they retire, jeopardizing operations. Let’s break down the key risks:

  1. Loss of Expertise Experienced professionals bring a depth of technical knowledge and problem-solving skills. Without a plan for transferring this expertise, businesses risk knowledge gaps that disrupt productivity and innovation.
  2. Operational Disruptions Departures without prepared successors can create voids in leadership and efficiency, leaving organizations scrambling to recover.
  3. Leadership Instability The sudden absence of key figures often disrupts long-term planning and strategic alignment, impairing future growth.

Time to Act

The aging workforce presents challenges that must be addressed sooner rather than later. Without taking action, companies face increasing vulnerabilities both in operations and competitiveness. Stay tuned for part two, where we’ll dive into actionable strategies for effective succession planning in the building materials industry.

Culture is Becoming a Buzzword: The Problem with Overusing the Concept in Companies

Written by Mark Barnard on . Posted in News & Insights.

As a recruiter for the building products industry, I hear many clients talk about their workplace culture. “Culture this, culture that.” In the end, “Culture eats strategy for breakfast.” You’ve likely seen this quote plastered across motivational posters and keynote speeches in the corporate world. But here’s the problem: “culture” has become one of the most overused business buzzwords, thrown around in meetings and mission statements with little substance to back it up.

Today, many companies proudly claim to have a “strong culture,” but when you scratch the surface, you’ll often find that culture is less about deliberate actions and more of a description of the situation they happen to find themselves. How did we get here, and more importantly, how do we fix it?

Culture as a Convenient Excuse

At its core, organizational culture is supposed to reflect the shared values, practices, and behaviors that define daily life at an organization. However, in practice, many companies use the term casually, treating it as a catch-all to explain things going well—or, too often, as a shield against addressing deeper challenges.

A company might say, “Our culture values innovation” to explain why employees are encouraged to take risks. But flip the script. What if poorly structured processes and lack of guidance are pushing employees to improvise just to survive? That’s not a deliberate culture of innovation; it’s a culture born of disarray.

Similarly, a high-pressure work environment might be spun as a “culture of excellence” when, in reality, it’s causing burnout and frustration. Leaders double down on the idea that “this is just who we are,” masking organizational dysfunction with a value system that wasn’t intentionally built but rather stumbled into.

What Happens When Culture Becomes Superficial?

When companies treat culture as a static descriptor rather than an intentional strategy, it can have dire consequences for employees and the business overall. Here are just a few scenarios where the overuse of the term works against the organization:

  1. Buzzwords Without Action – Companies love to tout workplace perks—think casual Fridays or office ping-pong tables—as evidence of their “fun and collaborative culture.” But when employees face lackluster leadership, unclear growth paths, or inequitable treatment, those surface-level perks don’t translate into real satisfaction or loyalty. A foosball table in the breakroom doesn’t erase a lack of psychological safety.
  2. Miscommunication to Employees – A disconnect between proclaimed values and real-world behaviors sends employees mixed signals. A leadership team that preaches transparency but routinely makes decisions behind closed doors will erode trust. Declaring culture one thing while behaving otherwise can breed cynicism, disengagement, and ultimately turnover.
  3. Blame Versus Accountability – Using culture as a crutch can absolve organizations and leaders from taking responsibility for systemic flaws. If high attrition rates are brushed off as a “bad culture fit,” it stops leaders from examining the very structure or policies at the root of the discontent.

How to Build a Sustainable Company Culture

To build and sustain a culture worth celebrating, companies must move past empty words and create meaningful practices aligned with their values. Here are some practical steps organizations can take:

  1. Start Listening – Culture doesn’t happen in a vacuum or come from the top alone. It’s shaped by everyone in the organization. Conduct employee surveys, hold focus groups, and ask questions beyond the surface to truly understand what drives engagement and friction within the organization.
  2. Set Clear, Shared Values – Crafting a set of core values is more than coming up with inspiring words for the company handbook. These values must guide decisions, hiring practices, and how people are treated at every level. For example, if “collaboration” is a key value, ensure teams have the tools and time to work together effectively, rather than rewarding only individual achievements.
  3. Reward What You Value – Employees quickly learn what matters to an organization based on what gets rewarded, both formally and informally. If innovation is valued, recognize employees who bring forward bold ideas—even if those ideas fail. Align performance metrics with the stated culture to bridge any gaps between intent and reality.
  4. Hold Leadership Accountable – Leaders set the tone for culture more than anyone else. It’s not enough to preach values; leadership must embody them. When behaviors clash with stated values, it’s essential to address those lapses swiftly—regardless of someone’s title or seniority.
  5. Evolve – Culture isn’t static or a sprint; it is evolving and more like a marathon. Saying, “This is who we are” and leaving it at that stops growth in its tracks. Be prepared to revisit and refine practices as the company grows and diversifies. Recognizing when the culture needs to adapt is a sign of strength, not weakness.

Conclusion: Culture is a Living System

Culture isn’t a buzzword or a label; it’s a living, breathing system that requires careful nurturing. Companies that treat it as an afterthought—or worse, as a convenient excuse—do so at their own peril. Employees can see through shallow claims, and dissatisfaction can spread quickly when leaders fail to build and act on real values.

Ultimately, organizations must take workplace culture seriously—not as a marketing tagline, but as the foundation for everything they do. This means aligning actions with words, listening to employees, making concrete changes, and staying committed to growth. A thriving workplace culture isn’t something you inherit or declare—it’s something you build, one day and one decision at a time.

How to Retain Top Talent in the Building Materials Industry in 2025

Written by Mark Barnard on . Posted in News & Insights.

How to Retain Top Talent in the Building Materials Industry in 2025

In 2025, retaining top talent in the building materials industry will require a strategic and employee-focused approach. As competition for skilled professionals intensifies, companies must adopt proactive retention strategies to keep their best employees engaged and motivated. Here’s how businesses in the building materials sector can excel at employee retention and build a workforce that drives growth.

1. Invest in Employee Development

One of the most effective ways to retain skilled professionals in the building materials industry is to invest in their growth. Offering opportunities for professional development, such as certifications in sustainability or advanced training in emerging technologies, demonstrates your commitment to their success. Clear career progression paths and mentorship programs are critical for improving employee engagement and loyalty.

2. Promote Work-Life Balance

Work-life balance initiatives have become non-negotiable for employees in 2025. Flexible work policies, hybrid schedules, and wellness programs not only reduce burnout but also foster loyalty among top talent. Companies in the construction and building materials sectors that prioritize employee mental and physical health will see a significant boost in retention.

3. Strengthen Company Culture

An inclusive, positive company culture is essential to improving employee loyalty in construction and related fields. Encourage open communication and regularly recognize achievements. Feedback sessions, team-building activities, and creating an environment where employees feel valued will enhance engagement. A strong company culture can be a deciding factor for employees choosing to stay.

4. Embrace Sustainability and Purpose

Sustainability in the building materials industry is not just a business priority—it’s also a key to retaining top talent. Employees today want to align with companies that prioritize environmental and social responsibility. Showcase your green initiatives and give your workforce opportunities to contribute to projects that make a difference. This connection to purpose strengthens employee commitment to your organization.

5. Stay Competitive with Pay and Benefits

To retain top talent in the building materials industry, competitive compensation strategies are essential. Regularly review salaries to ensure they meet or exceed industry standards. Offering creative benefits—such as education reimbursement, wellness perks, or enhanced retirement plans—can set your organization apart. A robust benefits package shows employees you value their contributions.

A Holistic Approach to Retaining Top Talent

By addressing employee needs holistically—through development, flexibility, culture, purpose, and compensation—companies in the building materials industry can not only retain top talent but also create a workforce that drives unlimited growth in 2025.

Are you ready to elevate your employee retention strategies and stay ahead in the building materials industry? Let SnapDragon Associates help you build a team that lasts.

The Rise of Engineered Wood Products: Meeting Demand with Specialized Talent

Written by Mark Barnard on . Posted in News & Insights.

Engineered wood products (EWPs) are carving out a commanding presence in an industry as dynamic as building materials. With their combination of strength, sustainability, and versatility, EWPs like laminated veneer lumber (LVL), glue-laminated timber (glulam), and cross-laminated timber (CLT) are rapidly becoming the go-to choice for residential, commercial, and industrial construction projects. This surge in demand is creating a ripple effect on workforce needs, with companies increasingly seeking skilled professionals to manage and innovate within the EWP space.

Why Engineered Wood Products Are Thriving

  1. Sustainability Appeal
    As sustainability remains a priority in construction, EWPs offer a solution that meets eco-conscious demands without compromising performance. These products use fewer natural resources and often incorporate wood by-products, reducing waste. Additionally, their lighter weight compared to traditional materials like steel or concrete lowers transportation emissions, making EWPs a preferred option for green building projects.
  2. Structural Versatility
    EWPs are engineered for precision and consistency, offering superior strength and load-bearing capabilities. From framing systems to mass timber buildings, EWPs can be adapted for diverse applications, including long-span construction, multi-story buildings, and modular housing. Their adaptability is driving innovation and adoption across multiple sectors.
  3. Rising Market Demand
    The global market for engineered wood products is projected to grow at a compound annual growth rate (CAGR) of over 6% through the next decade. Factors such as increased urbanization, housing shortages, and government incentives for sustainable construction are accelerating this growth. With more builders specifying EWPs in their designs, manufacturers are scaling up production and developing new product lines to meet evolving needs.

The Need for EWP Product Managers

As demand for EWPs grows, so does the need for professionals who can navigate this complex and competitive landscape. Product Managers play a pivotal role in ensuring that companies stay ahead of trends, meet market demands, and maintain profitability.

Why Product Managers Are Critical in EWP

  1. Market Strategy and Innovation
    Product Managers in the EWP space are responsible for identifying market trends and translating them into actionable strategies. They spearhead the development of new products, refine existing offerings, and collaborate with R&D teams to innovate around performance, cost, and sustainability.
  2. Technical Expertise
    EWPs require a deep understanding of material science, engineering principles, and manufacturing processes. Product Managers bridge the gap between technical teams and sales or marketing, ensuring that complex features are effectively communicated to customers and end-users.
  3. Supply Chain Optimization
    The production and distribution of EWPs involve unique challenges, from securing sustainable raw materials to managing logistics for large-scale projects. Product Managers work closely with operations teams to streamline supply chains, minimize costs, and maintain quality control.
  4. Customer-Centric Focus
    As the construction industry evolves, customer expectations are shifting. Product Managers ensure that EWP solutions meet the specific needs of architects, contractors, and builders, aligning products with current design trends and project demands.

The Growing Talent Gap

Despite the increasing demand for EWPs, many companies struggle to find qualified Product Managers with the necessary blend of technical knowledge, strategic vision, and industry experience. This talent gap poses a significant challenge for manufacturers and distributors aiming to capitalize on the EWP market’s growth.

Attracting and retaining top talent requires a proactive approach. Companies need to offer competitive compensation, clear career progression, and opportunities for professionals to make a meaningful impact in a growing sector.

How SnapDragon Associates Can Help

At SnapDragon Associates, we specialize in connecting building materials companies with the talent they need to thrive. Whether you’re seeking experienced Product Managers to lead your EWP division or looking to develop a strong talent pipeline, our team can help you find professionals who align with your company’s vision and goals.

Let’s build a stronger future together.
Contact us today to find the leaders who will drive your success in the engineered wood market.

Trade Policies Take Center Stage in Building Materials Market Predictions for 2025

Written by Mark Barnard on . Posted in News & Insights.

Trade Policies Take Center Stage in Building Materials Market Predictions for 2025

A recent SnapDragon Associates poll revealed that trade policies and tariffs are poised to dominate the building materials market trends in the coming year, with 73% of respondents identifying them as the most influential factor. Environmental regulations, tax policies, and labor policies also contribute to shaping the landscape, but to a lesser extent.

Trade Policies & Tariffs: Reshaping the Building Materials Landscape

The profound impact of trade policies on the building materials sector cannot be overstated. Shifting tariffs on essential

materials like steel and lumber disrupts global supply chains, elevates costs, and injects uncertainty into the market. These challenges can be daunting for manufacturers and importers but also present opportunities. Strategies such as diversifying suppliers and bolstering domestic production are key to mitigating risks and maintaining competitiveness.

As we look ahead to 2025, changes in trade policies and tariffs will continue to define the market, requiring industry leaders to remain agile and proactive. Staying informed about evolving regulations is essential to capitalize on emerging opportunities and avoid costly disruptions.

Environmental Regulations: The Push for Sustainability

With 10% of survey respondents identifying environmental regulations as a critical factor, the demand for sustainable solutions in the building materials market remains strong. Stricter compliance standards and shifting consumer preferences are encouraging manufacturers to innovate. Green materials and sustainable production processes not only reduce environmental impact but also enhance brand value, offering a competitive edge in a market that increasingly prioritizes eco-conscious practices.

Tax & Labor Policies: Long-Term Market Drivers

While tax policies and labor issues garnered less attention in the survey, their role in shaping building material market trends remains relevant. Tax incentives for sustainable practices and localized production can drive investment while addressing workforce challenges—such as skilled labor shortages—will be crucial for sustaining growth.

Building Materials Market Trends for 2025: Challenges and Opportunities

The global building materials market, valued at $1.5 trillion, continues to evolve with a CAGR of approximately 4% projected through 2030. From navigating the complexities of trade policies to embracing environmental and technological advancements, the industry is at a pivotal moment. Companies that adapt to these shifts will not only weather challenges but also lead innovation in the sector.

The Top Skills for Building Materials Professionals

Written by Mark Barnard on . Posted in News & Insights.

The building materials industry is a complex and ever-evolving field that requires a diverse range of skills and qualifications. Whether you’re an employer looking to hire top talent or a job seeker seeking to enter the industry, it’s important to understand the qualities and expertise that make a successful building materials professional.

 

1. Technical Knowledge

Having knowledge of the products and services offered by a company in the building materials industry is essential for success. Professionals in this field should understand the range of building materials available, such as insulation, lumber, steel, roofing components, masonry products, and drywall.

2. Sales and Marketing Skills

In addition to technical knowledge, building materials professionals should possess strong sales and marketing skills. The ability to develop and maintain relationships with clients, negotiate contracts, and promote new products and services is essential in this field.

3. Critical Thinking and Problem-Solving

Effective problem-solving and critical thinking skills are highly valued in the building materials industry. Professionals must be able to analyze complex information, identify problems, and develop effective solutions. They must also be able to make quick decisions in high-pressure situations.

4. Communication Skills

Effective communication skills are essential for building materials professionals, who must be able to communicate complex technical information to clients, contractors, architects, and other stakeholders. Strong written and verbal communication skills are necessary to convey ideas clearly and concisely.

5. Leadership Qualities

Leadership abilities are highly valued in the building materials industry, as many professionals are responsible for managing teams, motivating employees, and making strategic decisions. The ability to inspire and influence others, manage conflict, and solve problems is critical for success in this field.

6. Adaptability and Flexibility

The building materials industry is constantly evolving, and professionals must be able to adapt to changing conditions and new technologies. The ability to be flexible, learn quickly, and embrace innovation is essential.

 

In summary, building materials professionals require a diverse range of skills and qualifications to succeed in the industry. Technical knowledge, sales and marketing skills, critical thinking and problem-solving, communication skills, leadership qualities, and adaptability and flexibility are all highly valued attributes. Whether you’re an employer seeking top talent or a job seeker looking to enter the industry, understanding these skills and qualifications can help you succeed in the field. At Snapdragon Associates, we specialize in identifying and placing top talent in the building materials industry. Contact us today to learn how we can help find you the perfect fit.

 

 

Customer Service Surprise!

Written by Mark Barnard on . Posted in News & Insights.

Is it just me, or does it surprise you when you encounter good customer service? Maybe I am off, but customer service has taken a back seat or has been somewhat forgotten since the pandemic. I know that the excuse of being “short-staffed” is growing old. I understand it is a reality, but is it OK to use it as a crutch for not doing what should be common sense? That could be why so many people seem surprised when they encounter good customer service. Sometimes I understand their surprise – stories of truly over-the-top customer service stories are seemingly rare these days. But most of the examples I hear about are simply instances of the sound, reliable customer service that people or companies should offer regularly. It is merely companies doing the right thing – ensuring the customer is happy, correcting a problem, being attentive to the customer’s needs, etc. It is not necessarily “spectacular,” but it is more than expected, and even just a little more can make a difference.

I had an experience this week with a company that genuinely wowed me. I had been looking for a specific moulding for a renovation project at home, and after going bin by bin at a big box, finding nothing that suited me, I went online and was surprised to see a client company, Next Day Moulding out of Boston. Their website was easy to use, showed the profiles, gave dimensions, and I instantly ordered the 11 pieces of moulding I needed. And, to my surprise, they scheduled delivery for the next day…not ironic, I know. The order was confirmed, and I was shocked on the day of delivery; the driver texted me that he was 30 minutes out and on the way. “Wow, who does that?” was my thought. I texted that the contractor was there and that he could drop it off in the garage. Unfortunately, one of the pieces of trim was damaged beyond use. The driver texted me, apologized, and let me know the office was notified and that a replacement piece would be shipped the next day, Saturday. Fifteen minutes later, the salesperson at the Woburn yard called, apologized again, and confirmed that they would fix the issue and deliver a replacement the following morning. 10:00 AM Saturday, I got a text message from the driver, again on his way to the house. The builder was impressed, saying, “I have to look those guys up for my next job.” That small amount of extra customer service not only won me over, but he will undoubtedly get business from a remodeling contractor who was even more impressed. I have repeated this story to several people, surprising myself at how it made me feel.

The surprising part, as I’ve said, is that people seem amazed to receive this level of customer service. Of course, some truly outstanding, “WOW” moments of service go above and beyond what should be expected. And people who receive such service are right to be surprised and to want to share the experience. But this story should not be a “WOW” moment; I would classify it as people doing their jobs the way they should. They have the right attitude, are polite, helpful, attentive to the customer, and provide quality service. They are not over the top but are consistently a little better than average. To me, it just makes sense.

Fantastic customer service – by my definition, consistently better than average – should be the norm! It should be expected, not to come as a surprise. As an Executive recruiting firm in the lumber and building materials industry, I share these stories to train our executive recruiters dealing with distributors, retailers, and manufacturers of building materials. There is no excuse today for businesses to offer anything less in terms of service. There is no reason for anyone to ignore this necessary element of good business practice. It should be expected, and customers like me should be surprised when they don’t receive fantastic service. While most customer service is not terrible, it is still just satisfactory or average, which is why the level of service that should be expected stands out as something more. These days, the average isn’t good enough. Train yourself and your employees to do more and do it regularly. The customer may be surprised and will be happier. We recruit for the lumber and building materials industry and follow “white glove service” practices.