Like skilled fly-fishermen going after big fish, contractors want quality projects. Both fishermen and contractors must do what it takes to attract and catch what they want. Big fish are big because they do not get snagged by poor imitations. They know the real deal—a live insect from a second-rate tied fly. Fishermen must present the fly and "match the hatch" by using the precise fly that best resembles the exact insect that is on the river that day. Preconstruction managers must carefully observe and listen to clients and exceed expectations.

If a construction company is content being one of many bidders, reaping low margins and churning volume, then this article may not be for them. Quite frankly, it is a lot easier to pursue and bid work than it is to present and deliver projects that require quality preconstruction services.

If a construction company wants to compete with the top contractors in its market, here's the straight scoop.

Exceed Clients’ Expectations

Preparing an estimate, getting subcontractor quotes and similar tasks are meeting expectations. If a company hasn’t exceeded the client's expectations, it has failed. The end goal is not preparing estimates or even building a project—it’s becoming a client's trusted adviser.

Here’s how.

1. The most important part of exceeding client expectations is understanding them.

Directly ask about and clarify client expectations based on real, measurable terms. Know the client's concerns and have them confirm that they are understood. Throughout the preconstruction process, emphasize the specific steps being taken to manage client concerns. Also, don't risk credibility by trying to convince a client that you can do something you've never done before. World-class preconstruction is a high-level technical sale where experience is king.

2. Be a trusted adviser by "protecting the client from themselves" when necessary.

Clients can sometimes lose sight of the big picture. If a client is drifting off the best course, advise them well. Whenever necessary, offer the client an alternate viewpoint that will help them meet their big-picture goals.

Explain consequences of certain decisions as early as possible; no owner wants to be told at the end of a project: "the project failed because you made the wrong decision and we knew it at the time (but didn't tell you)."

3. Stay on top of the details.

Know current pricing. Subcontractors are looking for ways to gain ground and stay ahead. In other words, not staying up-to-date on material pricing and labor will cost. Network; take a subcontractor or architect to lunch instead of eating alone. Stay current.

Focus on teamwork. The preconstruction process must begin as a cohesive, collaborative team effort. Is the entire team (including owners, architects, field operations and preconstruction) communicating and working together? Engage all stakeholders early on in the design of deliverables instead of after the plans are drawn.

Also, ensure a seamless transition to operations by communicating all details clearly and completely. There is a level of policing a contractor must be willing to undertake to get the results it promised to deliver.

4. Communicate to the point of over-communicating, especially when it comes to bad news.

No one is perfect. When something goes wrong, real-time, honest communication and feedback are key. However, don't report problems without supplying possible solutions and partner up. Determine how the whole team (owner, CM, and A/E) can work together to resolve/mitigate the problem rather than getting all the problems thrown at one party’s feet.

Communicate complex issues in understandable terms. Think back to teachers, mentors, or professors who were especially skilled at explaining complicated concepts in ways people could clearly understand.

The bottom line is there are a lot of folks meeting basic expectations and getting marginal results (at best). If companies want the big fish (i.e., quality projects), it’s key to exceed expectations and communicate effectively to gain trust.