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It's no wonder Tommy doesn't have to recruit good workers — people are constantly seeking out Estes for employment.

"Our culture is different," Tommy says. "We have people coming to us to get away from a bad situation, where they're not appreciated and not allowed to make a good income. At Estes they have that opportunity."

What Is The Contractor Of The Year?

The Contractor of the Year represents an elite group, a forward thinking class of hvac contractors who are dynamic and professional in every aspect, and who constantly seek new ways to improve business through quality contracting and maintaining the highest level of customer service.

These contractors strive for recognition by providing superior products and services. They watch for changing market conditions and respond quickly to new opportunities, even in the most challenging of times. They are tenacious - demanding the best from themselves and their people - unafraid to take calculated risks and try new things.

The rising number of contracting companies displaying this high level of professionalism makes our decision increasingly difficult each year. For 2010, Estes Heating and Air Conditioning, Atlanta, GA, exemplifies the qualities and commitment to success that we witnessed in many of this year's candidates. We congratulate Estes for their determination to prosper amid today's challenging economic conditions.

Time For a Change

One of the Estes team's most influential management meetings took place in December of 2008.

"Despite a decent 2008, we could sense our people were starting to buy into the whole 'worst recession ever' mentality that was being propagated throughout the media," Waldorf says. "We instilled a change of culture that began with a manager's meeting."

At that meeting, the company rolled out the new culture and challenged all the managers to instill it in their respective departments.

Key points and culture change developed from that meeting included:

• Put the right people in the right job. Allow them to run their department and hold them accountable.

• Win 1 + Win 2 = Win 3. Number 1 stands for the customer, 2 is the co-worker, and 3 is the company. Every decision should be a win for the customer, coworkers and the company. “Every decision at Estes must meet this criteria.” Waldorf said, “If it doesn't, we'll hold you accountable, and we ask that you hold us accountable too.”

• Every meeting should focus on positives. All negatives will be held behind closed doors.

• Better communication — the managers committed to better communication of expectations, goals and results. They committed to a monthly communications meeting where the managers give a monthly state of the company presentation.

• Maintenance agreements should be the single most important aspect of the company. A lucrative incentive plan was included for anyone who contributes to the company's growth.

All departments were given a list of objectives that would change the company's culture.

The service department was given three primary objectives:

• Perform superior maintenance

• Perform a superior diagnostic

• Inform and educate the customer.

The service department also committed to a monthly training calendar. Week one consists of technical training. Week two is the company communications meeting. Week three is customer service training, with a focus on informing and educating the customer. Week four is a monthly review, where the company celebrates successes and hands out bonuses.

The installation department's objectives included:

• Implement a quality control program that consists of before and after photos, and fill out a quality assurance checklist at every installation.

• Before and after photos will be displayed at the company communications meetings and and Install of the Month will be awarded by popular vote.

• Installation jobs are to be tracked for callbacks or recalls. If none occur, the installation crew is awarded a bonus.

Following these guidelines for the past year has had big payoffs for the management and employees of Estes.

"All of this cumulated into an increase in company gross revenues of 23% in 2009 over 2008." Waldorf says.