The 7-Power Contractor

Don’t take my word for it…

Jim Criniti
Jim Criniti
Zoom Drain and Sewer
Philadelphia, PA

“I really wish you would stop writing books and giving away all of the secrets! Of course, I’m mostly kidding. Thanks for everything you do to help your fellow contractor, Al. You certainly changed the course of my life.”

Kathy Betlem
Kathy Betlem
John Betlem Heating and Cooling
Rochester, NY

“The Selling Power and Sales Coaching Power systems are working great for us. The Techs are making and exceeding goals and customers are being served better all the time. We are very happy.”

Sam Scalia
Sam Scalia
Montreal, Quebec

“I very much appreciated the practical information in your book, The 7-Power Contractor. This is a valuable business tool for anyone looking to improve their business.”

See More Success Stories…

Al Writes

The Importance of Power Napping

One of my first jobs at my old company was working with the credit manager, Meyer. Meyer was an interesting guy — really ahead of his time in the early seventies. One of the things that he did was to drink six to eight glasses of water a day. Another one of the tricks that he used for managing his age (being in his late sixties) was to take what he called a power nap during his lunch break. He explained that the nap gave him more energy when he got back to work.

As years went by I began working very long days. One day I stumbled across an article about the people of Japan. It was about how they were very industrious and worked extremely long days, which included required socializing with clients at the end of the day. One of the things they did was to build a room at their offices for people to take power naps — a 15 to 30-minute nap each day. This restored their thinking by giving both the body and mind a chance to rest and reset.

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Why You Need to Stop and Eat Lunch

October 4th, 2016|Contractor Health|

When the busy season hits, most of us are guilty of dashboard dining. For those unfamiliar with the term, it means we don’t have time to stop and eat lunch so we roll through a fast food drive-in and eat as we drive. If we’re really patient, we’ll take all of two minutes to pull over in the parking lot, pile the food up on the dashboard and swallow our food whole without coming up for air.

Some people in an office order in and eat away while they’re trying to handle the phones, computers and more.

What’s worse than all of this is skipping lunch altogether. I should know I used to do that all the time years ago.

It didn’t help my weight since I was generously only 40 pounds heavier than I should have been according to my doctor and my knees. The reason is simple. When I skipped meals especially late at night when I was running calls, I would finally stop to eat and now I was ravenous and I’d eat everything that wasn’t nailed down.

Fortunately, a smart mentor of mine schooled me about the need to stop even if it’s just for 30 minutes to recharge the batteries and to shake off what’s transpired.

The funny thing is when I got disciplined about this good habit I was actually more effective and more productive than when I’d either wolf down my lunch or skip it altogether.

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Sales Coaching Isn’t Just For Techs

September 27th, 2016|Sales Coaching Power|

Selling doesn’t begin when a Tech is at the customer’s doorstep. It starts when your Customer Service Representative (aka CSR) answers the phone. All sales momentum either builds from that moment on – or it falls apart.


Nope! That’s why when teaching my Sales Power selling system I insist on spending time coaching the CSRs and, if I can get to them, the Dispatchers (aka DSRs) as well.

“Wait a minute!” you might be thinking, “The CSRs and DSRs aren’t selling…right?”

Wrong! CSRs and DSRs have the ability to sabotage sales at every turn if they’re not provided with a documented set of operation manuals and trained how to properly do their job . They need to know not just how to clear the dispatch board of calls but also to how to recognize and then maximize every sales opportunity.

To achieve this, never-ending weekly coaching and daily monitoring is more than a good suggestion. It’s a necessity. Why? Because CSRs and DSRs can either make a Tech soar or they can break them.

Don’t believe me?

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Why Buy Another Contracting Business Book?


I can't seem to find and keep good people.

There just aren't enough hours in the day.

We are delivering an inconsistent level of service.

I feel like I'm answering the same questions over and over.

I spend more time as an employee than as a manager.

Callbacks keep me from moving on to new calls/sales.

We have no real system in place for training.

This business just isn't fun for me anymore.