NARI’s Big Audacious Goal

The National Association of the Remodeling Industry (NARI) Board of Directors and staff started meeting in September of 2004 to develop a new Strategic Plan. The team's goal was to adopt a program that would result in a road map for organizing, guiding and executing NARI's future and accomplishing its short and long-term ambitions and goals.

Sponsored in part by DreamMaker Bath and Kitchen Worldwide, and Pella Windows and Doors, NARI hired a renowned professional strategic planning facilitator, Glenn Tecker, who led the team in the process. The planning group engaged in a knowledge-based and creative dialogue, which yielded a number of critical insights.

The end result was a set of assumptions about the future of the remodeling industry, relevant demographic, business/economic, political, societal, legislative and technology suppositions about the future environment; identification of a set of mega issues — critical questions that will need to be answered in order for NARI to position itself strategically in the future; and long-range visioning articulated in goal statements with objectives and strategies that identify where NARI could be in the next several years and how it can get there. The vision attempts to focus on how the organization will provide beneficial outcomes to members. Quite simply, we drew a map for NARI's future.

NARI's Big Audacious Goal (BAG) is that all remodelers will want to be part or NARI and customers will insist on contracting with our members.

Imagine that. A world where the customer is educated about what to expect of a remodeling contractor. NARI's Code of Ethics and Standards of Practice will play a key role in educating the remodeling contractor about what today AND tomorrow's remodeling homeowner expects from us. As homeowners absorb NARI's marketing messages, they will start to demand ethical treatment from their contractors. They will ask, “Are you a NARI Member?”

NARI's core purpose, it was decided during the strategic planning process is: To advance and promote the remodeling industry's professionalism, product and vital public purpose.

NARI's core values revolve around four main principles to better achieve the above-stated core purpose:

• Professional: ethical and honest; committed to high standards.
• Open: diverse and respectful; inclusive of many views and dedicated to free expression.
• Progressive: informed and knowledgeable; resourceful and flexible.
• Member focused: focused on the importance of success, return on investment and profit.

We are focused on team building within the ranks of our leadership. Our national officers and staff have all read The Five Dysfunctions of a Team by Patrick Lencioni, and I've recommended that the entire board of directors read it, not only for team building within NARI but for their own businesses, too. The synopsis of the book is that members of a truly cohesive team trust one another, engage in unfiltered conflict about ideas (yes, healthy conflict is GOOD). A cohesive team commits to decisions and plans of action, holds one another accountable for delivering against those plans and importantly, they focus on the achievement of collective results. NARI is in the midst of a culture shift, working toward creating such an environment. As I have told our leadership and members, the time is now.

Building on some core principles, remodelers participating in NARI learn skills that make their businesses more successful.

Relevancy. Responsibility. Accountability. All based on mutual trust and respect for one another. That's my vision for NARI for this year and going forward.

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