We run a construction and specialized contracting business and want to find weekly leading indicators for our Estimator seat. How do we run the Great Day or Lousy Day exercise to pull out objective metrics for this role?

Question

Tyler Smith · Accepted Answer

To find the right weekly numbers for your Estimator seat, you must run the Great Day or Lousy Day exercise to separate high-value activities from administrative noise. Sit down with the seat owner and draw a line down the middle of a blank sheet of paper.

Under the Great Day column, list everything that happens when the Estimator is performing at their peak. This might include:
- Submitting bids on time with accurate margins.
- Following up on outstanding proposals quickly.
- Identifying cost-saving alternatives during the takeoff process.

Under the Lousy Day column, list the failures and bottlenecks, such as:
- Missing a bid deadline.
- Making pricing errors that eat into project profitability.
- Failing to communicate with the field operations team.

Now, look at these lists and identify the activities that can be measured weekly. For an Estimator, your weekly scorecard leading indicators should include the total dollar value of bids submitted, the bid accuracy rate, and the number of follow-up touchpoints on open bids. Tracking these numbers ensures your pipeline remains healthy and your margins are protected.