My Coach Says "You’re Guessing, Not Leading"

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Hey everyone, it's Mike Andes and today I have the honor of the coach of Augusta Lawn Care coming on and answering some questions.
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We're going to talk about coaching, we're going to talk about management, managing your managers, we're talking about hiring, scaling, budgets, a lot of different stuff.
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And so really in a quick kernel kind of
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give an introduction for those who don't know nick is started out in the field at the bellium shop mowing a lawn mowing lawns and then ended up becoming the first recipient of the franchise fee forgiveness program at augusta and become an owner and then he ended up selling that location joined the leadership team here with lee myself and liz at augusta lawn care and now he leads the coaching program for owners inside of augusta that are helping other owners so
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doing monthly coaching calls.
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He is really the firefighter when bad things happen.
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He also leads office hours every week on a live call with all the owners and is just a ton behind the scenes, whether it be negotiating preferred vendors and a lot of aspects of making sure the owners are successful.
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His technical role is owner success manager, which we made up, but that was the epitome of what it actually meant to be in his role.
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And so I really appreciate you coming on.
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And I want to kick it off with something that we actually recently started at Augusta and we had our first national holiday around.
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And I was like planning and projections.
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And I want you to kind of come to the perspective of you have seen it without people doing planning and projections.
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It's like we start the year and we grow this year.
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And then this year being much more intentional about we have a budget, you know, a marketing plan.
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We're going to stick to it.
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Um, what have you seen between those two variations of planning that has caused you to be like, and coming to me, like we need to have plans in place.
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People need to know exactly what they're spending and have a budget before the year starts.
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Yeah, this this was mainly as a result of the last couple of years trying to stop owners from complete collapse.
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And it's the worst thing when you see someone who's really good and ambitious, but they kind of grow themselves into a position where they're like out of money.
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So I think a lot of times people set out on a goal.
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It's just impossible from the start.
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But we never knew because we would say like, hey, what's your goal this year?
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Oh, I'm going to double.
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It's like, okay, do you even have the resources to be able to do that?
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And a lot of times the answer was no.
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So that was kind of the whole intention behind the budget first is we can use all of the assumptions inside of the business, you know, their cost per lead, you know, they're split between recurring and project clients.
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Their average close ratio.
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And we could really build all those into a spreadsheet and then project, okay, with this amount of money, you know, you're also going to need to buy this many trucks.
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You're going to need this much for operating capital.
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Okay.
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With your current budget, what is possible?
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Instead of just coming up with a random revenue goal and then not knowing how you're going to get from here to there, like not really knowing what the path looks like.
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Um, so it was really insightful.
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Obviously it was the first like really big push that we've done because it's the first time we've had like a kind of a good tool to be able to use.
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Um, so yeah, we did the live stream.
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It was great.
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And I think, um, the thing that, that really shined through on that was the,
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people could now see like oh it actually takes a lot more resources to grow safely um than i was planning um and that was the whole point is you know for people who have the resources like to give them the green light because it projects their uh i wish i could show it to everyone it projects the cash on hand every month so it'll tell them okay hey six months into this plan even though you'll end the year with a 15 margin in growth mode which is great
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You're going to hit a cash crunch in June.
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And if you do, if you're not planning for that, you're going to have a complete collapse.
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So it's like, yeah, if you survive to the end of the year, you'll 15% margin.
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But not a lot of planning goes into the actual cash crunch that happens mid year.
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Yeah, for people who might not be in Augusta or are thinking about growing their business, I think a lot of times it's very easy to be like, hey, we're going to grow.
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We think we're going to grow 10% this year.
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We think we're going to grow 50%.
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Like we're going for 1.2.
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Okay, you did 900,000.
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That's 1.2.
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Great.
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That's like 33% growth.
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Awesome.
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And then that's basically where it stops.
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And so what are some of the pitfalls you see of people doing that?
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Because one thing to say, that's bad.
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We should do planning and budgets.
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Okay, I agree.
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Okay.
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Why?
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Like what are the pitfalls?
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What are the things that you saw people doing prior to having a plan outside of just running out of cash?
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Some of the constraints, like obviously liquidity being the main constraint, but then other ones start to pop up.
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Leadership is usually the one that pops up next when they're trying to scale the business rapidly.
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Because that would be another situation where you have someone that has a lot of resources and on paper, like, yeah, they could absolutely scale and they could absolutely accomplish this goal.
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But they're entering into a different season of business that they're not yet prepared.
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You know, they're pushing the personal capacity.
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And that's the thing with personal capacity is like, obviously, you know.
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Everyone has like a current capacity that they just like a muscle.
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It's like, you know, you push it a little bit.
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It grows.
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Sometimes you can overextend.
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It's like, okay, you need some time to recover, but then you can slowly just rinse and repeat and you expand it over time.
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So it'd be the main thing is kind of people getting way ahead of themselves, like in too deep, too fast.
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And then kind of leadership becomes the constraint because, you know, the point in the business where they can't do everything themselves is.
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You know, if they don't have the skill of leadership and they can't set a vision for the crew, set a vision for the manager, manage the manager, those things end up becoming the bottleneck.
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You've been a coach for probably now hundreds of business owners in the center of Augusta.
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You've also been coached.
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And so talk to me a little bit about the importance of coaching.
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I think one thing that sometimes people will say is like, I don't have any big problems.
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I don't have any problems to solve.
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Therefore, I don't need coaching.
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Sort of like I don't have any.
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My leg's not broken.
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Why do I need to go do a doctor checkup?
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Right.
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We understand the value of coaching.
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How is your...
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thought process around coaching changed as you've seen what's worked, what hasn't worked, as well as the type of individuals that need coaching more over the past few years, as you've moved in this role.
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And then you've actually had to coach coaches on how to coach other people.
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Yeah, I think obviously coaching is extremely important because it just kind of cuts out.
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Like that's part of the reason why people end up joining Augusta is because it cuts through the years of learning that you'd have to do on your own making those same mistakes.
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It's sort of like a second set of eyes.
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So you have someone from the outside who's not emotionally attached.
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to the situation, like they don't have the personal relationships with the employees or the clients.
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And they could look at things very objectively and say, okay, this is what the numbers are telling me.
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This is where your current stage of business is.
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This is what I know happens in that stage.
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I've ran through that myself.
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And that's
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Ultimately, that perspective is why people seek coaching or why they should, because basically you can avoid the mistakes before you make them the incremental improvements that you make with coaching.
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So it's not just for people who are like struggling.
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So I think a lot of times coaching kind of gets that reputation is like.
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Oh, you only coach if you don't know what you're doing.
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That's not it at all.
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Some of the best people inside of Augusta that actually end up becoming coaches, they coach consistently to make small incremental improvements, small tweaks, because that's the main thing.
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in the past what used to happen and why i made a big push um to get people to start coaching when i first started this position um is because people would essentially go at it alone they would have they would have no budget no plan um and they would just go for it until they hit a wall and then they'd call and be like hey i need damage control and that's why it was very negative so like okay you only see coaching if you failed
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So I didn't like that.
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And what I've seen as I've kind of worked with both sides, I've worked with people who are struggling tremendously.
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I've worked with people who are very good and honestly don't need a ton of my guidance.
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And you actually have to pull more and figure out more ways to help guide that person because they're already covering most of their bases.
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Um, what's great about consistent coaching is that it's not damage control, it's proactive and it's small incremental improvements.
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Like if I can send someone away with an action plan, uh, that's like one to three items, um, small little tweaks, like just a tweak to their, their follow-up process, or just like a little management tweak.
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If they had a specific situation that they were dealing with, like, you know, just a little tool that they can implement.
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Um, yeah.
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That's a way easier lift for that person.
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And they're going to see way better results versus someone who only talks to a coach once every six months and is facing complete and utter collapse.
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It's going to take three or four calls to get that person back up to speed.
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And those changes are going to be monumental.
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All right, Nick and I are talking a lot about coaching.
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And in my opinion, one of the best use cases for AI is exactly this.
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So I've created two tools that you can use today.
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The first is like having me on your shoulder as your business coach.
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And it's completely free down in the description.
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There's a link.
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And you can check it out.
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It is trained on all of my content, my books, my videos, everything.
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Over 20 million words that I have spoken on YouTube and inside of all my courses.
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And it's trained specifically to help home service business owners like you grow and take your business to the next level.
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You can actually call it and talk to it.
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And the voice is eerily similar to my voice.
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Okay.
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So go check that out.
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Second is completely free again, homeserviceaudit.com.
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Get your website audited by me using everything I talk about to improve the amount of leads you're getting from your website.
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It's going to look at everything about design, your speed of the site itself, the keywords, the banners, the titles are using.
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And so go check it out.
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These are completely free tools.
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You don't have to sign up.
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You have to pay.
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You have to put your email in.
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If you don't want, just go check them out today.
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The links are down in the description.
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All right.
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Back to the episode with Nick.
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Yeah, like I was thinking a couple weeks ago, actually, I was thinking about the coaching program now having owners.
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And a couple years ago, the owners were like, hey, we'd love to have owners in the coaching program, not just corporate from us.
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And I was thinking about it and I was thinking, what's what's actually why is that successful?
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And I actually came to the conclusion that it actually has to do with humility.
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Because if I am a $1 million operator, it is almost thought of that you must, in order to coach that person, you must have a $3 million company.
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You must have a $5 million company.
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But it takes a lot of humility to realize that it's like going to a doctor and, like, they have learned the processes.
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They have learned the systems.
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And they are looking at the book.
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It doesn't matter who you are.
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They're looking at the book.
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And I think that the coaching program that you really developed and I'm really thankful for is, like, there's a system for it.
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And, like, we look at the book.
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And I don't care who's behind that.
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I trust that if they're a coach, if they're the doctor, that they're going to be the correct prescription.
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And I think that the unlock in all of it in terms of business to get better is just humility to understand that I can learn from someone else.
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And it doesn't even require them to be better than me.
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It doesn't require them to have more money than me.
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It doesn't require them to have a bigger business than me.
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I can learn from anyone.
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And if you're going to cap yourself to only learning from people that are ahead of you, you will, as you grow, it gets lonely at the top.
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The reason it gets lonely at the top is because you can't look down and learn from anyone below you.
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And so I think a lot of times just a lack of humility, especially as you become more successful.
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And then it caps your growth because you can only learn from people above you.
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And by nature, now you're talking about the top one or 2% and very difficult to access to them.
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And so I think the first trait of anyone that's constantly improving when it comes to the values of Augusta is humility to understand.
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I don't know everything and I'm willing to learn from people that might not have the metrics that I have in terms of success.
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And I think when I was doing the coaching at the very beginning, it was sometimes a negative in that like they would listen to me just blindly almost because it was like, oh, Mike's ahead and he's done this before.
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So I'll listen to him.
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But I think that the ability to be able to have the humility of learning from someone a peer or even someone slightly below you, but they're looking at the book, the system, it takes no time.
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The system is true nonetheless, regardless of who says it.
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And I think the ability to humble yourself to the system is something that I have seen the most successful owners do.
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And in or out of Augusta is like, I can learn from anyone.
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I'm willing to humble myself and I don't know everything.
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And that opens me up to way more learning than just being like, I will only learn from people that have 10 million or a hundred million dollar businesses.
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And a lot of times their advice is the exact opposite of what you should be doing at that time.
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Yeah, coaching, what I've come to learn is that coaching itself is a skill.
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So it's very easy from the outside, like, oh, okay, if I'm trying to grow my business, I'm going to seek advice from someone whose business is larger than mine.
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But the actual skill of coaching and figuring out how to deliver that information and really what you end up being is a strategist.
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Yeah.
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a coach is someone who can take, you know, all these different variables and kind of sort through with the context of the plan being Augusta, the business plan that we teach people at training.
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And so, okay, it's like, let's take their reality and then balance that against the plan that we established.
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And then,
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The variables get really messy.
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Obviously, there's different personal situations, capacities, things that you're dealing with.
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Like the possibilities are endless.
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So really, like the coach, their skill is being able to navigate those situations and come out with the best outcome.
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That's it.
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You can have someone with a massive business have no clue how to coach.
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Yeah.
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And I've seen that before and it just doesn't work.
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You can have someone who has, you know, the largest business and, you know, how they got there over 15 or 20 years is entirely different than the playbook that you're trying to run.
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And they're just not going to have the same guidance for you.
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So it's something that we talk about with the coaches in the group sometimes, because sometimes, you know,
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this happened with me at the beginning is like, I'm talking to people who are much further along in business.
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Like, Oh, like, am I even qualified?
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But obviously with reps and time, uh, your confidence grows.
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You're like, Oh, okay.
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Like coaching is, is just different.
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It has nothing.
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It's not just credentials.
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Like we're just looking at on a piece of paper, like, Oh, this person did 3 million.
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Okay.
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I'm going to talk to them.
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Yeah.
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That's just not how it works.
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It's funny.
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I was thinking about it the other day.
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A lot of times when you look at like coaches in professional sports, the best players, you don't make great coaches.
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And so, for example, like Mike McDonald from the Seahawks, their head coach, never played in football.
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They never played in the NFL.
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And so there was an interview and someone asking him, like, how do you treat the players differently?
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Because, like, you can't yell at them.
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He's like, yeah, I don't yell at them.
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I don't do it because, like, I am not done actually what you've done.
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But yet he's still the best of the best when it comes to coaching.
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And so how do you look at it from the perspective of, hey, someone has a whole bunch of money or has a bunch of locations, and yet you're supposed to be the coach.
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What is the frame of mind that you're using to be able to still give them the things that they need to be more successful?
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Yeah, context is everything.
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So a good coach can kind of figure out where the person that they're working with is coming from.
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Obviously, everyone's going to come at it from a different perspective.
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Like yesterday, I was talking to someone who day one, like hasn't even started the business.
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Okay, I'm gonna have a much different context.
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When I talk to that person, the way I coach them through certain things, because their level of understanding is just gonna be different, right?
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Like a good coach can kind of pick up on that and kind of figure out where people are coming from and adjust to that.
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Yeah.
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In the same day, I talked to someone who already has an existing multi-million dollar business, and they're starting up with Augusta, and it's like, okay, this person knows certain things.
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So I guess a good coach can pick up on that.
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Kind of, I guess, what you were saying about the best coaches not being players.
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That's absolutely true.
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And it's something that's not widely understood because, again, people are just kind of looking at it black and white like, okay, did they do really good in business?
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Okay, I should take advice from them.
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Or it's like their skill might be doing really good in business, but not actually coaching and delivering that message.
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So...
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I forget what the original question was, but coaching, it's really just being able to have empathy, being able to sort through the situation.
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And that's why coaching in and of itself is a skill outside of just running the business and looking at the numbers.
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I think, too, the thing that's so interesting about coaching is like ego is always the enemy.
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Because if the person that you're trying to help has ego, you can be like, oh, that's bad.
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Okay.
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But if your coaching doesn't get through to them and they don't change their behavior, because that's the goal of coach is to change behavior, is to change behavior.
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then you have failed.
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And so sometimes you have to adapt to someone else's ego.
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And this is the biggest part when I come to coaching, is like, I am really looking at, how much ego am I working with here?
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Because I might have to match them and actually allow them to, give them a lot of compliments just for them to relax their ego so I can get in.
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How have you adapted to that?
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varying degrees of ego when it comes to people that have big businesses people have no business uh people have money people don't have money and what how do you have you navigated when there's kind of this wall of like hey i know everything here and i i say this too for people that might be talking like their general manager or their salesperson or their crew leader who knows everything about projects and i'm trying to coach them on how it needs to be done according to systems of my business not someone else's
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What would you say to that person that's dealing with ego and how do you get them to either relax or how do you deal with it?
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Yeah, that's a great question.
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Asking guiding questions is probably the best thing you could do in one of those situations.
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So if you have someone who's really attached to their way of doing things, well, one, you got to kind of step back and realize like they're coming to you.
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So like they need guidance from you.
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But a lot of times what ends up happening is they come to you for guidance, but then you start to give the guidance and then they go on defense with their ideas.
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And so it's like, OK, like they know what they're doing isn't working, but they're they're attached to it.
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And I'm trying to deliver the solution that I know is the best for them.
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And I know that they're coming to me for.
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So you really have to.
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approach these situations really delicately.
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Because obviously, like, you want the person to feel good and feel like the proposed solution is theirs.
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That way, they'll have buy-in and they'll execute.
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So asking guiding questions, like if someone's, you know, really attached to a particular outcome, like, very top of mind situation for me is like, okay, you have someone who really wants to grow.
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They have really high debt burden and really low cash.
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Yeah.
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Very little options.
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They have a high recurring base.
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Their business is over 500,000 and they've not gone into profit mode.
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So it's like, okay, I know what they need to do.
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They need to raise prices and that's instantly going to add 100,000 to the bottom line.
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They're not going to advertise.
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They're going to be in profit mode.
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They're going to be able to fix all the complexities that they built into the business.
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Like I can see that crystal clear.
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I've just seen it happen so many times.
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But then you have them attached to one thing is like, hey, I want to I just I want to get out of the field.
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I need to grow the business in order to do that.
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So that's all I need to do.
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So it becomes really challenging because a lot of times what's required is is pausing.
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Jonathan said this in your guys's interview.
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He said like he said, like, build, clean, build, clean, build, clean, build, clean up, build, clean up.
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If for no other reason, you're just learning so much over time, at least that's been my experience.
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I got to imagine it's been yours.
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So if you just keep your foot on the gas all the time, whatever you're doing wrong and whatever the mess is continues because you're just keeping up all the time.
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And that's necessary.
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So, you know, obviously, I guess that we have our our path that we talk about and people think that path is linear.
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Mm hmm.
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But they're missing all the nuance and the checkpoints in between.
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So it's like, okay, and this is how you would approach it with someone like that.
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It's like, okay, the goal is crystal clear.
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You want to get out of the field and you want to grow the business.
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Great.
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How are we going to do that right now?
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Currently how it stands.
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That's what they don't know.
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That's why they're coming to you.
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So you basically, you take the solution that you know needs to happen and you relate it to their goal.
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So I know their goal is growth.
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So the opposite that they want to hear is go into prof mode.
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Mm-hmm.
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So what I'm going to do is I'm going to spell out how going into profit mode now is going to lead to further growth down the road.
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So I'm and you spell out the entire future, like what it looks like the entire future, but like 12 months.
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Like, hey, listen, I hear your goal loud and clear.
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Like, obviously, you want to repeat back to them and let them know that you understand where they're coming from, because if they feel understood now, they'll listen.
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But if they feel like I don't understand them, like, oh, your advice, like you don't understand my situation.
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I'm different.
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It's just how people think.
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So once they feel understood, I'm like, hey, listen, I know the goal is growth.
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And I know the goal is get you out of the field.
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And I know the growth.
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The goal is also profitability because you're really cash strapped.
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So I'm like, OK, if we go into prof mode now, even though it's not what you want to do right now, this is what it's going to allow.
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It's going to allow you this much money at the end of the year.
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And I'll run through those projections with them.
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I'll say, OK, in 12 months, you'll have this much money.
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The business will actually grow revenue because you just simply raise prices.
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And then I would talk about all the other little inefficiencies in the business that are getting fixed, some of the debt problems and the expenses and all that.
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I would say, OK, and then once all that's fixed and you have this money in the bank, now that opens the door to all of the growth that you want.
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You know, and this person wanted to like over double the business.
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So I think that's a big part of it is just trying to take like what their goal actually is and take your solution and then.
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Like connect them, even though it's not like a direct connection, like, oh, do this and you're going to have your your goal tomorrow.
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It's like, hey, do this so that your goal now becomes something possible.
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Yeah, absolutely.
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One thing I was actually thinking also a couple weeks ago, I was looking at the Olympics.
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It's interesting because when they have a team sport, the coach does not get a medal.
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And the reason I thought that was interesting is because the level of humility that a coach has to have for the player to get all the glory.
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But yet, if the team is doing bad, guess who gets kicked to the curb first?
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The coach.
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It's like such a weird economy.
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It's like if we were doing bad, the first person we will always like any bad team at the end of the season, like the NFL, there's fire their coach if they did bad.
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First thing to go.
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But yet, like if if the team wins, it's about the players.
333
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Yeah.
334
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How do you navigate that as a coach?
335
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And again, I'm using the words coach, but this could be any time you are trying to have people inside your organization succeed or win or get to the next stage of their career and you're pouring into them.
336
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What would you tell that person that's like, there is a certain level of humility that comes with, you take the flack when things go bad and you don't get any of the credit when things go good.
337
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Yeah, it's just a different mindset.
338
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Like, to me, it's just been normal for so long.
339
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So it's kind of hard to put into words.
340
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But I kind of look at it as like servant leadership.
341
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So the goal in being a coach is not glory.
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Like, if your goal is to get credit over other people's outcomes, you will never be a good coach.
343
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It just doesn't work like that.
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you have to simply want what's best for that person.
345
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And in any other context, you want what's best for the team, you want what's best for everyone outside of yourself, and you view yourself as a tool and a resource to make that outcome happen.
346
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And the outcome for that person, the organization, the team, that's the thing that really matters.
347
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And that's what you're focused on.
348
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So,
349
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That's that's sort of how I look at it.
350
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I've never met a coach who, you know, takes credit for everything and you just can't because, you know, that you kind of exactly nailed it is like, okay, the coaches, you kind of take the fall for when the plan doesn't work, and you get no credit for when it does work.
351
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The best coaches are
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get the person who they're coaching to the solution and have them maintain agency the whole time.
353
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So if I can guide someone towards a solution, obviously they're the ones over there executing.
354
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They're actually doing the thing and they feel good about it.
355
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Like, Hey, that was, that was my plan.
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I executed on them.
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I know I did a great job as a coach.
358
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It's hard for me to talk on because like that's,
359
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It's not something I've ever struggled with in terms of just... Keating recognition.
360
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Yeah, like I don't think about it.
361
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And I think anyone...
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I guess I could simply say that.
363
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If that's why you would think about coaching other people, because you think you're going to get recognition and people are going to love you and all this stuff, probably not a good reason to do it.
364
00:24:14.876 --> 00:24:17.819
Because the reality of coaching a lot of times is...
365
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you're dealing with messy situations and sometimes people don't take action.
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Sometimes you pour into people and they don't do what you say.
367
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And it's, you know, insulting in some ways, but also like you care about the person.
368
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So you're like agonizing over why they didn't take action on the thing that you know would have solved their problem.
369
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Yeah.
370
00:24:38.660 --> 00:24:46.102
So it's coaching is like a lot of the burden and the problems and you kind of get all that side.
371
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And the little like glimpse of satisfaction that you get is when you see someone on the other side and they've solved the problems in their businesses and they finally have profit and you can tell they're just happy.
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That's why you do it.
373
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And it's just like if you went and do something nice for someone, like if you go buy a homeless person food.
374
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Yeah.
375
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it kind of selfishly makes you feel good.
376
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I think that's maybe the internal motivators.
377
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Like I know when I see my people win, like that makes me feel good, but I don't seek, uh, external validation, uh, from anyone.
378
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And the coaches and I, we talk about this all the time.
379
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I'm like, we kind of laugh.
380
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Cause it's like, Hey guys, we're over here just trudging through the mud.
381
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We're over here dealing with all this stuff and we get no credit for when stuff goes right.
382
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And, uh,
383
00:25:32.560 --> 00:25:33.681
Yeah, it's a service.
384
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It's just like anyone who goes into service.
385
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You go into it with the mindset of like, okay, I'm not doing this for the glory.
386
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And if you are, it's like you're just you're approaching it completely wrong.
387
00:25:44.849 --> 00:25:48.632
A lot of people wonder what do you actually get when you join Augusta Lawn Care as an owner?
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Well, in addition to all the coaching and the training and the support, you also get access to two custom websites,
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00:25:54.636 --> 00:25:56.537
for Augusta Lawn Care and Augusta Lights.
390
00:25:56.797 --> 00:25:58.518
You get access to p4psoftware.com.
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00:25:58.738 --> 00:26:05.722
You get access to an applicant tracking software to be able to do virtual interviews with all of your team that's joining for your lawn care technicians.
392
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That's just the tip of the iceberg.
393
00:26:07.583 --> 00:26:08.343
There's a whole lot more.
394
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Go check it out at augustalawncareservices.com slash franchise.
395
00:26:11.585 --> 00:26:12.646
Now back to the video.
396
00:26:13.306 --> 00:26:18.808
Taking it set back to more owner in the daily operator in the business and their employees.
397
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I think a lot of them might not necessarily have coaches or even do coaching on a business level, but they do care about their team and they do care about their employees.
398
00:26:28.492 --> 00:26:29.993
And you know what it's like to own a business.
399
00:26:30.073 --> 00:26:35.475
And a lot of the traditional employees that are coming into this industry are entry level.
400
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They're younger guys.
401
00:26:36.355 --> 00:26:37.376
They have employees.
402
00:26:37.896 --> 00:26:59.275
a past they have issues things that they're working through maybe addictions they don't have the qualifications or the skill set or maybe the professionalism that we might want them to have how did you navigate as someone that was just really just a few years older than a lot of them or even the same age as trying to give them coaching but then also like realize they just might want a paycheck and they might not want to improve their life i know those frustrating at times when
403
00:26:59.735 --> 00:27:23.298
you want someone to improve and you can see so much potential but like they don't have the spark from a coaching perspective in that light what was your mentality or how did you kind of deal with that um where like for me it was like one out of ten people will actually take advantage one out of ten people that i poured to actually you know uh hopefully improve their life and get to the next level their career but for nine out of ten it's just like oh man how did you deal with that though as a young entrepreneur
404
00:27:24.607 --> 00:27:29.650
Yeah, going into it, obviously, I think just recognizing that that's going to happen first is the first step.
405
00:27:29.670 --> 00:27:35.673
Because you can easily kind of be overly idealistic and be like, man, I'm going to do this.
406
00:27:35.693 --> 00:27:36.733
I'm going to build this business.
407
00:27:36.793 --> 00:27:38.434
Everyone's going to love what we're doing.
408
00:27:38.514 --> 00:27:42.736
And, you know, everyone's just going to like come into work like skipping every single day.
409
00:27:43.216 --> 00:27:47.198
So I think coming to the realization that that's not actually how it works is the first step.
410
00:27:47.218 --> 00:27:49.740
Because you're like, okay, now I'm kind of I'm not idealistic.
411
00:27:49.760 --> 00:27:51.140
Like I'm just balanced in reality.
412
00:27:51.160 --> 00:27:52.001
Yeah.
413
00:27:52.861 --> 00:27:56.562
And I think just kind of meeting people where they're at is probably the best thing you can do.
414
00:27:57.462 --> 00:28:01.903
Be clear about like the your motivation, like, hey, I want better things for you guys.
415
00:28:02.123 --> 00:28:03.383
You know, here's these opportunities.
416
00:28:03.423 --> 00:28:04.423
Here's a three hour program.
417
00:28:04.463 --> 00:28:08.284
Here's management positions like this is where we're trying to take the organization.
418
00:28:08.304 --> 00:28:10.584
Be really crystal clear with the vision and the mission.
419
00:28:11.144 --> 00:28:19.166
So, again, a lot of the young guys in the blue collar work that we do, they haven't really had any kind of a lot of times they haven't had positive role models.
420
00:28:19.546 --> 00:28:20.666
They're doing blue collar work.
421
00:28:21.266 --> 00:28:25.469
Typically, not because it was the first choice, but because it was just the only option available.
422
00:28:26.330 --> 00:28:31.554
So I think it's important to kind of lay everything out for everyone the same way.
423
00:28:31.674 --> 00:28:33.836
Every employee that comes in, they have the same opportunities.
424
00:28:34.176 --> 00:28:35.357
The mission is still the same.
425
00:28:35.397 --> 00:28:36.518
They can all be a part of it.
426
00:28:36.558 --> 00:28:40.801
I think that's about all you can control as the leader.
427
00:28:42.082 --> 00:28:45.785
And then ultimately, you know, you can guide and support them along the way.
428
00:28:45.905 --> 00:28:47.606
Some people come around at varying times.
429
00:28:47.647 --> 00:28:55.833
Like, you know, it took me close to a year after working in the field to open my mind to something else, like to open my mind to becoming an owner.
430
00:28:56.233 --> 00:29:00.016
Because for that whole first year, I was literally just like wanting to drink energy drinks and get jobs done.
431
00:29:00.436 --> 00:29:00.956
You know what I mean?
432
00:29:01.457 --> 00:29:03.258
So a lot of guys come in like that.
433
00:29:03.839 --> 00:29:06.981
You can't force your agenda like down their throat.
434
00:29:07.261 --> 00:29:07.802
You know what I mean?
435
00:29:07.822 --> 00:29:07.922
Yeah.
436
00:29:09.688 --> 00:29:11.009
they come around at their own speed.
437
00:29:11.109 --> 00:29:24.057
So I think that's really all you could do is just be clear with the goals of the business, the opportunities that it presents for them, how they fit into that, how you can guide and support them, figure out what their goals are, see if there's alignment.
438
00:29:24.178 --> 00:29:26.239
If there is great, I'm going to pour into that person.
439
00:29:26.939 --> 00:29:30.081
If there's not, they're just not there right now and they are just kind of looking for a paycheck.
440
00:29:30.561 --> 00:29:30.782
Okay.
441
00:29:30.822 --> 00:29:34.104
I might step back a little bit and just kind of let them do their thing.
442
00:29:34.844 --> 00:29:36.145
Let them cook as you would say.
443
00:29:36.805 --> 00:29:37.346
And yeah,
444
00:29:38.382 --> 00:29:51.771
eventually they might come around because as you continue to talk about it, continue to talk about P4P non-bonus opportunities, profit sharing, open book management, three F program management opportunities, you continue down the road of always talking about these things.
445
00:29:52.291 --> 00:29:53.272
Eventually they're going to be like,
446
00:29:54.152 --> 00:29:58.834
You know, when they're at the point in their life where they're ready to take the next step, they're like, hey, there's opportunities right in front of me.
447
00:29:59.635 --> 00:30:02.456
And it's almost like they're not able to see it until they're ready.
448
00:30:03.376 --> 00:30:04.777
And that was the case with me.
449
00:30:04.997 --> 00:30:17.643
So I think that's that's the main thing is that you have to be careful not to kind of force your agenda down their throat and let your goals become theirs, because you could easily want more for someone else's life than they want for their own.
450
00:30:17.663 --> 00:30:18.063
Yeah.
451
00:30:18.463 --> 00:30:19.404
And that was really tough.
452
00:30:19.444 --> 00:30:26.307
And that's what I had to learn at the beginning is, you know, a lot of times I go out of the way to hire people that are rough around the edges.
453
00:30:26.327 --> 00:30:29.648
So I'm like, man, like I could help them a lot.
454
00:30:29.949 --> 00:30:31.429
So it's kind of a bad way.
455
00:30:31.449 --> 00:30:33.050
Before and after on this project.
456
00:30:33.290 --> 00:30:34.031
Yeah.
457
00:30:35.531 --> 00:30:35.871
Yeah.
458
00:30:36.032 --> 00:30:37.052
So that was the problem.
459
00:30:38.253 --> 00:30:40.834
But what I failed to realize is they didn't want help.
460
00:30:40.874 --> 00:30:42.435
They didn't want what I wanted for them.
461
00:30:43.275 --> 00:30:48.180
And I cared about their future and outcome more than they cared about it themselves.
462
00:30:48.881 --> 00:30:51.223
And it's hard to come to that realization.
463
00:30:51.243 --> 00:30:59.092
But then once you do, you can kind of – it's liberating in a way because you can kind of like disconnect and say, okay, I'm going to treat this person the same.
464
00:30:59.112 --> 00:31:00.633
I'm going to give them every opportunity.
465
00:31:00.693 --> 00:31:01.734
But it's up to them to –
466
00:31:03.556 --> 00:31:20.622
like take advantage and once they show the initiative then i'm going to pour into them but i can't force them it's like obviously you can't you can lead a horse of water but you can't make a drink like that thing and you just eventually just have to kind of disconnect from the actual outcome treat them the same give them these the same opportunities and realize
467
00:31:21.382 --> 00:31:24.045
one out of 10 is actually going to see this and be like, Hey, this is pretty cool.
468
00:31:24.065 --> 00:31:25.006
I love what you guys are doing here.
469
00:31:25.027 --> 00:31:26.809
Like, how do I become more?
470
00:31:26.889 --> 00:31:27.650
How do I do more?
471
00:31:28.070 --> 00:31:31.474
And then, you know, nine out of 10 are going to be with you for a few weeks.
472
00:31:31.694 --> 00:31:32.936
They might do something wrong.
473
00:31:32.956 --> 00:31:33.657
You end up firing them.
474
00:31:33.677 --> 00:31:34.117
They quit.
475
00:31:34.578 --> 00:31:35.599
It's just a Passover job.
476
00:31:35.919 --> 00:31:37.041
Okay.
477
00:31:37.161 --> 00:31:38.002
But that's just reality.
478
00:31:38.022 --> 00:31:40.945
And you can't let your vision for someone else's life.
479
00:31:42.825 --> 00:31:44.806
be the driving factor.
480
00:31:45.307 --> 00:31:47.848
Ultimately, they're the ones who are going to decide what they're going to do.
481
00:31:48.708 --> 00:31:54.851
Your job is just to facilitate the environment to where there is opportunity, and it's up to them to capitalize on it.
482
00:31:55.171 --> 00:32:01.134
You give them the tools and guidance necessary to capitalize on it once they show that they're willing and able.
483
00:32:02.083 --> 00:32:14.076
Yeah, one thing I wanted to go over too from a coaching perspective, kind of going back to the owner's side of things, is I see a lot of times owners, when it comes to coaching, they really miss the forest for the trees.
484
00:32:14.696 --> 00:32:20.963
And they'll get really zeroed in on one thing in their business and lose the ability to step back and see more perspective.
485
00:32:21.383 --> 00:32:28.529
and see how small that thing is in relation to the size of the business, the overall direction, and more larger levers in the business.
486
00:32:28.549 --> 00:32:39.017
For example, pricing, or going into profit mode, or hiring the right people, or adjusting your base pay, the bigger levers, and yet they're focused on their one very little niche
487
00:32:39.577 --> 00:32:41.539
I don't want to even like fill in the blanks, like it could be equipment.
488
00:32:41.779 --> 00:32:42.440
It could be a system.
489
00:32:42.460 --> 00:32:43.060
It could be their website.
490
00:32:43.080 --> 00:32:44.261
It could be an ad.
491
00:32:44.321 --> 00:32:45.843
It could be an email, whatever it is.
492
00:32:45.963 --> 00:32:47.384
They get really zeroed in on one thing.
493
00:32:47.945 --> 00:32:48.745
What have you done?
494
00:32:48.825 --> 00:32:57.153
Because I know it's one of the most frustrating things for me as when I try to coach someone is like they're focused on the completely wrong thing and they're pouring all their energy in this thing.
495
00:32:57.173 --> 00:32:58.334
I'm like, whoa, just like step back.
496
00:32:58.694 --> 00:33:03.879
This has absolutely no consequence on the business compared to this other gaping hole.
497
00:33:04.439 --> 00:33:19.779
How do you kind of reframe someone or what have you seen work when it comes to even just helping the owner understand that like this is this is a problem and there's a lot of problems in your business, but this is a tiny little thing compared to much bigger issues or opportunities in the business.
498
00:33:20.653 --> 00:33:29.099
Yeah, the thing that they're like fixated on, I'm always trying to find a way to draw the connection between where I'm coming from where they're coming from.
499
00:33:29.559 --> 00:33:34.683
So if they're stuck on this, like one thing where it's like, you know, I need to sell more of like this kind of job.
500
00:33:35.223 --> 00:33:36.544
It's like, okay, they're stuck on that.
501
00:33:37.405 --> 00:33:44.070
But I know their goal should be, you know, simplifying services, for example.
502
00:33:45.050 --> 00:33:52.373
I'm trying to draw a connection between like their goal and where they need to be and how how their goal could still be important.
503
00:33:53.194 --> 00:33:55.995
Maybe I was a bad example I give, but like their goal could still be important.
504
00:33:56.415 --> 00:34:01.017
But I'm trying to draw a connection to where where they can go to where it's actually going to benefit them.
505
00:34:01.877 --> 00:34:03.298
So an example of this.
506
00:34:04.663 --> 00:34:06.146
and sometimes I'll just say this on a call.
507
00:34:06.166 --> 00:34:08.569
It's like, Hey, we're looking for the largest lever to pull.
508
00:34:09.130 --> 00:34:11.674
Like there's, we're looking at 12 different levers.
509
00:34:11.954 --> 00:34:13.397
There's all these problems in the business.
510
00:34:13.457 --> 00:34:15.139
Like you see it, I see it there everywhere.
511
00:34:15.159 --> 00:34:15.620
Okay.
512
00:34:15.640 --> 00:34:16.662
Um, um,
513
00:34:18.273 --> 00:34:26.718
What would make sense for us to pull this tiny random lever over here that doesn't really move the needle very much, but it satisfies you because that's what you're focused on?
514
00:34:27.299 --> 00:34:34.063
Or the thing that's like truly going to move the needle, which is, you know, the big lever, like the big problem.
515
00:34:34.743 --> 00:34:46.051
And if you could draw a connection between pulling the big lever and solving that and having the downstream effect of solving this other little issue that they were that they were talking about, like maybe they have an employee churn issue.
516
00:34:46.771 --> 00:34:50.013
And the issue, the main issue is that their route density is terrible.
517
00:34:50.053 --> 00:34:56.578
They can't do P for P. Their pricing is low and they have no money or vision or leadership.
518
00:34:56.598 --> 00:34:58.239
But it's like, okay, you have all these problems.
519
00:34:58.679 --> 00:35:06.205
But the main thing that we could pull right now is like price increase, drop some of the clients, fix P for P. And then that's going to fix your employee churn issue.
520
00:35:06.225 --> 00:35:06.605
Mm-hmm.
521
00:35:07.025 --> 00:35:17.596
So just, I guess, finding a way to kind of relate the thing that they're focused on, relate that to what you know is the big lever that you could pull immediately that's going to give them the immediate change.
522
00:35:17.937 --> 00:35:19.278
It's sort of like a dopamine hit.
523
00:35:19.298 --> 00:35:25.224
Like if they can pull, if they can jump on a call with you, get clarity, take action on this one thing and see massive change.
524
00:35:26.165 --> 00:35:28.527
They come back for more like, OK, we did that.
525
00:35:28.627 --> 00:35:29.428
What else can we do?
526
00:35:30.128 --> 00:35:31.429
And then you kind of rinse and repeat that.
527
00:35:31.449 --> 00:35:33.031
And then that's when coaching gets really good.
528
00:35:33.711 --> 00:35:35.633
So, yeah, it's challenging.
529
00:35:35.653 --> 00:35:39.356
There's not like just like a it's not like you could just roll that out every time and get it to work.
530
00:35:39.556 --> 00:35:42.939
Some people are very humble and teachable, obviously, being one of our core values.
531
00:35:42.959 --> 00:35:49.584
And I guess like the benefit that I have is I work with everyone that Lee is screened and Lee screens people that are humble and teachable.
532
00:35:49.984 --> 00:35:53.127
So it makes coaching more actionable for me.
533
00:35:53.147 --> 00:35:53.447
Yeah.
534
00:35:53.607 --> 00:35:57.853
versus if I was coaching people from the outside, like we're all kind of operating on the same wavelength.
535
00:35:57.873 --> 00:35:58.954
We're speaking the same language.
536
00:35:58.974 --> 00:36:00.076
We're running the same playbook.
537
00:36:00.777 --> 00:36:02.018
So there's a lot of benefits to that.
538
00:36:02.158 --> 00:36:04.662
But for people, I guess, who aren't that way,
539
00:36:06.062 --> 00:36:09.605
Yeah, that's that's what I'm trying to do is like, hey, there's this one small issue that you see.
540
00:36:09.705 --> 00:36:10.306
OK, great.
541
00:36:10.726 --> 00:36:16.050
Let me like let me talk about like the big lever that I see and how that's going to connect to the thing that you see.
542
00:36:16.651 --> 00:36:22.976
Because if you can draw that connection and get them to see it, then then they there because they still want that problem solved.
543
00:36:23.056 --> 00:36:32.925
That's like the one that they feel every day, like the employee turn, like they feel that intensely, but they don't necessarily feel that like route density or P4P is the problem.
544
00:36:32.965 --> 00:36:33.205
Mm hmm.
545
00:36:33.405 --> 00:36:41.235
Even though you, from the outside, can see like, okay, clearly if these guys are making more money, they have performance incentives, like clearly they would stick around more.
546
00:36:41.375 --> 00:36:52.149
Hey everyone, inside of the book, Copy and Paste Millionaire, I talk about the P for P system being so instrumental to be able to have the business run without you, where your employees are paid based upon how hard they're working.
547
00:36:52.669 --> 00:36:59.711
If this is something you're interested in, this is the perfect time of year to figure out the software that makes this possible automatically.
548
00:37:00.031 --> 00:37:08.374
Within a matter of a minute per employee per day, you can pay your employees based on how hard they work and not based on how many hours they worked.
549
00:37:08.474 --> 00:37:09.034
So go check it out.
550
00:37:09.114 --> 00:37:10.234
PPPsoftware.com.
551
00:37:10.254 --> 00:37:11.655
The first 30 days are completely free.
552
00:37:12.075 --> 00:37:13.875
So you can make sure it's working for your business.
553
00:37:14.035 --> 00:37:18.877
Set up a call with Layel, our support system here, to be able to make sure it's implemented in your business correctly.
554
00:37:19.858 --> 00:37:22.080
That's all I'm really trying to do is just draw that connection.
555
00:37:22.741 --> 00:37:24.163
But it's not like that's going to work every time.
556
00:37:24.183 --> 00:37:27.767
Like you have personalities and every coaching scenario is different.
557
00:37:28.448 --> 00:37:33.995
I think for a lot of the owners listening, their coaching is actually going to happen mostly with their employees and especially management.
558
00:37:34.362 --> 00:37:36.723
Because a lot of times, employees, you might want to get ahead.
559
00:37:37.023 --> 00:37:40.004
You might overlook the fact that they, hey, maybe they don't want this in life.
560
00:37:40.145 --> 00:37:43.326
But when it comes to your manager, you're like, you've got to kind of tell the line.
561
00:37:43.406 --> 00:37:44.947
And I do need to coach you through this.
562
00:37:45.267 --> 00:37:46.767
And I'm going to be a little more hands-on.
563
00:37:47.268 --> 00:37:49.469
And so kind of using that.
564
00:37:50.409 --> 00:38:03.445
For people that are getting a manager, what do you see as some of the downfalls of entrepreneurs or operators handing off to a general manager or handing things off at people that are no longer as technicians?
565
00:38:03.465 --> 00:38:08.171
They are managers, whether it be sales manager, office manager, operations manager, general manager.
566
00:38:08.651 --> 00:38:10.372
What do you see as some of the balls that are dropped?
567
00:38:10.392 --> 00:38:14.633
We've consistently talked about like managing managers a different skill than managing technicians.
568
00:38:15.333 --> 00:38:22.516
But many times we see it take a year or two for someone to kind of figure out that process for themselves and their flavor of leadership and coaching.
569
00:38:22.536 --> 00:38:24.717
I'll use that phrase, their manager.
570
00:38:25.177 --> 00:38:28.978
What do you see as the things that people usually mess up in that phase of kind of being a little messy?
571
00:38:29.899 --> 00:38:33.620
The handoff is certainly messy, especially the first time around.
572
00:38:34.930 --> 00:38:38.474
I think probably one of the main ones is the difference between just delegating and dumping.
573
00:38:38.834 --> 00:38:40.596
So dumping is like, hey, you're the manager.
574
00:38:40.637 --> 00:38:41.477
Here's all your stuff.
575
00:38:41.978 --> 00:38:44.541
Here's some resources that you can watch to learn this stuff.
576
00:38:45.202 --> 00:38:46.543
Good luck.
577
00:38:46.563 --> 00:38:47.244
That's dumping.
578
00:38:47.945 --> 00:38:53.211
Delegating is like, hey, I'm going to hand you routing and dispatching.
579
00:38:53.892 --> 00:38:54.632
I'm going to walk through.
580
00:38:54.652 --> 00:38:55.613
I'm going to show you how to do it.
581
00:38:56.074 --> 00:38:57.255
Okay, we're going to do it together.
582
00:38:57.475 --> 00:38:59.556
And I'm going to correct you whenever you make little mistakes.
583
00:38:59.916 --> 00:39:01.216
And then I'm going to have you do it on your own.
584
00:39:01.237 --> 00:39:01.997
I'm going to watch you.
585
00:39:02.377 --> 00:39:04.838
And then once you do that, I'm going to give you feedback on it.
586
00:39:04.938 --> 00:39:07.199
And then I'll repeat that process if necessary.
587
00:39:07.560 --> 00:39:11.922
So it's like very structured one-on-one training, slow ramp on that one thing.
588
00:39:12.282 --> 00:39:13.923
And then I'm going to go through and do the other thing.
589
00:39:14.403 --> 00:39:20.006
So that's actually delegating because you're actually giving that person the tools and knowledge to succeed at the tasks that you're giving them.
590
00:39:20.386 --> 00:39:22.147
Instead of saying, oh, you're the manager now.
591
00:39:22.187 --> 00:39:24.408
Your job is to take this stuff off my plate here.
592
00:39:24.428 --> 00:39:24.528
Okay.
593
00:39:25.108 --> 00:39:28.089
So I think that's probably the biggest one is the actual handoff.
594
00:39:28.709 --> 00:39:39.911
And looking at it through a different lens, because a lot of times we're just, you know, when you're going into management, you're taking in your prior context of, you know, just working with like your entry level techs.
595
00:39:40.271 --> 00:39:41.091
It's pretty straightforward.
596
00:39:41.111 --> 00:39:46.052
It's like show up, mow the lawns, clock in and out, put it in the notes, clock out for the day.
597
00:39:46.172 --> 00:39:49.013
Like there's not too much in depth that you need to get.
598
00:39:49.073 --> 00:39:51.153
Like there's pretty like simple standards.
599
00:39:51.533 --> 00:39:54.534
But with a general manager, like it's so much more dynamic.
600
00:39:54.954 --> 00:39:56.575
because they're learning how to be a leader.
601
00:39:56.836 --> 00:39:59.158
So they're learning how to manage the employees.
602
00:40:00.078 --> 00:40:02.200
They're learning the software, how to run the business.
603
00:40:02.480 --> 00:40:03.541
They're learning how to do sales.
604
00:40:03.561 --> 00:40:05.042
They're learning how to communicate with clients.
605
00:40:05.403 --> 00:40:17.913
And all of this stuff that you've slowly learned over the last four or five years of growing your business, you have to teach them that stuff, unless you wanna spend five to 10 years of them just figuring it out on their own.
606
00:40:18.213 --> 00:40:21.636
So yeah, I think the handoff is extremely important and kind of,
607
00:40:24.384 --> 00:40:31.269
Like, I know it's tough in business, but like, instead of viewing it as like, oh, easy button, I finally got a manager, they could just take stuff off my plate.
608
00:40:31.709 --> 00:40:33.050
And I'm going to just like disengage.
609
00:40:33.990 --> 00:40:34.971
It's destined to fail.
610
00:40:35.271 --> 00:40:40.935
Putting, I say this to people all the time, it's like putting a manager in place is more work than just doing the work yourself.
611
00:40:41.375 --> 00:40:51.002
That's why a lot of people get trapped into not growing the business, because it's easier just to do that, versus the time and energy to get a manager up to speed and truly train them properly.
612
00:40:51.022 --> 00:40:51.122
Yeah.
613
00:40:51.782 --> 00:41:01.693
So that's a big thing is like if you're going into that management transition, instead of viewing it as like, oh, man, this is like easy mode, view it as like, hey, this is gonna be so much more work.
614
00:41:02.014 --> 00:41:05.658
And I'm going to be doing double time for the next three months getting this person up to speed.
615
00:41:06.038 --> 00:41:11.364
Not only am I going to be doing all my stuff, but I'm going to slow down and take the time to get them up to speed.
616
00:41:12.065 --> 00:41:18.831
Which is going to be annoying for me because I'm like, I could just whip through this stuff in two seconds, but I'm going to spend double the time on it because I have this person shadowing me.
617
00:41:19.191 --> 00:41:20.012
I want them to do it.
618
00:41:20.072 --> 00:41:21.213
I'm going to have them make mistakes.
619
00:41:21.753 --> 00:41:23.895
It's going to take time to recover from those mistakes.
620
00:41:24.495 --> 00:41:28.819
So that's like probably the number one thing is like delegate, don't dump.
621
00:41:29.739 --> 00:41:35.864
And the expectation should be there's a nice long ramp, you know, a 90 day ramp like we talk about.
622
00:41:36.625 --> 00:41:52.996
getting that manager up to speed instead of having the same expectations as we would like a normal tech is like hey we're mowing lawns you trim edge mow and blow here's how you do it within two weeks we need you to be efficient that's pretty cut and dry but with a manager it's like it's so dynamic they have to learn all these different skills
623
00:41:53.636 --> 00:41:58.660
So we kind of have to acknowledge that and realize that we learned those skills over the course of a slow ramp of five years.
624
00:41:59.241 --> 00:42:02.203
I can't expect them to have it all figured out in two weeks.
625
00:42:02.904 --> 00:42:07.168
Like I need to work closely with them for the next three months, give them guidance and support.
626
00:42:07.488 --> 00:42:12.592
And only after that time that I've gone through all these things with them, I've done it for them.
627
00:42:13.053 --> 00:42:13.753
I've done it with them.
628
00:42:13.773 --> 00:42:18.677
They've done it on their own after all that time over nine months that are, excuse me, 90 days.
629
00:42:19.098 --> 00:42:20.279
Then I might make a judgment.
630
00:42:20.759 --> 00:42:28.843
And I'm like, okay, based on the rate at which this person is learning, based on how many times we've gone over these certain topics, do I continue investing in them?
631
00:42:29.463 --> 00:42:30.963
Are they showing improvement and progress?
632
00:42:31.244 --> 00:42:35.245
Or are they still not getting it and I've given them a long, nice, long ramp?
633
00:42:35.565 --> 00:42:36.806
Then you have to make a tough decision.
634
00:42:36.826 --> 00:42:38.667
It's like, okay, do I need to go with a different manager?
635
00:42:39.447 --> 00:42:40.709
Or do I invest more in this one?
636
00:42:41.250 --> 00:42:45.876
But that's the main thing is like really treating it as like, this is not just the easy button.
637
00:42:45.936 --> 00:42:47.898
Like getting a manager in place is more work.
638
00:42:48.279 --> 00:42:49.801
And it's the same thing with growing your business.
639
00:42:49.821 --> 00:42:52.645
Like it's more work to grow your business and hand it off.
640
00:42:53.838 --> 00:42:57.323
But long-term, it gives you the benefit of like, okay, now it runs without you.
641
00:42:57.343 --> 00:42:59.926
So it's more work, but you get the benefit on the back end.
642
00:43:00.247 --> 00:43:01.488
It's the same thing with the manager.
643
00:43:01.528 --> 00:43:09.138
It's like it's more work to get them in place, but the benefit on the back end is like, okay, they can run it and you can go do something else versus what would be easier is just...
644
00:43:09.799 --> 00:43:32.376
throw a manager in place hey here's all the things we do here's some videos on the dashboard watch these um and good because like that's easy but it's not going to work out long term yeah um so travis said that recently which i really loved he says always choose the the hard right over the easy wrong that's good yeah i think the on the other side of building business that can run without you is better valuation
645
00:43:33.769 --> 00:43:35.691
quote, passive income, et cetera.
646
00:43:36.252 --> 00:43:37.734
But it is so hard to get there.
647
00:43:38.315 --> 00:43:43.141
And the thought that you're just somehow going to pass the keys to someone, they're going to do it, even with all the playbooks.
648
00:43:43.381 --> 00:43:47.967
Because it is one thing to train for efficiency versus train to lead.
649
00:43:48.668 --> 00:43:51.211
Training someone to lead is not a two-week, here's your checklist.
650
00:43:51.551 --> 00:43:53.433
That's what you do for a technician, and it works.
651
00:43:53.813 --> 00:43:54.414
Here's a checklist.
652
00:43:54.594 --> 00:43:55.215
Here's your trainer.
653
00:43:55.315 --> 00:43:56.256
We look at every single day.
654
00:43:56.476 --> 00:43:57.157
We have these notes.
655
00:43:57.597 --> 00:43:58.458
Two weeks, let's go.
656
00:43:58.698 --> 00:44:02.102
But training someone to lead can take a very long time.
657
00:44:02.602 --> 00:44:11.531
And so I know recently we've more or less ironed out the three to four month slow handoff to make sure that throughout that entire time, I'm...
658
00:44:12.392 --> 00:44:36.599
reflecting on how I and owner I'm doing I'm reflecting on how the general manager is doing they're reflecting on how I'm doing and then we're communicating throughout the entire time because so many of the times I saw is six 12 months down there's this big blow up and everyone's mad at each other it was misaligned expectations of what I should be doing as the owner and what you should be doing as the general manager it's funny because as I as I say and as you were talking I was like that's somewhat what I did to you
659
00:44:37.299 --> 00:45:02.526
and like lee and to liz i think in parts like i didn't know what the role even should look like i think when you expect someone to step in a role and you think you know what they should be doing you better make sure you be willing to give them time and show them what that good looks like unless you are just sort of like hey i need to go figure this out great now i'm going to give you this space to fail figure things out mess up but if you don't want that mess up to happen you better be giving them a very clear roadmap and a good transition
660
00:45:03.125 --> 00:45:04.546
Yeah, that's exactly right.
661
00:45:04.566 --> 00:45:12.114
Like if you are putting someone in a position and you're, for whatever reason, don't have the bandwidth to guide and support them for that position, you're right.
662
00:45:12.154 --> 00:45:16.198
It's like, okay, you kind of got to budget in time for learning, time for failure, mistakes.
663
00:45:16.899 --> 00:45:19.902
And you've been very gracious with that with like me, Lee and the team.
664
00:45:20.342 --> 00:45:21.544
Yeah, I couldn't agree more.
665
00:45:22.284 --> 00:45:24.527
Like, yeah, true delegation takes work.
666
00:45:25.167 --> 00:45:25.588
It just does.
667
00:45:26.108 --> 00:45:41.379
hmm yeah up front work yeah it's like a healthy body it's so much work in the gym but then once you get there you have the metabolism that yeah you can eat a hamburger and it'll burn it off right yeah yeah and that's that's just the whole mindset uh with business and everything and um
668
00:45:42.099 --> 00:45:55.247
Yeah, I think a lot of times, like, you know, great operators, this is what I see is like, you have great people who it's like the journey is hard, like being steeped in the business for years and wearing all the hats, like it's very hard.
669
00:45:55.847 --> 00:46:00.810
So it's very natural to kind of get disillusioned somewhere along the way, and look for the easy button.
670
00:46:01.410 --> 00:46:09.415
So I guess having the perspective and kind of coming back to the coaching, like talking to someone who's like can kind of bring you back down to earth is like, hey, there's no there's not a finish line.
671
00:46:09.675 --> 00:46:16.439
It's like you're going to hit 800,000 and put a general manager in place and then you can make six figures tomorrow.
672
00:46:17.119 --> 00:46:19.481
It's like there's you're going to have to guide and support this person.
673
00:46:19.501 --> 00:46:24.744
You might go through two or three managers before you actually figure out how to manage the manager.
674
00:46:24.924 --> 00:46:25.705
Yeah.
675
00:46:26.585 --> 00:46:27.966
So I think it's normal.
676
00:46:28.106 --> 00:46:28.626
It's the same.
677
00:46:29.187 --> 00:46:30.547
It's like destination thinking.
678
00:46:30.587 --> 00:46:35.270
It really helps when you're struggling in the moment, but we know that's just not how reality works.
679
00:46:35.310 --> 00:46:40.373
So, yeah, in some ways, you know, it's kind of a tool that I think people subconsciously use.
680
00:46:40.433 --> 00:46:44.175
It's like, man, if I could just get here, like everything will finally get better.
681
00:46:44.195 --> 00:46:46.136
It's like, no, the game just changes.
682
00:46:47.437 --> 00:46:49.618
The goalpost just moves.
683
00:46:50.018 --> 00:46:52.880
So thinking about that and then kind of approaching the,
684
00:46:53.500 --> 00:46:57.566
Managing managers like, okay, this is going to be more work in the short term until I develop the skill.
685
00:46:58.026 --> 00:47:00.369
And once I develop the skill, that's when things get fun.
686
00:47:00.389 --> 00:47:03.213
Because then you know what the expectations are.
687
00:47:03.293 --> 00:47:06.277
You know how you play into that, how to guide and support them.
688
00:47:06.297 --> 00:47:07.839
And you're like, okay, now...
689
00:47:08.760 --> 00:47:13.104
It's basically like as I bring guys up and we've seen owners inside of Augusta do this.
690
00:47:13.164 --> 00:47:16.586
It's like they keep bringing team members up and they almost can't bring them up.
691
00:47:16.766 --> 00:47:17.947
Or can't start locations.
692
00:47:17.967 --> 00:47:20.349
Yeah, they can't start locations fast enough because they have all these guys.
693
00:47:20.489 --> 00:47:23.131
And it's what they've done is they've solved the leadership constraint.
694
00:47:23.431 --> 00:47:26.354
They went through the first two managers, which was like a huge lift.
695
00:47:26.374 --> 00:47:26.534
Yeah.
696
00:47:26.894 --> 00:47:32.783
But then once they got that skill, they have the liquidity because they have all the first few locations that are spitting out profits.
697
00:47:33.264 --> 00:47:37.149
Now it's like, dude, we have all these people trying to come up within the organization.
698
00:47:37.550 --> 00:47:39.954
And now they just they've solved leadership constraint.
699
00:47:39.974 --> 00:47:41.456
They just keep putting people in place.
700
00:47:41.596 --> 00:47:41.796
Yeah.
701
00:47:42.352 --> 00:47:43.273
So awesome.
702
00:47:43.533 --> 00:47:49.718
Well, thank you for coming on for anyone that might have questions about coaching, general managers, and just all the experience that Nick might have.
703
00:47:49.919 --> 00:47:51.960
Feel free in the comments, drop it down below.
704
00:47:52.261 --> 00:48:06.353
I know on behalf of all of Augusta nation though, big thank you to you and really developing the coaching program, but also all the other levels of support you do for the owners is certainly the coach's role of behind the scenes, watching me on stage and the content I'm making.
705
00:48:06.373 --> 00:48:08.575
Like I get a lot of praise, but a lot of backend, um,
706
00:48:08.875 --> 00:48:20.734
the uh the uh little uh what are they uh the paws of the uh not the paws the duck the duck underwater nick is underneath the water making it happen and i appreciate it tremendously awesome thanks thank you