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Welcome to the Blue Collar Nation podcast,

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the podcast dedicated to making the lives

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of home service professionals better now join Eric

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and Larry to talk about all things home service.

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Welcome Eric with Super Tech University.

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Larry is not here today. Larry's on an airplane.

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So he just left me all to my lonesome.

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We are here on Facebook Live

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and we have some of our friends here in the zoom room,

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and we are gonna get into it today.

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So today we're gonna talk about operations a little bit.

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Um, this is something that's near and dear to my heart

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because I'm an operations person at heart

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and obviously owning a business I've had to sell

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and I've had to manage, uh, um, sales forces

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and business development reps and all that stuff.

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But today we're really gonna do is talk about operations

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for about the next 15 minutes or so.

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So, you know, uh, operations are really the heart of,

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of every home service company.

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Yes, of course, we need sales of, we, we need

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to make sure we're getting the phone to ring,

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but at the end of the day, what's gonna keep the phone

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ringing, what's gonna keep the sales going is our ability

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to perform the work in a timely and good manner, right?

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So, um, you know what I've learned over the years,

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I've been in home service since I was 15.

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Uh, I was a technician for decades

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and you know, I've, I've seen a lot of techs come and go.

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I've worked at a lot of different places

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and what I noticed is, is that I've seen a lot

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of technicians of very average ability

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beat out people who were super talented

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because they worked the systems that the company gave,

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and they were consistent in doing so, right?

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I was probably one of those people myself, right?

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I was maybe not the most gifted technician,

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but when a company had a way of doing things and,

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and the bosses had figured out what works

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and what doesn't, I just did what works.

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I did what they told me to do.

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And if I kept doing that well,

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and I got good at that, I could do well over

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and over and over, right?

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The problem is in most of our companies,

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and I owned this company too, right?

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There aren't many written systems.

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A lot of it comes from between the boss's ears, right?

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And then what happens?

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Well, you know, I start a company

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and then I hire a technician, and what do I do?

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That person's my helper

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and I kind of verbally teach them what to do

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as, as we're going.

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And now that person becomes a good technician.

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I was with that person every single day.

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They're, they're doing it how I like to do it.

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And then they get a helper

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and then they teach that helper that way.

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And every single person

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that keeps coming into the company is now getting a

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different version of

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what I had originally trained the initial

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person to do, right?

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So what is that? That's tribal knowledge in a way.

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So instead of having processes

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and systems, now I'm relying on tribal knowledge

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for the way to do it.

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Well, the thing is, is that people will say like, oh,

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you know, I don't have any systems.

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Yes you do. You have, you know,

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however many people in your company.

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If you have 20 people, then you have 20 sets of systems at

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that point because you've created a vacuum for people

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to interpret what the original system was to be, right?

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So I learned later on in life that I needed

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to fill the gap and I needed to make sure

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that everybody was doing it the way that we all want

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to do it as a best practices.

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And we'll talk about that in a second.

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So if you think about it, a system is just a group

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of working parts that we put together in some sort

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of order, right?

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And we can figure out like, well, what does that look like?

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How is the best way to put them together?

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And really it's just a process flow. What do we do first?

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What do we do second? What do we do

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third, what do we do fourth?

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Do we keep moving and moving and moving forth, right?

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So, you know, I was

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way too far into my business than I cared to admit

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before I started building systems.

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And I think a lot of other people can relate

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to this too, excuse me.

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But I think

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by the time I started really getting serious about building

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systems, I probably had somewhere between 17

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and 20 employees.

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And the problem with that is then it's much easier

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to build systems when it's just you

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and you write everything down,

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or you have just a couple people.

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And the more people you get,

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the more habits I have to break, right?

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So what I did was I realized I couldn't just impose my will

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on everybody, right?

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I couldn't just tell them like, this is how we do it.

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You know, because this is how I did it when I

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was in the field or whatever.

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By this point, I have all these people working there,

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so now I have to up with systems.

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So let me tell a quick story about

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how I built the first system.

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In our cleaning and restoration company.

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We used to take a dump trailer

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to the dump every day from all of the water damage jobs

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that we had done the day before.

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We had a dump trailer full of bags

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of wet drywall and it had to go to the dump.

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And every single day nobody wanted to go to the dump.

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Especially my older technicians,

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they thought it was kind of beneath them.

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So they would always pick some new person

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and I could hear them saying, oh,

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bangle left at the seven 11

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and go over here, and this and that.

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And every day it was drama.

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And finally I got fed up

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and I asked my office manager, Leslie, if she would then

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just go take her phone and take videos and take pictures

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and a notebook and write all of it down

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and let's build a system.

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So the next day she went to the dump

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and with, you know, my number one technician, the person

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who had been with me the longest, I said, okay,

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can you please take Leslie through the best way

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to do a dump run with a dump trailer?

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So Leslie went,

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and the following afternoon she came in

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with this nice three ring binder.

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It had a map, it had which truck you take

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and how to, it had, you know, a video and,

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and then pictures of how to hitch up the trailer

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and how to get there and how to pay and how to come back.

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And then we took that

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and I said, okay, well we'll take whoever's the newest

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or most inexperienced, give them the binder

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and have them do a dump run with nobody's help.

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And sure enough, this young gentleman who I think had been

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with us for like two weeks was back in 30 minutes,

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no phone calls, no drama, no nothing.

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And I realized I can do this over and over

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and over and over,

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and if I do that, everything in my business gets easier.

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And most of us, it just takes us way too long

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to figure this out, right?

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And once I had built that first system, I was hooked.

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I was like, if, if, if I can make majority

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of the things in my life easier by doing this, then I need

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to invest my time, energy,

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and effort into doing that, right?

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So then what I had to do is what I, I gotta get buy-in.

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I gotta get buy-in from the rest of the team who's used

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to doing things how they want to do it.

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So because I had so many people, not that 20 people's a ton,

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but it's enough that it's, you know, hard to get everybody

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to wanna do the same thing.

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I started having meetings about individual things.

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So I started, I started trying to, at first I, I was like,

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okay, I'm gonna like take post-it notes

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and go all over this whole wall of like

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every single thing we do in our business

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and have it in perfect order.

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And I realized like, number one, I'm probably way too a DD

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to ever pull this off.

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Two, I'm getting paralyzed

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'cause this just seems impossible to me.

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So then I came up with a system where I was like, okay,

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this is how I'm gonna build systems, two criteria,

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whatever's causing me the most grief.

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So whatever's p*****g us off the most,

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or whatever's costing us the most money,

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we go fix those things first.

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So then after the dump trailer,

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dump trailer is causing me grief,

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it was just irritating me every day.

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So we fixed that. So now I looked at the next thing, okay,

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what's the next thing that's either costing me the most

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money or making me the, all of us the most upset?

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Then we sat it down, sat everybody down

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who would be involved in this job

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and say, okay, we're gonna try to come up

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with the best practices within our company

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to build a system to do this, right?

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So at the end of the day, everybody's gonna have input,

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but that doesn't mean that exactly the way

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that you do it will be the way that we're all gonna do it.

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In the end, we're going to come to a consensus,

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but at the end of the day, I'm the final decision maker.

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So sure enough, we go

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and we've kind of had a meeting, we built what we,

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a rudimentary system,

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and everybody went out in the field for the next two weeks

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and try to do it that way over and over and over.

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And then we'd have a meeting once a week to make tweaks.

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And then once we had come to a consensus,

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meaning the majority of us believed

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that this was the best practice, then we put

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that system in play.

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Here's the hard part. Excuse me guys, I'm a cold.

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Um, just

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because you've built the system doesn't mean the system's

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gonna get got done every day.

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The hardest part of building systems is implementing them.

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And the hardest part of that is being patient enough

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to not move on to building the next system until

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every single person in your company does that system

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the same way every single time.

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That first year that I decided to build systems,

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I believe we put in roughly

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eight systems in the first year.

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So we fully integrated into our company

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only eight things over a 12 month period.

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And that sounds so slow, right?

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That sounds so incredibly slow.

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But because we had used the criteria of

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what makes us the angriest

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or what costs us the most money, those eight things

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that we implemented, so what are we looking at?

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Like six, seven weeks per per implementation.

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Um, they fixed like 70

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or 80% of the drama that we had, right?

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They, they fixed, it's that like Pareto's principle, right?

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80 20, they, they fixed like almost 80% of the problems

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that were in our business.

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And then all of a sudden what happens?

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Everybody's happier clients are getting a better experience

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because we're offering a better service.

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Everybody's doing it the same way so

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that we can actually get better at it, right?

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We can actually improve because we're all working off the

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same script basically,

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and all of a sudden we're getting buy-in.

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Now, the issue is, is most of us are impatient.

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I'm a super impatient person by nature.

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Uh, I like things to be done like right now or,

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or ideally yesterday, but I had to slow down.

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Sometimes it's that whole saying like, slow is smooth

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and smooth is fast, right?

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I just kept going out in the field.

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I kept checking on, I was doing ride-alongs.

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I'm checking on people to make sure

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that they're working the system.

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I'm, I'm creating process flows that are going in vans

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and going on phones so

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that they can work the system them, excuse me.

257
00:11:48.085 --> 00:11:49.145
And then I had to be patient.

258
00:11:49.925 --> 00:11:52.025
But the thing is, for us as operators,

259
00:11:52.085 --> 00:11:54.125
if we wanna be really good at what we do,

260
00:11:55.515 --> 00:11:56.935
that's what we, that's what it takes.

261
00:11:57.155 --> 00:11:59.055
And, and the reality is, for a lot of us,

262
00:11:59.165 --> 00:12:00.935
this is a huge opportunity

263
00:12:01.075 --> 00:12:02.495
for a whole bunch of different reasons.

264
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Number one is most

265
00:12:05.135 --> 00:12:07.695
of our competitors probably aren't taking the time

266
00:12:07.715 --> 00:12:11.415
or energy to build out systems this way.

267
00:12:12.375 --> 00:12:16.115
So they're creating inconsistent results

268
00:12:16.765 --> 00:12:18.515
which show up in your Google review,

269
00:12:18.545 --> 00:12:19.915
show up in your Yelp review,

270
00:12:20.025 --> 00:12:22.395
show up in your average ticket show up in

271
00:12:23.035 --> 00:12:24.115
employee turnover, right?

272
00:12:24.115 --> 00:12:26.235
It shows up in all these different ways in our business

273
00:12:26.235 --> 00:12:27.515
that usually are negative.

274
00:12:28.335 --> 00:12:31.075
The other thing is, is that I'm actually building a business

275
00:12:31.185 --> 00:12:33.275
that me as an owner

276
00:12:33.375 --> 00:12:36.925
or maybe even as a, a general manager, that a,

277
00:12:37.355 --> 00:12:39.165
it's less dramatic, right?

278
00:12:39.425 --> 00:12:42.005
So I, I have time to actually work on trying

279
00:12:42.005 --> 00:12:45.085
to build the business opposed to putting up fires all day.

280
00:12:45.785 --> 00:12:49.665
But also I'm creating something that if I ever do want

281
00:12:49.685 --> 00:12:53.105
to sell or if I ever want to just get more free time,

282
00:12:54.465 --> 00:12:58.675
that I'm, I'm creating systems so that everybody can kind

283
00:12:58.675 --> 00:12:59.995
of run that business without me.

284
00:12:59.995 --> 00:13:02.795
And that was my goal. I mean, look, I'll be fully honest,

285
00:13:03.375 --> 00:13:06.475
the only reason I ever started home service business is

286
00:13:06.475 --> 00:13:08.895
because I'm a ski bum at heart

287
00:13:08.895 --> 00:13:10.695
and I just wanted to ski during the day.

288
00:13:11.335 --> 00:13:14.255
I wanted people to go do the work and make money

289
00:13:14.435 --> 00:13:16.575
and, you know, I could kind of run it from afar

290
00:13:17.435 --> 00:13:21.015
and I just wanted to like live out my dream of, you know,

291
00:13:21.115 --> 00:13:22.255
not ski every single day.

292
00:13:22.255 --> 00:13:24.495
But like, if I wanted to leave on a Tuesday for three hours

293
00:13:24.595 --> 00:13:27.535
to go skiing, I, that was my goal, right?

294
00:13:28.085 --> 00:13:30.855
That was really the whole impetus for taking the risk.

295
00:13:31.275 --> 00:13:32.615
And look, it took me years

296
00:13:32.835 --> 00:13:35.335
and years to ever be able to leave and go do that.

297
00:13:35.915 --> 00:13:39.055
But that was, to be honest, really my goal

298
00:13:39.075 --> 00:13:40.815
and how many of us start a business

299
00:13:41.715 --> 00:13:43.495
and we never reached that goal.

300
00:13:43.675 --> 00:13:46.215
You know, by the time we sold, I was only working,

301
00:13:47.875 --> 00:13:51.255
I don't know, a couple hours a day, maybe,

302
00:13:52.115 --> 00:13:54.185
maybe five hours a week, an hour a day,

303
00:13:54.285 --> 00:13:55.425
I'd go into a morning meeting,

304
00:13:55.895 --> 00:13:57.305
make sure everybody was doing well.

305
00:13:57.945 --> 00:13:59.465
I did spend a lot of time on the phone

306
00:13:59.485 --> 00:14:02.105
and stuff with managers and, and I would come in and train,

307
00:14:03.045 --> 00:14:05.905
but, um, it took me a every way too

308
00:14:05.905 --> 00:14:07.185
long to get to that point.

309
00:14:07.805 --> 00:14:10.905
But most of us never get to that point, right?

310
00:14:11.525 --> 00:14:13.935
So, you know, it,

311
00:14:13.955 --> 00:14:16.215
and it served everybody, it made it better

312
00:14:16.235 --> 00:14:19.495
for the technicians because they knew

313
00:14:19.495 --> 00:14:20.855
what was expected of them, right?

314
00:14:20.855 --> 00:14:24.975
When once we systematize our operation, they know that

315
00:14:24.975 --> 00:14:26.335
as long as they work the system,

316
00:14:26.405 --> 00:14:28.255
they can't get in trouble, right?

317
00:14:28.285 --> 00:14:30.215
It's when they deviate from the system,

318
00:14:30.835 --> 00:14:32.455
that's when the problems start, right?

319
00:14:32.515 --> 00:14:34.495
So they know how to win at work now,

320
00:14:34.545 --> 00:14:36.055
which makes them more comfortable.

321
00:14:36.595 --> 00:14:39.055
We all know that when they get frustrated

322
00:14:39.075 --> 00:14:41.135
or they feel like they're under appreciated

323
00:14:41.275 --> 00:14:43.615
or things are hard every day at work,

324
00:14:44.325 --> 00:14:46.855
they start thinking like, maybe I wanna work somewhere else.

325
00:14:47.115 --> 00:14:48.535
And we don't want that.

326
00:14:48.565 --> 00:14:51.805
It's hard to get good technicians in any trade right now.

327
00:14:52.065 --> 00:14:54.805
So I wanna, I wanna try to create an environment where

328
00:14:55.875 --> 00:14:59.285
they can thrive and feel like they're winning at work

329
00:14:59.385 --> 00:15:01.685
and wanna stick with me longer

330
00:15:02.105 --> 00:15:03.845
or hopefully for a very long time.

331
00:15:04.385 --> 00:15:05.845
The next thing is the client wins.

332
00:15:05.985 --> 00:15:09.285
The client feels, especially clients who are having

333
00:15:09.795 --> 00:15:10.925
same service done over

334
00:15:10.925 --> 00:15:12.965
and over, like we, we had a carpet cleaning division.

335
00:15:13.625 --> 00:15:15.405
So when every year

336
00:15:15.505 --> 00:15:17.485
or every six months when they're getting their carpets

337
00:15:17.485 --> 00:15:19.125
cleaned, and I'm sending people over

338
00:15:19.265 --> 00:15:20.325
who aren't the same people,

339
00:15:20.465 --> 00:15:22.005
but they're doing it the same way,

340
00:15:22.025 --> 00:15:23.445
and the the result is the same

341
00:15:23.465 --> 00:15:26.125
and the service experience is the same,

342
00:15:27.035 --> 00:15:28.205
that feels good to them.

343
00:15:28.735 --> 00:15:30.165
Right now I'm creating that.

344
00:15:30.825 --> 00:15:34.535
So look, you know, as far as operations goes,

345
00:15:36.365 --> 00:15:40.685
all of us say that we're too busy or too overwhelmed

346
00:15:40.945 --> 00:15:43.125
or don't have the time or don't have the resources

347
00:15:43.125 --> 00:15:47.135
or whatever to start systematizing our business.

348
00:15:47.355 --> 00:15:49.495
And look, I did that for years.

349
00:15:50.335 --> 00:15:53.255
I always had an excuse not to start building out systems.

350
00:15:54.075 --> 00:15:55.575
But once I started doing it,

351
00:15:55.595 --> 00:15:57.895
and I started to see some progress

352
00:15:57.915 --> 00:16:00.655
and started to see like why people talk about this.

353
00:16:00.845 --> 00:16:02.975
Look, I had read the E-Myth like four times

354
00:16:04.405 --> 00:16:06.945
before I ever built my first system.

355
00:16:07.225 --> 00:16:09.665
I was in a coaching group with Howard Partridge

356
00:16:09.665 --> 00:16:12.385
where he had been preaching building systems forever.

357
00:16:13.285 --> 00:16:17.225
And I just always had an excuse why I couldn't or didn't.

358
00:16:18.015 --> 00:16:21.835
And once I experienced enough pain, I started doing it.

359
00:16:22.695 --> 00:16:25.515
And then all of a sudden I was like,

360
00:16:25.665 --> 00:16:27.675
this is the best thing ever, right?

361
00:16:27.735 --> 00:16:30.155
And, and I saw that it wasn't just helping me,

362
00:16:30.215 --> 00:16:32.035
it was helping everybody

363
00:16:33.215 --> 00:16:35.025
that had anything to do with our company.

364
00:16:35.285 --> 00:16:38.305
So, look, I don't wanna go on and on and on

365
00:16:38.305 --> 00:16:40.105
and on about the virtues of systems,

366
00:16:40.365 --> 00:16:45.025
but I would say everybody on this,

367
00:16:45.285 --> 00:16:46.545
on this podcast today

368
00:16:46.545 --> 00:16:47.745
or on this Facebook live,

369
00:16:47.775 --> 00:16:49.585
like start taking a look at your business

370
00:16:50.245 --> 00:16:53.725
and asking yourself, like, do I have enough systems?

371
00:16:54.105 --> 00:16:56.965
Can I take a, you know, could I take a three week vacation

372
00:16:57.185 --> 00:16:59.605
and have everything go pretty smooth, right?

373
00:16:59.665 --> 00:17:03.265
Not perfect, but could I leave, could I, you know,

374
00:17:03.755 --> 00:17:04.985
could I get injured

375
00:17:05.085 --> 00:17:07.545
and then my business still run without me?

376
00:17:07.545 --> 00:17:09.105
Because everybody knows how to do

377
00:17:09.105 --> 00:17:10.865
what the same things I know how to do.

378
00:17:11.415 --> 00:17:12.505
Like, those are the things

379
00:17:12.505 --> 00:17:15.065
that make a business much more bulletproof

380
00:17:15.725 --> 00:17:17.745
and much more fun to work in, to be honest.

381
00:17:18.005 --> 00:17:20.545
So if, if you're like me

382
00:17:20.565 --> 00:17:22.425
and you spent, you've spent way too many years

383
00:17:22.685 --> 00:17:26.395
or way too much time not doing these things, just

384
00:17:27.225 --> 00:17:30.365
sit down for a moment and say like, what is the one thing

385
00:17:30.385 --> 00:17:32.045
that's costing me the most money?

386
00:17:32.935 --> 00:17:36.315
And just go build one system, right? It's easy.

387
00:17:36.315 --> 00:17:38.395
Like just build one, right?

388
00:17:38.425 --> 00:17:41.035
What if you fix that one problem, the one thing

389
00:17:41.155 --> 00:17:43.705
that costs you the most money, all

390
00:17:43.705 --> 00:17:46.345
of a sudden you're just like, that wasn't so bad.

391
00:17:46.485 --> 00:17:48.985
And yeah, okay, that took me a month to get that done.

392
00:17:49.265 --> 00:17:52.045
But like, now look at the result like, we're saving money.

393
00:17:52.935 --> 00:17:54.985
Okay, well then what's the next thing

394
00:17:54.985 --> 00:17:56.625
that's either costing you the most money

395
00:17:56.685 --> 00:17:58.345
or causing everybody grief?

396
00:17:58.895 --> 00:18:02.105
Then fix that one thing. Like there's no timeline for this.

397
00:18:02.105 --> 00:18:06.105
There's no, there's no, like, you have to do this.

398
00:18:06.585 --> 00:18:08.585
'cause obviously most of us have operated

399
00:18:08.725 --> 00:18:12.565
for years without doing it at all, but it becomes addictive.

400
00:18:12.835 --> 00:18:17.585
Like once we see the result of just that one action

401
00:18:17.585 --> 00:18:20.705
that we took, everything starts to improve,

402
00:18:21.355 --> 00:18:22.825
everything starts to get better.

403
00:18:22.885 --> 00:18:24.305
And yeah, it requires patience

404
00:18:24.305 --> 00:18:25.865
and it's a pain in the butt to do it.

405
00:18:26.925 --> 00:18:31.135
But the thing is, is that once we get some momentum,

406
00:18:31.925 --> 00:18:33.455
then we wanna do another one,

407
00:18:33.675 --> 00:18:35.215
and then we wanna do another one.

408
00:18:35.235 --> 00:18:37.055
And then when we see that our people

409
00:18:37.995 --> 00:18:39.335
are liking the structure,

410
00:18:39.335 --> 00:18:41.335
people always push against new things.

411
00:18:41.715 --> 00:18:44.815
We know that like people don't like change, people like

412
00:18:44.815 --> 00:18:46.335
to do things the way they were doing.

413
00:18:46.885 --> 00:18:48.175
Look, a big part

414
00:18:48.195 --> 00:18:51.295
of employing systems when you have people already is you

415
00:18:51.295 --> 00:18:52.575
have to sell them on it.

416
00:18:52.915 --> 00:18:54.975
You have to sell them on why it's necessary.

417
00:18:55.475 --> 00:18:58.495
You have to sell them on what the benefits are for changing,

418
00:18:58.965 --> 00:19:01.295
because if they're just used to doing it their way,

419
00:19:01.885 --> 00:19:04.215
they're gonna push back on you, right?

420
00:19:04.835 --> 00:19:06.815
So yes, you're gonna have to do a bit

421
00:19:06.815 --> 00:19:09.615
of a sales job internally to get people doing it,

422
00:19:09.675 --> 00:19:10.935
but once they're doing it,

423
00:19:10.935 --> 00:19:13.175
and once they get adapted to the new way

424
00:19:13.435 --> 00:19:17.045
and it, it makes their life easier, they're all on board.

425
00:19:17.065 --> 00:19:19.645
And now you start selling 'em on, Hey, now that we fix that,

426
00:19:20.135 --> 00:19:22.285
we're gonna start fixing the next thing.

427
00:19:22.865 --> 00:19:25.925
So look, these Facebook lives aren't meant to be an hour

428
00:19:25.985 --> 00:19:28.605
of me, me ranting on one topic for,

429
00:19:28.905 --> 00:19:30.885
you know, on and on and on.

430
00:19:31.635 --> 00:19:33.935
But what I would say is take a moment

431
00:19:33.945 --> 00:19:37.535
after this sometime today, sometime tomorrow, and sit down

432
00:19:37.555 --> 00:19:40.255
and, and if you're not completely systematized,

433
00:19:40.275 --> 00:19:41.935
or even if you are systematized,

434
00:19:41.955 --> 00:19:43.695
but there are still things in your business

435
00:19:43.695 --> 00:19:47.175
that aren't ideal, start asking yourself,

436
00:19:48.165 --> 00:19:49.455
what could I do to fix it?

437
00:19:49.565 --> 00:19:50.895
What could I do to change it?

438
00:19:51.275 --> 00:19:53.415
And look, you might not be a systems person,

439
00:19:53.555 --> 00:19:55.895
but I bet you there's somebody in your office

440
00:19:56.465 --> 00:19:58.015
who's better at it than you, right?

441
00:19:58.255 --> 00:20:02.495
I pulled in Leslie, Leslie had the makeup

442
00:20:03.355 --> 00:20:05.535
to be super detail oriented.

443
00:20:05.915 --> 00:20:07.135
I'm a big picture person.

444
00:20:07.355 --> 00:20:09.695
So building systems for me was not easy

445
00:20:09.695 --> 00:20:13.135
because I just wanted to think in big terms.

446
00:20:14.165 --> 00:20:17.545
She would sit there and go nitty gritty step by step.

447
00:20:18.045 --> 00:20:19.625
So I would come up with the idea

448
00:20:19.845 --> 00:20:22.425
and then she would facilitate making that happen,

449
00:20:22.525 --> 00:20:24.625
and then I would start selling the team on it.

450
00:20:25.085 --> 00:20:27.065
So it doesn't have to be you either.

451
00:20:27.165 --> 00:20:29.625
If it's not your skillset, if it's not the thing

452
00:20:29.625 --> 00:20:31.265
that you are awesome at,

453
00:20:32.175 --> 00:20:34.065
there's probably somebody in your

454
00:20:34.065 --> 00:20:35.225
company that could help you.

455
00:20:35.945 --> 00:20:37.635
There's probably somebody there

456
00:20:37.635 --> 00:20:39.155
that loves these kind of details.

457
00:20:39.255 --> 00:20:43.705
So guys, um, I would just say kind of a,

458
00:20:43.785 --> 00:20:45.345
a shout out to everybody today

459
00:20:46.005 --> 00:20:47.605
as you leave this Facebook Live

460
00:20:47.605 --> 00:20:50.985
or this podcast, think about one thing

461
00:20:50.985 --> 00:20:52.825
that isn't going ideal in your company

462
00:20:53.685 --> 00:20:56.865
and start working on building a system to improve it.

463
00:20:57.285 --> 00:21:00.385
And then hopefully everybody sees the benefits of that

464
00:21:00.885 --> 00:21:02.105
and then move on to the next one.

465
00:21:02.285 --> 00:21:03.505
So everybody, thank you

466
00:21:03.505 --> 00:21:05.145
for giving me 20 minutes of your time.

467
00:21:05.905 --> 00:21:07.265
I hope that added some value.

468
00:21:07.425 --> 00:21:09.865
I hope if nothing else, it at least got you thinking about

469
00:21:09.865 --> 00:21:13.025
your business and how your operations could get better.

470
00:21:13.765 --> 00:21:17.905
And, uh, I just, I wish for everybody to just see the vision

471
00:21:17.925 --> 00:21:19.545
of what systems can do for you

472
00:21:20.045 --> 00:21:22.385
and then just start slowly working on them.

473
00:21:22.485 --> 00:21:25.225
So anyway, thanks everybody. Appreciate it.

474
00:21:25.225 --> 00:21:26.705
Have a wonderful week and we'll

475
00:21:26.705 --> 00:21:27.945
we'll see you back here next week.

476
00:21:29.245 --> 00:21:32.315
Thank you for listening to the Blue Colon Nation podcast.

477
00:21:33.095 --> 00:21:35.595
For more information about Eric and Larry

478
00:21:35.735 --> 00:21:37.235
and Super Tech University,

479
00:21:37.615 --> 00:21:40.635
please visit us at super tech u com.

480
00:21:40.865 --> 00:21:44.035
That is Super Tech U, the letter U.