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Welcome to the Blue Collar Nation podcast, the podcast

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dedicated to making the lives of home service professionals

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better. Now join Eric and Larry to talk about

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all things home service.

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Okay. Well, hello everybody. Larry and

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Eric, and all kinds of amazing people here

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on the Super Profit Community Live

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that we have every Tuesday afternoon, and we've got some great information that's

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happening here. Eric's gonna be sharing wonderful

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things about working with your team.

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And,

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we had these situations come up. We'd have this great guy working for us, great

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person, and we'd promote them 'cause they were so good,

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and they were good at the task, they weren't good at leading.

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And it would blow up, and we'd lose our best tech 'cause they wouldn't

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last, and then we'd lose that position that we moved them into.

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So it was a bit of a challenge, and Eric came up with

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a great solution, which he's gonna go over today. Eric, how are you, man?

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I'm good. I'm good. We are gonna talk about-

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Wonderful

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... training and hiring middle, middle managers or service

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managers, so, yeah. Look, it's, it's

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super, super important as we get bigger to

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have competent and caring management team.

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You know, the owners, we can't do everything ourselves.

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We try to, often, too often, right?

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And we, we don't build a sc- build a scalable business because we c- become the

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bottleneck. So as we start to

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increase in size and volume, we start to need people to help us

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manage the team, especially in the field.

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And,

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you know, I'd like to start the whole thing, Larry, with a painful story from you

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and I. We had our best technician, and, he was an awesome

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guy, and we felt very...

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I think we felt like we owed him something in a way 'cause he was so loyal and, and

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helped us get our business off the ground.

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So when it came time for us to meet our first

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kind of field manager, service manager, we felt

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that it was the right thing to do to put, give him the opportunity to do

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that. Well, being new to this, we

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didn't train him for that. We didn't really think too much about his

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personality and how that might affect his ability to do the

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job or, or didn't give him any training on how to lead or

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manage people. And we threw him in there and said, "You're the boss." And he

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was all excited 'cause he got a new title and, you know, some more

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money. And it blew up in our face

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very, very very quickly because, in retrospect,

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we were doing that out of a sense of loyalty, not out of a sense of is he

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a good fit for this job. And I didn't train him.

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I just threw him in. Just like, "Yep, I got things to

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do. Go get them, tiger. Make it happen,right?"

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And

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then what happened was he wasn't the right person for the job, so he's miserable,

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and he doesn't know what to do because I haven't trained him, and the team's

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miserable because they're not being led well.

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And next thing you know, you run the risk of ruining your culture,

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which you and I put a lot of time and energy and effort into.

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And now I've taken my absolute best technician, and they're

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miserable, and I'm gonna have to let them go from that position.

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And as probably everybody kind of knows here, once you

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have moved up-

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You don't move back

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... it's very str- y- you don't move back, right?

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And, and to his credit, he stuck with us.

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He didn't, after we moved him back to being a tech, he did

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not quit, but it was never the same again.

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The level of loyalty, the level of commitment from him, he was

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hurt, and, and we were too. And

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I'm sure that we're not the only person on this Facebook Live that's had this

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happen, right? Like, this is common.

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And, so you and I, we might've made that

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mistake one more time, one more time, and then we figured it out, right?

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So not, not the quickest learners, but-

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Two times

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... we had to start-

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I wouldn't say though

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... we had to start figuring out

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how do we do this the right way, right?

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So

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what we started doing is we leaned on DiSC, right? Larry and I used...

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We, we learned the, the t- the tool of DiSC for, you know...

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Look, you could use DiSC, you could use Culture Index, you could use Wonderlic.

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I mean, there's M- Myers-Briggs. There's a whole bunch of them.

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We chose DiSC. And the first thing we had to

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overcome was the classic mistake of putting the wrong person on the

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wrong seat on the bus, right, which is what we had done twice.

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And so now we were, like, identifying what type of person is

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a good service manager. What traits do they need?

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What, what kind of comes naturally, and is it within their

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skillset to do? So that the first thing we started

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doing is putting a job description together that also had a

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component of how their wiring had to be.

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The next thing we started to do was create a training

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program for a new manager, right? And we're gonna tr- start that training

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program before they become a new manager so that they can

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step into that job having at least a, a

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chance of succeeding, right? And too many of us don't do that.

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Like, we just throw them in and go, "Good luck.

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I hope you, I hope you know how to swim," right?

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"We just threw you in the deep end." So

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what, what I did

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was

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I went and bought a whole bunch of copies of John Maxwell's Leadership Gold,

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which I love that book for home service. It's, it's short chapters.

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They're like five or six pages, right?

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It's got like 26 chapters, if my memory is correct.

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So I could teach a small lesson over a period of time each

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week. And I just, I just created like

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a leadership academy, and I said to everybody in the company,

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"Hey, anybody that wants to become a manager here is gonna have to go through

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this program." Right? "So I'll be here every Wednesday night from," I can't

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remember, "5:30 to 6:30," or something like that, "after

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work." I said, "I'll give you a book.

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This is not mandatory. If anybody doesn't wanna come or be a manager,

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that's totally fine."And, you know, it's gonna be on your own

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time and your own dime. Now, granted, you gotta check to see if that's legal in

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your state or whatever, but, like, my whole thing was you have to show me

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that you're invested

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in yourself enough to grow. Right?

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So it was really interesting. So we had, I don't know, 20 people

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in the class probably that thought they would... wanted to be manager.

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And as we started to have these small discussions, that I'm only

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donating an hour a week of my time, right?

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But I'm teaching and kinda trying to weed out who are the people

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who actually could be managers here.

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And it was so interesting because they hadn't had the

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job yet, and all of a sudden I'm getting people coming in my office going,

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"Hey, boss, I don't think I wanna be a manager.

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Can I just stop going to the Wednesday night class and go back in my truck?

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'Cause I think that's where I'd be best suited." Absolutely.

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No problem, right? I just circumvented losing

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somebody.

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Best... That's made one guy. Yeah.

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Right. Yeah. I... Yeah, it cost me, you know, $10,

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right? And it, not all the heartache of trying to put you in early.

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And what was so interesting was

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the people who tended to be my best technicians were the ones saying, "I don't

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think I wanna be the manager. I don't think that's gonna make me happy."

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And then some of the people who I were ki- I was kinda like, yeah, you know,

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maybe not the greatest tech I've ever had, but guess what?

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As soon as we started leadership training, they were the ones who were getting it.

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They were the ones who were like, "I wanna lead people.

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I wanna do this." And that

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one thing that we did, which I did for years, it just...

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I just kept repeating it. As the book would end, I'd start it again.

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And, that created an entire group of

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people who ended up becoming our management team.

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And, it was a great way to weed them out without

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losing people. Just we all know, once you have somebody,

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especially someone you like, who's done an awesome job for you, the last thing you

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wanna do is put them in the wrong position and then lose, you

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know? The person that I was talking about earlier, been with us for years.

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He was, like, amazing. We didn't wanna lose that guy,

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right? So yeah, the classic mistake that I think most of us make is

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we just throw them in the deep end of the pool and expect them to know how to

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swim.

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Larry?

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I think part of,

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two things. You gotta be able... You gotta add time

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into training somebody. You promote someone to a manager doesn't mean...

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It takes sometimes more training than for a technician, because you can have a

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built-in system. You do that over and over.

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Training management is something different, and you training leadership is not as

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easy. Granted, you can share books and send them away to school, but there's

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nuance 'cause you have to work with them.

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Yeah.

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And also... Go ahead.

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No, no. You go ahead. Go ahead. Finish your thought.

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No, that's, that's was something, the class that you had

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when you were trying to show people they could be managers, some of the

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guys that said they're not gonna be good at it, Cole,

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Jaime, years later they started their own

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company because they learned from that book and the things that we

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taught them over here. They weren't ready at that point in time, but they would've

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been better... ready for it in the future.

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So you're planting seeds

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by introducing these concepts to your team.

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Yeah.

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And that makes a big difference.

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Yeah. The, the, the other thing that I think about when I think of that

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is just I have a friend who is a

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high-level executive at a Fortune

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50 company, right? Huge company. And

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he and I were riding a chairlift skiing one day, and we were talking about managing

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people, and he manages lots of people.

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And he said, "Eric, my career took off the day that I realized that my job was to

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train people. That wasn't an interruption to my real job.

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My real job was training people," right?

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Yeah.

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So he just recognized that, like, you know, we all have it.

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You know, like, I see Jordan's here.

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Jordan walks into my office and is like, "Hey, hey, Eric.

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I need to know how to do this," and right. And I'm like, "Oh, man, I'm...

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You're interrupting what I'm doing so I could train you," right?

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But the reality is my job as a leader

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or an owner is to train, you know, Jordan or

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Larry or Christie or whomever, right? Or...

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And

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the sooner that we can all get our head around that we have to leave, like Larry

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said, a certain percentage of our work time to

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training, the faster we get better, right?

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Because-

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Yeah

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... what's the alternative? We keep going through people.

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Well, that's super time-consuming too, and it's more costly.

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So also-

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Yeah

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... you're training the people to do your tasks.

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If they're management-

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Right

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... in their position, they're taking some of the tasks you would

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expect-

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Yeah

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... you know, taking some-

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Look, I mean, uh-

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... of the work off of your plate.

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We, we had three main managers. We had a cleaning department manager, a restoration

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manager, and an office manager. If you added the amount of

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time I spent with those three people over the years to get them

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to just be able to run on their own, like, you'd be like, "Wow, that's a lot of

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time." But as soon as we got there, or even some version of

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that, they're saving me time every single day.

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You know, I had to front load my effort to get all the

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ease later on. And sadly, I think a

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lot of us

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don't do that. We just always find a reason to be busy,

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or that we're too busy to train, right?

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So yeah, I think part of it's just our wiring too as entrepreneurs.

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We just wanna go, go, go, go, go.

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Yeah.

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And, you know, what's the saying, Larry?

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Slow is smooth and smooth is fast,

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right? I'd rather slow down-

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And you start slowing down, everything goes better

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... do it right. Yeah. So, yeah, I think having some sort of

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internal training program is pretty, pretty crucial.

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Um, you know, some of the books that I like, like I said, Leadership

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Gold, anything by Zig ZiglarUh, Dane

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Ramsey has EntreLeadership. Great book, right?

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Howard Partridge has the Five Secrets of Phenomenal Business.

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Awesome book for this, too, right?

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Um, and then, you know, obviously you can go on YouTube or

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whatever. There's all kinds... There's no shortage of, of training.

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Shameless plug, we have service manager leadership training videos

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at Super Tech University on- once a week for

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somewhere between five and 10 minutes to go over a lot of the same lessons that I

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was giving with our team live. Um, I like to think those

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are good, Larry, so.

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Yeah.

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And, you know-

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No, they are good

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... I mean, look, I, I lived it. I've been in home services since I was

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15, starting as a technician, and I was a service manager for many, many

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years, and then an owner. So, like, if nothing else, I've walked the

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walk. Doesn't work.

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Yeah.

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I know, I know what the guys are up against, coming both from management

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and from the technicians. 'Cause that's the thing with a service manager, that

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person has to be willing

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to kinda be the bad guy in both directions, right?

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They're getting in trouble with the owners 'cause it's not going perfectly, and

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then the technicians feel like they're getting thrown under the bu- Like, the

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service manager's stuck in the middle.

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It's a little bit of a thankless job, and that person has to be trained to

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understand that that's their role, right?

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Their role is the buffer

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between the office and the field in, in many ways, right?

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So,

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you know, Larry, we, we can... I got about five minutes before I have

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to go. You, I, you can keep going, obviously-

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Yeah

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... with Q&A or whatever. But, like, I think, I think

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one, if I was gonna start from scratch, the first thing I would

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do is try to identify who I think

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has potential, using some tool, like DISC or something, who has the

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potential to be a manager. And now I'm gonna start,

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whether it's having the class or having some one-on-one time or

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whatever, I'm gonna start investing in that person to see if they might want

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to start moving up. And then I'm gonna start some formal training.

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And then, obviously, as a, a manager or an owner or

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whatever, then we have to start blocking off portions of our

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calendar to do this, right? And like,

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that's, depends on the size of your business, too, how, how easy that is to

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do. But maybe having that person ride along with you

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a lot of the time, and you're walking them through, "This is how I do this.

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This is how I talk to a client. This is how I talk to a vendor,"

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right? And then, you know, if you have more time and maybe a little bigger company,

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then you can actually do that. You know, whether it's a digital version or

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whatever, you can create a training program for that, so.

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Thank you for listening to the Blue Collar Nation podcast.

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For more information about Eric and Larry and Super Tech

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University, please visit us at

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supertechu.com. That is

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supertechu, the letter U, .com.