Vision is where you're going. Mission is why you're doing what you're doing and your values are how you're going to do it.
Welcome to another episode of Builder Nuggets, the show where builders and remodelers discover how to build thriving businesses while working less. I'm Duane Johns and together with Dave Young, we share the elements of success that have helped hundreds of contractors like you build better lives.
(00:25): Today's guest is an international leadership and business coach who has been serving others for over a decade. He's the author of business owner freedom transform your business to create the lifestyle you desire. He's also founder of gray university, where the focus is on leadership for teams and business professionals. Our guest is also hosted the everyday business leader podcast and is a regular contributor to the business on purpose podcast. Some of you may recognize the business on purpose name from episode two. You can't scale chaos. When we interviewed Scott Beebe from his family farm in the Southern part of middle Tennessee. It's my pleasure to welcome Gregory greatest today's show. Welcome Greg. Hey, it's my pleasure. Thanks guys. So Greg, you run gray solutions, gray university contribute to my business on purpose and a handful of other initiatives through all these platforms. You talk about freedom.
(01:15): You're speaking our language here, Greg, what does freedom in a business mean to you? Freedom in a simple definition, he has been able to do what you want to do when you want to do it. And so we, we try to help business owners build that freedom through their business. And of course that takes income and time freedom and into a respect as well. So it all goes together, you know, be able to do what you love and love what you do is true freedom. That's one of the things we talk about a lot is options. It's nice to get to a point where, you know, no matter what it is, you've got some options. So you and I spoke several times, well, frankly, over the last year and share some common perspectives on what all of us should be truly getting out of our businesses.
(01:54): And, you know, for everybody that can be a bit unique what you're getting from your business, from whether it's freedom, certainty, lifestyle, financial security, world domination. I think the thing is none of this is possible without really strong leadership. And that's what led us to the topic we want to talk about today was who should be leading your business? What's your take on this? Well, I think the you know, the things that we've been through recently, the, the pandemic and now the issues within the supply chain and so forth that have, that have come into our industries really have put a focus on the need for leadership, whether you have a contrived chaos or, or you have something that's happening because of external and environmental issues, the demands for leadership. And so one of the things that I hold near and dear to my heart is the fact that the business owner has to step up and be that later.
(02:49): But that doesn't mean that that's the only leader in the business. There's other leaders too. And so we have to develop leaders as well. And so we, we use the phrase key leaders a lot. And so when we talked, we're talking about leaders as the owners, but also key leaders in the business that could be production managers, even supers. It could be somebody within the office leading. When we talk about leaders, we're talking about everybody that has that potential role. How do you go about creating a culture of leadership? That's one of the things that I think people listening to, we can dig into the different types of leadership and all that, all that sort of thing. And you just touched on the different levels, but if somebody is looking to get started, we often start with the culture. And how do you create that?
(03:27): How do you foster that and, and empower people to lead? Yeah, that's a very good question. Let's first define culture because people use that term and, and we need to get a context there of that baseline of, of that definition. And to me, and what we, we preach about cultures, culture is anywhere that somebody touches your business. It's the result of how they feel now, culture in itself has really the personality of that business. So your, your as your job, as a leader, as the owner, as the, as any leadership role that we mentioned is to be intentional about creating that culture. If culture is how somebody feels when they touch your business, that's where they feel, where they, whether you answer the phone, where they see your branding, or they see you're on the job site. If it's a supplier and employee, a customer and client, it's how they all feel when they touch your business.
(04:17): So we as leaders, going back to your original question, how do we develop that cultural leadership? We have to be very intentional about that culture. And it starts with your core values of your business, because when you think about vision, mission and values, and I'm sure Scott touched on that, cause that's what we talk about constantly vision is where you're going. Mission is why you're doing what you're doing and your values are how you're going to do it. So if how you're going to do it is your core values. And that sets you up for the right culture that you want. Then we, as leaders have to be dogmatic about those values. We have to preach them every day. We have to live them every day. We have to make sure that every employee, every person that's within our business understands those values. And so to me, one of the primary purposes of leadership is to instill those values in every person and make sure every person that's in your business believes in those values.
(05:07): And so leadership really is the, it's really the action of building that culture. And so, as we lead, we have to control, we have to influence, we have to facilitate these conversations around these values. So for example, this morning, we have our business on purpose meeting every Tuesday morning, we went over a core value this morning and talked about what it meant to us. Now that core value is something we've talked about many times, but we yet, we did it again today because it's that critical, that important, the day you stop talking about your values as the day, they know they're not important to you anymore. So I think that's where you start as a leader, you have to start with those core values and, and, and say, this is how we're going to do what we do. How do you develop these values? Well, it's really, it's really an interesting process.
(05:51): So in the last few weeks, I've actually taken some, some custom home builders through exact process. So they had zero values on paper. And then within a couple of weeks, they have a complete set of values. That means the world to them. So what we do is we basically go through an interview process and we go, we have a dialogue of, okay, when, when you, when you're thinking about your business, what's important to you. And we start having a dialogue and we run that to ground. And that there'll be some words that come out of that. And so I have a whiteboard here behind me. I'll just start writing words all over the whiteboard. And pretty soon what you see is you see a trend or a, a subset of words that start popping out. And so for example, one of the gentlemen that I was talking to he's in the custom home building space, but he's also really heavily in the technology.
(06:37): He likes to have the virtual reality, so the customer can walk through the home and see it before he builds it. So one of his values is being on the bleeding edge of technology. Another custom home builder might not mind. I mean, me thing to them, but to him, that was important. It was critical. So that's one of the values he pulls out and he's putting it down on paper and describing what that means to him and his team. Another custom home builder had the value of own it. In other words, he wants his team to own it later. He doesn't want them to shirk responsibility or accountability. He wants them to own it. That was hugely important to him. So that became one of his values. And he can explain to you in vivid description, what own it means to him. And so as he's hiring people into his business, or he's bouncing things against that value, which is basically a mirror to make a decision, he's like, did we own it in this situation?
(07:28): No, we dropped the ball. We didn't own it. Okay. Then we went against our value. We're going to do better next time. That's how these things work. And so when you develop your values, you write them down and you explain them, you gotta be able to speak from the heart about them. And then over time, they're dynamic. You may, you may take one value out and put another one in next year. You know, not that you're going to do that often, but you may find that, Hey, we won this one where we're own in it. And really well, we can take it out. We can put another one in its place. And we got to go, you know, focus on that one for awhile. And some of this must revolve around, you know, you said earlier key leaders, I mean, these, these key leaders in your company have to be involved with this.
(08:06): Yes. So yeah, if you've got, you know, a gun and a couple of, couple of carpenters and that's it, then he's probably going to create those values. But when you start getting a team and you have key leaders and you have you know, PMs and supers and all that there in the field and living this every day, you better get their input on these values. And you better really understand that they're bought into these values because that's where, that's where you have disconnect. And so if you're creating for the first time, I would suggest get your key leaders in a room and let's do it together because they're going to come out with things that you've never thought of. The more people you have in the more brain power you have into that process, the more powerful it can be. Absolutely. And with key leaders.
(08:48): Yeah. I think something to think about as well, as, of course, as a business owner, there's a think a certain and responsibility to, to lead to a certain degree, but you're certainly not the only leader. And in some cases, somebody else might be maybe even more of a leader to the business, depending on how the businesses involved and what the owner's role is. But sometimes too many leaders can be confusing to, you know, if someone doesn't know, well, who do I go to? Or how do you address that with companies? It's real, it's real simple. There's roles and responsibilities. And there's an org chart. When I say org chart, everybody pictured this, this pyramid, all of a sudden, that's not, that's not the word chart I'm talking about. I'm talking about an org chart that takes your, your roles and list them all out.
(09:28): There doesn't have names on it. It's people agnostic. We create an org chart that has the roles, here's the roles of the business. And so once you know what your roles are, let's say, I, you know, I'm in a business where I have to have two or three roles because we, we can't, we're not big enough yet. I have to own those two or three roles. So I don't let the ball drop in my areas of concern, which is these two or three roles. And these roles have to match up to what we call the master process roadmap, which is all the processes of the business. So every role and every process has to have a match. In other words, every process has to have somebody responsible for it. And so those roles were very clearly identified as responsible for those certain processes. So the way you keep people from stepping over each other and having too many cooks in the kitchen, if you will, is you say, okay, here's the roles that you're responsible for.
(10:16): That's your areas of leadership. And so you may have two or three very strong leaders in a business, but they should work in conjunction with each other as a team versus against each other in silos. That's what we dispel as those silos and go into the team aspect. And so you, as the owner may not be the strongest leader on the team. That's fine. There's nothing wrong with that. Find your best leader, let them be that lead dog. If you will, and step back and own your roles as the owner, you're still gonna have to have strategic responsibility as the owner, because the only, the only person that can do that as the owner per se, or owners, but at the same time, you have to make sure that the facilitation of leadership has done through the proper people and the people that can, we've talked before about one of the hallmarks of a good leader, being able to accept leadership.
(11:06): It's also one of the hallmarks of a strong business, where you can identify the times where you can get out of the way and empower other people to either develop the system, the process, or the relationship or whatever aspect of that, of the job is that they own going back to what your other business owners saying own it. You could see how that would transcend really well through all aspects of it, of his, his, or her business. But yeah, that concept of being able to accept ownership and, or accept leadership. You, you mentioned some business owners are not that great. You know, not that talented when it comes to leadership, what, what do they do? Like when you recognize in yourself that, Hey, I've got a weakness there, how do you work on that? How do you fill it? What are the options?
(11:46): There's a couple of different ways you can address it. One is you can work on your own skillsets, your own knowledge, ability, and so forth. So we can become better leaders. But there are people that are naturally bent towards leadership. I'm not going to say leaders are all, all, you know, born leaders. You sometimes just have to realize this is the areas I'm good at. And somebody else is better in other certain areas. And you just have to go find that person that, that literally works well with you in that area. So for example, there's a, there's a leader I've worked with in, in the past couple of years. And he say, should I say business owner by night? But by definition, he's a leader because he owns the business, but he is not that dynamic guy. That's going to come in and raw the team and so forth.
(12:28): He went and hired that person. He went and hired a general manager that could literally run the business day to day. But he's the genius behind the scenes. Now he is strategically the best guy in the strategic role. He's the owner. He realized that, and he said, I need a guy that can be out the front and the face of it. And he hired that person. It took, it, took an ego hit to do that, right? Because as the owner, you're like, I shouldn't be that guy, but he was smart enough to realize where his strengths were and where his weaknesses were. And he went and hired his weakness. And now the business has exploded because that person came in and could do the things that he really shouldn't be. Well, there's, there's freedom right there. When we, when we kicked out the opening of the show and talking about that, cause that's, you know, our mission here is to build freedom.
(13:11): How does he feel now about that choice? What kind of impact, you know, the business may have exploded, but what's the impact on his freedom, living in the zone of his genius, which is the trustees, excuse me, the strategic piece versus having to get everyday and manage people. The managing people was driving him crazy. So he wakes up every day, excited about work again, where before it was like, I have to do this part, but I don't really like it. I'm not really good at it, but I had the drudgery to go through it. So now he's extremely excited and his pockets are heavier too. So he feels, he's feeling pretty. Yeah. So here and that's, Hey Dave, that freedom too. I mean, the freedom goes both ways. I mean, as, as a business owner, how freeing is it to know these things are done, but think about everybody else on your team.
(13:51): Once they have some clarity around who they're supposed to go to for what that can be very frustrating for, for folks on a team, if they, if they have a situation to have a problem or, and they don't know, well, who am I supposed to go to? Who am I supposed to get the answer from or get some leadership from? So it it's freeing both ways. Yeah. And you start to see that's the, you know, the difficult part, creating that culture of leadership of how your team feels about their role in their, in their impact. And, you know, as they begin to master now, they're disciplined. They get better, they get more autonomy. They're more entrenched in the, in the purpose. So everything just starts rolling. Rolling, rolling. And, and it starts to create that magnetism. We, we talk about this is, cause this is really what you want to create is the ability to attract more key talent, more leaders to your business so that you can get out of the way of it and focus on whatever your core strength is.
(14:45): We call it your, your, you know, your highest and best use sometimes. But in the, in the case that you just shared with us, this owner recognized the weakness in their game had had the foresight to say, Hey, I'm going to do something about it, cleared the ego out. How did they go about finding and attracting this key person? Because that is part of the secret sauce. When you're, when you're at that crossroad, I'm trying to get out. I want to keep my core values or maybe I haven't even defined them yet. How do I, and it's a competitive world out there for these types of leaders right now. Yes. How do you land somebody like that? And how do you know that they're the right fit?
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(15:34): Well, the very first thing you have to do is you have to understand yourself completely. So we use the disc profile a lot. And so, you know, you know, your strengths and weaknesses, you know, your, your, your behavioral tendencies, which is what the disc profile shows and you know, where your, your lack of, of skillset lays. And so you, you create that role. You literally get very specific with it. You're saying, I want a person that does these, these things has this, you know, this type of disc profile, which is different than mine, and has these skillsets that I don't have, and has this desire that I don't have. And so you literally put that role down very specifically, you, you, you don't, you're not shooting out there with a broad brush. Now we're going out there and shooting with a rifle. We want to find out exactly who we want.
(16:14): And so you have to decide, do you want them from your industry or not? There's a lot of things, a lot of questions you go through. Sometimes you can find a great leader from another industry that can come in and see things you have never seen because they are from somewhere else. So, so keep an open mind to that. But if they have to have industry experience and you put that into role and responsibility, what you're looking for, so you get really specific about what you need from that individual. And then you go out and start attracting this individual. The best way you can attract the right person is again, you lead with your values and your mission statement, and if they can sign up for your mission and they can sign up for your values, you're part of the way there. If they can't own your values, which I had this happen a few weeks ago with a business owner, he said, man, I thought I'd found the guy.
(16:55): And one of the values, we had a weird, awkward conversation around it, and I'm not comfortable. I'm not hiring him. So you, you use the values as a lead and you use the mission as a lead in and make sure that they can match up to those skill sets. As far as technical skillsets, they're important, but they're not near as important as whether they make your culture and your values. And whether they have the ability to do the things you want to do from an intrinsic standpoint, like leadership, the skills you can teach, like, so if I hired somebody into construction and they've never done construction, they'll figure that part out. Now. They might not get it in one day, but they're going to get it. But if they can lead people and the people that they're leading, or project managers and so forth that know construction, they're going to be fine.
(17:38): I use me as an example, many, many years ago, when I was in automotive manufacturing, I was a plant manager. I walk into a plant. I didn't know how to the press operator worked. I didn't know that. I didn't know how aspects in the specifics of the technical aspects of what the engineers that reported to me too. But I knew that I knew how to lead people and he had to get the best people. And I knew how to, to take the organization to the right direction. I didn't have to have all the skillsets. Yeah. So it sounds like, you know, you mentioned it earlier, you need to be open-minded. You need to look at the individual, their core values, what sort of business experience or leadership experience they bring to the table because you're right. The, the nuances of the construction industry while they are complex, can be learned and could be learned quickly.
(18:22): If you've got the right environment to help bring somebody on board there, I'd be really interested in, in hearing, you know, you talked about that focused approach to finding that person, we call it the sniper approach. Sometimes we've heard companies talk about the the avatar for the, for the ideal candidate. And we kinda like to flip the script on this a little bit and say, Hey, you need to make yourself the avatar that attracts that person. You need to build a business around that, that attracts that person. So it's one thing to, you know, use the sniper approach and find that, or the rifle approach and find that person, and then know how to have that conversation. What things have you seen work really, really well for conveying that message out into the, into the public for marketing, that message. How do you get your culture, your feel, your vision, your mission out to the rest of the world.
(19:15): So you can cast that net and we teach people to build a filter around their core values instead of having to do this, because it's nice to be in the luxurious position of this talent coming to you and not always having to go out into the forest with the rifle, looking for them, got any recommendations on that. Absolutely. So the first thing I will say is good talent begets good talent. They know other good talent. So when you start attracting good talent, the best way to get more good talent is having referrals. The best way to get those referrals is you have a a kick-butt culture that they come in and go, man, I'm so glad I came here and they have clear expectations and I have a clear role and responsibility. They can see the path they're on. The onboarding experience needs to be extraordinary.
(20:01): We spend a lot of time teaching business owners, how to get their onboarding experience. Top-Notch the first 90 days somebody working for you will dictate how long they stay with you. Bye bye. Typical industry standards. The first 90 days is the micro break period. And so if you are very intentional on the onboarding that, I mean, everything has to be perfect, but it has to be very intentional. They will see that you care about them. You'll see that you're really truly trying to build a special culture. And they'll see that you're actually a really good leader and that the leaders around them are strong. And that, that, that, that's your focus. It's interesting that you bring that. You bring that up and sorry to cut you off there, but that's okay that I'm thinking about the first 90 days when we talk with, you know, when we do our consulting or business assessments and we talk about hiring and, and we hear a lot, you know, it's in that first 90 days, we want to see how they do you you're, you're flipping the script again here and saying, Hey, you got to focus on what you do the first 90 days to what you do as a company is the piece you need to be working on.
(21:09): Don't go in and hope that the next guy is going to be able to figure it out in his first 90 days with you and start leading you right away. This is what true leadership in the onboarding process looks like is nailing that 90 and making yourself undeniable. How do you go about creating that awesome onboarding like now? So we're putting a lot of heat on you here, man. We're so far we got, we want to know all the secrets to creating the magnet. What the best leaders look like, what the first 90 days look like, but I think he can handle it, lay it on us. So we're very, we have a whole prescription. I couldn't even do do justice in an hour, but the onboarding is I mean, there's, it's very intentional. So you have to take their role and responsibility and literally walk down through it and take and put a time schedule to it.
(21:56): So maybe the first four weeks, the first week, you're going over these activities that second week, you're doing these. And we'd literally have day after day prescribed on what you're going to talk to them about not eight hours every day, because they're going to do their job too. But every day you're going to be teaching. When you value, you're going to teach them a new piece about your business. Maybe you're going to be walking them through your processes that you should have created. So if you don't have processes created, you're already short-circuiting yourself because you know, a high performer is going to come in and you like processes from them. They're going to run with, if you don't have those created, you're already setting backwards a little bit and going on, you know, we don't have this stuff. So part two of the question was you, you know, you have the onboarding, the other part was you have your processes built out.
(22:34): So we come back to that. But so you walk them through which process. So each day you're reviewing a new process with them. You're, you're, you're having them do their review of those processes because those key processes are what they're going to now be responsible for. Because we just said earlier that their role and their processes are connected. So here's their three or two or three roles that are going to be doing in the business. Here's all the processes are now responsible for. Well, if they're documented and they're clear, cut, and they've been thought through, you already impressed them because most companies don't have that. Yeah. You'll never hit expectations. You don't have. It's true. That's exactly right. Yeah. You gotta, you got lay it out. And so if I walk into your company and you've just hired me as a project manager and you give me all those processes and I'm not even from your industry already, I'm pretty successful.
(23:17): Cause I know I'll just gotta follow these steps. I got to go do these things. I got to make sure these things happen. Now I may not have that deep experience you would like, but then again, sometimes deep experience has to be unlearned and relearned because I wasn't doing it the best way anyway. And you found a better way. That's just right down to the difference between setting somebody up for success or setting them up for failure. Like you said, high performer out of the gate with those tools, they're going to go a long ways towards being able to figure it all out. But yeah, they come in, come in day one, like you said, and then they go home and say, man, I've got to start building stuff because they don't have it. That's very discouraging, very discouraging. And then the other sitting back on their haunches going, wait a minute, I got to do all this work.
(23:57): They brought me in and they're not even ready for me. That's what they're thinking. Right? That's what a trade feels like coming to an unprepared job site. And it's so sensible. And then if you do the same thing in your business, as you have a messy business and you're trying to bring in a new leader and it's a, it's a gong show behind the scenes sometimes. Okay. It goes back to what we were talking about earlier with culture, the culture permeates, all those things you just said, if you're prepared for the onboarding, then in their mind, they're thinking, man, I better have that job site prepared for the traits that show up. It just, it just permeates all the way down. Right? And it also goes all the way to your client. Cause the best you treat your employees as the best they'll treat your clients.
(24:35): There's a nugget for specific training and training of individuals. What to do. You become a better leader, whether you're a business owner, whether you're a project manager what are some things people can really start to think about or work on to improve leadership skills? Well, there's the obvious, you know, joining a, a leadership program like I do. I mean, you get the, you get the lot of the awareness and the knowledge there. And then we actually do a piece where we actually coach them through some things. But if I was going to be a better leader, I would first off want the awareness and the knowledge second off. I would want somebody to show me my blind spots. You've by definition, you cannot figure out your own blind spots, right? Cause they're a blind spot. So you need somebody to mentor or coach you.
(25:13): So whether it's the business owner that takes that role and mentors and coaches, other leaders, whether you bring somebody in, it's a third party, what you need somebody to coach you I'm a business coach. And yet I have coaches that coach me, I just got off the phone call with one, a couple of hours ago because I cannot see my own blind spots. You just can't. So you have to have that. And then the other thing is you have to practice, you have to be able to go out there, try to put some things in place, do things differently than you have. And then w you know, when you get the results from that, then talk to that mentor or that coach about it and go, okay, this is what I did does that the right thing. This is what the response I got. How did that work?
(25:52): You've gotta, you've gotta be able to step out and try some uncomfortable things. So by nature, some people don't like conflict for example, but there are some times when you need to create conflict to make change, because there's no changes ever been implemented without conflict. And you've got to make change in the business. You're going to have some conflict. There's good conflict and there's bad conflict. So you have to learn how to do it the constructive way, and that good conflict will make positive change, but you can't just do that by reading a book or being coached. You also have to practice it. What about power of collaboration? I mean, we see that a lot when other builders get together and they become open and raw and share their share their stuff and get behind the scenes and really reveal the dirty stuff behind the curtain.
(26:37): So you don't see that you don't see sometimes how powerful is that collaboration is extremely powerful, but I will take it one step further collaborate with business owners from other industries, because you will learn things that they do, that you can apply to the construction industry that you go out. And we don't do that. We haven't done it quite that well, let's try that. And all of a sudden it comes in and makes a massive change that you couldn't even imagine. So collaborate both ways in the industry and out industry. It's like curiosity is a pretty strong trade and good leaders. Oh, there's no question. Constant learning. And curiosity is a, is the hallmark of a great leader. Absolutely. Because you have to constantly be wondering, is there a better way? And if there's always a better way to be found, and you've always got something to work on and there is always a better way.
(27:24): John's Dwayne, John's my first conversations with them. There's got to be a better way. There's gotta be a better way. There's gotta be a better way. So yeah, there's a lot of people out there looking for a better way to do things. And, you know, that's why we're grateful for having guests like you that are, are working on this exact same thing. These are the leaders that we're bringing on to the show like yourself and just getting around other leaders, being around other people that get it, that share these ideals. And I think that's important too, to just feed off their energy and their enthusiasm. It's not just the strategies. Sometimes it's the passion and the fellowship. And, you know, getting back to what you kicked off the show with the vision and the mission, how do you, how do you find other builders that are doing that?
(28:06): Do you find these groups naturally coming together? I mean, you, you see different industry groups that come together, but are you finding business owners doing that on their own? Very often, I think they're the right business owners are seeking to find these groups. I think they're, they're actually craving them. And so that's one of the things I try to do as a business coach is great, bring natural groups together, and we'll actually do coaching together as groups. And you know, one-on-one coaching is fantastic. And group coaching is, they're both great, but there's a, there's a synergy. There's a dynamic thing that happens in a group coaching environment to what you're speaking to the collaboration where the aha moments are just popping, because somebody may have trouble with something over here that they haven't even had trouble with and we're diagnosing their problem and trying to prescribe them a solution.
(28:50): And they're like, whoa, I didn't even think about that. I didn't, I don't even think that is an issue. And now, now they're over there working on there before it becomes a problem right. On their, on their piece. Or they bring an idea to the group. That's like a best practice that I'll go, Matt, we're all going to go do this. Now. We never thought about it that way. So that's, that's really powerful for developing that team leadership. I mean, we're also, we're talking a lot here about, you know, improving our individual leadership, but I mean, ultimately what we want is a team. Absolutely. You're, you're better served if you've got a team working as a team than you do individual leaders, you'll run circles around individual leaders all day long. Yeah. So how, how do you get, you know, we talked about where you get started with the vision and the mission and everything like that.
(29:35): But if somebody wants to bring in a coach or another expert or somebody to get advice from to help set, Hey, what are the steps I need to go through? What do you recommend for you? Well, let me give you this link. It's bop, roadmap.com for slash healthy. And if they go to bop, roadmap.com/healthy, they will get a free assessment. They can assess their business right on the spot and see if they've got some of the key things that we believe, or are responsible for a healthy business in place. And they can take that assessment and we'll tell them all about it. So that's very cool. And how, how long does that take? How long, you know, is this a, a one to two hour investment to, to put this together and send it over to you guys? Not all this assessment is an online thing.
(30:17): It takes about 10 minutes. Wow. Yeah, yeah, no excuses, no excuses for not going easy way to get questions about whether you've got vision in place or mission statement and play, look, go through all those key attributes that we think a business has to have in place, you know, are your processes documented? All of the things we've touched on. A lot of them, everybody listening out there, when you, when you do this, whether it's theirs or any other form of assessment like this, you've got to be brutally honest. Don't try to answer it because you want a grade. Well the only way to figure out where you are on the map is to, you know, form some sort of baseline. Absolutely. Gotta be honest. And, and you want to know where your warts are, because then you can fix them. If you, if you're not honest and don't know where they're at, you're just going to keep having them.
(30:57): So that's a great, we've had an interesting, a couple of years, there's been lots of challenges for businesses and leaders. I mean, what's, what's exciting for you guys. What do you see coming down the pike and what are you guys working on? Well, we're just extremely excited about we're, we've launched, what's called business on purpose, middle Tennessee. So I live in the middle Tennessee area and we are, we're starting our lab events here, like we've been doing in Bluffton, South Carolina. So we're expanding business on purpose and we're getting out into other areas of the country and we coach all over the country, but we're getting physically in other areas of the country, especially now that the pandemics released itself from us. And, and we're doing starting online virtual events for people to join and do what's called the 12 week year plan that we do every quarter and help you get your action items in place.
(31:41): So you can have a, a really strong quarter of action. So that's what I'm excited about. Yep. What any kind of closing comments for our listeners out there. I mean, with, with what we might be looking at coming forward over the next year or so things that they should, should be working on. Well, one of the questions that I hear all the time in the, you know, you know, where's the economy going? What do we, what should we expect? And my 2 cents is I think, is going to remain strong for quite a while. We've got a lot of pent up demand, supply chains got to catch up all those kinds of things. So I would just say right now is not the time to get, you know, super conservative, always, always work on your cash flow and always be smart financially on your investments.
(32:19): But at the same time, put your head down and, and, and get to work. There's a lot of work to be had yet. And I think the next few years are still going to be strong there with, with all that work coming, it's a bit of a catch 22 or a paradox or whatever, however you want to refer to it. But one of the things we hear is, man, I'm too busy to spend the time this, but taking the time being intentional as you guys like to like to say, because it's so key taking the time right now to just pause, have somebody come in, take a look at things, even if you don't implement all of it. But if you start to work on a few things at a time right now to get the ball rolling, it may, it may take for you.
(32:58): It may catch on faster than you think, and you may be inspired and it's about getting momentum. And I think how many people are out there busy, just running flat out, running flat out. You take a second to pause recalibrate, man, can you ever scale? Don't know that there's a better way. You know, you think about all the ways you might want to invest in your business. Well, invest some time on yourself and your team. That's going to pay huge dividends. I like to say it slow down to speed up. If you slow down enough, then you'll speed up a lot. And the efficiencies and everything, including profitability will be greater because of it. I guarantee you scrape all the barnacles off while you can't, you know, that's right. The wind is the wind is blowing out there, like get, get out there, get going and, and run lean and, and run art. So, well, thanks. Thanks for joining us here. This was this was great. And it's been cool to see the progress that you guys have been making with your coaching, even during the pandemic. Like I personally know people that have joined your program and are getting benefit from it. And you know, you're opening physically and Tennessee spreading all across the country. Even got some dogs signing up. There we go.
(34:10): Ready to get going a leader, a leader of your own there. So yeah. Thanks man. And congratulations. Keep it rolling. Yeah. We just hired our new first new coach in middle Tennessee. So we're expanding ourselves and then it's been a good time for us. We're enjoying it very much. Give us the give us the website address one more time. It's a bop roadmap.com forward slash healthy. Very good, Greg. Thanks again for taking the time, man. Appreciate it. All right. Thanks guys. My pleasure. Go get healthy. Everyone.
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