Lee Got Called Out in The Comments | C. Suite 113

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Oh, I thought I thought we wanted to talk about your first hater online to my hater.
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I appreciate you.
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I love you.
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I have no problem with it.
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You can you could say you hate me.
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It's fine.
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I still love you.
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I'm going to work hard.
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I'm going to be good to you because, you know, there's no reason to be a hater.
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Ninety eight percent of the content out there is actually made for that person because that is ninety five percent of the market.
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And so when I talk to 5%, I know my views are down.
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I know that bombs our channel.
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You cannot just be positive and work hard and keep me, Liz, the Marcus's, the Nick's, the Brad's, all these people have stuck with you for years by just being positive and working hard.
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You had to change as a leader.
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You had to push me.
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You had to have more direct conversations with me.
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We had to implement systems, P4P, Yellowslips, whatever it may be, compensation programs.
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You had to adapt your leadership skills.
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I want to alleviate the pain that usually has taken three years for someone to figure out leadership and compress it down to a year that they usually experience between one and two million.
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I want this to be like the home service Illuminati.
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Somehow you flatline at 2.4 for three years.
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Then all of a sudden you went to 12 million.
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I'm assuming that means we're recording.
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Yeah, we are.
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Yeah.
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Sorry.
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That's a good open.
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Welcome back to another episode.
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The C-Suite Unfiltered with my candies.
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How are we doing, sir?
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Fantastic.
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Awesome.
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Well, here's what I want to do today.
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I want to start.
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Just a MyCandies fun fact.
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Fun fact.
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Yeah, just like something.
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Let's go recent fun fact.
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Okay.
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Something that you did with Brianna, something that you're recently into, something that you... Just like a little tidbit about MyCandies.
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Okay.
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So recently, I have moved my sleep schedule again.
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Oh, here we go.
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Perfect.
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I've been going really late and then waking up a little bit later.
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And so Staying up later in the PM So what happens is I leave work Usually the office around 4 to 5 And so I've been recently Taking a nap and then a cold plunge In the evening which then gives me The energy until very late That's new What are you doing in the cold plunge?
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Like after you leave the office?
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I go home, take literally a 10-minute power nap, hop in the cold plunge, and dude, lights on.
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Okay.
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It's great.
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And then you're going to bed, what, like 10, 11?
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That's when I go to bed with Brianna, and then I stay, and I keep working.
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Okay, cool.
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I respect that.
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I can't do naps.
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You can't mess me up.
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Really?
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I've never.
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I can't sleep for a while after.
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That's what it gives me.
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Yeah.
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So for me, like naps, I always feel groggy.
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Really?
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It doesn't matter time of day.
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I feel great.
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I wish I could.
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So like Sarah, my wife loves a good nap and she bounces right back.
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She's like, I got energy.
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I'm ready to go.
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I take a nap and I'm like groggy.
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I'm not a nap person.
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Interesting.
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Yeah, I just can't do it.
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I don't know what it is.
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Wired differently.
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Anyways, well, there you go.
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Those are my candies fun fact for you.
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Dude, if you pair it up, though, with caffeine and a cold plunge, bro, you come out of that.
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That's what I've heard.
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I'll pound a Jocko, go home, take a five, ten minute nap, hop in the cold plunge.
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Dude.
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I am good to go for 10 more hours.
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I would do that in college.
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You have like a little espresso or a cup of coffee.
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Then you nap.
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I would do that in college.
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That sometimes works.
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But now I have this like, because now I have to work when she's sleeping and she doesn't like me to get out of bed.
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So like I have to very much plan what I can work on where I don't have to like talk.
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I don't have to do anything loud.
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I don't have to listen to anything.
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You need like, um, like, you know, like everyone has like the screen arms, kind of like these mic arms that people like screen arms.
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You need that on like the headboard of your bed that you can just like, shh, shh, shh,
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a little button there we go anyways I love that fantastic alright well there's your my candies fun fact to get started a little lighter to get the day started here with the C-Suite unfiltered but I want to talk about the home service boardroom oh I thought I thought we wanted to talk about your first hater online
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Oh, gosh, I could care less.
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Genuinely, I heard couldn't care less.
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That's the proper term.
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What was it?
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Oh, yeah, this big, long thing of saying you talk to...
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I beat a dead horse.
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That's fine.
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Oh, okay.
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Like, honestly, I'm like, that's fair feedback.
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So whoever you are...
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Thorough.
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I'm thorough, yes.
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I also...
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It was fair feedback.
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If you saw the comment, like, genuinely doesn't bother me.
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I take it as criticism in a positive way because...
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You are the viewers, so the viewers' attention kind of dictates what the content is, in a way.
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And so there are elements where maybe I beat a dead horse or I'm too thorough.
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But I also don't want the C-suite unfiltered from its inception was to show you in a different light.
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It was never to be just a Q&A.
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Like, oh, that's Mike's opinion.
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Let's move on.
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That's Mike's opinion, but does he actually believe that?
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Or I'm going to press from a different angle.
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So, yeah, to my hater, I appreciate you.
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I love you.
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We've got to put the comment up.
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I hope the editors put the comment up.
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I have no problem with it.
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You could say you hate me.
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It's fine.
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I still love you.
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I'm going to work hard.
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I'm going to be good to you because, you know, there's no reason to be a hater.
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Welcome to the club.
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Well, thank you, sir.
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Appreciate it.
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I know.
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Honestly, sometimes when you post a controversial video, I'll say this.
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Guilty pleasure of mine as I scroll all the way to the bottom of the comments.
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Yeah, that's right.
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I'm like, when Mike posts something controversial, I'm like, I want to see what the haters are saying.
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I just want to see what they have to say.
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The recent Texas announcement was overwhelmingly positive.
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But then there's this one person that comments is like, Texas has no freedoms and like just going hardcore.
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And it was.
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Yeah.
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Well, we don't get political on this podcast.
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No, never, never, never, never.
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All right.
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So you launched the home service boardroom.
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This is a school community.
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So I don't want to talk about school as a whole.
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I know we've kind of loosely danced around it.
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We never really talked about like school as a whole or the program or Hormozy's involvement in school.
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I want to talk specifically about you launching your community, focusing on that, not on school as a whole.
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So you launched the Home Service Boardroom for a million plus annual revenue home service business owners.
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You already created a ton of free content.
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You have Augusta.
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We've got the command center here.
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We have Home Service Millionaire channel that this is on.
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You have all your other podcasts with JP and everything that you're doing.
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You have your conferences, like tons of free stuff, courses, landscape business course, everything.
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With everything else you're building, why did this group need to exist?
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Yeah.
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Yeah, so it needed to exist first and foremost for Augusta Nation owners that are growing a bigger business or multiple locations.
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And I've seen that as a weak point inside the system is we have no leadership training.
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And so as much as it's like, hey, here's a book on leadership.
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It's like implementation of that.
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There are so many good books about leadership.
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And if you just incorporate all of them in your business, you would not need home service boardroom.
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The bottom line is most people, kinda like fitness and exercise, they still get a coach.
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The best of the best, still get a coach.
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And it's because you need the accountability and for someone else to hold your feet to the fire to actually implement things, and that's just human nature.
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And so for larger business owners to be able to be together from different industries is really important.
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So in a way, I needed to create an environment where owners of Augusta
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could get in around other industries.
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So for example, we already have like private security in there, like gates and gate systems.
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We have gutters in there, cleaning companies in there.
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There's a ton of different industries for them to get ideas and see the world through a slightly different lens, but still through a home service lens.
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And so I'm actually trying to create the environment that I need
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larger operators inside of Augusta to be inside of, to be able to learn the skills of leadership beyond me just like standing up in front of me like, all right, do this, and then do this, and then do this.
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That works for some people.
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And when it comes to tactics, that is useful.
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But when it comes to changing your behavior,
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a lot of times you need accountability.
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And if you're trying to change the way you communicate, change the way you're perceived, change the way that you lead, it requires repetition in front of, and then like, okay, no, change that.
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Okay, switch, change that.
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Okay, do this different.
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Okay, do it again.
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Like that is required.
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And we know that conceptually for crew members when we're training them, salespeople when we're trying to get them on a script.
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But when it comes to leadership, it's like, oh, here's a book, read it.
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And so I'm trying to create this environment mostly for Augusta owners.
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And in order to create it really solid, I need other industries in there.
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And so there's been these two things that I've been really trying to juggle.
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One of them is I need to give better leadership training for Augusta owners.
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The second is,
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People that are outside of a struggling business or outside of lawn care and landscaping, I've never been able to serve them.
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There's nothing I have for them.
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And I've gotten a lot of feedback around this and I don't want to do any more coaching.
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So like there's no more availability one-on-one coaching with me because I'm like, it's not a good use of my time.
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But if I can spend that one hour a week parsing it out for 50 or 100 other owners, like I can make sense of that.
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And so...
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And if I can do it in a way where it brings really high quality people together for Augusta owners, that I see as a win-win.
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Because if you, in the past, I can come out, fly out to your business and help you if you're struggling, like for a turnaround show.
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If you're not struggling, we know the views are nothing.
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Who cares?
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So like that I can't bring the whole media team and like draw into a six, eight week production in that.
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Secondly, if you're not in long care landscaping, you're not going to get join Augusta.
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Like you're not going to ever see me on a live call or ask Q&A.
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And then when we've done round day or the what's it called?
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The confession booth.
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We have tons of people in the queue and it fills up and I get to maybe 10 people out of 100.
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Yeah.
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And so it's been the most effective way to get really high quality people in a room.
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It's very valuable for Augusta owners.
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And then it is also allowing me to be able to help people that are wondering why they have a profitable business that's doing 2 million revenue, but they just keep beating their head up against the wall and they can't keep growing.
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Like, I was growing and growing and now I'm like plateaued.
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It's like someone joined the other day.
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Like, wow.
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They've been plateaued at $2.4 million for three years.
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And the unlock will be leadership skills.
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It will not be the next marketing hack.
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It will not be the next branding thing.
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And I now see all their P&Ls coming in.
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So I can see they spent $100,000 plus on Facebook ads.
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And that's not their constraint because that number has been going up the past three years, but their revenue has stayed stalled out.
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And it's because they have not been able to track the type of manager that is required to go from $2 million to $10 million.
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Yeah.
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And so I had to learn a lot of these skills the hard way going from two to 10 million.
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And so I'm just trying to break them down.
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And along the way, the last like five years, I've documented a lot of these things and just like made Google Docs on them.
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And so I'm just basically taking a lot of those notes, I clean them up and I'm presenting those to the team or to the boardroom and I'm doing it once per month and then putting a challenge behind it.
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So the challenge part to me was really important.
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And that is like, I do not want to give you information, I want to see behavior change.
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And I want you over the course of 12 months to have 12 challenges and 12 different topics that we go over.
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And by the end, you have evidence that you have you have changed your behavior.
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00:10:34.541 --> 00:10:35.724
And so that's really what I'm leaning into.
234
00:10:36.036 --> 00:10:36.236
Cool.
235
00:10:36.676 --> 00:10:39.217
Two things I guess I would pick from that answer.
236
00:10:39.878 --> 00:10:41.799
The first being feedback loops.
237
00:10:42.019 --> 00:10:43.099
It's kind of my mental cue.
238
00:10:43.439 --> 00:10:52.784
The second being focusing on the leadership skills, but also opening it up to the public because you didn't have something for people not in lawn care and landscaping, and that just won't join Augusta.
239
00:10:52.804 --> 00:10:54.564
There are people that are high-performing business owners.
240
00:10:54.584 --> 00:10:55.365
I've had calls with them.
241
00:10:55.385 --> 00:10:59.127
I've had calls to some of you that are like, hey, it does not make financial sense for me to join Augusta.
242
00:10:59.147 --> 00:11:02.068
I love Mike, love what you're doing, but I'm focused on X, Y, or Z industry.
243
00:11:02.468 --> 00:11:07.550
So feedback loops, what you're saying is a group like that is appropriate feedback loops.
244
00:11:07.590 --> 00:11:10.871
It's not a one-off conversation with an upset employee.
245
00:11:10.931 --> 00:11:13.592
It's not a YouTube hater comment.
246
00:11:13.672 --> 00:11:15.853
It is constructive criticism.
247
00:11:15.933 --> 00:11:21.214
It is, here's a challenge, do the challenge, and then we will, as a community, give you positive feedback.
248
00:11:21.635 --> 00:11:23.175
We will help you become a better leader.
249
00:11:23.195 --> 00:11:25.956
We will help you understand how to communicate more effectively.
250
00:11:26.216 --> 00:11:28.157
You're just not taking the current feedback loop of...
251
00:11:28.597 --> 00:11:34.099
Hmm, I think my team doesn't like the way I communicate, but I don't know how to better communicate.
252
00:11:34.119 --> 00:11:34.719
Does that make sense?
253
00:11:34.739 --> 00:11:37.320
You're looking for that feedback loop for these business owners.
254
00:11:37.500 --> 00:11:41.841
And for a lot of us, once we've built a seven figure business, we've been in business for five, 10, 15 years.
255
00:11:42.141 --> 00:11:46.143
We actually don't even know what good leadership looks like if we don't have it ourselves.
256
00:11:46.163 --> 00:11:46.823
We don't have the skill.
257
00:11:47.203 --> 00:11:51.064
And so first off, you have to have the humility to know that you can improve in leadership.
258
00:11:51.344 --> 00:11:53.065
And it is a skill worth learning.
259
00:11:53.085 --> 00:11:53.785
Yeah.
260
00:11:54.145 --> 00:11:57.967
By people joining the community, they kind of opt into the fact that they know they need to learn.
261
00:11:58.528 --> 00:12:05.872
So like you already have that kind of self-selection of someone who's willing to join a group about leadership understands they have a deficiency or they can improve their skills.
262
00:12:06.773 --> 00:12:10.375
The second part is then being able to see it modeled and see what good looks like.
263
00:12:10.855 --> 00:12:18.177
And for a lot of entrepreneurs, the reason that we struggle with this once we hit one, two, three million is we haven't been employed by a good boss ourselves.
264
00:12:18.458 --> 00:12:20.198
And so we haven't actually seen it modeled in front of us.
265
00:12:20.798 --> 00:12:25.200
And for a lot of business owners that hit one, two, three, they're the biggest business owner they know.
266
00:12:26.101 --> 00:12:33.845
And so they don't even know how to judge themselves because everyone there on Facebook groups or even their competition is 300,000, 400,000, 500,000.
267
00:12:33.886 --> 00:12:39.729
That's a very different leadership style or what it looks like to be good at leadership at that size.
268
00:12:39.829 --> 00:12:42.350
Because leadership by example at that size is the way to go.
269
00:12:42.711 --> 00:12:44.151
But that's not going to get you to 10 million.
270
00:12:44.452 --> 00:12:47.553
Like leadership by example and like just let me demonstrate this in front of you.
271
00:12:48.094 --> 00:12:50.835
Might work for five, 10, 15 employees, but not at 50, 100 employees.
272
00:12:51.436 --> 00:12:51.856
And so...
273
00:12:53.354 --> 00:12:56.014
A lot of them do not have any frame of reference.
274
00:12:56.455 --> 00:13:00.215
They have not seen a good boss because they haven't been employed by anyone for five or 10 years.
275
00:13:00.915 --> 00:13:06.416
And the skills that they have developed are simply a function of what has worked in the past.
276
00:13:06.676 --> 00:13:09.517
And what has worked in the past will not work in the future if you're scaling.
277
00:13:10.377 --> 00:13:17.318
And I learned it just like so hard, like the most brutal way and like had to change my mindset about stuff, how I communicate and all the rest of it.
278
00:13:17.358 --> 00:13:21.839
And so I'm hoping to break a lot of those concepts down so it took me maybe three to five years, they can get done in 12 months.
279
00:13:21.919 --> 00:13:22.059
Mm-hmm.
280
00:13:22.629 --> 00:13:32.375
Yeah, I really like what you said there because I'm thinking about my own personal journey as a leader and as someone who you entrusted to manage your original location was I saw leadership modeled by you and Liz.
281
00:13:32.535 --> 00:13:35.817
And so I was like, OK, I just want to copy that because they are good leaders.
282
00:13:35.917 --> 00:13:40.120
They have treated me well as someone who is a steward of their leadership.
283
00:13:40.660 --> 00:13:43.542
And therefore, I want to exemplify the traits that I saw in you and Liz.
284
00:13:43.982 --> 00:13:52.675
But I also had to learn it myself where I like distinctly have this like core memory of one of the times I was leading and I had some issues with the crew and I was explaining it to you in one of our weekly meetings.
285
00:13:52.695 --> 00:13:53.696
I was like, well, this is kind of happened.
286
00:13:53.716 --> 00:13:55.679
And this was this was like their body language.
287
00:13:55.699 --> 00:13:56.220
And this is whatever.
288
00:13:56.260 --> 00:13:58.143
And you your reaction was, that's bad.
289
00:13:58.944 --> 00:14:03.368
And I was like, I couldn't see it because I hadn't had that experience.
290
00:14:03.388 --> 00:14:04.929
And you were an objective opinion.
291
00:14:05.189 --> 00:14:09.212
That was like, the way you just described that situation to me with those employees is a bad situation.
292
00:14:09.252 --> 00:14:09.913
We need to fix it.
293
00:14:09.933 --> 00:14:10.774
And here's what you need to do.
294
00:14:11.214 --> 00:14:12.955
And that was you stepping in, giving me that.
295
00:14:13.035 --> 00:14:14.977
Oh, was that when there was cultural...
296
00:14:15.077 --> 00:14:15.958
It was before that.
297
00:14:16.058 --> 00:14:17.639
Like it was way before that.
298
00:14:17.659 --> 00:14:19.380
It was like a mini issue.
299
00:14:19.400 --> 00:14:20.020
When you were GM?
300
00:14:20.221 --> 00:14:20.821
Yeah, when I was GM.
301
00:14:20.841 --> 00:14:21.922
So I was the GM.
302
00:14:21.942 --> 00:14:22.282
Yeah, yeah.
303
00:14:22.302 --> 00:14:22.983
So you wouldn't remember.
304
00:14:23.003 --> 00:14:24.343
It wasn't a big deal.
305
00:14:24.704 --> 00:14:29.287
Like it wasn't something that it was something that could have snowballed and been really bad.
306
00:14:29.527 --> 00:14:33.010
But you stepped in and identified that's bad and here's what you need to do to fix it.
307
00:14:33.110 --> 00:14:36.472
It was a cultural soft skill thing with leadership that I was like,
308
00:14:36.712 --> 00:14:38.732
well, I'm leading based on the data.
309
00:14:38.772 --> 00:14:41.213
Like this is a data-driven decision and I'm making this decision.
310
00:14:41.233 --> 00:14:43.853
I'm having these conversations because this is best for the business.
311
00:14:44.174 --> 00:14:49.795
And you were like, that might be rightly, but this situation you just described to me as is, is a bad situation.
312
00:14:49.815 --> 00:14:51.255
And here's what you need to do to navigate it.
313
00:14:51.655 --> 00:14:52.395
And so that's what you're saying.
314
00:14:52.415 --> 00:14:53.575
You're kind of opening that door.
315
00:14:53.855 --> 00:15:06.258
We're like, okay, people maybe could watch YouTube videos of you, see, you know, you, your leaders practice those skills, but they need that corrective action, that focus, that group pointing them in the right direction.
316
00:15:06.762 --> 00:15:13.326
Yeah, I think when it comes to what we demonstrate or what we consider a good leader, we can only have a frame of reference.
317
00:15:13.586 --> 00:15:25.713
So whether it be pastors, parents, other leaders in your community, whether you're nonprofit or businesses, that's what you consider yourself as and compare yourself to when you say, are you a good leader?
318
00:15:26.393 --> 00:15:37.717
But if you've never seen what good looks like and you came from a boss you didn't like, boss you never got along with, and you're like, I'm gonna go do my own thing, but you've only seen a bad boss, you're gonna probably feel like you're doing a pretty good job.
319
00:15:37.997 --> 00:15:45.120
But in reality, you cut people off, you have huge amounts of churn, you start growing to the point where every manager leaves after six to 12 months.
320
00:15:45.400 --> 00:15:46.501
Why is that happening?
321
00:15:47.001 --> 00:15:51.422
And for a lot of people, they understand, okay, yes, it's a leadership problem, but then they don't know where the next step is.
322
00:15:51.743 --> 00:15:52.083
Why?
323
00:15:52.363 --> 00:15:53.223
What do I need to change?
324
00:15:53.283 --> 00:15:54.964
I want to change, but I don't know what to do.
325
00:15:55.804 --> 00:15:59.726
And I think that's hopefully the thing that I want to demonstrate in front of the owners.
326
00:15:59.927 --> 00:16:03.949
As I'm watching through the video with Lee, I realized one of the biggest questions wasn't answered.
327
00:16:03.989 --> 00:16:06.751
And that is, how do we do the revenue verification?
328
00:16:07.251 --> 00:16:16.937
When you join school, you'll immediately get a direct message from me and you'll just need to submit your profit and loss statement that shows at least $80,000 in monthly revenue.
329
00:16:17.337 --> 00:16:19.658
Or if you want to show a whole year, it needs to be over a million.
330
00:16:19.958 --> 00:16:21.619
So one of those two things have to be true.
331
00:16:22.040 --> 00:16:23.721
And we do this just to increase...
332
00:16:24.321 --> 00:16:27.203
the quality of the group and the conversations that are being had.
333
00:16:27.724 --> 00:16:28.865
And it's not beginner stuff.
334
00:16:28.985 --> 00:16:30.866
It is certainly focused on leadership.
335
00:16:30.906 --> 00:16:35.690
So I just want to answer that because that's one of the main questions I get about joining the group.
336
00:16:35.710 --> 00:16:39.553
So join the day because at 50 members, I am going to be increasing the price.
337
00:16:39.973 --> 00:16:41.634
And that's only going to be two new members.
338
00:16:42.015 --> 00:16:44.517
At the time I'm recording this, there's eight more spots available.
339
00:16:44.817 --> 00:16:47.439
So get in now and I look forward to seeing you inside the boardroom.
340
00:16:47.639 --> 00:16:48.160
Well, cool.
341
00:16:48.200 --> 00:16:49.602
We'll jump to a different question here.
342
00:16:49.682 --> 00:16:51.424
We could really drill in on that.
343
00:16:51.464 --> 00:16:53.987
But I want to ask more about the group kind of zooming out a little bit.
344
00:16:54.247 --> 00:16:57.712
Like why specifically build this for owners doing that million plus?
345
00:16:57.732 --> 00:17:00.035
Is it specifically because of leadership?
346
00:17:00.115 --> 00:17:03.539
Is there specific advice you can give to them versus people under?
347
00:17:03.559 --> 00:17:04.440
The rich only get richer.
348
00:17:04.560 --> 00:17:04.720
Yeah.
349
00:17:04.740 --> 00:17:05.181
Yeah.
350
00:17:06.074 --> 00:17:06.655
The comments hate.
351
00:17:06.695 --> 00:17:07.776
Late stage capitalism.
352
00:17:07.816 --> 00:17:07.937
Yeah.
353
00:17:07.957 --> 00:17:10.079
They're like, you're only hoping the people have money.
354
00:17:10.480 --> 00:17:13.764
It's like, no, there are like thousands and thousands of videos.
355
00:17:14.165 --> 00:17:15.707
So let me give you the chance to explain that.
356
00:17:15.867 --> 00:17:17.589
Is it this is some of the notes I had?
357
00:17:18.310 --> 00:17:21.474
Is it changes at that stage that make like the advice different?
358
00:17:21.554 --> 00:17:22.375
The problems are different.
359
00:17:22.415 --> 00:17:24.278
The community needs to be different.
360
00:17:24.478 --> 00:17:25.359
And I'll let you define that.
361
00:17:25.379 --> 00:17:26.880
But those are like some thoughts that I had.
362
00:17:26.900 --> 00:17:27.961
It's like, it's different advice.
363
00:17:28.021 --> 00:17:28.701
It's different people.
364
00:17:28.721 --> 00:17:30.703
It's a different community, different problems.
365
00:17:30.763 --> 00:17:33.565
Like why specifically are you making that the threshold?
366
00:17:33.665 --> 00:17:36.467
Like you cannot get into the club unless you meet this requirement.
367
00:17:36.688 --> 00:17:38.549
Because leadership looks different at that size.
368
00:17:39.210 --> 00:17:42.552
Leadership at 200,000 is go out and do more work.
369
00:17:42.973 --> 00:17:46.395
Like put your big boy pants on and grind and hustle.
370
00:17:46.916 --> 00:17:50.779
And when you get your first employee, demonstrate to them what it looks like by working your face off.
371
00:17:51.439 --> 00:17:53.201
And you just do more door hangers
372
00:17:53.941 --> 00:17:57.383
upsell them more times, make more phone calls and work more hours.
373
00:17:57.823 --> 00:18:00.465
And as much as you want to get around that and be like, I need a leadership training.
374
00:18:00.485 --> 00:18:01.045
No, you don't.
375
00:18:01.626 --> 00:18:02.566
You need to lead yourself.
376
00:18:02.746 --> 00:18:04.728
Like you need to go out and work and hustle.
377
00:18:05.088 --> 00:18:09.891
And then when you get your first employee, be with them all the time and demonstrate what good looks like as a technician.
378
00:18:10.932 --> 00:18:11.072
And
379
00:18:11.954 --> 00:18:16.398
So having that person in the group, they would learn the wrong skills at the wrong time.
380
00:18:17.558 --> 00:18:24.804
And I will also say that 98% of the content out there is actually made for that person because that is 95% of the market.
381
00:18:25.485 --> 00:18:27.666
And so when I talk to 5%, I know my views are down.
382
00:18:28.027 --> 00:18:29.428
I know that bombs our channel.
383
00:18:29.528 --> 00:18:31.770
It hurts my media team because we need to make money.
384
00:18:32.811 --> 00:18:43.081
And so in a way it's selfish in that I know that the content I'm sharing in this community would bomb my channel and a four hour video about marriage is not gonna do great on a Mike Andes video.
385
00:18:43.702 --> 00:18:45.023
And so that's part of it.
386
00:18:45.164 --> 00:18:49.789
Part of it is if I give that information to someone who's just getting started, that's actually the wrong information.
387
00:18:49.809 --> 00:18:52.551
What they need to know is work harder, do more hours.
388
00:18:53.312 --> 00:18:54.793
get better at doing your follow-up phone calls.
389
00:18:55.034 --> 00:18:58.897
And that's the stuff I have made 5,000 videos about and have tons of free content about.
390
00:18:59.557 --> 00:19:07.384
And so my objective now, like how I've framed it is like, I will do everything possible to make as much free content as possible, free tools as possible to get you from zero to a million.
391
00:19:07.784 --> 00:19:15.091
Once you're past a million, I need to actually get you in a community of very tight-knit other owners that are in the same size because...
392
00:19:16.048 --> 00:19:20.729
A $200,000 operator does not understand the problem that a $3 million operator is going through.
393
00:19:20.870 --> 00:19:21.290
They don't.
394
00:19:21.350 --> 00:19:25.471
They've never seen what 10 employees walking into your office and quitting at the same time feels like.
395
00:19:26.411 --> 00:19:32.813
And so I will also say that everyone thinks that someone who has a $2 million business somehow has it made.
396
00:19:33.253 --> 00:19:34.554
Like, why are you helping people that make more?
397
00:19:35.254 --> 00:19:37.135
I get to see every P&L of people that come in now.
398
00:19:37.895 --> 00:19:44.157
And so the other day, I saw someone doing over $5 million in annual revenue and losing a lot of money.
399
00:19:45.138 --> 00:19:50.140
And so as much as people would say, oh, this person is so successful, why would you help them more?
400
00:19:50.180 --> 00:19:51.961
No, they're still struggling.
401
00:19:52.601 --> 00:19:55.842
And just because the revenue is high does not mean they have figured out management.
402
00:19:55.862 --> 00:19:59.023
And you can tell in their P&L that there's churn in the mid-level manager.
403
00:19:59.444 --> 00:20:06.646
There's a bunch of reasons how you can tell that, especially when you look at the amount of overhead salaries and several other things.
404
00:20:06.667 --> 00:20:07.247
Yeah.
405
00:20:08.167 --> 00:20:10.608
When you see that, there's still pain.
406
00:20:11.068 --> 00:20:21.771
It's just hard for that person to go describe to their peers that I'm still going through pain as an entrepreneur, as a leader, even as a business owner where it comes to financially because you're the biggest guy in the room.
407
00:20:22.351 --> 00:20:26.012
And for a lot of these people joining, they are the biggest business owner that they know.
408
00:20:26.572 --> 00:20:27.473
There's no one else.
409
00:20:27.753 --> 00:20:29.733
And so everyone around them thinks they're doing well.
410
00:20:30.314 --> 00:20:34.555
And that's a very hard place to be because you can't say, actually, I'm struggling.
411
00:20:34.575 --> 00:20:35.255
Right?
412
00:20:35.355 --> 00:20:39.997
Because none of the people around you actually have the answer or the solve for the situation you're going through.
413
00:20:40.557 --> 00:20:44.378
And so I'm trying to create an environment where those people, it's safe to be like, hey, I'm struggling.
414
00:20:45.158 --> 00:20:47.559
I cannot get a manager to stick with me for more than six months.
415
00:20:48.079 --> 00:20:53.921
I'm losing money, but I don't know a single person on my network that's making as much as me in terms of revenue.
416
00:20:54.241 --> 00:20:55.622
And they all think I'm doing really good.
417
00:20:56.786 --> 00:20:58.226
And that's like a weird place to be.
418
00:20:58.346 --> 00:21:04.888
It's just as painful in a different way as being the operator that's physically stressed in your mind because you're working seven days a week, 14 hour days.
419
00:21:05.488 --> 00:21:06.808
It's just a different type of stress.
420
00:21:07.228 --> 00:21:12.610
And I think everyone gives credence to the person working their face off because it is physical stress.
421
00:21:12.970 --> 00:21:18.271
But the psychological stress that comes along with a seven, eight figure business is a different form of stress.
422
00:21:18.291 --> 00:21:20.692
Like no one's gonna complain about me sitting at my computer.
423
00:21:21.172 --> 00:21:22.292
I joke with Brianna all the time.
424
00:21:22.692 --> 00:21:24.052
I'm like, yeah, I'm really stressed out.
425
00:21:24.072 --> 00:21:26.053
I've been sitting at my computer all day long.
426
00:21:26.953 --> 00:21:30.358
However, it is a different type of stress that needs to be dealt with.
427
00:21:30.838 --> 00:21:44.215
And because we, in blue collar world, a lot of times we'll put on a pedestal the sweat that comes along with growing when you're smaller and the equity of growing the business, boots on the ground, doing the work, working hard...
428
00:21:45.072 --> 00:21:59.804
We have a hard time actually putting into words the stress that comes along with sitting at a computer trying to balance numbers, sitting at a computer wondering why you can't get managers to stick with you, sitting at a computer wondering why you're spending six figures on ads, and that keeps going up, but your revenue is flat.
429
00:22:00.185 --> 00:22:11.854
We have a hard time being able to sympathize with that person, and that person has a hard time being able to get the answers they need because everyone in their circle sees them as the most successful person.
430
00:22:12.275 --> 00:22:12.475
Mm-hmm.
431
00:22:14.205 --> 00:22:20.133
Yeah, I'm even thinking about you as my leader, right, as my direct manager and CEO.
432
00:22:20.433 --> 00:22:24.038
When I joined, you hired me the year you broke a million in annual revenue.
433
00:22:24.159 --> 00:22:24.980
So that was the first year.
434
00:22:25.000 --> 00:22:25.280
Was it really?
435
00:22:25.360 --> 00:22:26.942
Yeah, the first year you did like 1.1.
436
00:22:27.103 --> 00:22:29.005
So it was like the year or two after accident?
437
00:22:29.165 --> 00:22:29.626
Year after accident.
438
00:22:29.726 --> 00:22:30.246
It was right up.
439
00:22:30.266 --> 00:22:31.427
Yeah, it was a year after the accident.
440
00:22:31.447 --> 00:22:32.828
So I didn't know about the accident.
441
00:22:32.888 --> 00:22:34.930
Like I found out about it later.
442
00:22:34.950 --> 00:22:36.671
But anyways, I joined the fall.
443
00:22:36.711 --> 00:22:38.292
You broke like one one million.
444
00:22:38.312 --> 00:22:39.353
You did one point one million.
445
00:22:39.653 --> 00:22:50.701
And while you were talking, I was like, yeah, I remember like having conversations with my friends and my then girlfriend, now wife that before you told us before I told you guys, it was an offsite lead drop.
446
00:22:51.521 --> 00:22:53.222
So there's this girl in Tennessee.
447
00:22:53.302 --> 00:22:54.503
I think we're going to get married.
448
00:22:54.523 --> 00:22:57.144
The Southern girls just get us.
449
00:22:57.384 --> 00:23:01.106
So I remember like to stick to been like, yeah, like this guy, like he's positive.
450
00:23:01.406 --> 00:23:02.366
I think he cares about me.
451
00:23:02.546 --> 00:23:03.767
And like, I could tell you worked hard.
452
00:23:04.487 --> 00:23:08.209
And so I was bought in because you were a better manager than any other manager I'd had previous.
453
00:23:08.229 --> 00:23:09.230
I was like, you're positive.
454
00:23:09.250 --> 00:23:09.850
You care about me.
455
00:23:09.870 --> 00:23:10.390
You work hard.
456
00:23:10.870 --> 00:23:11.711
That got you to a million.
457
00:23:12.291 --> 00:23:21.602
You cannot just be positive and work hard and keep me, Liz, the Marcus's, the Knicks, the Brad's, all these people have stuck with you for years by just being positive and working hard.
458
00:23:21.962 --> 00:23:23.003
You had to change as a leader.
459
00:23:23.023 --> 00:23:23.744
You had to push me.
460
00:23:23.764 --> 00:23:25.206
You had to have more direct conversations with me.
461
00:23:25.446 --> 00:23:30.151
We had to implement systems, P4P, Yellowslips, whatever it may be, compensation programs.
462
00:23:30.432 --> 00:23:32.053
You had to adapt your leadership skills.
463
00:23:32.093 --> 00:23:32.934
So to your point.
464
00:23:33.675 --> 00:23:40.920
Even the person that maybe is at 200,000, quite literally, you can get to a million by just working harder and like being positive and caring about your employees.
465
00:23:41.000 --> 00:23:41.660
You really can.
466
00:23:42.100 --> 00:23:45.663
It's once you cross that threshold that the stress changes.
467
00:23:45.743 --> 00:23:49.905
As you talk about with the owners in Augusta, it becomes a more financial and a more psychological stress.
468
00:23:50.566 --> 00:23:57.510
And I think that's really cool that you're leaning into that because, you know, we really believe here at Augusta, like a lot just comes down to the way someone leads.
469
00:23:57.870 --> 00:24:14.777
So I want to pivot a little bit from the specifics of like where the group's at today, the inception of the group and talk about like what you hope this group for this group to become, because I know you don't really nowadays, especially in your entrepreneurial career, you don't launch new ideas or concepts without thoroughly thinking through the long term.
470
00:24:15.077 --> 00:24:16.177
Like you've gotten better at that.
471
00:24:17.078 --> 00:24:22.260
And I think I'm sitting here like, what do you hope this group becomes in three to five years?
472
00:24:22.280 --> 00:24:22.480
Yeah.
473
00:24:23.468 --> 00:24:24.949
For three to five years is different.
474
00:24:25.129 --> 00:24:36.673
So three to five years, I would say I would want to see this as what I call Augusta 2.0, which is most people join Augusta if they don't have an existing business that's already doing seven, 800,000.
475
00:24:36.693 --> 00:24:38.533
They join because they want to grow to a million.
476
00:24:39.094 --> 00:24:39.394
Great.
477
00:24:39.774 --> 00:24:41.535
And if that's all you want to do, fantastic.
478
00:24:41.555 --> 00:24:44.556
But if you want to do a second location, I need to train you up in leadership.
479
00:24:44.976 --> 00:24:47.557
And so I see Augusta 2.0 is like, if you want to get here,
480
00:24:48.457 --> 00:24:53.783
I have a roadmap for you to improve your skills because it's going to be what is required to actually have multiple locations.
481
00:24:54.064 --> 00:25:00.531
And so when we talk about having multiple locations or multi-unit operators, I was like, great, just do it again.
482
00:25:00.551 --> 00:25:01.773
And I forgot one thing.
483
00:25:03.009 --> 00:25:05.391
the way you will lead and manage has to completely change.
484
00:25:05.951 --> 00:25:10.234
And so I have seen that be the constraint for many of our operators and owners inside of Augusta.
485
00:25:10.594 --> 00:25:17.018
And so I'm doing my best to solve that because it's a soft skill that's very hard to train, very hard to measure, very hard to quantify.
486
00:25:17.038 --> 00:25:17.959
And, and,
487
00:25:18.419 --> 00:25:21.301
I've always stuck to close ratio, number of leads.
488
00:25:21.341 --> 00:25:22.462
We've always tracked that stuff.
489
00:25:22.522 --> 00:25:25.944
Call rate, percentage of what we pick up before eight seconds, all these things.
490
00:25:26.265 --> 00:25:37.613
But I never thought about the fact that as soon as you do a second location, as soon as you have a mid-level manager, if the leader's not ready for it, you can keep doing this over and over and over and over again, but if they have not changed their behavior, it's gonna keep failing.
491
00:25:38.233 --> 00:25:39.894
And so I'm taking a hack at that.
492
00:25:39.994 --> 00:25:47.280
I believe that I would like it to make it where people that are at six, seven, 100,000, they're like, I wanna get in that group, and there's something to aspire to get into.
493
00:25:47.980 --> 00:25:54.526
And that it's not this blank canvas of like, hey, like once you get the size, like good luck, you're doing great.
494
00:25:54.586 --> 00:25:55.186
Just do it again.
495
00:25:55.787 --> 00:26:00.290
When in reality, I know that doing it again means you need the mid-level managers.
496
00:26:00.350 --> 00:26:02.092
You need them to stick with you for the long term.
497
00:26:02.332 --> 00:26:04.674
You need comp models that work well for those managers.
498
00:26:05.154 --> 00:26:13.341
And that needs to be a skill that many times is honed through seeing other perspectives, other industries, and other owners that have done it many times.
499
00:26:14.142 --> 00:26:14.883
I think some of the best...
500
00:26:15.811 --> 00:26:23.758
The best takeaways will come from people outside of lawn care landscaping that are doing something adjacent to us that they can learn from.
501
00:26:24.499 --> 00:26:37.270
And so in three to five years, I would say I would want it to be a place where Augusta owners know they can gain the skills required that they do not have when you're growing a smaller business, when you've worked for bad bosses your whole life, gain those skills so they can keep scaling.
502
00:26:37.350 --> 00:26:39.012
And there isn't this hard work
503
00:26:40.327 --> 00:26:47.736
I want to alleviate the pain that usually has taken three years for someone to figure out leadership and compress it down to a year that they usually experience between one and two million.
504
00:26:48.196 --> 00:26:50.880
That would be like the three to five year goal for the group.
505
00:26:51.340 --> 00:26:54.584
The long term vision is like I want this is going to be taken out of context.
506
00:26:54.604 --> 00:26:55.585
So here, let's clip it.
507
00:26:56.046 --> 00:26:57.087
This wants to be the home.
508
00:26:57.247 --> 00:26:59.189
I want this to be like the home service Illuminati.
509
00:26:59.770 --> 00:27:07.192
It's like this group that everyone just knows if you've been in home service boardroom, this takes a while to build out this reputation, like you're just an absolute savage.
510
00:27:08.032 --> 00:27:14.754
You stay inside this club, and if you're in the club, everyone wants to know what's going on inside the club because everyone grows.
511
00:27:15.194 --> 00:27:19.336
Somehow you flatline it at 2.4 for three years, then all of a sudden you went to 12 million.
512
00:27:19.756 --> 00:27:20.276
I want that.
513
00:27:20.416 --> 00:27:23.979
I want that as reputation of just like this absolute Illuminati.
514
00:27:25.901 --> 00:27:26.682
That's what I want it to be.
515
00:27:26.782 --> 00:27:32.247
Like the Navy SEALs of the home service industry.
516
00:27:32.568 --> 00:27:37.653
If you can get into it, it's like your ticket to be able to come the leader that is required to get to 10 million plus.
517
00:27:38.093 --> 00:27:40.696
And I just want example after example after example.
518
00:27:40.716 --> 00:27:41.616
Like they were at 2 million.
519
00:27:42.077 --> 00:27:43.378
Five years later, 12 million.
520
00:27:43.758 --> 00:27:44.419
They were at 1.4 million.
521
00:27:45.400 --> 00:27:47.562
Five years later, they're at seven million.
522
00:27:47.582 --> 00:27:48.882
Like, I just want example after example.
523
00:27:49.043 --> 00:27:50.423
But that's going to take quite a bit of time.
524
00:27:50.564 --> 00:27:50.724
Yeah.
525
00:27:51.124 --> 00:27:51.924
But that would be my goal.
526
00:27:51.945 --> 00:27:54.726
It's like everyone wants in, but you got to pass a million.
527
00:27:54.806 --> 00:27:58.189
And once you're in, it's just like this, like, I don't want to call it hazing.
528
00:27:58.429 --> 00:28:01.931
But there's like this process of like everyone just pushes you to become a better leader.
529
00:28:01.951 --> 00:28:07.075
And there's so much peer pressure to become the certain individual that is required to build an eight-figure base.
530
00:28:07.642 --> 00:28:08.242
I respect that.
531
00:28:08.283 --> 00:28:18.991
So then the question is to go, I guess, be the antithesis of the clip, which is like the Illuminati of home services is like, why do you just does that?
532
00:28:19.091 --> 00:28:19.831
That's just your mission.
533
00:28:19.871 --> 00:28:20.492
That's just your vision.
534
00:28:20.512 --> 00:28:22.713
Like, I know you on a personal level, but like this is the platform.
535
00:28:22.733 --> 00:28:23.614
This is the unfiltered.
536
00:28:23.674 --> 00:28:24.655
Like, why?
537
00:28:24.755 --> 00:28:27.477
Why do you care about someone going from 2 million to 12 million?
538
00:28:27.497 --> 00:28:40.702
because I know that there's just as much pain when I hit three and four million and had to change as a leader as when I was doing seven, eight hundred thousand, got caught underneath a dump truck and almost got cut out of business and was working eight hour weeks without any profit.
539
00:28:41.042 --> 00:28:54.526
There is just as much pain at three, four, five million dollars and wondering why can't I keep managers, why am I spending all this money on managers and they don't stick and not having the awareness or the people around me to point out, oh, it's because of the way you talk.
540
00:28:54.827 --> 00:28:55.867
It's because you said this to them.
541
00:28:56.067 --> 00:28:57.609
It's because when they said this, you said this.
542
00:28:59.531 --> 00:29:01.733
And no one feels bad for that person.
543
00:29:02.434 --> 00:29:06.318
And I know it's like to feel that and feel so stressed out and feel that pain.
544
00:29:06.678 --> 00:29:11.263
And so I've always talked about like what drives so much of my content is talking to 18 and 20 year old version of myself.
545
00:29:11.343 --> 00:29:15.747
18 year old being starting the business and leaving the medical field.
546
00:29:16.208 --> 00:29:16.829
And like that.
547
00:29:17.429 --> 00:29:18.710
separation that's required to start.
548
00:29:19.110 --> 00:29:24.173
Then at 21, realizing I had no systems, the business was broken and I had to fundamentally change it.
549
00:29:24.554 --> 00:29:30.938
And I believe that there's this third avatar that I will start to talk to more, especially in this group.
550
00:29:30.998 --> 00:29:34.820
And that is the three to four, $5 million revenue that I was at.
551
00:29:34.900 --> 00:29:42.685
And just wondering what is this invisible hand pushing me down and realizing eventually that it was me and the way I communicated and the way that I led.
552
00:29:42.745 --> 00:29:45.647
And by no means am I perfect and everyone needs to have a certain style.
553
00:29:45.987 --> 00:29:46.268
And there's
554
00:29:47.749 --> 00:30:02.080
wide variety of styles that work, but understanding what universal principles of leadership actually keep you from growing a bigger business and keeping good people and attracting great talent and building a vision that is vivid enough for your team to be able to fit their dreams inside of.
555
00:30:03.161 --> 00:30:08.566
Those are things that are foreign to me and no one else was gonna point that out to me because I had a bigger business than everyone else around me.
556
00:30:09.366 --> 00:30:09.907
And so...
557
00:30:11.633 --> 00:30:13.015
That would be like the long-term vision.
558
00:30:13.035 --> 00:30:13.957
Yeah, I love that.
559
00:30:14.157 --> 00:30:14.858
Fantastic.
560
00:30:15.118 --> 00:30:16.160
Well, let's pivot off of that.
561
00:30:16.180 --> 00:30:20.927
I had a couple other questions, but I think you answered 99.9% of them better than I could have primed them.
562
00:30:21.007 --> 00:30:24.913
So I want to talk sabbaticals.
563
00:30:25.114 --> 00:30:26.295
So you talked about this.
564
00:30:26.315 --> 00:30:27.277
Someone had to bring it up.
565
00:30:27.497 --> 00:30:31.942
I didn't want to, you know, I never want this to be a podcast where we talk about other podcasts.
566
00:30:32.022 --> 00:30:34.305
So it's not going to be that.
567
00:30:35.487 --> 00:30:38.430
Shout out you and Jonathan Petosian is talking about sabbaticals.
568
00:30:38.470 --> 00:30:40.092
So I actually need a couple years off.
569
00:30:40.292 --> 00:30:41.514
No, not at all.
570
00:30:41.554 --> 00:30:41.974
Not at all.
571
00:30:41.994 --> 00:30:43.115
No, I'm loving it.
572
00:30:43.696 --> 00:30:45.118
So I was like, first off,
573
00:30:45.386 --> 00:30:46.566
You know, let's go Alex Ramosi.
574
00:30:46.687 --> 00:30:48.007
Let's define what sabbatical is.
575
00:30:48.307 --> 00:30:56.050
So the definition that I found, a useful definition of sabbatical, is that it is an intentional extended leave of absence from work, typically lasting between a month and a year.
576
00:30:56.330 --> 00:31:04.233
Unlike a standard vacation, its primary purpose is not just to rest, but for deep professional or personal development, such as studying, writing, traveling, and recovering from burnout.
577
00:31:04.493 --> 00:31:11.436
And it was traditionally associated with the clergy or pastors, as well as professors and universities that they could then...
578
00:31:11.897 --> 00:31:22.532
reinvest in their study, in their, you know, if you're in the clergy, your relationship with God, if you are a university professor to do a deep dive into your specific field, right?
579
00:31:22.552 --> 00:31:26.097
You take the time off from teaching or doing whatever to really just focus on your specific field.
580
00:31:26.538 --> 00:31:31.900
So I wanted to know, because you recently said this, not talking about specifically what you and Jonathan talked about.
581
00:31:32.140 --> 00:31:34.340
I want to extract something you said from the conversation.
582
00:31:34.900 --> 00:31:42.783
You said that you probably couldn't take a true 30 to 90 day sabbatical from your businesses until late 2028 at the earliest.
583
00:31:42.903 --> 00:31:43.123
Yeah.
584
00:31:43.303 --> 00:31:46.404
OK, well, I'm going to commit by the end of 2028 to take one.
585
00:31:47.064 --> 00:31:47.704
I think you should.
586
00:31:48.764 --> 00:31:51.805
Not this year, not 2027, but I can commit to the end of 2028.
587
00:31:51.865 --> 00:31:52.365
I'll take 30 days.
588
00:31:52.405 --> 00:31:52.705
All right.
589
00:31:54.566 --> 00:31:55.006
That's great.
590
00:31:55.026 --> 00:31:56.887
I think it would be fantastic.
591
00:31:57.047 --> 00:32:02.789
And I can't wait till the day I can ask you, what'd you get out of it or if it was a big giant waste of time?
592
00:32:03.370 --> 00:32:04.850
Why that timeline specifically?
593
00:32:06.151 --> 00:32:07.511
Like what was going through my head when I said that?
594
00:32:07.531 --> 00:32:07.691
Yeah.
595
00:32:08.752 --> 00:32:09.692
Is this C-Sweet unfiltered?
596
00:32:11.653 --> 00:32:13.534
But obviously, you know, you can't share too much.
597
00:32:14.154 --> 00:32:14.394
Okay.
598
00:32:14.474 --> 00:32:19.076
The honest truth is what I said.
599
00:32:19.976 --> 00:32:21.377
And that is like, I do feel guilty.
600
00:32:22.770 --> 00:32:40.147
But I would feel guilty doing that 100%, especially when I feel like right now I do not serve all of the people that support me to the level that I would feel comfortable enough to be able to step away from daily operations and grinding and pushing.
601
00:32:40.728 --> 00:32:44.851
And what I mean by that is not to take away from the leadership teams or the people that are doing the work.
602
00:32:45.572 --> 00:32:49.433
But the speed at which we'd move would slow down if I stepped away right now.
603
00:32:49.853 --> 00:32:58.857
And we still have that much time for me to catch up to the point where I feel like the sabbatical would be beneficial to the organization versus slowing it down.
604
00:32:59.717 --> 00:33:14.642
And especially around several elements of the businesses that I think that right now I cause some pain for our members and I need speed to compress that time frame of how much longer that it lasts.
605
00:33:15.542 --> 00:33:18.125
And I take that really seriously and I would not be able to relax.
606
00:33:18.265 --> 00:33:20.607
So it would almost be impossible, actually.
607
00:33:21.568 --> 00:33:27.894
And the counterpoint to that would be that maybe getting away would give me different perspectives to be able to solve the problems in a more efficient manner.
608
00:33:27.914 --> 00:33:29.395
That could be true.
609
00:33:31.677 --> 00:33:34.560
But I'm not ready to do that now.
610
00:33:35.715 --> 00:33:37.837
Can I go full Jack Neal here?
611
00:33:37.957 --> 00:33:38.457
Sure.
612
00:33:38.557 --> 00:33:40.158
I've been listening to some recent Jack Neal.
613
00:33:40.178 --> 00:33:40.979
I reject the premise.
614
00:33:42.320 --> 00:33:44.361
I heard you say that in a leadership meeting the other day.
615
00:33:44.381 --> 00:33:44.661
Really?
616
00:33:44.942 --> 00:33:47.163
Yes, I was in my office and I could hear you.
617
00:33:47.183 --> 00:33:47.944
I reject the premise.
618
00:33:47.984 --> 00:33:50.385
I was like, oh my goodness, someone's been listening to Alex too much.
619
00:33:50.406 --> 00:33:51.186
No, no, no.
620
00:33:51.266 --> 00:33:51.786
Jack Neal.
621
00:33:52.647 --> 00:33:54.288
And I'm going to ask it exactly how he would.
622
00:33:55.269 --> 00:33:57.590
You said causing pain.
623
00:33:58.411 --> 00:34:00.812
What pain are you causing to your team?
624
00:34:01.432 --> 00:34:02.453
Well, I wouldn't say to my team.
625
00:34:02.573 --> 00:34:07.696
I would say to my customers or to the people that support me.
626
00:34:07.996 --> 00:34:17.162
And so how I see it, and this could be wrong, is the people that are like, I have this vision and this mission of trying to change the industry or help home service business owners.
627
00:34:17.622 --> 00:34:18.543
In order to do that, I need money.
628
00:34:19.403 --> 00:34:20.703
And that money comes from my customers.
629
00:34:21.164 --> 00:34:28.266
And so to the degree that I care about the mission, I have to care about the customers in order to have the fuel that is required to get me there.
630
00:34:28.726 --> 00:34:36.128
And so if someone gives me money at a stage at which I feel like I am not yet deserving of it, I feel that there is this gap.
631
00:34:36.448 --> 00:34:41.029
And I can fill that gap by showing how much I care and how hard I am pushing towards the goal.
632
00:34:41.429 --> 00:34:44.030
Whether or not that is just a broken psychological thing in my brain is.
633
00:34:44.550 --> 00:34:46.371
is debatable, but I do feel that.
634
00:34:46.831 --> 00:34:54.673
And so there are certain things that I feel like I have done a good enough job, and I always am giving my best, but the actual end result, the product is good enough.
635
00:34:55.654 --> 00:35:09.078
There are other aspects that I feel like there are deficiencies that cause pain to the people that support me, and until they are quote, good enough, to where then I can step away and step back, kind of like if you're doing a molding, or you're doing a, what's it called, a sculpture.
636
00:35:09.798 --> 00:35:13.462
You've got to get to a certain point before you step back and start asking yourself, should I refine this?
637
00:35:13.482 --> 00:35:14.022
Should I adjust this?
638
00:35:14.182 --> 00:35:16.825
It's like, no, you've got to still whack out this huge chunk.
639
00:35:17.285 --> 00:35:23.471
Okay, let me focus on that, and then I'll step back, and I'll get more reflective about how I should fine-tune this.
640
00:35:23.891 --> 00:35:25.673
I'm not at the fine-tuning point perspective yet.
641
00:35:25.973 --> 00:35:28.195
And again, I could be flawed, and I could be wrong on this.
642
00:35:28.516 --> 00:35:31.639
I will never know if I'm wrong or not, but I need a year for my...
643
00:35:33.340 --> 00:35:38.242
Me to feel good enough stepping away to be able to get that reflective about the business because that is a luxury.
644
00:35:38.302 --> 00:35:40.423
And this is a key part that Jonathan said.
645
00:35:40.443 --> 00:35:42.324
He's like, what we're talking about right now is a luxury.
646
00:35:42.364 --> 00:35:45.225
This is awesome that we even get to talk about this.
647
00:35:45.765 --> 00:35:48.006
And I don't think I've achieved that level yet.
648
00:35:48.707 --> 00:35:52.008
So what has to be true than by late 2028?
649
00:35:52.728 --> 00:35:54.369
That isn't true today for you to be able to take that step.
650
00:35:54.389 --> 00:35:54.889
Should I say that?
651
00:35:55.189 --> 00:35:56.130
That's where like, yeah.
652
00:35:56.210 --> 00:35:57.991
And I'm not pressing you to share public information.
653
00:35:58.031 --> 00:36:00.151
I need my MPS scores on every department to a certain level.
654
00:36:00.572 --> 00:36:01.172
Okay, that's fair.
655
00:36:02.874 --> 00:36:04.354
No, don't ask me the next question.
656
00:36:04.715 --> 00:36:05.495
What is the number?
657
00:36:05.535 --> 00:36:06.195
No, no, no, no.
658
00:36:06.215 --> 00:36:07.375
That wasn't the next question.
659
00:36:07.435 --> 00:36:08.876
That wasn't the next question, I promise.
660
00:36:09.716 --> 00:36:10.096
That's fair.
661
00:36:10.216 --> 00:36:10.596
That's fair.
662
00:36:11.616 --> 00:36:12.357
Do you feel...
663
00:36:12.457 --> 00:36:15.458
Okay, let's just play devil's advocate because that's what you do on podcasts.
664
00:36:15.838 --> 00:36:27.001
Do you feel that an MPS score, albeit a metric that all businesses use to track customer success and satisfaction, do you believe that that is too...
665
00:36:28.398 --> 00:36:38.748
objective of a reason to take a sabbatical and you aren't taking in certain subjective elements like this leader on this team has just been crushing recently.
666
00:36:39.228 --> 00:36:48.757
And maybe something outside of NPS is so drastically positive that maybe the public doesn't see, maybe the customer doesn't see, but this leader could handle me being gone for 30 days.
667
00:36:49.157 --> 00:36:53.181
Like that's a subjective thing that maybe not is not impacting your NPS.
668
00:36:53.221 --> 00:36:53.763
Does that make sense?
669
00:36:53.843 --> 00:36:54.384
Oh, yeah.
670
00:36:54.425 --> 00:37:00.964
The reason I said 28 also is like I'm confident enough to know that if I did nothing for the next year, we would get there.
671
00:37:01.678 --> 00:37:01.958
Got it.
672
00:37:02.438 --> 00:37:07.561
I'm confident with our leadership and with the direction and where we're headed for all the current deficiencies that I see.
673
00:37:07.882 --> 00:37:09.362
We have the roadmap to get there.
674
00:37:09.383 --> 00:37:15.086
And if I did nothing, if I checked out today, we would have an MPS score over what I require in every department.
675
00:37:15.106 --> 00:37:15.886
To the roadmap set.
676
00:37:16.086 --> 00:37:16.307
Yes.
677
00:37:16.647 --> 00:37:19.148
And the leadership team is in place to make sure it executes well.
678
00:37:19.749 --> 00:37:21.630
So that's why I can confidently say by the end of 2020.
679
00:37:21.650 --> 00:37:24.211
So the deficiency is we just haven't hit certain goals yet.
680
00:37:24.411 --> 00:37:25.172
I want to get there faster.
681
00:37:25.772 --> 00:37:27.173
So how do we get there faster?
682
00:37:28.261 --> 00:37:32.185
I feel like that's still my role as a founder is to push to see where the areas are.
683
00:37:32.325 --> 00:37:36.469
Like all the little 2%, 1%, 5%, hey, this course correction here.
684
00:37:37.350 --> 00:37:40.373
I think we're all generally going the right direction to get there in 2028.
685
00:37:40.693 --> 00:37:44.177
But I think we can do it faster and more efficiently by me being still involved.
686
00:37:45.125 --> 00:37:46.026
I completely agree with that.
687
00:37:46.046 --> 00:37:51.132
And that's an interesting conversation that I had with Nick, because obviously we listen to the podcast and I was like, what do you think?
688
00:37:51.152 --> 00:37:51.812
What do you think?
689
00:37:51.952 --> 00:37:53.174
And so we're like going back and forth.
690
00:37:53.534 --> 00:37:54.956
And I don't want to I don't want to speak for him.
691
00:37:55.236 --> 00:37:56.717
But we differed slightly.
692
00:37:56.737 --> 00:37:57.138
Oh, really?
693
00:37:57.158 --> 00:37:59.901
Whereas he thought progress would almost stall.
694
00:38:00.798 --> 00:38:01.118
Really?
695
00:38:01.699 --> 00:38:03.079
And like I said, I don't want to speak for him.
696
00:38:03.099 --> 00:38:07.462
And I was like, but and I thought internally, I was like, but you've laid out a path for me and my goals.
697
00:38:07.482 --> 00:38:08.743
Yeah, I think I report.
698
00:38:08.823 --> 00:38:10.124
I report to you on a weekly basis.
699
00:38:10.144 --> 00:38:10.664
You check in.
700
00:38:10.704 --> 00:38:12.065
You want to know when things are right or wrong.
701
00:38:12.085 --> 00:38:16.207
Like you sent me a message the other day, like, hey, why is this invoice X, Y and Z?
702
00:38:16.467 --> 00:38:17.288
Like totally fine.
703
00:38:17.308 --> 00:38:20.910
Like that's your job as a CEO to check and make sure I'm doing certain things the way you want them done.
704
00:38:21.330 --> 00:38:24.172
But I also know what my 2026 goals are.
705
00:38:24.312 --> 00:38:25.753
I know what my 2027 goals are.
706
00:38:26.073 --> 00:38:31.157
So I felt that my specific performance might not stagnate.
707
00:38:31.557 --> 00:38:41.584
Maybe without you pushing, checking in, sending some, you know, either supportive messages or probing messages when you do would maybe hurt my motivation or maybe not allow me to get there as fast.
708
00:38:41.764 --> 00:38:42.725
So I agree with you on that.
709
00:38:43.485 --> 00:38:46.887
I think that we could still get to certain goals just looking at my department.
710
00:38:47.207 --> 00:38:54.690
But I do think you being involved and like being that driving factor, that push, that motivator, that counterpoint to whatever we're doing is important.
711
00:38:55.470 --> 00:38:58.873
So, yeah, I think Nick underestimates his ability to be self-reflective.
712
00:38:58.893 --> 00:39:00.014
Nick, you're really good at your job.
713
00:39:00.034 --> 00:39:00.815
Because he is.
714
00:39:00.975 --> 00:39:01.475
He is.
715
00:39:01.875 --> 00:39:05.899
Actually, that's one of his strengths is being self-reflective and then like critiquing himself.
716
00:39:06.559 --> 00:39:08.421
And he he also has that roadmap.
717
00:39:08.681 --> 00:39:10.903
And if he executes on it, like it'll be really good.
718
00:39:10.983 --> 00:39:12.244
All the stuff he's doing for coaching.
719
00:39:12.745 --> 00:39:17.268
And so part of that, though, is like you've been in your role for four or five years for this would be four years.
720
00:39:17.288 --> 00:39:17.709
Like, right.
721
00:39:17.749 --> 00:39:18.710
I think he's fall to.
722
00:39:18.970 --> 00:39:19.130
Yeah.
723
00:39:19.290 --> 00:39:34.146
Yeah, so part of it is like having a tracker of knowing okay, I have I've improved at this rate over the course of time And so I think Nick is really starting to escalate house how fast he is improving his department and I think underestimates just how how good he is at his job.
724
00:39:34.167 --> 00:39:35.027
He's really good at his job.
725
00:39:35.248 --> 00:39:35.468
Like
726
00:39:35.708 --> 00:39:36.129
Really good.
727
00:39:36.369 --> 00:39:38.351
And that's what I try to share with him.
728
00:39:38.391 --> 00:39:40.413
I was like, but you know what you're doing and you're developing stuff.
729
00:39:40.753 --> 00:39:42.975
Mike isn't looking over your shoulder developing this stuff.
730
00:39:43.135 --> 00:39:46.839
You're checking in with him and making sure it's going the way he wants it as the CEO.
731
00:39:47.119 --> 00:39:48.761
But you still know the roadmap.
732
00:39:49.161 --> 00:39:50.082
I feel like also when...
733
00:39:51.183 --> 00:39:54.726
I'd say a few years ago, you and I were really hands on and stuff in sales, for example.
734
00:39:55.086 --> 00:39:57.949
And so you probably would have felt like the dependency a little bit more.
735
00:39:58.049 --> 00:40:01.672
And so more recently with Nick, we have done the same thing with what he's doing.
736
00:40:01.952 --> 00:40:03.253
And so, but the roadmap's there.
737
00:40:03.453 --> 00:40:04.414
He will execute on it.
738
00:40:04.654 --> 00:40:07.096
He probably just feels like, oh, I will need that again.
739
00:40:07.216 --> 00:40:08.077
And yes, you will.
740
00:40:08.457 --> 00:40:13.361
But you will also be self-reflective enough to see what works and what doesn't and then be able to self-correct.
741
00:40:13.461 --> 00:40:13.662
Yeah.
742
00:40:15.143 --> 00:40:19.526
But his feedback loops with me have been tighter in his department than you and me.
743
00:40:19.546 --> 00:40:20.206
100%.
744
00:40:20.226 --> 00:40:23.068
Yeah, that's one of the things I've been thinking about recently.
745
00:40:23.088 --> 00:40:26.191
So I'll just take a deviation from the sabbatical.
746
00:40:26.771 --> 00:40:31.835
There's an element of... And I'll just be totally vulnerable unfiltered on the C-suite unfiltered.
747
00:40:32.375 --> 00:40:35.097
Is I don't have as much communication with you.
748
00:40:35.117 --> 00:40:37.679
And I'm like, does that mean it's a good thing or is that a bad thing?
749
00:40:38.039 --> 00:40:38.340
I'm like...
750
00:40:39.203 --> 00:40:40.404
Like, I don't know.
751
00:40:40.464 --> 00:40:43.585
But at times it's like, it is because you trust me that I'm doing my job.
752
00:40:43.825 --> 00:40:46.686
But then there's times where it's where I'm like, but you haven't checked in.
753
00:40:46.966 --> 00:40:47.727
So are you worried?
754
00:40:48.007 --> 00:40:50.528
Like, it's the classic, like, relationship.
755
00:40:50.588 --> 00:40:52.069
Like, they haven't texted me back.
756
00:40:52.489 --> 00:40:53.609
It's like, oh, they were just busy.
757
00:40:53.730 --> 00:40:54.050
Right.
758
00:40:54.090 --> 00:40:55.910
Like, they had a family emergency, whatever.
759
00:40:56.251 --> 00:40:58.712
And so I do see that point.
760
00:40:59.032 --> 00:41:03.034
But I also wonder if, like, other leaders would feel that way.
761
00:41:03.074 --> 00:41:04.734
And maybe, and this is not me speculating.
762
00:41:04.754 --> 00:41:05.655
I'm not thinking of any leaders.
763
00:41:05.675 --> 00:41:06.475
I just want to be very clear.
764
00:41:06.515 --> 00:41:07.556
Anyone on my team is listening.
765
00:41:07.576 --> 00:41:07.756
Yeah.
766
00:41:08.528 --> 00:41:15.991
Is it more so that you're like, just by being that driving factor, by being the coach, like you are the head coach, like you have put together the team of all stars.
767
00:41:16.051 --> 00:41:17.952
And I'm just using that term colloquially.
768
00:41:18.332 --> 00:41:19.613
You put together your team of all stars.
769
00:41:19.633 --> 00:41:23.494
You know, they know how to run, pass, catch, whatever, but you still are going to call the place.
770
00:41:23.814 --> 00:41:24.715
You're still going to check in.
771
00:41:24.915 --> 00:41:28.036
And you believe by you calling the place, you checking in, like, we'll just get to those goals faster.
772
00:41:29.586 --> 00:41:40.795
Yeah, I think the evolution I still have not done, and I think it'll happen in the next couple years, is going from player coach to coach on the sidelines to general manager and then in the owner's box.
773
00:41:40.875 --> 00:41:42.657
That's different, like a different progression.
774
00:41:43.077 --> 00:41:47.601
I feel like true owner's boxes, you're running a 50 million plus organization organization.
775
00:41:48.421 --> 00:41:49.121
in terms of revenue.
776
00:41:49.181 --> 00:41:50.842
I'd just say it was a very broad stroke.
777
00:41:51.322 --> 00:41:53.042
Everyone's like, I wanna be the owner working on my business.
778
00:41:53.062 --> 00:41:55.342
Like, well, you're running 300,000, like you're not there.
779
00:41:55.723 --> 00:42:01.524
And so I feel like there is still a lot of growth for me personally and in my leadership style to be able to be that person.
780
00:42:02.284 --> 00:42:05.464
But you also, the closer you get to the field, the more impact you can have faster.
781
00:42:05.765 --> 00:42:09.125
So the owner might wanna make a change, but it takes two years to reinvent the team.
782
00:42:09.825 --> 00:42:15.426
Whereas the coach down on the field can get that guy off the field, replace him right now.
783
00:42:15.867 --> 00:42:17.447
And so there's a faster feedback loop.
784
00:42:18.047 --> 00:42:24.911
And so the coach that's on the field can become an owner down the road, but they need to have usually more money.
785
00:42:25.091 --> 00:42:32.515
They need to have a little more credibility from a business perspective or whatever, but they have less feedback loops with the players.
786
00:42:32.815 --> 00:42:36.037
The actual result of the team's performance is, you know,
787
00:42:38.091 --> 00:42:41.215
impacted by the owner in longer term versus the coach in the field.
788
00:42:41.655 --> 00:42:43.538
And I'm still making that transition.
789
00:42:44.479 --> 00:42:50.086
And so I feel like there will be players when they're like, I really enjoyed seeing coach at every single practice.
790
00:42:50.206 --> 00:42:52.549
I really liked the coach pulling people off or doing the huddle.
791
00:42:52.869 --> 00:42:54.852
Like, well, that's going to change as –
792
00:42:55.152 --> 00:42:56.393
he moves into the owner's box.
793
00:42:56.473 --> 00:42:57.454
He's a little further away.
794
00:42:57.814 --> 00:42:59.195
He's still seeing every single game.
795
00:42:59.375 --> 00:43:01.056
He's still paying for everything.
796
00:43:01.196 --> 00:43:03.278
He's still looking at the very long-term vision.
797
00:43:03.618 --> 00:43:07.160
But I'm not at the point where I'm looking five, 10 years down the road every single day.
798
00:43:07.220 --> 00:43:09.061
I am still very much with the team.
799
00:43:09.782 --> 00:43:17.347
And there's always going to be pressure whenever someone goes from player coach to coach on the sidelines to general manager to owner's box.
800
00:43:17.647 --> 00:43:21.510
There's going to be a little bit of pressure and the team adjusting to that, I'd say.
801
00:43:21.730 --> 00:43:21.910
Yeah.
802
00:43:22.331 --> 00:43:29.017
Does when my candies hits a certain amount of net worth, does he become a minority owner of any professional sports team?
803
00:43:29.057 --> 00:43:29.778
I don't think so.
804
00:43:30.518 --> 00:43:32.921
No, I think if I ever do the sports team, I won't.
805
00:43:33.081 --> 00:43:34.042
I want to own the whole thing.
806
00:43:34.262 --> 00:43:34.462
Yeah.
807
00:43:34.602 --> 00:43:34.823
Fair.
808
00:43:35.163 --> 00:43:37.165
Which then you're talking multiple billions.
809
00:43:37.808 --> 00:43:38.028
Yeah.
810
00:43:38.368 --> 00:43:38.548
Yeah.
811
00:43:38.868 --> 00:43:39.489
Which we're getting there.
812
00:43:39.689 --> 00:43:40.249
That's what I'm saying.
813
00:43:40.269 --> 00:43:43.870
If I ever did, I would want the whole thing, which means we got to, you know.
814
00:43:44.050 --> 00:43:44.770
We got to keep going.
815
00:43:44.830 --> 00:43:45.370
Got to keep going.
816
00:43:45.811 --> 00:43:45.951
Yeah.
817
00:43:45.971 --> 00:43:48.251
We got to buy out Nintendo's share of the Mariners.
818
00:43:48.912 --> 00:43:49.272
All right.
819
00:43:49.372 --> 00:43:50.392
Last question for you.
820
00:43:50.732 --> 00:43:51.792
We will do not financial advice.
821
00:43:51.812 --> 00:43:52.613
We got to go quick here.
822
00:43:52.933 --> 00:43:56.594
But what would you define as a successful sabbatical for yourself?
823
00:43:56.874 --> 00:43:59.195
Like right now, if you took one, let's just do the hypothetical.
824
00:43:59.335 --> 00:44:00.255
You take one right now.
825
00:44:00.695 --> 00:44:02.656
I think the sabbatical to debate.
826
00:44:02.756 --> 00:44:02.896
Oh.
827
00:44:04.895 --> 00:44:06.656
Okay, continue what you're going to say.
828
00:44:06.676 --> 00:44:07.577
No, you take one right now.
829
00:44:07.837 --> 00:44:09.398
Let's just call it 30 days.
830
00:44:09.538 --> 00:44:10.878
Hypothetical, you're going for the next 30 days.
831
00:44:10.938 --> 00:44:11.679
Right now I'm doing it?
832
00:44:11.699 --> 00:44:12.639
Right, or later this year.
833
00:44:12.739 --> 00:44:16.021
Like, get out of the kind of busier season, call it winter before conference.
834
00:44:16.101 --> 00:44:16.321
Yeah.
835
00:44:16.361 --> 00:44:17.182
You take 30 days.
836
00:44:17.702 --> 00:44:21.084
What would you define as that successful being sabbatical once it was over?
837
00:44:21.264 --> 00:44:23.725
Like, what would you hope to achieve or have happened?
838
00:44:24.005 --> 00:44:25.646
I think if I didn't now, it'd be more personal.
839
00:44:26.647 --> 00:44:31.611
Like, I have done 12 years of just working.
840
00:44:31.631 --> 00:44:33.192
So, like, it'd probably be more personal.
841
00:44:33.692 --> 00:44:44.460
And, like, the potential side effects of, like, potential personal side effects of, like, getting through the phase of being agitated and stressed and feelings of guilt.
842
00:44:44.480 --> 00:44:46.702
Like, getting through that would probably be the biggest benefit now.
843
00:44:48.043 --> 00:44:49.484
I feel like there's going to be more benefit.
844
00:44:49.504 --> 00:44:50.785
Again, this is, like, that slippery slope.
845
00:44:50.825 --> 00:44:51.745
It's always going to get better.
846
00:44:51.766 --> 00:44:52.786
It's, like, I'm aware.
847
00:44:55.926 --> 00:45:05.749
I think if I looked down more like the 2028, the sabbatical would serve a purpose in the business, and that is it would be a physical separation of coach on field to coach in the owner's box.
848
00:45:06.109 --> 00:45:12.671
That would be the change, because when I come back, I have a very different perspective, and I'm completely removed from any of the daily operations.
849
00:45:14.452 --> 00:45:22.715
And I think that that's what I'm working towards, and when I do take the sabbatical, there'd be an intention behind it versus just personal improvement.
850
00:45:23.075 --> 00:45:23.215
Mm-hmm.
851
00:45:24.215 --> 00:45:24.736
Fantastic.
852
00:45:25.056 --> 00:45:26.477
Any non-financial advice for the people?
853
00:45:26.657 --> 00:45:27.718
Non-financial advice.
854
00:45:27.878 --> 00:45:28.859
I don't have any, dude.
855
00:45:29.179 --> 00:45:30.620
I'm trying to look around for inspiration.
856
00:45:30.640 --> 00:45:32.021
You're giving too much to JP.
857
00:45:32.362 --> 00:45:32.902
Yeah, I know.
858
00:45:32.922 --> 00:45:33.863
You're not saving him for our pod.
859
00:45:33.903 --> 00:45:34.123
It's fine.
860
00:45:34.143 --> 00:45:38.547
I've been out being promiscuous with my non-financial advice.
861
00:45:38.607 --> 00:45:39.908
Just putting it out there for anyone.
862
00:45:39.968 --> 00:45:41.589
Okay, here's some non-financial advice.
863
00:45:42.370 --> 00:45:45.032
If you're currently invested in the QQQ, i.e.
864
00:45:45.052 --> 00:45:48.254
the S&P 500, you want to look at your expense ratio.
865
00:45:50.171 --> 00:45:52.612
And I would rather have that lower.
866
00:45:53.333 --> 00:46:04.219
Because for example, you can have an actively traded fund, you might be paying 0.1 or 0.2% as your expense ratio, which means every year they take that out no matter what.
867
00:46:04.239 --> 00:46:05.360
If it goes up, it goes down, doesn't matter.
868
00:46:05.380 --> 00:46:06.140
They take that expense.
869
00:46:06.220 --> 00:46:07.741
That's the cost of managing the fund.
870
00:46:08.281 --> 00:46:12.884
For an index fund, it's usually pretty low because it's not actively traded.
871
00:46:13.525 --> 00:46:17.107
That being said, there's still expense because they've got to rejigger and rebalance things ever so often.
872
00:46:17.407 --> 00:46:17.567
Yeah.
873
00:46:17.867 --> 00:46:24.609
If you're invested in something like Vanguard or from Charles Schwab or whatever, that is tracking the S&P 500, look at your expense ratio.
874
00:46:24.870 --> 00:46:30.812
It could very well be 0.07 or 0.09% expense ratio, which is very low.
875
00:46:31.152 --> 00:46:37.574
But the IVV is the lowest expense ratio for the S&P 500 if you're investing into it.
876
00:46:37.934 --> 00:46:39.155
And I believe it's right now 0.03%.
877
00:46:40.615 --> 00:46:45.621
which technically speaking is less than half the expense compared to other funds, index funds.
878
00:46:46.042 --> 00:46:49.346
And so if you're just like, hey, I'm just passively putting money into the S&P 500.
879
00:46:49.366 --> 00:46:51.208
I have it on auto coming out of my account.
880
00:46:51.749 --> 00:46:57.436
Consider going to IVV, which is the ticker symbol for an index fund tracking the S&P 500.
881
00:46:58.457 --> 00:46:59.158
Not financial advice.
882
00:46:59.218 --> 00:46:59.778
Not financial advice.
883
00:46:59.798 --> 00:47:00.518
That's not financial advice.
884
00:47:00.538 --> 00:47:01.079
Not financial advice.
885
00:47:01.139 --> 00:47:01.739
All right, fair.
886
00:47:02.339 --> 00:47:07.022
So my not financial advice is I felt personally called out by a recent Alex Ramosi newsletter.
887
00:47:07.402 --> 00:47:08.803
So sometimes you got to read newsletters.
888
00:47:08.883 --> 00:47:09.023
Okay.
889
00:47:09.063 --> 00:47:14.106
Because like for all the newsletters you get, and I subscribe to four newsletters.
890
00:47:14.186 --> 00:47:15.587
I'm very specific.
891
00:47:15.627 --> 00:47:16.667
Yours, obviously.
892
00:47:16.807 --> 00:47:17.287
Duh.
893
00:47:17.508 --> 00:47:17.728
Duh.
894
00:47:17.788 --> 00:47:18.008
Duh.
895
00:47:18.768 --> 00:47:20.949
Alex Ramosi, because he just drops like one a week.
896
00:47:20.989 --> 00:47:22.010
Email faithful.
897
00:47:22.050 --> 00:47:23.170
Yes.
898
00:47:23.231 --> 00:47:23.791
Scott Calloway.
899
00:47:23.951 --> 00:47:24.251
Okay.
900
00:47:24.631 --> 00:47:26.912
He's a few too many from Scott, though.
901
00:47:27.052 --> 00:47:27.793
He's teetering.
902
00:47:28.093 --> 00:47:28.673
He's teetering.
903
00:47:29.174 --> 00:47:30.474
And then my coach, Mike Manzi.
904
00:47:30.594 --> 00:47:31.715
All right, right.
905
00:47:32.135 --> 00:47:34.756
But Alex had one recently about having a group.
906
00:47:35.417 --> 00:47:43.181
And one thing he shared that was really interesting, he said, shared methodology allows you to stay focused with zero decision fatigue or wasted time on other methodologies.
907
00:47:43.501 --> 00:47:43.641
Mm-hmm.
908
00:47:44.041 --> 00:47:49.924
Meaning like stay in your lane, stay hyper-focused on your lane and do the thing that will make you successful in that lane.
909
00:47:50.425 --> 00:47:52.066
Don't take in all these other opinions.
910
00:47:52.106 --> 00:47:53.587
And I think we all get distracted.
911
00:47:53.647 --> 00:47:55.288
We all want to try the new thing.
912
00:47:55.728 --> 00:47:57.409
And to your point, like I've been in this role for four years.
913
00:47:57.429 --> 00:47:59.430
So there are so many times I'm like, I should try this.
914
00:47:59.530 --> 00:48:00.010
I should do that.
915
00:48:00.110 --> 00:48:00.350
I should.
916
00:48:00.571 --> 00:48:01.931
It's like, just do the thing.
917
00:48:01.991 --> 00:48:03.072
Like, let's make a minor tweak.
918
00:48:03.092 --> 00:48:05.093
Like later today, we're making a very minor tweak.
919
00:48:05.113 --> 00:48:06.294
That's going to take an hour of your time.
920
00:48:06.614 --> 00:48:08.055
It's like to my sales philosophy.
921
00:48:08.415 --> 00:48:12.379
But I'm not like massively doing this like quarter long project that's going to drastically change sales.
922
00:48:12.399 --> 00:48:15.523
It's like just stay within the methodology that we know works.
923
00:48:15.543 --> 00:48:19.787
Stop looking at everything that doesn't work and have a group, i.e.
924
00:48:19.927 --> 00:48:21.389
if you're over a million in annual revenue.
925
00:48:21.409 --> 00:48:21.829
Yeah, that's right.
926
00:48:21.849 --> 00:48:24.712
Please join the Home Service Millionaire.
927
00:48:25.253 --> 00:48:26.474
That is a C-Suite of Filter.
928
00:48:26.514 --> 00:48:27.195
Thank you for your time.
929
00:48:27.315 --> 00:48:27.896
Like and subscribe.
930
00:48:28.176 --> 00:48:28.677
Let's go.