Levels Of Ownership, Anthony Mattioni

Jack interviews Anthony Mattioni, owner of Mattioni Plumbing, Heating & Cooling.  Anthony talks about transitioning from the Marines to his family-owned company. The discussion ranges from setting career expectations to understanding the true value of a high performance service manager. 

Episode Transcript

Speaker 1 (00:08):
TheHi, this is Jack Chester.
I'm president, CEO of Nexstar.
And this is another edition,another episode of the
Leadership Lounge.
I have got the pleasure anddistinction of being sitting in
the opposite with Anthony.
Matty.
Yoni, I do an Anthony doing welltoday.
Thank you very much.
Good, good.
Glad you're here.
Thank you.
Now Anthony, you're here to inour office in Saint Paul.
For what reason?
Today here for HVHC specific,uh, sort of services from

(00:33):
training and you, you broughtin, was it three technicians
with you for four, four, 10missions right on.
Okay, we're going to get back tothat.
Thanks for coming here.
Anthony and Anthony, you've beenhere a lot at nextdoor.
I see you and your brotherMichael, all the time.
In fact, last week you were inPalm Springs, right?
That's right.
For Service management training.
And now this week you're inSaint Paul for HVDC training.

(00:53):
Awesome.
And we're coming back forleadership mastery as well in
December.
I can't wait to have you here.
Let's do another one of thesethen.
Okay.
Okay.
So, um, I want to talk toAnthony about it.
A couple of interesting things.
Um, but first I want, tell me alittle bit about yourself and
your business.
How long have you been at[inaudible]?
I joined the family businessthree years ago.
Okay.
I was in the Marine Corp priorto that.

(01:14):
Thank you for your service bythe way.
Thank you.
Thank you.
Um, our family business startedin 1948 by my grandfather after
he got out of the army afterWorld War II.
Okay.
He realized his radio technicianskills had been now done by the
commercial side of the industryat that time and, uh, wanting to
move out south Philly and becamea plumber.
Okay.
He operated his own truck untilabout 1980 using, uh, new

(01:37):
grants.
Now they did from 48 to 80 guesskind of employing a, his three
sons.
Okay.
My Dad and my two uncles and a,and then in 1980, they took the
business from over from him.
All right.
And have grown it substantiallysince.
Okay.
Then you came in through yearsago.
Well, I came in three years ago.

(01:58):
My brother, uh, graduated fromPenn State.
Uh, it's my business degree.
Michael.
Um, he graduated 2007, 2009, hejoined the company.
Okay.
And, uh, had started as an, uh,Hac apprentice or not working on
the outdoor units.
So he worked his way through theapprenticeship program at, well,
he kind of created theapprenticeship program at the
time, higher near to theapprenticeship.

(02:19):
Right, right.
And how about that?
He was the first one.
Okay.
Yes.
Um, so then after that, uh, hemoved into the officer's call
center manager, starteddeveloping processes 2012 and
moved into the office and Ijoined him in 2014.
Okay.
Very good.
Why did you decide to come intothe business?
Me Personally?
Yeah.
That was something I've alwayswanted to do ever since I was,
uh, you know, even 10 years old.

(02:41):
And so, um, I was always toldthat, you know, unless I want it
to be a technician, there wasn'tmuch room for me in the
business.
And today I operate as CEO ofthe company.
So, uh, that mindset hadn'texisted at the time that there
can be such a position in aplumbing and heating company
back when you're out of highschool and considering career
options.

(03:02):
Yes.
Yeah.
That was the thought of yourfather and uncles that you got
to be a technician.
Right, exactly.
Which is not bad, which ispretty good actually.
Right, right.
Okay.
Um, so you, you, you and yourbrother are now you're the CEO
of the business.
Yeah.
Brothers a partner, uh, call himthe president.
Okay.
So you guys are kind of run thebusiness now.
So tell us about Maddie on thesize of it were what kind of

(03:25):
work you do.
Sure.
So, uh, when my brother tookover in 2012, we were around a$3
million company, uh, primarilyplumbing only, uh, and just
getting into HPAC at the time,uh, this year we'll be on track
to do about 8 million total.
Very nice.
Uh, and that'll be a splitbetween right down the middle of

(03:48):
about three to four h Vac, threeto four in plumbing.
Okay.
All residential service,replacing all residential
service and replacement.
Okay.
We did have a remodelingdepartment, but we had, uh,
since decided to shift our focusstrictly, um, to residential
service and replacement.
Okay.
Very good.
Very good.
Now, a little private insighthere.

(04:08):
I'll mention that, uh, yourcompany participated in our
frank j blow junior financialsurvey and we had your 2016
numbers and I won't share them,but you are one of the more PR,
most profitable companies in theNexstar.
So congratulations.
Thank you very much.
Did a great job.
You are in the, the shortlistconsideration for that top
award.
So, uh, well try harder thistime.
Well, but you were telling mebefore, it's like you're even

(04:30):
having a better year this year,so you might, you may take the
prize in 2017 looking forward toit.
Awesome man.
Well what, what brought this onis what I'm seeing you in your
brother all the time at theseevents and I saw your financial
performance, so you're making itwork, you're connecting the dots
back in Philly, you're doing agreat job.
And then I got an evaluationfrom last week's service

(04:52):
management class.
And you had wrote on the end ofthe class evaluation, we ask
people for comments and you hadwritten a comment to me and I
wasn't at the class, you hadjust written a directed to me
and this was sent to me by GinaBronto here as she was looking
at the evils.
And we do look at these eventsand the is proof of it, right?
Yes.
So it says Jack, it would behelpful if you personally spoke
with each owner and Nexstar notthe gms to ensure that all the

(05:15):
training will be supported whenit's brought back to the
company.
Right?
Yes.
So talk a little bit about,about what that disconnect is or
what you are kind of pointing towhen you wrote that, that
statement and there's more thatyou wrote.
I'll get to that in a minute.
Okay.
Uh, first off, I just, everytime I go to a next star event,
I see the enthusiasm especially,um, you know, the service system

(05:37):
events a little bit eye openingfor some of the newer people.
So, so there's, there's, there'slike an awakening at those and I
really appreciate that.
Did you just for everyone to seea little bit more, but then as
you get to the service managerlevel and beyond, uh, and
enthusiasm that is justunparalleled.
It's very professional.
Everyone is under the same pageof why they're there.
A lot of times I the servicemanagement class at the service

(05:58):
management class, so, so the,and then that enthusiasm has
just carried over to the threedays and it's fantastic.
They're charged up in thatclass.
Absolutely.
And then, and then one of thethings that I just here at the
end of that classes, man, I hopeI can put all this in place.
And that idea of taking theimaginary and putting it into
the reality, Ooh, kind of, uh,kind of, kind of puts a, takes a

(06:22):
little bit of the glimmer out oftheir eyes a little bit because
they know that they're going togo back to a system that, you
know, supports them in theory,but not necessarily with the
tangibles that they need to haveall right there in order to do
that.
So one of the things that, that,that you said is that know we
teach some concepts in servicemanagement school and that those

(06:46):
concepts might not be somethingthat the owners even aware of.
Exactly.
What elaborate on that becausewhat can happen as an example in
service management school?
So service management school,well that has quite a definition
along with it because if you asksomebody with a business
background like me, I think thatserves management and the way
it's taught at Nexstar is veryin line with the way I would

(07:06):
have that mentality.
Good to know.
Um, now if you ask someone, likemy uncle or my dad, uh, who, who
grew up in the business astechnicians, their definition of
service manager is someone whokind of works in the background
to support the technicians onthe technical level and help
them keep moving throughout the,um, throughout the organization

(07:27):
and help them be profitable,but, but more along a technical
manager.
And that's not something thatcan be technical troubleshooter
or something.
Right?
Right.
And someone who can, you know,work behind the scenes with tech
support or something like thatso that we can deepen the, the
industry specific knowledge.
And I think that we have a placefor that next door.
And that's called the fieldsupervisor of okay.

(07:48):
Is that correct?
Well, we have that on the orgchart that we give to our
members as an example of year.
Right.
So, so I think there might be alittle bit of confusion there
between what the owner sees, theservice manager's responsibility
as to when they come back.
And we're, we talk about thingslike tracking conversion rates
and, and um, you know, using thecoaching and tracking manager to
help us increase our planmemberships or you know, items

(08:11):
per task or tasks per call kindof thing.
Right.
So, um, you mentioned billablehours and hours, just the whole
concept of having the pricebooks set up for, to submit work
billable hours.
So it becomes an overwhelmingtask sometimes for service
manager to take what he learnsor she learns in the next star
training.
Right.
And implement it.
So what I hear you saying isthat that the owner, if they're

(08:37):
not aware of what's taught atnext to our service management
in, is operating from adifferent playbook maybe from
years ago.
Yes.
Sends their service manager,they're thinking they're doing
the right thing and the servicemanager comes in and has these
ideas that are not just abouthow to support troubleshooting a
water on the phone.
Yes.
It's supporting how to managethe field, how to grow people,

(09:00):
how to recruit, how to holdpeople accountable to numbers.
And if the owner's not alignedwith that, it's almost like this
guys, the trainings almost beenkind of waste.
It hasn't not wasted, but wellit certainly takes the glimmer
out, especially when you talkabout the accountability piece
because see that with other guysthere.
Uh, I, you know, I, I didn't seeit go from like 100 zero but I

(09:21):
definitely saw it go from, youknow, maybe 100 down to down to
50%.
Oh sure.
Because you were there as anowner, but you saw the service
managers there, right?
Yes, correct.
I got it.
I got it.
Okay.
Well that's awesome.
And uh, so I think the takeawayhere is for sure as an owner, if
you're sending your mid level ormanagement team to an event, you

(09:47):
better know the contentyourself.
Absolutely.
Right.
You better go with them or havebeen there so that you're
aligned when they come back.
Now you're singing out of thesame hymnal.
You're not, you're not, you'renot counter.
He, you know, it next door is aninvestment in it.
I think it is a great investmentand it's one that at our
company, we're very happy to bea part of.

(10:08):
Um, you never want to undermineyour investment on especially
unknowingly.
And I think that that can happena lot of times.
Okay.
That's awesome.
That's awesome.
All right.
And that was basically theessence of your, uh, your
comment right to me was to getthis message out to owners so
that what you saw may beoccurring on a little level
doesn't happen on a physicallevel, which gave rise to this

(10:31):
idea of this podcast, whichwon't hit every owner.
I wish it would, but it will atleast make a dent.
How's that?
I hope so.
You know, make a dent for sure.
Well, let's talk about, so thankyou for that feedback and thank
you for giving this as a goodplatform here.
We've got more to talk about bythe way.
Great.
Um, thank you for giving thisplatform to talk about that.
And then I think the broadermessage here is it's not just

(10:53):
service management, it's everymanagement class.
Absolutely.
And I think if you're going tomake the investment in Nexstar,
um, you can't ask your people toimplement something if you're
not aware of what it is, causeyou will unknowingly, cause
you're not bought in.
Right.
You haven't, you haven't, I hateto use the term, drink the

(11:14):
Koolaid, but you haven't been tothe event.
You don't know what they'velearned.
Right.
Yeah.
Especially it cannot be anoutsourcing of knowledge.
So in other words, uh, you know,one of the things that I think
that I would encourage everyoneto do, and I hope I'm not
jumping ahead, is to read yourbook about, um, you know, I
wrote on the shoulders of giantsis available on Amazon.
Right.
So, okay.

(11:35):
Um, I think a lot of owners, youknow, have, have really, really
done their time getting throughthe apprentice and the
journeyman level of, ofownership.
And I think every, if you readthe book, you'll know, you'll
know what I'm referring to.
And they a lot of times enterinto that mastery level.
And I think they do a great jobof that.
They've something they're proudof.
They do something that theywould want to continue, but

(11:57):
sometimes they, you know, wetalk about in your book the
pitfalls of that mastery leveland, and, and, you know, having
the mentality that, you know,I'll just hire someone that
thinks like an owner or maybe mygeneral manager will think like
an owner.
Right.
And then they'll be the one toimplement next star, not me,
not, not, not me.
And, and, and you know, I've,I've done my piece of dumb, my

(12:18):
learning.
Um, you know, I think I, I'mGoogle or I am, it's the company
that needs to grow and, and thenwe send the service manager or
the general manager or you know,whatever manager down, even at
the technician level to callcenter manager to training to
learn and implement.
But, but if the owner themselvesis not willing to grow, oh,

(12:41):
okay.
And, and, and kind of putthemselves back not into the
same growth pattern they did asa technician to get to where
they are, but into, into just,just the understanding of what
it is that's being taught.
When, when these new ideas comeback, they will be new, but they
might be challenged and theymight be challenged in a way
that really demotivates becauseof, uh, because you don't mean

(13:05):
to a motivate.
I mean you wouldn't be a nexstarmember if you didn't truly love
your people.
Um, but you want, you want tomake sure, in my opinion that
you're loving them in a waythat's supporting them in their
missions.
Right?
Right.
So, so the, the, the, for thosethat don't know what we're
talking about is, is in themaster section of the book that

(13:25):
was written, um, we talk aboutone of the pitfalls of growth,
which is you get to a pointwhere maybe you're tired, maybe
you're, you've, you know, you'veexperienced a lot and you do
have a lot of knowledge and nowyou think training's for
everybody else.
But you, right?
You think that the, now it's mytime to sit back and kind of
coast and I'm going to giveAnthony Nexstar here in Anthony,

(13:47):
here's next door to you.
You learn about that.
I don't need to worry about thatcause I want you to implement
it, but you're still got thishand on the business.
You've still got your still thepeople, the person that people
really look to for inspiration,for motivation for that, for
that next thing.
And you're not doing the nextthing.
You're just hanging out.
Right.
And then people kind of knowthat the boss hasn't really

(14:08):
bought in.
Right.
He's not really committed and sothey can kind of half way do it
right.
If the boss can pick and chooseof what he likes about Nexstar
and what he or she, excuse me,he doesn't like about Nexstar
then then everyone inheritantlywe'll do the same thing.
Especially when you come backfrom service management course.
I mean the first question herein this course and service

(14:30):
system today was what do wethink about next?
Star and boy does that answervery throughout every employee
in the next hour relatedcompany.
Um, and a lot of the times youget Nexstar has some great
things to offer and not somegreat things to offer it.
It will work in other areas, butnot ours.
Right.
And that's exactly what youwrote about Jack in the mastery
section of, you know, if you'resaying things like, you know,

(14:53):
that doesn't work in our servicearea or you know, that's great
for them but not for us.
You know, those are limitingbeliefs that I think needs to be
overcome.
But those limiting beliefs mightbe being projected by the owner
and the owner doesn't even knowabout.
Right.
So when, when the servicemanager works one on one with
the technicians doing, trying todo their job, um, and then
service technicians that adoptthat because most of the time to

(15:15):
service technicians may havebeen with the company longer
than that service match.
So they, they might be echoingthe owner's sentiment, right?
Saying, you know, the thingsthat I just said and the service
manager, it looks at animpossible challenge ahead of
him now or her right toimplement the things they
learned to, you know, whatevertraining it is.

(15:36):
There's kind of this unholycabal between the owner and the
tech, the older technicians, andthey don't even know what's
going on.
Right.
And it's kind of getting in theway of progress.
Right?
Absolutely.
And we've seen that, you know,Anthony, you bring up a great
point because I, I tell you overthe years here, we've, you know,
as a business coach, before Icame back here in this role, so
I worked with a lot of companiesand even heard it on a partner

(15:56):
level.
Meaning this, that the partnersays, new you go take care of
next door and I'll, I'll you,that's yours.
Okay, you do next door.
So he got two partners running abusiness and one of them is kind
of all in, in one of them iskind of, well I'll do it cause
he wants to, and then they say,well you do it and I'll just sit
here and you go to next door andI'll, I'll, I'll, you know,
maybe they even bathed it aroundor wrap it around terms.

(16:17):
Like, I'll just make sure thatthe business is running well
while you're gone.
A little martyrdom, right?
Yeah.
And then they come back and thenthe, the, the, the partners kind
of maybe um, hasn't experiencedthat.
The content, so they don't havethe motivation.
And so when this owner comesback, partner comes back, all
jacked up.

(16:38):
The other guys almost rollinghis eyes.
Right.
Right.
And no other ability to doanything else cause he doesn't
know.
Right.
Or she doesn't know.
Right.
So that's just, and so the samething I'm, I'm guessing happens
with a service manager or anyemployee, you know, send a text
away.
Let's just say it's a smallcompany, you know, you're doing
everything.
But I send a tech away toservice system and they come

(16:58):
back either one of two ways thatcome back, either all jacked up
and the understanding, what isthis?
Yeah, you want me to do this?
Or what often happens Anthony,is the technician comes back and
lets just say that this is goingto cause this technician to do a
lot of change in their life.
Yes.
And we hope to change people inthis event, but sometimes it

(17:19):
doesn't happen and they justsay, ah, next door's okay.
Yeah, next door is all right.
And that could happen from aservice manager's perspective
too, I guess.
Well, you know, so one of thethings that I've experienced
personally is that, um, is thatnext doors for the new guys.
Next door is not for the oldguys.
Oh, so you've heard that.
Yeah.
So the new guys, but let's focuson the new guys.

(17:42):
Let's have the apprentices focuson next door.
What's at the, you know, the newhires, but the old guys leave
them alone.
Yeah.
We're already pretty successful,successful and run this, I built
this place, Anthony.
Right, right.
And especially the seniortechnicians.
I mean, I have the utmostrespect for, yeah.
Every technician that I workwith and especially the ones who
have given, you know, their,their young adult lives, right.

(18:04):
They've been on call, they'vedone great work, they've done
the great work and, and, and youknow, it pains me a little bit
as, as someone who's grown upwith them in my position as a
family member, just, you know,who's grown up alongside of
them, knowing them that I trulywant to help.
I want their lives to be better.
And I know next star is, is it'snot next door the organization,

(18:26):
it's next started theinformation right?
That will make their lifebetter.
And, and that's why wesubscribed it, but it just a
better quality of life and howsimple it may seem and how hard
to implement sometimes whenyou're taking somebody into the
unknown.
You know, one of the things wesay is, you know, and Keith, our
training manager, you know, isit an extraordinary job here

(18:48):
growing our trainingorganization with our amazing
trainers.
And a lot of times when peoplecome here or go to training,
it's almost like what they'vedone has been said is wrong.
And we don't say that right.
We've really consciously saidthat whatever you are doing is
great.

(19:08):
And it was, you were doing thebest with the information you
had at the time.
We just said that.
Right.
And now we might have newinformation that doesn't
repudiate anything you've done.
Right.
It just maybe is showing alittle different way to make it
better for you, your customerand the company.
So don't think we're saying whatyou've done 20 in the last 20
years is bad or wrong ordifferent.

(19:29):
It's just the, now we're givingyou new information that
hopefully will help you getbetter.
Absolutely.
It's a mind shift, a betterexperience as well for the
client.
Yeah.
That's where, that's what we sayand, and I get how if you say
that you've been doing it wrongright away, people with Bristle,
no, I haven't.
Right, right.
Because they've been profitable.
We've been a profitable company.
Accelerate came.
Right, right.
You guys are doing fine.
Right?

(19:49):
Right.
I was doing fine.
You know, and so many peoplethat technicians had been at
this 20 years, well, they'veclearly figured out out to be a
decent employee or a goodemployee, I should say.
Absolutely.
Right.
And we're just saying maybe wegot some information that makes
your life a little bit better,makes the company a little bit
better, it makes the customer alittle bit happier and it
doesn't in any way disparagewhat you did in the last 20

(20:12):
years.
And hopefully that'll help themore seasoned and more tenured
people like myself, I'm 55 andI've got these habits that I've
created and it's hard, you know,Anthony, how old are you?
I'm 34.
Okay.
It gets harder to change whenyou get older because you've had
a lot of success and a lot ofthings and uh, and that's just,
it's good reinforcement though,you know?
Yes.
You know, sometimes I know wehave to have a little grace for

(20:34):
these more tenured people in thebusiness because it is duffer.
Right.
And it takes a little bit moreand it is easier with an
apprentice.
Right.
It is easier.
It's all they know.
Yeah.
Until they hang around the otherguys too long until the hanging
the other guys.
And I think that, well, that's awhole nother podcast.
It's awesome.
No, this, I don't know where wewent, but that was, uh, an

(20:55):
interesting little sidebar thereabout, about change.
And we were talking about, Iwant to get back to the, the
primary thing we're talkingabout this.
Um, one of the pitfalls of a, ofa, of a tenured owner is this
thinking that everybody elseneeds training and everybody
else needs to change.
And I'll sit here and watch thechange occur and I won't grow

(21:18):
myself.
Right.
So I don't know if it's alwayscoming from a place of like that
though I think, I think it'scoming from a little bit more of
a hidden place of um, you know,have a true concern.
I think that at any owner, againthat's affiliated with Nexstar
truly loves young people and Ithink that they think that they
can help in a different way.

(21:38):
And one of, one of the shortstory I'd like to bring up is
that, um, I, when I was in theMarine Corps, he was in the
Marine Corps for 14 years,started as a private, fantastic.
Um, mate, you know, work my waythrough staff sergeant and, um,
and then I became an officerand, uh, and as I was a new
officer as a lieutenant and Iwas working with a staff

(22:00):
sergeant at the time and youknow, staff sergeant rains, I'll
never forget him named staffsergeant rains.
Yes, yes, yes.
All right.
So, um, one of the lessons thatI allowed the staff sergeant to
teach me as a young lieutenantwas, um, we were in, uh, Japan
and Camp Fuji and we were doingan exercise shooting exercise

(22:22):
and I had to get the marinesmoving and I just been a staff
sergeant, so I know how to dostaff sergeant work.
And uh, with the staff sergeantsaid to me, well, we stood out.
He said, hey, sir, gave me therespect, I saw you over there
illegally talking to my marinesillegally, illegally.

(22:43):
So he made it very clear that Iwas a legally speaking to his
marines because of theorganizational chart, goes
lieutenant to staff sergeant tothe squad leader.
Okay.
So I was violating theorganizational chart or the
Marine Corps by going directlyto the marines themselves and
not keeping the staff sergeantin the loop or not allowing him

(23:04):
to deliver the message that weneed to get moving.
So in doing that, it causesobviously to two things.
Number one detracts from thestaff sergeants ability to lead
the troops because, um, nowthere's a message that, you
know, only unimportant thingscome from the staff sergeant on
the important things have tocome through.

(23:26):
It comes from the lieutenant.
Okay.
Right.
And then it just implicitlyprovides them with, now they
have to listen with both ears.
One does the lieutenant one tothe staff origin and no two
human beings will ever be onperfectly the same page at the
same time.
Okay.
So that was a lesson I alwaystook away.
Although I knew how to be astaff sergeant.

(23:47):
I was a staff sergeant.
I had been a staff sergeant.
I had walked that walk, I talkedthe talk.
I was directly in line with mytroops at one point.
Yeah.
I was no longer that.
Okay.
I had a higher calling.
I different calling.
Yup.
To understand the commander'sintent above me, in which case

(24:08):
as an owner could be youreconomic factors.
It could be your marketingconsiderations, it could be what
the competition's doing, butit's not internal to the company
anymore.
It's external.
It's you want to be in charge ofobviously the morale and
wellbeing of the people in thecompany.
But if you have a managementteam in place, it's their job to
make sure that they'reconnecting with the true.

(24:30):
Right.
Right.
And, and if you as an owner oreven a general manager like
myself, want to make thatpersonal connection, that's
fine, but it can't be on aprofessional level and got it.
It has to, you have to allowyour manager who you're
employing to do his or her job.
Right.
And, and by making thatconnection with the troops

(24:50):
directly, or were they employeesdirectly?
Um, you just might be hinderingthat.
You may not even think of itthat way.
Yeah.
Yeah.
You think you're almost beingaccessible.
Right.
Right.
And one of the men and, right.
You know, going down there and,and it's not just having nice
conversations and how you'redoing, but it's actually given
direction where things can getcross and sideways.

(25:11):
Sure.
And the other thing is is thatthey, the, whether you like it
or not, every employee knows thebuck stops with you.
Yeah.
So if you don't, if the employeelike a technician, yeah.
It doesn't feel they're beingdispatched to the right calls
and they tell the servicemanager, the service manager can
have a very informativecounseling session based on what
they learned in next door tohelp that employee understand

(25:32):
why they're going to that call.
If they talk to you directly asthe owner there, number one,
expecting a change because theyreported it to the person who
can either fire the call centermanager or change their watt and
it just right away.
Now you don't know as the owner,you haven't been to call center
manager school, you don't knowwhat was taught.
You want to support the callcenter manager, but at the same

(25:53):
time you have an affinitytowards the technician.
Yeah.
And I think that that createsthat a little bit of an
environment where there's somecounterproductive, right.
Leadership going on.
Well that's awesome because Ican see that, right?
The owner's thinking, I don'tknow.
He doesn't know the dispatchmatrix.
Right.
Right.
He's not taught that.
And you know, he does it hisway.
Right.
And then he thinks, well, ofcourse I'm listening to
technician.
It sounds like we haven't givenyou enough calls, I'm going to

(26:15):
go and take care of that.
Absolutely.
And then if you don't, you're abad guy.
Yeah.
So if you're kind of settingyourself up to fail at the same
time, right.
So what, um, so the councilyou'd have for, uh, for, for
this is obviously don't be likeyou as lieutenant, right?
Going down doing the, the staffsergeant's job, right?
With the squadron leader or theplatoon leader.

(26:36):
Platoon leader.
Right.
Don't do that.
I'm not in the military and sounderstand this stuff.
So, but sure.
Thank you again for your servicefor sure.
Awesome.
Really great content.
Um, and it's been a greatconversation.
You know, I thought we'd talkabout this one thing and we did,
which is, you know, making surethat the is aligned and, and
that the owner knows what theperson's getting trained on.

(26:58):
And we ended up talking about alot about the great things.
Absolutely.
I've really enjoyed this.
Um, any other feedback for our,for our audience here, but this
has been great, Anthony.
I just loved it, so thank you.
I, I think, uh, the only otherthing I can bring to mind is a
lot of times we do, we do careand we do care and we, I think
we need to balance the caringwith an education and I think

(27:19):
that's very important.
So, um, if you care, educateyourself as much as you care.
I'm not going to, I'm going toleave it at that.
Educate yourself as much as youcare.
Awesome message, Anthony, thankyou so much for stepping out of
the class here and sharing yourthoughts here.
Again, this has been awesome.
Thank you for listening toanother

Speaker 2 (27:38):
edition here of leadership allowances as Jack
Tester.
Andrew, we'll catch you nexttime.
Thanks so much.