September 19, 2025 • 49 mins
Ty Cobb-Backer reflects on the importance of authentic leadership culture and how TC Backer Construction has developed over 17 years by making hard choices that align with core values. After extensive self-reflection, Ty shares the three pillars that have guided the company's success: Purpose, Ownership, and Organizational Health.
• Moving employees from 1099 contractors to W-2 status set the foundation for a culture focused on protecting families and growing people
• The "Purpose" pillar centers on core values that guide hiring, training, and decision-making throughout the company
• "Ownership" encourages accountability through a mindset of "no bad teams, only leaders who need to lead better"
• Creating an environment where people are empowered to make decisions with the question "What do you think?"
• The "Organizational Health" pillar builds on five habits: vulnerability, empowerment, commitment, peer accountability, and results
• Leadership requires working harder, not less, and embracing personal development even when uncomfortable
• A 90-day culture sprint can help companies begin transforming their approach to leadership and team development
Join us next week for episode 299, streaming live on Friday at 12:00. Our 300th episode celebration is just two weeks away!
To watch or listen to your favorite episodes of Behind The ToolBelt, Brick By Brick plus much more content, go to our YouTube Channel and subscribe.
We are streaming on all major Podcast Platforms
https://podcasts.apple.com/podcast/id171271486
1https://open.spotify.com/show/3sNj9u1DaJTSqk88ZWkBns?si=94538ab990df48cf
https://www.iheart.com/podcast/269-behind-the-toolbelt-271027110/
You can find us on Facebook and instagram
https://www.youtube.com/channel/UCWoTMarRV_h-gKZErp7KQAw/
https://www.instagram.com/tcbacker/
https://www.facebook.com/photo/?fbid=991937949647176&set=a.409382311236079&__tn__=%3C
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Ty Cobb Backer (00:00):
And we are live.
Welcome back everybody toBehind the Tool Belt, episode
298.
I am your host, ty Cobb-Backer.
Thank you for joining us andstay tuned.
We will be back after our shortintro from our sponsors.
Speaker 2 (00:32):
Welcome to Behind the Tool Belt, where the stories
are bold, the conversations arereal and the insights come to
you live, raw and uncut.
Every week, host Ty Cobb-Backersits down to bring you the
stories, the struggles, thelessons learned and the wins.
No filters, no scripts, justthe truth.
(00:53):
Please welcome your host ofBehind the Tool Belt, ty
Cobb-Backer.
Ty Cobb Backer (00:58):
Hey, hey, hey, welcome back everybody.
What a wonderful day.
It is Wednesday, wednesday,september 10th, and I think,
before I forget, I think I'mgoing to plug real quick the uh.
Next week's, next week'sepisode is episode 299 behind
the tool belt.
We are two weeks away from our300th, 300th, 300th episode.
(01:25):
I'll be on Toolbelt, but nextweek we will be streaming live
on Friday, probably around thesame time, 12 o'clock.
There is a scheduling conflictand I believe we'll do it Friday
after I get back from an eventthat I was asked to speak at and
(01:46):
I am most looking forward torecharging, charging my
batteries, picking up some goodstuff from some other business
owners and things like that, andthen I actually have the
opportunity to pour into them aswell, into them as well.
(02:07):
But I think it's it's sometimes, it's not, it's not always
about me in terms of you know,when I speak and when I share, I
really want to focus on pouringinto people, but not just that,
but I want to take somethingfrom this event as well.
My coach is is hosting mybusiness.
I guess he's no more thanbusiness, but my coach, my
mentor, tony Watley big shoutout to Tony and the team over
(02:31):
there at 360 Driven for helpingnavigate me through some tough
times and stuff like that andgiving me some rich and fresh
ideas on keeping things on therail.
So, but anyhow, welcome back toBeyond the Tool Belt.
I am your host, ty Backer, andyou know if you've been tuning
(02:53):
in.
You know you know by now thatyou know we, we talk a lot about
leadership.
We try not to sugarcoat it.
I try to give you myexperiences to the best of my
ability and and I know I'm notperfect, by no means and all of
this is like a work in progress.
You know, as we, as we digdeeper into ourselves and and
and try to develop.
You know ourselves and and andthe experiences that we have
(03:15):
through this journey.
You know it's pretty rad, it'spretty cool, you know, if you go
into it with an open mind andeyes wide open and and uh, a
learning.
You know, uh, capability of, of, of continuous learning and
educating yourself and pushingyourself.
(03:36):
You know, for for the pastcouple of weeks, I've had the,
I've had the opportunity to dosome a lot of, you know,
reflecting and, personally andprofessionally, just just got a
lot of reflection.
Some, a lot of things have beenlifted off my chest and and I
removed and and you know a lotof you have heard me talk about,
(03:58):
you know, removing people,places, things and situations
that just aren't conducive toyour mental health, your
spiritual health, your physicalhealth.
And I yeah, it was, that was mynew year's resolution.
This year was to remove thingsinstead of adding more goals and
and piling more shit on top ofthose broken promises that I
never kept.
From the year before, I decidedto take a different approach
(04:21):
and and and I think you know Icould be wrong, but I think Tony
might, might have actuallyplanted that seed with something
that he just said and, and Iprobably misinterpreted it,
because I always that's, Ialways do that.
I always I don't hear thingsfor some reason.
I I'm listening, but for somereason I don't hear the.
The meaning behind it or thedefinition just just seems
(04:45):
different to me.
But but that's part of myuniqueness and and, uh, kind of
how I grow and I need toexperience things on my own
right.
All all people can do is kindof plant seeds and and, uh, I
have to navigate through itmyself and stuff.
So a lot of this podcast hasbeen um, this particular podcast
, episode two, 98 is is going tobe a lot about my
(05:09):
self-reflection and a work inprogress, and I've really been
thinking about how we did itright, because we recently
celebrated 17 years and some ofthis stuff you guys may have
heard before, but some of youmay not have heard it and maybe
you didn't hear it the way thatit was intended to be heard.
So I don't really mindrepeating myself because I
actually enjoy listening to youknow podcast over and over and
(05:31):
over and over the same one, overand, and some of those podcast
hosts always talk about the samething and I don't quite hear it
the first time around.
So, um, I've learned to repeatmyself and not fear repeating
myself or or even coming at itin a different angle and things
like that.
So, you know, so typically, youknow it's, it's, it's about
(05:54):
personal development, right, Imean, that's, that's what this
is all about.
I'm hoping that somebody canget something, you know, out of
this, like this is what thisreally all about, and it's
pushing me to be better and it'spushing me to dive into me, um,
and and find my, my characterdefects, my flaws, my
shortcomings and get better atit and and and I.
(06:17):
I really feel like the podcastfor me has become an
accountability tool.
Um to you know, cash that checkthat my ass has been writing
every week that I'm on thisthing Right, and I know a lot of
eyes are on Vic too, becauseVic is my you know, my shotgun
on most projects that we'reworking on.
(06:39):
It's not very seldom he doesn'ttravel with me and I know just
as many eyes are on him and wehad that conversation the other
day, so he knows that he's gotto also cash that check that our
ass is up here writing week inand week out, whether it's, you
know, the first ones there, lastones to leave, or or personal
development, like taking, takingcare of ourselves.
You know, personally,spiritually and I want to forget
(07:01):
about the spiritual part of it,the spiritual aspect of things
and having that consciouscontact for strength and courage
and wisdom at times when weleast expect it, having that
open, that channel open.
So today's topic is simple man,if you want better people,
(07:25):
you've got to be a better leader, and I'm saying that with ears
wide open, you know.
So I guess let's dig into it.
A lot of you know that in myemail signature I sign my emails
with a CEO that stands forchief executive officer, and
(07:46):
that's not intended to be cute.
That's just not like some cutelittle line.
It's actually a reminder to methat my job is to set the tone,
set the pace and the standardthat our team feels every day,
and I mean every day.
Even when I don't want to, Ihave to suit up, I have to show
up, I have to do all thosethings.
I'm going to start with themoment that changed everything
(08:14):
for me.
Some of you, like I said, mayhave heard bits and pieces of
this story of early on in mycareer, where it literally
almost took me four years andalmost dying, killing myself,
not not because I wanted to, butjust because of my behaviors
and the way that I was acting in, as hard as I was working and
and the things that I wasfixated on.
(08:35):
I was fixated on the wrongthings and this goes back to
2011, 2012,.
You know, my family and I werewe're under a lot of pressure
and we had a lot of people athome counting on us, and we had
a lot of people at work countingon us.
Around that time, my mom hadmoved in with us while she was
(08:58):
battling with cancer.
Like I said, a lot of you mightmight know that story, may or
may not.
She moved in with us and Janatook care of her for the most
part, and that's when we decidedto Jana to start easing her way
out of the day-to-day TC Backerstuff and not that.
She's still not a huge part ofthis and the decision-making,
(09:18):
and I'm just going to give her abig plug too, because I don't
know if she actually gets therespect that she properly
deserves, especially when shewalks into the building.
Kara TC backer that you knowthat you know who do you think
is my sounding board outside ofVic and and a handful of other
people on the decision-makingand the day-to-day things that
(09:40):
that occur here and and changesand and and things like that.
But she's always been my rockand we, we truly, I truly
believe that we wouldn't be heretoday.
Yeah, I think your significantother I mean that could be a
whole nother topic for beyond atoll belt is having the right
significant other in your life,one that encourages you and
(10:00):
supports you and even is is boldenough to call you out on your
shit when you're wrongespecially behind closed doors
and not in front of people andvalidity and make you feel like
a piece of shit and hold youback and tell you that you're
working too many hours and blah,blah, blah all that shit that
I'm sure a lot of us have dealtwith in the past, and I'm very
grateful and blessed for that.
(10:20):
But, anyhow, that season mademade one thing crystal freaking
clear for me, culture isn'tposters, it isn't those cute
little slogans that you put upon your wall or those one little
words.
You know those words that whenyou walk into people's places,
money doesn't sleep.
You know all that whatevermonopoly stuff that you see on
(10:43):
when you're scrolling Facebook.
All that stuff.
It's way deeper than that.
It's the hard choices you makeand the habits you keep.
That's what creates a culture.
And here at TC Backer, I'mgoing to use us as an example.
This whole thing, this wholereflective time, this reflection
time that I'm going throughhere and I'm glad, I'm grateful
(11:04):
for the clarity here lately, um,it's been a while.
I feel like that.
I've had a lot of clarity, man.
I feel like the dust isstarting to settle and the smoke
is starting to clear and thingsare really starting to
crystallize for me.
But, um, here at tc backer, wemade.
We made one of those hardchoices, right right From you
know, um, moving everybody from1099 over to W2.
(11:25):
And, uh, that was a prettysignificant decision.
I mean, it might not sound likea big deal and this isn't
something that you know we, wepromote, we don't promote it,
and I can almost guarantee it.
You know I didn't, we don't, wedon't brag or become you know
(11:45):
about that, but I can almostguarantee it.
There's 90% of you know roofingcontractors out there don't
operate like that.
I'm pretty sure they still have1099 sales reps and people like
that.
But we at that time decided togo legit and we knew it was
going to cost more money in inthe short term, however, it
(12:07):
allowed us to offer benefits,stability and in a real career
path, and that one decision setthe foundation for the future
and culture I'm going to sharewith you today.
And who would have thought?
You know it's taken me thismany years to really reflect
back.
That one hard decisiongalvanized the trajectory, the
(12:28):
path that you know, and changedmy paradigm.
You know, on why, the why.
You know why we're doing this,why it should be the way.
I should be thinking about thisand and and, not trying to just
outwork everybody to just makemy ends meet.
So our culture is built onthree pillars and, like I said,
(12:51):
I've been working on this, sothis might evolve and change a
little bit, but this is justkind of where I'm at right now.
On these three pillars ispurpose ownership and I was
going to call it poo, likeWinnie the Pooh, but like
winning the poo would be purposeownership and organizational
(13:14):
health.
That's P-O-O-H poo, right, andthat's how I'm going to remember
it.
I have to do little weirdthings like that.
I had to do that through schooltoo.
I had to connect things tothings and I had to come up with
acronyms, and I had to do thatthrough school too.
I had to connect things tothings and I had to come up with
acronyms and I had to do allthings.
So, anyhow, purpose ownershipand organizational health, and
I'm going to try to articulatethis, not exactly, I'm sure, on
(13:39):
how we're turning those ideasinto our daily habits that
anyone can really copy.
If you choose so, choose so.
But I'm going to start withpillar one.
Pillar one purpose.
You know, purpose was created, Ithink, back when we made that
(14:00):
decision, but it has taken us along time to actually write out
and articulate our core values.
So our, our, our core valueshas become you know our purpose
or vice versa, our purpose isour core values.
I guess people don't buy whatwe do right, we're a roofing
company, people but people dobuy into why we do it.
(14:24):
Okay, so we, we we're trying toto define our why this way and
I'm not going to run downthrough, especially if you want
to retain people like people whostart here may not fully
understand, like the, thecommunity involvement and how we
give back and how we take careof each other and we give back
(14:44):
to each other and we hold eachother accountable and we hold
each other to a certain standard.
Like they may not fully graspthat.
But I can guarantee you onething the reason why they stay
is because of our purpose.
Okay, and if you hang out withus long enough and it's kind of
like vick's story a little bit,like he hung out with us long
enough, like he didn't have tocome work here because he was
actually hanging out with uslong enough and helping us with
(15:05):
a lot of these projects for thecommunity that that we're
involved with but to sum up, tosum up our core values, it
pretty much is like we protectfamilies and grow people Right,
and if you can buy into that andif you fully understand that
and you read through our corevalues and really study it, it's
kind of you know, cause there'sa lot of metaphors there that
(15:26):
you can apply to many differentareas and avenues of your life
your personal life, yourprofessional life and and maybe
we'll do a podcast that that isjust reviewing our core values.
That way people can kind of seehow we did it, how we're doing
it and and by all means copy it.
That's that's you.
You have my, um, I guess my, mypermission to take whatever you
(15:50):
guys need and uh leave the restin and hopefully apply this to
your personal and professionallives to uh improve the quality
of not just your life but thosethat are around you.
So but that one sentence guides, guides the way that we hire,
we train, we build, we bid jobsand make tough calls, and one of
(16:12):
a few ways that we keep thatalive is, you know, right from
the get-go.
We just got back from Greenvilleand we reviewed those things,
we reviewed the KPIs and it'slike the new hires, the first
thing that they hear is our whystory before they even hear our
policies.
And if they do start to hearour policies, it's not very long
(16:34):
afterwards that they will hearthe core values and our why.
But they'll hear our corevalues.
They'll meet our team leadersand we talk about our community
involvement and then we'llreview our SOPs and our KPIs.
And, yes, we do have most ofthose things documented our KPIs
, our SOPs and we mostdefinitely have our core values
(17:00):
documented, which we just cameup with Another one.
We have six total KPIs.
We have a mission statementwith another one.
We have six total kpis.
We have a mission statement.
We have why we have core valuesand I need to share our core
value number six with the team.
I got to put that in a googledoc, hopefully right after the
show, because brian just askedme for it that he needs a copy
(17:21):
of it to put in the new hirepackets.
But how?
One of the one of the ways thatwe we keep this alive, like on a
weekly basis, like in ourweekly meetings and not just,
like you know, a town hall kindof meeting, but but our finance
meeting, administrative meeting,our operations meeting, our
production meetings.
(17:42):
They, they read our missionstatement and somebody has to
review one of our core values atevery single meeting.
At those meetings, we alsoshare wins.
We shout out team members forgoing over and beyond moments
where a team member protected ahomeowner, helped a coworker
grow, et cetera, et cetera, etcetera.
(18:02):
Before the meeting even getsstarted, work or grow, et cetera
, et cetera, et cetera.
Before the meeting you wouldget started, we review these
things, we give shout outs andwe give props where props are
needed.
And our Y-aligned decisions allstarted with the switch from W-2
, investing in training, and wesaid it out loud.
(18:24):
Basically, this decisionprotects families and grows
people.
You know, at the end of the day, that's that's, that's that's
summing it up.
And I got, I got a, I got a, anexample, and some of you
listening that that that workwith us.
You know our team, they, theymight remember the situation,
but you know we had a crew, crewof ours had had an opportunity
(18:48):
to to cut corners that theythought nobody would notice and
they probably wouldn't havenoticed.
But the problem was is thatthey, they noticed it and they,
they decided not to cut corners,they called it out, they fixed
it, they finished late.
Why, and I'm going to say itagain.
It's because they know thatright, that that we protect
(19:08):
families and we grow people,because that's our standard,
that that's our standard it's.
I don't think it's anunrealistic standard.
I don't think we're askinganybody to do anything.
That's impossible.
I don't think we're.
I don't think it's anunrealistic expectation to make
sure that we're protecting thosefamilies, that we do work for
(19:28):
protecting our families and thatwe're growing each other.
I really think that I wishsomebody would have taught me
that a lot sooner.
I wish it wouldn't have takenfour years in business for me to
to finally pick up that concept.
And, trust me, this, this thing,has been a learning process for
(19:48):
me over the past 17 years ofdoing this.
You know and I didn't act thatway I didn't have.
I don't think I've ever had aleader or a boss.
I had bosses in the past.
I've had managers, that peoplewho managed me you know, but I
don't know if I've ever actuallyoutside of my father.
He's always been in aleadership position and the way
that he led, I've taken bits andpieces from it.
(20:10):
The way that my mother led herteams and crews, I've taken bits
and pieces from that and, ofcourse, I've taken bits and
pieces from the bosses andmanagers that I've had over the
years and have turned them into.
You know, I guess some of likemy, my thought process on how to
(20:32):
handle situations and how Ibehave.
And you know, and don't want tosee myself, um, and a lot of
those situations behave the waythat I've seen the behavior.
But there's also been timesthat I've seen a lot of uh stuff
too where I I do want to makesure that I can behave or react
to situations.
(20:53):
Again, all all experiences.
But you know, hopefully thismessage is getting out to the
entire team.
You know what I mean and I knowthe larger we get, the harder
that it becomes.
And you know, nobody said thatthis was going to be easy.
And it's like, when you sign upto be in a position with any
(21:15):
kind of leadership position, youhave to understand it's.
It's not because you've beenappointed and that you have been
, you have arrived and now thatgives me the right to work less.
No, when you sign up for aleadership position, any
position, I don't give a shitwhat it is.
I don't care if you are thecrosswalk guard at in front of
(21:38):
school, I don't care what it is,I don't care, I don't care what
it is when you sign up for aleadership position and
everybody can be a leader right,it's, it's.
It's not easy and I thinkthat's why there's there there's
there's as many followers outthere.
But if we can help change theway that people lead
organizations, I guess that'sour mission is to change the way
(22:02):
people lead their organizations.
That's, that's one of ourmissions here.
So it means you actually youhave to work harder.
It doesn't mean you get to workless.
And man, there are so manydifferent tentacles off of that,
that, you know.
And for me and this isreflecting back to me Okay, if I
(22:26):
want to continue to have peoplearound me grow, if I want the
organization to grow in order tocreate more and better
opportunities for those peoplewithin the organization, that
means there's a lot morepersonal development that I have
to do.
There's a lot more uncomfortablethings that I have to do.
(22:46):
Whether I have to educatemyself I mean AI is out right
now, I mean chat.
Whether I have to educatemyself I mean AI is out right
now.
I mean chat, chat, gpt.
Do I want to learn how to do it?
No, it's very uncomfortable,right, I don't know anything
about it.
Most things that I don't know,most things that I'm not
familiar with, scare me.
Why?
Because I don't understand it.
(23:07):
I don't take time to understandit, but until I get to
understand it, I'm just kind ofusing that as an example to to
elevate myself, and I wastalking I think it was last week
or I don't know what week itwas but we were just talking
about like the, with the 1.5version of myself and a 2.5
version of myself and findingthat next gear and like what
does that actually mean?
(23:28):
Like, defining, like.
Okay, unfortunately for me, I ama creature of habit and
somewhere along the way I wastold contentment is happiness
and man I, I, the more that Ithink about that and actually
saying that out loud, I thoughtman, shoot we.
It does sound great to becomfortable, it does sound great
(23:51):
to be content and it does soundlike happiness.
Not for me, though.
Unfortunately.
I don't want to say that I'm avery uncontent person, but I do
know that there's more out there.
I do know that there's anotherlevel in me, but I also know too
it's going to require a lot ofwork.
(24:13):
I do know that there's going toprobably be a lot of pain, that
I'm going to experience somepain through this growth.
And am I?
I guess the question I have toask myself am I willing?
Am I willing to experience thispain?
And I think now that I'm in aplace where I feel like I've
gone through a bunch of pain,okay, but I couldn't really
(24:35):
identify the pains I could, butI couldn't, or why it lasted so
long, maybe, but I'm on the backend of that and it's kind of
like, okay, now there's not muchI can't handle.
If I have not learned anythingelse outside of like what I have
personally experienced over thepast 12 months is that
(24:57):
something has showed me thatthere is nothing okay that I
can't get through, and how greatour team is, how great my
family is, the support our team,how great my family is, the
support our team, and I couldkeep going on.
I know I got off on a tangentthere, a little bit about
(25:17):
self-development and leadershipand signing up.
If you're going to sign up forleadership, make sure your
motives are right and make sureyou're willing to put in the
work, because that doesn't meanyou get to work less.
That means you actually have towork harder and probably work
on things that you've neverworked on before, I guess.
To sum that up in a nutshell,pillar number two ownership,
ownership.
We train ownership as a dailymindset.
(25:40):
No bad teams, only leaders whoneed to lead better.
And I'll start with what did Imiss?
I messed up, and what that doesis is that that creates trust
If I can own something.
I just had a phone conversationtoday.
Somebody called me.
Somebody called me.
(26:00):
I didn't hear from somebodyelse.
I didn't review an invoice.
That gave me sticker shock andwas like why are we paying for
something twice, you know, andthen doing some digging?
Somebody actually called metoday and owned up to some shit,
and it was an expensive mistake.
(26:20):
I'm not going to mention anynames.
And the first thing out of hismouth and it was kind of cool
was he's like I'm about to havean uncomfortable conversation
with you and of course, my mindgoes in a million different
directions.
We're like oh shit, oh shit, ohshit, oh shit, what?
Okay?
Well, they commence to tell metheir mistake and right away,
(26:43):
the anxiety, the uncertainty,the questioning, whatever, all
dissipates all starts todissolve.
Certainty, the questioning,whatever, all dissipates all
starts to dissolve.
And how can I possibly befrustrated, upset, angry, mother
F them when the first thing outof their mouth is what I just
(27:04):
said.
And then the second thing thatcame out was is I screwed up?
Really bad?
And I was like, okay, what,what, what is is it?
And they started to explain tome what happened and I could see
how it could happen to anybody,even me and I've made bigger
mistakes, my damn self and uh,so I'm, I'm bouncing, you know,
(27:27):
resolutions, solutions, maybesome options and, of course,
being the good co-leader thatthey are, they've already
exhausted all those resourcesbecause obviously they wanted to
come to me with a solution,right, a good solution, and
unfortunately there wasn't manyoutside of.
(27:47):
It just needs to be replaced,it needs to be taken care of
immediately.
Okay, thank you, I thank them,thank you, because I know it
takes balls.
Nobody, nobody, wants to own upto to a mistake, especially a
costly one.
Now, I do know for a fact thatthat will never happen again,
that that mistake won't happenagain by that particular
(28:11):
individual.
I can guarantee you they'regoing to cross their T's,
doctorize and do whateverresearch that they're going to
have to do, or education, ortraining, or whatever reminders
set on their phone, whatever thecase might be.
Okay, I know that that's notgoing to happen again and
unfortunately, we talked aboutthis before in the podcast too.
You know, we have to giveenough room for error, because
(28:32):
within that error is where thoselessons get learned the
greatest, the biggest, thelongest, lifelong lessons are
learned.
And in those trials, those,those errors, when we're tried,
when we're true, when we'retested.
You know, and I was tested,okay, I was tested, the old ty
told me would have lost his shitand unfortunately, or
(28:56):
fortunately for this person,they know me well enough and I'm
sure that's why they said I'mgetting ready to have a very
uncomfortable conversation withyou.
Uncomfortable for them, right,because they, they didn't know,
like, it's today just a bad dayto call the man, unfortunately
for them, I was in a very goodheadspace, um, but I, I, I was
(29:18):
grateful, listen, I'm sograteful that, um, they had the
courage enough to call me and,uh, because that also says a lot
about them, the grit and thetenacity that they have when
they're making mistakes outthere, the small mistakes that I
don't need to know about, howthey're dealing with them, how
they're suiting up, showing up,manning up, and there's
(29:38):
something that I was thinkingabout this the other day, we
hear all these othercatchphrases grit, tenacity,
resiliency.
No one talks enough aboutcourage and bravery, the old
school, just courage, right, anduh, I know this.
What we do is not easy, and Iknow the amount of volume that
we do and mistakes and errorsare going to happen.
(29:58):
And and uh, I'd like to thinkthat we always come out of the
end of this, always, you know,shining like a diamond and if
anything else, there was alesson to be learned.
Um, you know, and I have tolead by example, right, only
leaders.
You know there's no bad teams.
I have to lead by example.
And if I lose my shit, thatmeans he's probably going to
lose his shit on his teams outthere too, but maybe he'll give
(30:21):
somebody a little grace todaybecause he's realized again that
we're only human, right, andshit happens and all that good
stuff, you know, but okay.
So, getting back to theownership part of it, you know
what has helped us do that.
Okay, why?
Why did that happen?
I'm going to tell you right now.
We have clear and simple corevalues, plain language.
(30:43):
We have KPIs and we have SOPs.
It's our checklist, it's ourguide rails on how we
communicate, how we train, howwe fire, how we bid stuff, how
we build stuff, how we treatothers.
Okay, it's real simple.
Okay, in the chaos, okay,especially in the chaos.
You know what I mean?
(31:04):
That's where, that's wherethese policies really, really
shine is in the chaos.
We're always going to havestorms, we're always going to
have backlogs, we're alwaysgoing to have supply issues.
Okay, and the thing that I'velearned is that we need to
figure out what can we control.
We can't control theuncontrollables.
You got to pick, pick thehighest impact, pick the highest
(31:27):
priority.
Figure it out.
What can we control andhopefully, within that moment of
, okay, the controllables, wecan control this.
We can't control that, but ifwe control this, that will help
damper that, that will helpbuffer this.
This will help avoid that later.
Okay, and when you can thinksolution, opposed to staying
(31:54):
stuck in the problem.
And right away, when he startedto tell me what was going on,
right away my head started goingstraight to.
I didn't say to myself, whichis very unusual why is this
happening for us?
I think we know that.
I think we know the answer tothat is that it'll probably
never happen again.
Okay, if anything else, that'swhy it happened to us.
Usually we don't find thosethings out till later could be
(32:15):
months, um, but um, shoot, I'vecompletely lost my train of
thought there for a second, butanyhow, I'll keep.
I'll keep moving on, um, uh, weprobably oh, during, during the
chaos of things, and andcontrolling the the
(32:35):
controllables, and not beingfixated, I guess, on the on the
non-controllables.
Right, we figured out what'sthe highest impact, what's our
next action done?
Next move on, right, okay.
Second part of that is is thatwe empower decision making, and
one of one of two, two thingsare my favorite.
One I got from Craig Rochelle acouple of years ago was one of
(32:58):
his famous lines when somebodycomes to him with a problem or
they don't have an answer tosomething, he, he, he tells them
you decide.
And I've added onto that whatdo you think?
What do you think?
And when you do that, when youcan do that, you're empowering
them.
You're asking them what do youthink?
(33:19):
How do you think we shouldhandle this situation?
And not being sarcastic, notbeing an asshole, not being
annoyed because they're knockingon your door, but if you're in
a position, if you're a businessowner or manager, you know, or
or team leader in that this goesfor anybody here.
If you get the shits of peopleknocking on your door, it's
(33:42):
because we've been telling themwhat to think instead of
encouraging them on how to think.
Okay, it's because we haven'tasked them the question enough.
What do you think?
Go ahead, you decide.
I'll let you decide, I trustyou enough, okay.
And when you're learning fromyour team and I talk about this
a lot too when you're learningfrom your team just as much as
(34:03):
what they've learned from youover the years, that's when you
know you have a true, authentic,genuine culture.
If everyone knows the company'sintent and what I mean by intent
, I mean by the three-leggedstool.
Our three-legged stool is ourcore values, our SOPs and our
(34:24):
KPIs.
If everybody in the companyknows our intent, the person
closest to the work should beable to make those decisions.
They shouldn't necessarilyalways have to be running it up
the chain, because I've noticedover the years too, if they're
waiting for answers or waitingfor responses, people don't
answer the phone.
People don't reply back to textmessages, people don't get
their emails, okay.
So now the complete, the entirejob comes to a standstill,
(34:50):
because either somebody's goingto get pissed off if they do
something wrong, they're notallowed to make decisions.
We, we, we taught them to waitoutside our door and wait for us
to tell them what direction togo, in opposed to allowing them
to make a mistake and not freakout and allowing them to learn
(35:11):
from that mistake and empoweringthem, giving them the trust,
creating a true culture right byletting them decide, make the
decisions, they make thedecisions.
This saves time and buildstrust.
Trust is, trust is the only wayto build a high performing team
(35:33):
.
If I didn't trust the amount ofpeople in this building that
that that we trust, that I trust, dude, we wouldn't be, we
wouldn't even be a blip on theradar.
I mean, it would be so pathetic.
You know, and I watch companiesthat think that are going to
grow quick, they're going togrow fast and they blow up dude,
I probably did.
To grow quick, they're going togrow fast and they blow up dude
(35:55):
, I probably did.
I'm not even going to saynumbers.
I was going to say our, ourrevenue at one point in time
where I was like, if I tellpeople that maybe I'll do a
one-on-one with somebody, letthem know like I killed myself
and I was screaming why aren'twe growing?
Go, go, go, grow, grow, grow.
I've talked about that beforewhen I had three fingers
pointing back at me.
When I'm pointing at everybodyelse, that was the blame game.
(36:28):
Anyhow, I got a storyfortunately or unfortunately
where this was a perfect exampleof allowing people to make
decisions at the forefront,allowing people to make
decisions out in the field, tohaving trust, having a good
culture and everyone knowing theintent.
So we, we opened up a roof and,uh, storm come rolling through.
I mean got, we got slammed.
I it might have been like 10,maybe 15 chance of rain that day
and it was a coastal storm comerolling in and the roof was
(36:54):
cracked wide open, phones blewup, tensions were high.
I mean it was a freakingdisaster, but the old us would
have stumbled and we would havestarted blaming, we would have
started pointing fingers, itwould have been crazy.
But instead we prioritized andwe executed, stabilized safety,
(37:18):
covered the roof with tarps,communicated with the homeowner
and we protected the valuables.
The team on the ground wentinto action and, because every
person knows the company'sintent, decisions were made on
site.
We didn't save the day withheroics, okay, but what we did
do is we saved it with theownership and a system and I
(37:41):
don't know what other perfect,most beautiful example of what
it is that we've built, whatwe've cultivated Because that's
any roofing person's nightmareoutside of installing the wrong
person's roof, which we've done,we've installed the wrong
colored shingles on people'sroof, which we've done and those
are all stories that I know fora fact that we just did it
(38:04):
instead of running from it andnot answering the phone or
turning it over to the insuranceor whatever.
We've taken so many things onthe chin, to the insurance or
whatever.
We've taken so many things onthe chin.
But what we have been able to dothrough those times, though, is
reflect on what did go right,what went wrong, what went right
, what can we do better nexttime, and that's like the
(38:24):
three-step process.
You know what I mean Like okay,we checked the weather, that
was good.
You know what I mean.
Should we have more tarps onbackup?
You know what I mean.
Should we have more TARPs onbackup?
Should we?
You know what I mean.
It's just reviewing what wentwrong, what actually went right
and what can we do better nexttime.
So that leads me to pillarthree organizational health.
(38:48):
Healthy teams outperform smartteams that are unhealthy, and
here's how I believe we've beenable to manage that right.
And it's five habits, and I'mstill kind of working through
the five habits, but I have puta name to the habits.
And the habits is first.
One is vulnerability.
(39:08):
Okay, vulnerability createstrust.
Eaters go first.
I messed up.
Here's my fix empowerment.
Trust is the only way to buildhigh performing team.
Okay, and I'm reviewing thethings.
Basically I'm summing them upinto words of everything I
basically reviewed already okay,it's vulnerability, empowerment
(39:32):
, commitment, peeraccountability and result.
Okay, so commitment, commitmentto each other and always doing
the next right thing, no matterhow painful it might be.
That's our commitment, that'sour commitment to each other,
that's our commitment to ourcommunity.
I don't really need to say anymore about that commitment.
(39:54):
Okay, peer accountability wehold each other accountable to
the standard.
Our three-legged stool and wetry to remove our feelings from
it.
We try to remove our decisionmaking based upon somebody's
short-term emotions.
That's going to hinder thelong-term goal, emotions that's
(40:16):
going to hinder the long-termgoal.
And we're we're not necessarilyresults driven, but you know
how.
What I mean by results is is isour sr, sops and our kpis.
We're tracking.
We're tracking the results.
Why?
Not because we're micromanagingpeople, it's because so we can
improve managing people.
(40:38):
It's because so we can improve,we can speed the lead.
We can get estimates donequicker, we can knock more doors
, we can produce more jobs eachweek.
We can get them done quicker,there's less callbacks, people
are happier, our team's happier,homeowners are happier, which
the ripple effect turns intorelevancy.
We will be relevant for a longtime Along with the clarity
(41:01):
playbook.
The clarity playbook is prettymuch simple.
It's like why do we exist?
Okay, there's six competencies.
Why do we exist?
How do we behave?
What do we do?
How will we behave?
What do we do?
How will we succeed?
What's most important right nowand who must do what?
(41:21):
So why do we exist?
We protect families and growpeople.
Simple, right.
We don't have to add the sixcore values to that, as long as
you already know what they are.
That pretty much sums it up.
How do we behave?
Humble, hungry and smart?
Okay, that's how we hire.
(41:42):
We hire smart people.
Okay, not that skill setsmatter, but character carries.
Okay, what do we do?
We do roofing exteriors right.
(42:04):
Roofing exteriors craftsmanshipthat outlasts any storm and I'm
using storm in terms ofwhatever shit show storm.
Not necessarily mother nature,you know, but that's what we do.
We do roofing and exteriors andcraftsmanship, integrity and
(42:28):
loyalty that will outlast anystorm, right, and the commitment
that we make to each otherright, Going up to the five
habits, the commitment that wehave to each other, and all that
good stuff.
Will we succeed?
Craftsmanship, ownership,humility as strategic anchors,
(42:48):
craftsmanship and ownershipright, that's what we do.
We're a construction companyand I think sometimes we forget
that construction first right,quality and safety, quality and
safety, quality and safety.
I can't I can't express thatenough.
How will we succeed throughcraftsmanship, ownership,
(43:10):
humility as a strategic anchor?
So, what's most important rightnow?
One company-wide priorityeveryone must be rowing in the
same direction.
Everybody needs to be on thesame page, everyone needs to
hear the core values, everybodyneeds to understand the core
values and the way that theyinterpret it and they have to
reach that destination.
However, they reach thatdestination at least that that's
(43:32):
my experience with that.
And who must do what?
Clear rolls and handoffs.
Okay, clear rolls and handoffs,and that's definitely something
that you know we've beenworking on.
You know it's always somethingis breaking.
Why?
Because we're always moving,always growing.
(43:52):
Shit's happening, man, we'remaking shit happen around here.
So you know I could review abunch of other stuff, but I was
thinking about also the.
You know, if anybody everwanted to try to do this and how
would they do it?
Okay, by not just listening tothis podcast.
I started to lay out a 90-daysprint on how, unfortunately,
(44:19):
it's taken me 17 years but I'mnot saying your culture is going
to change in 90 days.
But it's definitely a good stepin the right direction.
But, like weeks one and two,draft your clarity playbook.
Pick three behavioralnon-negotiables and define what
they look like on the job.
Pretty simple, right.
Draft a clarity playbook.
Pick three behavioralnon-negotiables okay and define
(44:44):
what they look like on the job,which is definitely something
that I know we need to work onas well.
Right, and hopefully I canshare this with somebody else
and somebody who's listening.
Weeks three to six launch dailyhuddles.
Right, we do daily meetings.
I know everybody comes andmeets lauren and and uh, glenn
in the morning and and jeremyand everybody trying to figure
(45:04):
out.
So it's the, it's, it's thedaily huddles, right, giving
them direction.
Weekly, we do our weeklymeetings on, you know, and we do
our monthly meeting.
Right, and we review thecompany's intent.
Right, we review missionstatements.
We review a core value.
Somebody gets to read a corevalue and then explain to us how
(45:29):
they have either used it inorder, an example, or what it
means to them, you know, andthat kind of keeps everybody on
the same page and thinking aboutthe core values and stuff.
So, week seven through nine, youknow, install a simple
scoreboard, right, the fivenumbers that matter, you know.
(45:50):
Start, start humble, hungry anddo smart interviews.
Weeks 10 through 13, run a halfday off site for trust and
strategy.
Announce one, one number, onepriority for the next quarter
and cascade it.
Right, we're not trying to boilthe ocean here, right?
We're just trying to change therhythm on how things have been
(46:12):
flowing, organized, you know,and this that's this good thing.
Okay, and I'm not trying to giveanybody a loophole.
Culture isn't static, itdoesn't stay in one place.
It kind of kind of goes.
It's fluid, unfortunately, butthat's good, because we grow and
sometimes we need to experiencepain and I can't express that
(46:33):
enough.
It kind of gets everywhere.
Oh shit, gotta get back on thewhoa, whoa, you know.
So, um, it it's, it's fluid.
So this isn't going to happenovernight, it's not going to
happen in 90 days for anybody.
But it's a good start and asthings start to crystallize for
you, like they have for me overthe years and I'm in, I'm in a
(46:55):
good, pretty good headspaceright now to to hit that next
level, right, that next gearthat I know the company has,
that I know that I have.
But again, I talked about memost, mostly on the personal
development.
If I want the company to reachand exceed or succeed to that
next level, then it starts righthere.
(47:16):
What am I willing?
What pain, whatuncomfortability am I willing to
put myself in?
Under what lengths am I willingto go?
I know I can go pretty deep onsome shit and I'm ready.
I'm ready, I'm ready to go tothat next level, okay.
So we're not trying to boil theocean here, we're just trying to
(47:38):
change the rhythm.
The rhythm will change theculture.
Okay, at TC Backer, we don'tjust build roofs, we build
people who build roofs.
Okay, and when you build people, they build your business right
, this way, bigger than I am,and that's where my paradigm
started to shift, back in 2011,.
2012 was like whoa, whoa.
(47:59):
This isn't just about me makingends meet Now, it's about
everybody else making ends meet,you know, and then maybe a
little extra right, a littlemore um and and having their
goals reached and all that goodstuff.
So, if you don't take anythingelse from this, take this One
decision three pillars, fivehabits, 90 days.
Make one hard decision thatproves your values.
(48:20):
Okay, run on purpose, lead withownership, protect
organizational health, do thefive habits and give it 90 days.
So I believe that will concludeour podcast for today.
You guys have a great rest ofyour week.
Man, I know I'm going to crushit.
I'm going to kick ass, takenames and I only wish the best
for everybody out there.
If you know anybody that mightget something out of this,
(48:43):
please, like love, share thiswith them.
And if you haven't yet, give usa review.
I don't even know if we'vegotten any reviews yet on
YouTube, facebook, whatever.
Who's going to be the first?
Who's going to be the first togive us a review?
And, honest, the whole goodnessfreaking Beyond the Tool Belt
review.
Anyhow, I love you guys.
Stop slacking slackers Tillnext week.
(49:05):
You guys, keep it cool andenjoy this fall weather that's
upon us.
Peace.
And we are live.
Welcome back everybody toBehind the Tool Belt, episode
298.
I am your host, ty Cobb-Backer.
Thank you for joining us andstay tuned.
We will be back after our shortintro from our sponsors.
Speaker 2 (00:32):
Welcome to Behind the Tool Belt, where the stories
are bold, the conversations arereal and the insights come to
you live, raw and uncut.
Every week, host Ty Cobb-Backersits down to bring you the
stories, the struggles, thelessons learned and the wins.
No filters, no scripts, justthe truth.
(00:53):
Please welcome your host ofBehind the Tool Belt, ty
Cobb-Backer.
Ty Cobb Backer (00:58):
Hey, hey, hey, welcome back everybody.
What a wonderful day.
It is Wednesday, wednesday,september 10th, and I think,
before I forget, I think I'mgoing to plug real quick the uh.
Next week's, next week'sepisode is episode 299 behind
the tool belt.
We are two weeks away from our300th, 300th, 300th episode.
(01:25):
I'll be on Toolbelt, but nextweek we will be streaming live
on Friday, probably around thesame time, 12 o'clock.
There is a scheduling conflictand I believe we'll do it Friday
after I get back from an eventthat I was asked to speak at and
(01:46):
I am most looking forward torecharging, charging my
batteries, picking up some goodstuff from some other business
owners and things like that, andthen I actually have the
opportunity to pour into them aswell, into them as well.
(02:07):
But I think it's it's sometimes, it's not, it's not always
about me in terms of you know,when I speak and when I share, I
really want to focus on pouringinto people, but not just that,
but I want to take somethingfrom this event as well.
My coach is is hosting mybusiness.
I guess he's no more thanbusiness, but my coach, my
mentor, tony Watley big shoutout to Tony and the team over
(02:31):
there at 360 Driven for helpingnavigate me through some tough
times and stuff like that andgiving me some rich and fresh
ideas on keeping things on therail.
So, but anyhow, welcome back toBeyond the Tool Belt.
I am your host, ty Backer, andyou know if you've been tuning
(02:53):
in.
You know you know by now thatyou know we, we talk a lot about
leadership.
We try not to sugarcoat it.
I try to give you myexperiences to the best of my
ability and and I know I'm notperfect, by no means and all of
this is like a work in progress.
You know, as we, as we digdeeper into ourselves and and
and try to develop.
You know ourselves and and andthe experiences that we have
(03:15):
through this journey.
You know it's pretty rad, it'spretty cool, you know, if you go
into it with an open mind andeyes wide open and and uh, a
learning.
You know, uh, capability of, of, of continuous learning and
educating yourself and pushingyourself.
(03:36):
You know, for for the pastcouple of weeks, I've had the,
I've had the opportunity to dosome a lot of, you know,
reflecting and, personally andprofessionally, just just got a
lot of reflection.
Some, a lot of things have beenlifted off my chest and and I
removed and and you know a lotof you have heard me talk about,
(03:58):
you know, removing people,places, things and situations
that just aren't conducive toyour mental health, your
spiritual health, your physicalhealth.
And I yeah, it was, that was mynew year's resolution.
This year was to remove thingsinstead of adding more goals and
and piling more shit on top ofthose broken promises that I
never kept.
From the year before, I decidedto take a different approach
(04:21):
and and and I think you know Icould be wrong, but I think Tony
might, might have actuallyplanted that seed with something
that he just said and, and Iprobably misinterpreted it,
because I always that's, Ialways do that.
I always I don't hear thingsfor some reason.
I I'm listening, but for somereason I don't hear the.
The meaning behind it or thedefinition just just seems
(04:45):
different to me.
But but that's part of myuniqueness and and, uh, kind of
how I grow and I need toexperience things on my own
right.
All all people can do is kindof plant seeds and and, uh, I
have to navigate through itmyself and stuff.
So a lot of this podcast hasbeen um, this particular podcast
, episode two, 98 is is going tobe a lot about my
(05:09):
self-reflection and a work inprogress, and I've really been
thinking about how we did itright, because we recently
celebrated 17 years and some ofthis stuff you guys may have
heard before, but some of youmay not have heard it and maybe
you didn't hear it the way thatit was intended to be heard.
So I don't really mindrepeating myself because I
actually enjoy listening to youknow podcast over and over and
(05:31):
over and over the same one, overand, and some of those podcast
hosts always talk about the samething and I don't quite hear it
the first time around.
So, um, I've learned to repeatmyself and not fear repeating
myself or or even coming at itin a different angle and things
like that.
So, you know, so typically, youknow it's, it's, it's about
(05:54):
personal development, right, Imean, that's, that's what this
is all about.
I'm hoping that somebody canget something, you know, out of
this, like this is what thisreally all about, and it's
pushing me to be better and it'spushing me to dive into me, um,
and and find my, my characterdefects, my flaws, my
shortcomings and get better atit and and and I.
(06:17):
I really feel like the podcastfor me has become an
accountability tool.
Um to you know, cash that checkthat my ass has been writing
every week that I'm on thisthing Right, and I know a lot of
eyes are on Vic too, becauseVic is my you know, my shotgun
on most projects that we'reworking on.
(06:39):
It's not very seldom he doesn'ttravel with me and I know just
as many eyes are on him and wehad that conversation the other
day, so he knows that he's gotto also cash that check that our
ass is up here writing week inand week out, whether it's, you
know, the first ones there, lastones to leave, or or personal
development, like taking, takingcare of ourselves.
You know, personally,spiritually and I want to forget
(07:01):
about the spiritual part of it,the spiritual aspect of things
and having that consciouscontact for strength and courage
and wisdom at times when weleast expect it, having that
open, that channel open.
So today's topic is simple man,if you want better people,
(07:25):
you've got to be a better leader, and I'm saying that with ears
wide open, you know.
So I guess let's dig into it.
A lot of you know that in myemail signature I sign my emails
with a CEO that stands forchief executive officer, and
(07:46):
that's not intended to be cute.
That's just not like some cutelittle line.
It's actually a reminder to methat my job is to set the tone,
set the pace and the standardthat our team feels every day,
and I mean every day.
Even when I don't want to, Ihave to suit up, I have to show
up, I have to do all thosethings.
I'm going to start with themoment that changed everything
(08:14):
for me.
Some of you, like I said, mayhave heard bits and pieces of
this story of early on in mycareer, where it literally
almost took me four years andalmost dying, killing myself,
not not because I wanted to, butjust because of my behaviors
and the way that I was acting in, as hard as I was working and
and the things that I wasfixated on.
(08:35):
I was fixated on the wrongthings and this goes back to
2011, 2012,.
You know, my family and I werewe're under a lot of pressure
and we had a lot of people athome counting on us, and we had
a lot of people at work countingon us.
Around that time, my mom hadmoved in with us while she was
(08:58):
battling with cancer.
Like I said, a lot of you mightmight know that story, may or
may not.
She moved in with us and Janatook care of her for the most
part, and that's when we decidedto Jana to start easing her way
out of the day-to-day TC Backerstuff and not that.
She's still not a huge part ofthis and the decision-making,
(09:18):
and I'm just going to give her abig plug too, because I don't
know if she actually gets therespect that she properly
deserves, especially when shewalks into the building.
Kara TC backer that you knowthat you know who do you think
is my sounding board outside ofVic and and a handful of other
people on the decision-makingand the day-to-day things that
(09:40):
that occur here and and changesand and and things like that.
But she's always been my rockand we, we truly, I truly
believe that we wouldn't be heretoday.
Yeah, I think your significantother I mean that could be a
whole nother topic for beyond atoll belt is having the right
significant other in your life,one that encourages you and
(10:00):
supports you and even is is boldenough to call you out on your
shit when you're wrongespecially behind closed doors
and not in front of people andvalidity and make you feel like
a piece of shit and hold youback and tell you that you're
working too many hours and blah,blah, blah all that shit that
I'm sure a lot of us have dealtwith in the past, and I'm very
grateful and blessed for that.
(10:20):
But, anyhow, that season mademade one thing crystal freaking
clear for me, culture isn'tposters, it isn't those cute
little slogans that you put upon your wall or those one little
words.
You know those words that whenyou walk into people's places,
money doesn't sleep.
You know all that whatevermonopoly stuff that you see on
(10:43):
when you're scrolling Facebook.
All that stuff.
It's way deeper than that.
It's the hard choices you makeand the habits you keep.
That's what creates a culture.
And here at TC Backer, I'mgoing to use us as an example.
This whole thing, this wholereflective time, this reflection
time that I'm going throughhere and I'm glad, I'm grateful
(11:04):
for the clarity here lately, um,it's been a while.
I feel like that.
I've had a lot of clarity, man.
I feel like the dust isstarting to settle and the smoke
is starting to clear and thingsare really starting to
crystallize for me.
But, um, here at tc backer, wemade.
We made one of those hardchoices, right right From you
know, um, moving everybody from1099 over to W2.
(11:25):
And, uh, that was a prettysignificant decision.
I mean, it might not sound likea big deal and this isn't
something that you know we, wepromote, we don't promote it,
and I can almost guarantee it.
You know I didn't, we don't, wedon't brag or become you know
(11:45):
about that, but I can almostguarantee it.
There's 90% of you know roofingcontractors out there don't
operate like that.
I'm pretty sure they still have1099 sales reps and people like
that.
But we at that time decided togo legit and we knew it was
going to cost more money in inthe short term, however, it
(12:07):
allowed us to offer benefits,stability and in a real career
path, and that one decision setthe foundation for the future
and culture I'm going to sharewith you today.
And who would have thought?
You know it's taken me thismany years to really reflect
back.
That one hard decisiongalvanized the trajectory, the
(12:28):
path that you know, and changedmy paradigm.
You know, on why, the why.
You know why we're doing this,why it should be the way.
I should be thinking about thisand and and, not trying to just
outwork everybody to just makemy ends meet.
So our culture is built onthree pillars and, like I said,
(12:51):
I've been working on this, sothis might evolve and change a
little bit, but this is justkind of where I'm at right now.
On these three pillars ispurpose ownership and I was
going to call it poo, likeWinnie the Pooh, but like
winning the poo would be purposeownership and organizational
(13:14):
health.
That's P-O-O-H poo, right, andthat's how I'm going to remember
it.
I have to do little weirdthings like that.
I had to do that through schooltoo.
I had to connect things tothings and I had to come up with
acronyms, and I had to do thatthrough school too.
I had to connect things tothings and I had to come up with
acronyms and I had to do allthings.
So, anyhow, purpose ownershipand organizational health, and
I'm going to try to articulatethis, not exactly, I'm sure, on
(13:39):
how we're turning those ideasinto our daily habits that
anyone can really copy.
If you choose so, choose so.
But I'm going to start withpillar one.
Pillar one purpose.
You know, purpose was created, Ithink, back when we made that
(14:00):
decision, but it has taken us along time to actually write out
and articulate our core values.
So our, our, our core valueshas become you know our purpose
or vice versa, our purpose isour core values.
I guess people don't buy whatwe do right, we're a roofing
company, people but people dobuy into why we do it.
(14:24):
Okay, so we, we we're trying toto define our why this way and
I'm not going to run downthrough, especially if you want
to retain people like people whostart here may not fully
understand, like the, thecommunity involvement and how we
give back and how we take careof each other and we give back
(14:44):
to each other and we hold eachother accountable and we hold
each other to a certain standard.
Like they may not fully graspthat.
But I can guarantee you onething the reason why they stay
is because of our purpose.
Okay, and if you hang out withus long enough and it's kind of
like vick's story a little bit,like he hung out with us long
enough, like he didn't have tocome work here because he was
actually hanging out with uslong enough and helping us with
(15:05):
a lot of these projects for thecommunity that that we're
involved with but to sum up, tosum up our core values, it
pretty much is like we protectfamilies and grow people Right,
and if you can buy into that andif you fully understand that
and you read through our corevalues and really study it, it's
kind of you know, cause there'sa lot of metaphors there that
(15:26):
you can apply to many differentareas and avenues of your life
your personal life, yourprofessional life and and maybe
we'll do a podcast that that isjust reviewing our core values.
That way people can kind of seehow we did it, how we're doing
it and and by all means copy it.
That's that's you.
You have my, um, I guess my, mypermission to take whatever you
(15:50):
guys need and uh leave the restin and hopefully apply this to
your personal and professionallives to uh improve the quality
of not just your life but thosethat are around you.
So but that one sentence guides, guides the way that we hire,
we train, we build, we bid jobsand make tough calls, and one of
(16:12):
a few ways that we keep thatalive is, you know, right from
the get-go.
We just got back from Greenvilleand we reviewed those things,
we reviewed the KPIs and it'slike the new hires, the first
thing that they hear is our whystory before they even hear our
policies.
And if they do start to hearour policies, it's not very long
(16:34):
afterwards that they will hearthe core values and our why.
But they'll hear our corevalues.
They'll meet our team leadersand we talk about our community
involvement and then we'llreview our SOPs and our KPIs.
And, yes, we do have most ofthose things documented our KPIs
, our SOPs and we mostdefinitely have our core values
(17:00):
documented, which we just cameup with Another one.
We have six total KPIs.
We have a mission statementwith another one.
We have six total kpis.
We have a mission statement.
We have why we have core valuesand I need to share our core
value number six with the team.
I got to put that in a googledoc, hopefully right after the
show, because brian just askedme for it that he needs a copy
(17:21):
of it to put in the new hirepackets.
But how?
One of the one of the ways thatwe we keep this alive, like on a
weekly basis, like in ourweekly meetings and not just,
like you know, a town hall kindof meeting, but but our finance
meeting, administrative meeting,our operations meeting, our
production meetings.
(17:42):
They, they read our missionstatement and somebody has to
review one of our core values atevery single meeting.
At those meetings, we alsoshare wins.
We shout out team members forgoing over and beyond moments
where a team member protected ahomeowner, helped a coworker
grow, et cetera, et cetera, etcetera.
(18:02):
Before the meeting even getsstarted, work or grow, et cetera
, et cetera, et cetera.
Before the meeting you wouldget started, we review these
things, we give shout outs andwe give props where props are
needed.
And our Y-aligned decisions allstarted with the switch from W-2
, investing in training, and wesaid it out loud.
(18:24):
Basically, this decisionprotects families and grows
people.
You know, at the end of the day, that's that's, that's that's
summing it up.
And I got, I got a, I got a, anexample, and some of you
listening that that that workwith us.
You know our team, they, theymight remember the situation,
but you know we had a crew, crewof ours had had an opportunity
(18:48):
to to cut corners that theythought nobody would notice and
they probably wouldn't havenoticed.
But the problem was is thatthey, they noticed it and they,
they decided not to cut corners,they called it out, they fixed
it, they finished late.
Why, and I'm going to say itagain.
It's because they know thatright, that that we protect
(19:08):
families and we grow people,because that's our standard,
that that's our standard it's.
I don't think it's anunrealistic standard.
I don't think we're askinganybody to do anything.
That's impossible.
I don't think we're.
I don't think it's anunrealistic expectation to make
sure that we're protecting thosefamilies, that we do work for
(19:28):
protecting our families and thatwe're growing each other.
I really think that I wishsomebody would have taught me
that a lot sooner.
I wish it wouldn't have takenfour years in business for me to
to finally pick up that concept.
And, trust me, this, this thing,has been a learning process for
(19:48):
me over the past 17 years ofdoing this.
You know and I didn't act thatway I didn't have.
I don't think I've ever had aleader or a boss.
I had bosses in the past.
I've had managers, that peoplewho managed me you know, but I
don't know if I've ever actuallyoutside of my father.
He's always been in aleadership position and the way
that he led, I've taken bits andpieces from it.
(20:10):
The way that my mother led herteams and crews, I've taken bits
and pieces from that and, ofcourse, I've taken bits and
pieces from the bosses andmanagers that I've had over the
years and have turned them into.
You know, I guess some of likemy, my thought process on how to
(20:32):
handle situations and how Ibehave.
And you know, and don't want tosee myself, um, and a lot of
those situations behave the waythat I've seen the behavior.
But there's also been timesthat I've seen a lot of uh stuff
too where I I do want to makesure that I can behave or react
to situations.
(20:53):
Again, all all experiences.
But you know, hopefully thismessage is getting out to the
entire team.
You know what I mean and I knowthe larger we get, the harder
that it becomes.
And you know, nobody said thatthis was going to be easy.
And it's like, when you sign upto be in a position with any
(21:15):
kind of leadership position, youhave to understand it's.
It's not because you've beenappointed and that you have been
, you have arrived and now thatgives me the right to work less.
No, when you sign up for aleadership position, any
position, I don't give a shitwhat it is.
I don't care if you are thecrosswalk guard at in front of
(21:38):
school, I don't care what it is,I don't care, I don't care what
it is when you sign up for aleadership position and
everybody can be a leader right,it's, it's.
It's not easy and I thinkthat's why there's there there's
there's as many followers outthere.
But if we can help change theway that people lead
organizations, I guess that'sour mission is to change the way
(22:02):
people lead their organizations.
That's, that's one of ourmissions here.
So it means you actually youhave to work harder.
It doesn't mean you get to workless.
And man, there are so manydifferent tentacles off of that,
that, you know.
And for me and this isreflecting back to me Okay, if I
(22:26):
want to continue to have peoplearound me grow, if I want the
organization to grow in order tocreate more and better
opportunities for those peoplewithin the organization, that
means there's a lot morepersonal development that I have
to do.
There's a lot more uncomfortablethings that I have to do.
(22:46):
Whether I have to educatemyself I mean AI is out right
now, I mean chat.
Whether I have to educatemyself I mean AI is out right
now.
I mean chat, chat, gpt.
Do I want to learn how to do it?
No, it's very uncomfortable,right, I don't know anything
about it.
Most things that I don't know,most things that I'm not
familiar with, scare me.
Why?
Because I don't understand it.
(23:07):
I don't take time to understandit, but until I get to
understand it, I'm just kind ofusing that as an example to to
elevate myself, and I wastalking I think it was last week
or I don't know what week itwas but we were just talking
about like the, with the 1.5version of myself and a 2.5
version of myself and findingthat next gear and like what
does that actually mean?
(23:28):
Like, defining, like.
Okay, unfortunately for me, I ama creature of habit and
somewhere along the way I wastold contentment is happiness
and man I, I, the more that Ithink about that and actually
saying that out loud, I thoughtman, shoot we.
It does sound great to becomfortable, it does sound great
(23:51):
to be content and it does soundlike happiness.
Not for me, though.
Unfortunately.
I don't want to say that I'm avery uncontent person, but I do
know that there's more out there.
I do know that there's anotherlevel in me, but I also know too
it's going to require a lot ofwork.
(24:13):
I do know that there's going toprobably be a lot of pain, that
I'm going to experience somepain through this growth.
And am I?
I guess the question I have toask myself am I willing?
Am I willing to experience thispain?
And I think now that I'm in aplace where I feel like I've
gone through a bunch of pain,okay, but I couldn't really
(24:35):
identify the pains I could, butI couldn't, or why it lasted so
long, maybe, but I'm on the backend of that and it's kind of
like, okay, now there's not muchI can't handle.
If I have not learned anythingelse outside of like what I have
personally experienced over thepast 12 months is that
(24:57):
something has showed me thatthere is nothing okay that I
can't get through, and how greatour team is, how great my
family is, the support our team,how great my family is, the
support our team, and I couldkeep going on.
I know I got off on a tangentthere, a little bit about
(25:17):
self-development and leadershipand signing up.
If you're going to sign up forleadership, make sure your
motives are right and make sureyou're willing to put in the
work, because that doesn't meanyou get to work less.
That means you actually have towork harder and probably work
on things that you've neverworked on before, I guess.
To sum that up in a nutshell,pillar number two ownership,
ownership.
We train ownership as a dailymindset.
(25:40):
No bad teams, only leaders whoneed to lead better.
And I'll start with what did Imiss?
I messed up, and what that doesis is that that creates trust
If I can own something.
I just had a phone conversationtoday.
Somebody called me.
Somebody called me.
(26:00):
I didn't hear from somebodyelse.
I didn't review an invoice.
That gave me sticker shock andwas like why are we paying for
something twice, you know, andthen doing some digging?
Somebody actually called metoday and owned up to some shit,
and it was an expensive mistake.
(26:20):
I'm not going to mention anynames.
And the first thing out of hismouth and it was kind of cool
was he's like I'm about to havean uncomfortable conversation
with you and of course, my mindgoes in a million different
directions.
We're like oh shit, oh shit, ohshit, oh shit, what?
Okay?
Well, they commence to tell metheir mistake and right away,
(26:43):
the anxiety, the uncertainty,the questioning, whatever, all
dissipates all starts todissolve.
Certainty, the questioning,whatever, all dissipates all
starts to dissolve.
And how can I possibly befrustrated, upset, angry, mother
F them when the first thing outof their mouth is what I just
(27:04):
said.
And then the second thing thatcame out was is I screwed up?
Really bad?
And I was like, okay, what,what, what is is it?
And they started to explain tome what happened and I could see
how it could happen to anybody,even me and I've made bigger
mistakes, my damn self and uh,so I'm, I'm bouncing, you know,
(27:27):
resolutions, solutions, maybesome options and, of course,
being the good co-leader thatthey are, they've already
exhausted all those resourcesbecause obviously they wanted to
come to me with a solution,right, a good solution, and
unfortunately there wasn't manyoutside of.
(27:47):
It just needs to be replaced,it needs to be taken care of
immediately.
Okay, thank you, I thank them,thank you, because I know it
takes balls.
Nobody, nobody, wants to own upto to a mistake, especially a
costly one.
Now, I do know for a fact thatthat will never happen again,
that that mistake won't happenagain by that particular
(28:11):
individual.
I can guarantee you they'regoing to cross their T's,
doctorize and do whateverresearch that they're going to
have to do, or education, ortraining, or whatever reminders
set on their phone, whatever thecase might be.
Okay, I know that that's notgoing to happen again and
unfortunately, we talked aboutthis before in the podcast too.
You know, we have to giveenough room for error, because
(28:32):
within that error is where thoselessons get learned the
greatest, the biggest, thelongest, lifelong lessons are
learned.
And in those trials, those,those errors, when we're tried,
when we're true, when we'retested.
You know, and I was tested,okay, I was tested, the old ty
told me would have lost his shitand unfortunately, or
(28:56):
fortunately for this person,they know me well enough and I'm
sure that's why they said I'mgetting ready to have a very
uncomfortable conversation withyou.
Uncomfortable for them, right,because they, they didn't know,
like, it's today just a bad dayto call the man, unfortunately
for them, I was in a very goodheadspace, um, but I, I, I was
(29:18):
grateful, listen, I'm sograteful that, um, they had the
courage enough to call me and,uh, because that also says a lot
about them, the grit and thetenacity that they have when
they're making mistakes outthere, the small mistakes that I
don't need to know about, howthey're dealing with them, how
they're suiting up, showing up,manning up, and there's
(29:38):
something that I was thinkingabout this the other day, we
hear all these othercatchphrases grit, tenacity,
resiliency.
No one talks enough aboutcourage and bravery, the old
school, just courage, right, anduh, I know this.
What we do is not easy, and Iknow the amount of volume that
we do and mistakes and errorsare going to happen.
(29:58):
And and uh, I'd like to thinkthat we always come out of the
end of this, always, you know,shining like a diamond and if
anything else, there was alesson to be learned.
Um, you know, and I have tolead by example, right, only
leaders.
You know there's no bad teams.
I have to lead by example.
And if I lose my shit, thatmeans he's probably going to
lose his shit on his teams outthere too, but maybe he'll give
(30:21):
somebody a little grace todaybecause he's realized again that
we're only human, right, andshit happens and all that good
stuff, you know, but okay.
So, getting back to theownership part of it, you know
what has helped us do that.
Okay, why?
Why did that happen?
I'm going to tell you right now.
We have clear and simple corevalues, plain language.
(30:43):
We have KPIs and we have SOPs.
It's our checklist, it's ourguide rails on how we
communicate, how we train, howwe fire, how we bid stuff, how
we build stuff, how we treatothers.
Okay, it's real simple.
Okay, in the chaos, okay,especially in the chaos.
You know what I mean?
(31:04):
That's where, that's wherethese policies really, really
shine is in the chaos.
We're always going to havestorms, we're always going to
have backlogs, we're alwaysgoing to have supply issues.
Okay, and the thing that I'velearned is that we need to
figure out what can we control.
We can't control theuncontrollables.
You got to pick, pick thehighest impact, pick the highest
(31:27):
priority.
Figure it out.
What can we control andhopefully, within that moment of
, okay, the controllables, wecan control this.
We can't control that, but ifwe control this, that will help
damper that, that will helpbuffer this.
This will help avoid that later.
Okay, and when you can thinksolution, opposed to staying
(31:54):
stuck in the problem.
And right away, when he startedto tell me what was going on,
right away my head started goingstraight to.
I didn't say to myself, whichis very unusual why is this
happening for us?
I think we know that.
I think we know the answer tothat is that it'll probably
never happen again.
Okay, if anything else, that'swhy it happened to us.
Usually we don't find thosethings out till later could be
(32:15):
months, um, but um, shoot, I'vecompletely lost my train of
thought there for a second, butanyhow, I'll keep.
I'll keep moving on, um, uh, weprobably oh, during, during the
chaos of things, and andcontrolling the the
(32:35):
controllables, and not beingfixated, I guess, on the on the
non-controllables.
Right, we figured out what'sthe highest impact, what's our
next action done?
Next move on, right, okay.
Second part of that is is thatwe empower decision making, and
one of one of two, two thingsare my favorite.
One I got from Craig Rochelle acouple of years ago was one of
(32:58):
his famous lines when somebodycomes to him with a problem or
they don't have an answer tosomething, he, he, he tells them
you decide.
And I've added onto that whatdo you think?
What do you think?
And when you do that, when youcan do that, you're empowering
them.
You're asking them what do youthink?
(33:19):
How do you think we shouldhandle this situation?
And not being sarcastic, notbeing an asshole, not being
annoyed because they're knockingon your door, but if you're in
a position, if you're a businessowner or manager, you know, or
or team leader in that this goesfor anybody here.
If you get the shits of peopleknocking on your door, it's
(33:42):
because we've been telling themwhat to think instead of
encouraging them on how to think.
Okay, it's because we haven'tasked them the question enough.
What do you think?
Go ahead, you decide.
I'll let you decide, I trustyou enough, okay.
And when you're learning fromyour team and I talk about this
a lot too when you're learningfrom your team just as much as
(34:03):
what they've learned from youover the years, that's when you
know you have a true, authentic,genuine culture.
If everyone knows the company'sintent and what I mean by intent
, I mean by the three-leggedstool.
Our three-legged stool is ourcore values, our SOPs and our
(34:24):
KPIs.
If everybody in the companyknows our intent, the person
closest to the work should beable to make those decisions.
They shouldn't necessarilyalways have to be running it up
the chain, because I've noticedover the years too, if they're
waiting for answers or waitingfor responses, people don't
answer the phone.
People don't reply back to textmessages, people don't get
their emails, okay.
So now the complete, the entirejob comes to a standstill,
(34:50):
because either somebody's goingto get pissed off if they do
something wrong, they're notallowed to make decisions.
We, we, we taught them to waitoutside our door and wait for us
to tell them what direction togo, in opposed to allowing them
to make a mistake and not freakout and allowing them to learn
(35:11):
from that mistake and empoweringthem, giving them the trust,
creating a true culture right byletting them decide, make the
decisions, they make thedecisions.
This saves time and buildstrust.
Trust is, trust is the only wayto build a high performing team
(35:33):
.
If I didn't trust the amount ofpeople in this building that
that that we trust, that I trust, dude, we wouldn't be, we
wouldn't even be a blip on theradar.
I mean, it would be so pathetic.
You know, and I watch companiesthat think that are going to
grow quick, they're going togrow fast and they blow up dude,
I probably did.
To grow quick, they're going togrow fast and they blow up dude
(35:55):
, I probably did.
I'm not even going to saynumbers.
I was going to say our, ourrevenue at one point in time
where I was like, if I tellpeople that maybe I'll do a
one-on-one with somebody, letthem know like I killed myself
and I was screaming why aren'twe growing?
Go, go, go, grow, grow, grow.
I've talked about that beforewhen I had three fingers
pointing back at me.
When I'm pointing at everybodyelse, that was the blame game.
(36:28):
Anyhow, I got a storyfortunately or unfortunately
where this was a perfect exampleof allowing people to make
decisions at the forefront,allowing people to make
decisions out in the field, tohaving trust, having a good
culture and everyone knowing theintent.
So we, we opened up a roof and,uh, storm come rolling through.
I mean got, we got slammed.
I it might have been like 10,maybe 15 chance of rain that day
and it was a coastal storm comerolling in and the roof was
(36:54):
cracked wide open, phones blewup, tensions were high.
I mean it was a freakingdisaster, but the old us would
have stumbled and we would havestarted blaming, we would have
started pointing fingers, itwould have been crazy.
But instead we prioritized andwe executed, stabilized safety,
(37:18):
covered the roof with tarps,communicated with the homeowner
and we protected the valuables.
The team on the ground wentinto action and, because every
person knows the company'sintent, decisions were made on
site.
We didn't save the day withheroics, okay, but what we did
do is we saved it with theownership and a system and I
(37:41):
don't know what other perfect,most beautiful example of what
it is that we've built, whatwe've cultivated Because that's
any roofing person's nightmareoutside of installing the wrong
person's roof, which we've done,we've installed the wrong
colored shingles on people'sroof, which we've done and those
are all stories that I know fora fact that we just did it
(38:04):
instead of running from it andnot answering the phone or
turning it over to the insuranceor whatever.
We've taken so many things onthe chin, to the insurance or
whatever.
We've taken so many things onthe chin.
But what we have been able to dothrough those times, though, is
reflect on what did go right,what went wrong, what went right
, what can we do better nexttime, and that's like the
(38:24):
three-step process.
You know what I mean Like okay,we checked the weather, that
was good.
You know what I mean.
Should we have more tarps onbackup?
You know what I mean.
Should we have more TARPs onbackup?
Should we?
You know what I mean.
It's just reviewing what wentwrong, what actually went right
and what can we do better nexttime.
So that leads me to pillarthree organizational health.
(38:48):
Healthy teams outperform smartteams that are unhealthy, and
here's how I believe we've beenable to manage that right.
And it's five habits, and I'mstill kind of working through
the five habits, but I have puta name to the habits.
And the habits is first.
One is vulnerability.
(39:08):
Okay, vulnerability createstrust.
Eaters go first.
I messed up.
Here's my fix empowerment.
Trust is the only way to buildhigh performing team.
Okay, and I'm reviewing thethings.
Basically I'm summing them upinto words of everything I
basically reviewed already okay,it's vulnerability, empowerment
(39:32):
, commitment, peeraccountability and result.
Okay, so commitment, commitmentto each other and always doing
the next right thing, no matterhow painful it might be.
That's our commitment, that'sour commitment to each other,
that's our commitment to ourcommunity.
I don't really need to say anymore about that commitment.
(39:54):
Okay, peer accountability wehold each other accountable to
the standard.
Our three-legged stool and wetry to remove our feelings from
it.
We try to remove our decisionmaking based upon somebody's
short-term emotions.
That's going to hinder thelong-term goal, emotions that's
(40:16):
going to hinder the long-termgoal.
And we're we're not necessarilyresults driven, but you know
how.
What I mean by results is is isour sr, sops and our kpis.
We're tracking.
We're tracking the results.
Why?
Not because we're micromanagingpeople, it's because so we can
improve managing people.
(40:38):
It's because so we can improve,we can speed the lead.
We can get estimates donequicker, we can knock more doors
, we can produce more jobs eachweek.
We can get them done quicker,there's less callbacks, people
are happier, our team's happier,homeowners are happier, which
the ripple effect turns intorelevancy.
We will be relevant for a longtime Along with the clarity
(41:01):
playbook.
The clarity playbook is prettymuch simple.
It's like why do we exist?
Okay, there's six competencies.
Why do we exist?
How do we behave?
What do we do?
How will we behave?
What do we do?
How will we succeed?
What's most important right nowand who must do what?
(41:21):
So why do we exist?
We protect families and growpeople.
Simple, right.
We don't have to add the sixcore values to that, as long as
you already know what they are.
That pretty much sums it up.
How do we behave?
Humble, hungry and smart?
Okay, that's how we hire.
(41:42):
We hire smart people.
Okay, not that skill setsmatter, but character carries.
Okay, what do we do?
We do roofing exteriors right.
(42:04):
Roofing exteriors craftsmanshipthat outlasts any storm and I'm
using storm in terms ofwhatever shit show storm.
Not necessarily mother nature,you know, but that's what we do.
We do roofing and exteriors andcraftsmanship, integrity and
(42:28):
loyalty that will outlast anystorm, right, and the commitment
that we make to each otherright, Going up to the five
habits, the commitment that wehave to each other, and all that
good stuff.
Will we succeed?
Craftsmanship, ownership,humility as strategic anchors,
(42:48):
craftsmanship and ownershipright, that's what we do.
We're a construction companyand I think sometimes we forget
that construction first right,quality and safety, quality and
safety, quality and safety.
I can't I can't express thatenough.
How will we succeed throughcraftsmanship, ownership,
(43:10):
humility as a strategic anchor?
So, what's most important rightnow?
One company-wide priorityeveryone must be rowing in the
same direction.
Everybody needs to be on thesame page, everyone needs to
hear the core values, everybodyneeds to understand the core
values and the way that theyinterpret it and they have to
reach that destination.
However, they reach thatdestination at least that that's
(43:32):
my experience with that.
And who must do what?
Clear rolls and handoffs.
Okay, clear rolls and handoffs,and that's definitely something
that you know we've beenworking on.
You know it's always somethingis breaking.
Why?
Because we're always moving,always growing.
(43:52):
Shit's happening, man, we'remaking shit happen around here.
So you know I could review abunch of other stuff, but I was
thinking about also the.
You know, if anybody everwanted to try to do this and how
would they do it?
Okay, by not just listening tothis podcast.
I started to lay out a 90-daysprint on how, unfortunately,
(44:19):
it's taken me 17 years but I'mnot saying your culture is going
to change in 90 days.
But it's definitely a good stepin the right direction.
But, like weeks one and two,draft your clarity playbook.
Pick three behavioralnon-negotiables and define what
they look like on the job.
Pretty simple, right.
Draft a clarity playbook.
Pick three behavioralnon-negotiables okay and define
(44:44):
what they look like on the job,which is definitely something
that I know we need to work onas well.
Right, and hopefully I canshare this with somebody else
and somebody who's listening.
Weeks three to six launch dailyhuddles.
Right, we do daily meetings.
I know everybody comes andmeets lauren and and uh, glenn
in the morning and and jeremyand everybody trying to figure
(45:04):
out.
So it's the, it's, it's thedaily huddles, right, giving
them direction.
Weekly, we do our weeklymeetings on, you know, and we do
our monthly meeting.
Right, and we review thecompany's intent.
Right, we review missionstatements.
We review a core value.
Somebody gets to read a corevalue and then explain to us how
(45:29):
they have either used it inorder, an example, or what it
means to them, you know, andthat kind of keeps everybody on
the same page and thinking aboutthe core values and stuff.
So, week seven through nine, youknow, install a simple
scoreboard, right, the fivenumbers that matter, you know.
(45:50):
Start, start humble, hungry anddo smart interviews.
Weeks 10 through 13, run a halfday off site for trust and
strategy.
Announce one, one number, onepriority for the next quarter
and cascade it.
Right, we're not trying to boilthe ocean here, right?
We're just trying to change therhythm on how things have been
(46:12):
flowing, organized, you know,and this that's this good thing.
Okay, and I'm not trying to giveanybody a loophole.
Culture isn't static, itdoesn't stay in one place.
It kind of kind of goes.
It's fluid, unfortunately, butthat's good, because we grow and
sometimes we need to experiencepain and I can't express that
(46:33):
enough.
It kind of gets everywhere.
Oh shit, gotta get back on thewhoa, whoa, you know.
So, um, it it's, it's fluid.
So this isn't going to happenovernight, it's not going to
happen in 90 days for anybody.
But it's a good start and asthings start to crystallize for
you, like they have for me overthe years and I'm in, I'm in a
(46:55):
good, pretty good headspaceright now to to hit that next
level, right, that next gearthat I know the company has,
that I know that I have.
But again, I talked about memost, mostly on the personal
development.
If I want the company to reachand exceed or succeed to that
next level, then it starts righthere.
(47:16):
What am I willing?
What pain, whatuncomfortability am I willing to
put myself in?
Under what lengths am I willingto go?
I know I can go pretty deep onsome shit and I'm ready.
I'm ready, I'm ready to go tothat next level, okay.
So we're not trying to boil theocean here, we're just trying to
(47:38):
change the rhythm.
The rhythm will change theculture.
Okay, at TC Backer, we don'tjust build roofs, we build
people who build roofs.
Okay, and when you build people, they build your business right
, this way, bigger than I am,and that's where my paradigm
started to shift, back in 2011,.
2012 was like whoa, whoa.
(47:59):
This isn't just about me makingends meet Now, it's about
everybody else making ends meet,you know, and then maybe a
little extra right, a littlemore um and and having their
goals reached and all that goodstuff.
So, if you don't take anythingelse from this, take this One
decision three pillars, fivehabits, 90 days.
Make one hard decision thatproves your values.
(48:20):
Okay, run on purpose, lead withownership, protect
organizational health, do thefive habits and give it 90 days.
So I believe that will concludeour podcast for today.
You guys have a great rest ofyour week.
Man, I know I'm going to crushit.
I'm going to kick ass, takenames and I only wish the best
for everybody out there.
If you know anybody that mightget something out of this,
(48:43):
please, like love, share thiswith them.
And if you haven't yet, give usa review.
I don't even know if we'vegotten any reviews yet on
YouTube, facebook, whatever.
Who's going to be the first?
Who's going to be the first togive us a review?
And, honest, the whole goodnessfreaking Beyond the Tool Belt
review.
Anyhow, I love you guys.
Stop slacking slackers Tillnext week.
(49:05):
You guys, keep it cool andenjoy this fall weather that's
upon us.
Peace.
Popular Podcasts
CrimeLess: Hillbilly Heist
It’s 1996 in rural North Carolina, and an oddball crew makes history when they pull off America’s third largest cash heist. But it’s all downhill from there. Join host Johnny Knoxville as he unspools a wild and woolly tale about a group of regular ‘ol folks who risked it all for a chance at a better life. CrimeLess: Hillbilly Heist answers the question: what would you do with 17.3 million dollars? The answer includes diamond rings, mansions, velvet Elvis paintings, plus a run for the border, murder-for-hire-plots, and FBI busts.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.