May 28, 2025 • 46 mins
Ty reflects on his 17-year entrepreneurial journey and shares profound insights about the evolution from survival-mode business operator to purpose-driven leader. His candid examination of what drives entrepreneurs reveals how serving others becomes the ultimate secret to sustainable success.
• Four phases of the entrepreneurial journey: survival, status, freedom, and purpose
• The trap of getting stuck in survival mode when first starting a business
• Moving beyond status-seeking behaviors like trying to impress others
• Finding healthy fears versus unhealthy fears that hold you back
• Recognizing that what got you here won't keep you here as your business grows
• The counterintuitive principle that giving is most powerful when you don't have enough
• Creating legacy through community involvement and charitable initiatives
• Developing leadership skills by delegating effectively and helping others grow
• Building organizations where you don't need to take all the credit
• Learning to rebound from mistakes rather than being defined by them
• The importance of surrounding yourself with people who elevate your thinking
If you think somebody out there could gain something from this episode, please share it with them. Until then, have a good week and we'll see you next week.
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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
283.
I'm your host, ty Cobb-Backer.
Thank you for joining us onthis Wednesday edition.
We will be back after our shortintro from our sponsors.
Speaker 2 (00:30):
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.
(00:51):
Please welcome your host ofBehind the Tool Belt, ty
Cobb-Backer.
Ty Cobb Backer (00:56):
Hey, welcome back everybody to Wednesday's
edition of Behind the Tool Belt,episode 283.
Of Behind the Tool Belt,episode 283.
This is the podcast where wedive deep into the minds of our
industry leaders who arechanging the game in
construction, contracting andbeyond.
We got to throw that beyond inthere because we do get a lot of
(01:18):
people on here that don'tnecessarily work in our industry
but do work for our industry ifthat makes any sense, like we
might hire a chiropractor, wemight hire a t-shirt design
person, we might hire amarketing company, right, but in
any case they all affect thoseof us within our industry.
So we got to throw the beyondthing in there and maybe we'll
(01:43):
rebrand the name beyond the toolbelt, something like that.
Who knows, food for thoughtplanted that seed.
Maybe we'll water it later, butanyhow, I was, uh, you know,
digging through the archives andcame up with a couple things to
talk about today and most ofwhich I didn't come up on my own
, uh, just notes, things likethat I've jotted down over the
(02:05):
years that actually meantsomething to me totally
different than what it means tome today.
A lot of this stuff.
I was kind of reviewing my why,and, for those of you that have
heard me mention my why.
I talk about my why.
It's an area where I put notes.
I just kind of titled it my why.
(02:27):
But I think, before we dive intothat, I just want to give a big
shout out to our team here atTC Backer Construction.
You know, mike Torrio downthere at the Bluffton location
and Jonathan, those guys downsouth, they're crushing it,
they're doing an amazing job.
And the team up here in NewYork and obviously the team down
in Delaware, they're're doingan amazing job.
And and the team up here in NewYork and obviously the team
down in Delaware they're they'realso doing a good, great job.
(02:49):
And you know, but I'm I'mfeeling very inspired by the
type of communication that weare having with our team,
amongst our team members and andthings like that.
Hold on one sec, I feel like mythroat's dry, got to get my veg
(03:11):
vitamins in me here and um, butfeeling inspired by our team
and the communication and thechanges.
There's been a lot of changesover the past several months and
I think a lot of us havediscovered that what got us here
won't keep us here and where wewant to go and if we want to
(03:32):
grow.
There's changes, which thatshould have been, that should
have been the topic.
Maybe it will, maybe I'll touchon that a little bit more, but
I'm just feeling super.
You know, I had a meeting, veryinspiring meeting, this morning
with, you know, operations andproduction team and sales, and
the communication amongst thosegroup of men watch, each and
(03:54):
every one of them, you know,grow into the, the professionals
that they are today is justsuper inspiring for me.
And as a leader, um, that, thatis one of my goals is to help
(04:17):
teach and train and mentor andsit back and keep my mouth shut.
All all in the same sentence,all in the same meeting, right,
and?
And not to hold a meetinghostage.
And it's not none of this aboutme or I, I, I, me, me, me, me,
it's.
It's definitely a, a wee thing.
And, and you know, I thinkthat's probably what inspired me
(04:39):
to to come up with theconversation that I wanted to
talk about.
So I kind of dug through some ofmy archives, some of the stuff
we might've talked about before,and it really starts with
entrepreneurship, the journey ofentrepreneurship and why a lot
of people get involved withentrepreneurship, and I read, I
read, oh man, patrick, patrick,that, david's you know, one of
(05:03):
my favorite all time.
You know, I read it at leastonce a year.
She's just such a good book andI highly recommend to anybody.
But he talks about the fourlevels of why most people become
entrepreneurs and so, of course, my my ears perked up.
I was like, oh shit, man, Igotta dive into this a little
deeper.
And one of the first things hetalks about is survival.
(05:24):
Right, you're kind of insurvival mode and and, um, you
know, you got bills to pay, yougot mouths to feed and you got
all this stuff, like you.
Just, you know, and you knowthat and I'm thinking about this
and that's kind of been my,that was my journey.
Right, it was.
It was out of complete survivaland I knew I had talent, I knew
(05:45):
I had skills.
I'm a roofer by trade.
I grew up, you know, on theproduction side of things and
and came, came from a backgroundof entrepreneurship.
And big shout out to my mom anddad, who, who have been my, my
biggest mentors and coaches.
My dad's still an amazing coachto me today, but you know, but
(06:06):
I think a lot of people getstuck in that survival mode.
You know where they're just outfor themselves.
They're, you know, pretty muchreally started for all the wrong
reasons.
Same as myself, whether it be aresentment.
They put their two week noticein and got fired and decided
they were going to go out andbuy a truck and throw a ladder
rack on.
And that's the great thingabout this country.
(06:26):
Like, nobody said that we can'tgo out and put a ladder rack on
our truck.
And you know, considerourselves a contractor.
And you know some states varywhere you got to have licenses
and things like that, and I knowthe state of Maryland is pretty
, pretty strict on things likethat.
And PA not so much Texas, notso much Florida is is the big
dog down there, where you got topass all kinds of rules and and
(06:48):
take all kinds of tests andstuff like that, which I think,
in fact, you know it, it helpslevel the playing field and and
things like that.
But, like I said, a lot ofpeople kind of just stay stuck
in that survival mode, right,you know where they're just
trying to make ends meet and andthey're no-transcript, and I
(07:30):
think that's why I hold thisbook so dear, dear my heart.
Um, and he came out withanother great book to choose
your enemies wisely, and it wasperfect, perfect timing when he
he released that book too.
And by no means am I gettingpaid to market Patrick David,
which I wish that we were, butwe're not.
And again, I guess my point ofsharing this with you one point
(07:56):
is that remaining a student andremain teachable is paramount
over everything.
The moment that I start to feellike I know everything and I
think that's why a lot of peopleget stuck in that survival mode
because you know.
And then that status mode, right, it's because they, they feel
(08:18):
like they, they have arrived,they got this now, right, they
got a couple, a couple ofdineros in the bank and, and you
know, it's, it's not there forvery long and they haven't
achieved that final phase whichI'll talk about here shortly.
But the whole status is, it'sproving your haters wrong,
resentment, fear.
And then comes the nice housekeeping up with the genesis, et
(08:43):
cetera, et cetera, and it's allabout status.
You're building a big deck onthe back of your house because
your neighbor built a deck, soyou got to build a bigger deck,
right?
And I'm sure we can all relateto that, whether you know you're
into entrepreneurship or not,and I think a lot of people
start to slow down.
You know, and over the yearsI've watched businesses, you
(09:03):
know, come out of the woodwork,bam, bam, bam, you know, and
it's like then they just kind ofhit this plateau and they start
to slow down and and, uh, theykind of settle in at that level
where they're kind of, um, youknow, just stuck between like
that survival and that statusmode.
And then there and I think alot of people want to get
involved with it too there'sthere's that freedom stage.
(09:28):
Right.
I think they think you knowwhat I mean Like all three of
the first stages kind ofcoincide with each other.
It's like, yeah, I want to startmy own business so I can spend
more time at home with my familyand go on vacations and all
these things, all these dreams,the American dream that we all
hear about and watch on TV, andthe vacations and the and the
(09:49):
cruises and the jet planes andall these things, and it's like
I think that's kind of putting acart before the horse a little
bit.
It's a great goal, it's greatdream, you know, to have that.
And, um, you know, I think they, everybody wants to make enough
money so they can, they canfeel comfortable, and but that
takes time.
That doesn't happen, you know,in like 12 months sometimes.
(10:09):
You know, I heard something Iread a long time ago.
It's like and I think this goesfor any business where it takes,
you know, the first five yearswork before you even start to
break, even if you're doing itright.
And you know, and going back as, as you know, as I'm thinking
(10:42):
back to my my journey here, Imoney left over, whether it was
because of buying new equipment,investing in the team,
investing in myself, marketingall these overhead expenses that
I'm navigating through havezero experience with.
It wasn't even that long agowhere I actually bought myself
my first brand new vehicle.
(11:03):
I mean financed it.
Everything was built throughcash.
We grew as fast as the cashwould allow us to go, and which
you know.
There's.
There's pros and cons to thatand an argument for both sides
of using other people's money,which I've learned a lot about
over the years as well too andleveraging banks and
distribution and manufacturingand and things like, things like
(11:27):
that.
You know.
But that was mainly throughtrial and error and really not
giving up and having the thetenacity and resiliency of
bouncing back each timesomething didn't quite go my way
, but to come to find out itactually worked out the way that
it was supposed to work out andit worked out for the better,
you know, and there's a lot offear, a lot of fear that drove
(11:50):
me particularly.
You know I didn't want to fail.
You know what I mean.
I was in that status, you knowwhere, like I can't and I'm not
saying that I still don't sufferfrom fear today.
It's just a different type offear, I think you know I'm not
necessarily fearful of gettingpulled over or the red and blue
(12:11):
lights in my rearview mirror,kind of fear stuff.
You know what I mean.
My fears today, I would say and,vic, you and I have talked
about this for years is thedifference between between um,
healthy fears and not healthyfears, right, um?
And?
And my fears today, my healthyfears is, you know, letting my
family down, letting my teamdown, letting the company down,
(12:35):
um, you know, getting myself outof bed, not because I'm going
to be late for school, you know,um, but but getting my feet on
the ground, um, and thanking Godthat I'm able to take a breath
this morning and I opened myeyes.
My priorities are justdifferent.
You know 180,.
You know where I'm driven bydifferent things today, you know
(13:00):
, not out of fear, unhealthyfears and resentments and things
like that and I'm not sayingthat I'm perfect and I still
don't suffer from unhealthyfears and and things like that
but, um, and resentment, I cancover resentment, and Vic and I
have talked about this a lot too.
You know, um, I'm not who Iused to be.
Um, I'm not who I want to be,but I'm definitely not who I
(13:23):
used to be and how I handlesituations today is much
differently than the way it waswhen I first started on this
journey.
I'm still not perfect.
I can still be a doormat.
I still go off the deep end.
You know I have a magicmagnifying mind.
You know that tells me thingsthat isn't necessarily true.
You're right, and I think weall suffer from that, whether we
(13:47):
know it or not.
But knowing that and havinggreat advisors around you to
bounce crazy ass ideas off ofpeople or thoughts and fears and
things like that and I thinkthat's where you know having a
good significant other can playa big role into that.
Having a good significant othercan play a big role into that.
Having a best friend that youknow, that you can confide in
(14:07):
and knows that you're not crazy.
And I think half of that reasonwhy they don't think you're
crazy is because they're just ascrazy as you are, right,
whether it be your significantother or your best friend or
whoever it is that you choose toconfide in.
And you know, and I can't talkenough about you know, problem
shared is a talk enough about.
You know problem shared is aproblem cut in half.
(14:27):
Right, but you got to becareful on who you're sharing
your problems with.
Right and and and don't make itwhere it's so annoying, where
it's like every time you seethat person that you're just
crying and bitching and moaning,because people get the shits of
that too, because nobody wantsthat negativity in their life.
Right and, and I've been onthat side of the spectrum both,
actually both sides of thatspectrum where it's like, oh God
(14:49):
, here he comes again, or shit.
I'm.
All I've been doing iscomplaining, right, every time
we see each other, I am so sorry, you know, and I think once you
identify that, it's kind oflike, okay, now I need to do
something about this.
Right, and if you got goodfriends, good significant other,
they're going to call you outon that shit, like, okay, what
are you going to do differentthis time?
What have you learned from this?
(15:09):
You know how did you putyourself in this situation again
?
Or why do we keep going downthis rabbit hole?
You know what I mean?
Because I think they would muchrather want to step on my toes
than my grave, right, becausestress will kill you, right?
Stress affects me in ways that Inever thought were imaginable,
right?
Not just in the stomach, but,like you know, I get rashes, I
(15:32):
get back pain, I get headaches,I get blurry vision, I get all
kinds of crazy shit that I don'tknow why it's happening to me.
And then I realized, well, I'mworrying about something that I
probably have no control over,um, something that never
belonged to me, that I thoughtbelonged to me, right?
Or losing things that do belongto me, right, and it's like
there's nothing at this moment,one I can do about it.
(15:56):
Usually, or sometimes a lot oftimes, there is, I guess, but,
but what I wanted to say, whichreally didn't fit in there was,
is that I also heard a long timeago with what, what's wrong
with right here and right now?
You know, and I want to throwthat out there.
I don't know if we shared a muchabout that.
You know, if you really thinkabout that, that, that small
little comment, that shortlittle phrase, what's wrong with
(16:16):
, right here and right now?
You know absolutely nothing.
I'm warm, right, I'm hydrated,got a roof over my head.
You know family's good.
You know, okay, outside of anyof that, what really matters
right and what reps am I puttingin to avoid things tomorrow?
(16:39):
You know what can I do today toavoid not necessarily avoid,
but correct or take care of.
You know what I mean, because Ithink a lot of times we
procrastinate, but the finalphase to this journey of
entrepreneurship why, I thinkyou know, people get started in
is its purpose Right, thepurpose my why, and I love this.
(17:04):
This is my favorite favoritepart, this is my favorite part
of the entrepreneurial journey,and you don't have to be an
entrepreneur to have purpose.
I think we all have purposeright.
Purpose to be a dick, purposeto be kind, whatever right it's,
however you choose to twistthis thing up and smoke it.
But um, you know, um, you knowum purpose for me.
(17:26):
You know, um, a lot of whatstarts with legacy right, like,
how do I want to be remembered,how do I want to make an impact
on other people's lives?
Um, and and realizing why.
You know, I was put on thisearth and I, I tend to say that
I've been given that extendedwarranty, you know.
(17:46):
And what am I going to do that?
Am I going to take it forgranted?
Am I going to take advantage ofit?
Right, and I don't want to takethat for um, I don't want to
take advantage of it, or, I'msorry, um, I don't want to waste
it.
I want to, I want to takeadvantage of the, the, the, the
second chance that I've beengiven, and it's like so many of
(18:10):
us man take that for granted.
I mean, I'm sure there's a lotof things that Fisher's on here
right now.
I'm sure he's putting himselfin a lot, of, a lot of bad
situations, probably, you know,most likely in his his younger
days, where a lot of us couldsay that, you know, we shouldn't
be here today.
And, vic, you and I were talkingabout this last night, man, you
know, um, I just don't think Idon't.
(18:30):
I don't know why and I don'twant to say I'm the chosen one,
I've been chosen, you know, butI do feel kind of special um and
not special ed some days maybe,but um, you know, and not
special ed some days maybe.
But you know, rare, I guess, arare breed of of the threshold
of pain that I can tolerate andand things like that.
(18:52):
But you know, just remembering,you know why I was put on this
earth and pushing the limits ofbeing the best version of myself
.
You know, operating at thehighest level of the pyramid and
doing things that no one hasever done before, you know, and
that drives me.
I want.
I want to surround myself witha group of men and women that
want to achieve the same thing,that are bought into, you know,
(19:15):
this vision and and help pushthem at times that where they're
feeling weak or they they thinkthey're not good enough, and
and and I enjoy doing that, andI think that's why I felt so
inspired.
You know Lauren, who is our youknow pretty much our operations
manager.
I mean, there is not a job thatthat girl does not touch and
(19:37):
she came from the medical fieldand and she's been here, you
know, I want to say close to sixyears now, five, six years,
something.
Four, four, four, five, sixyears now.
I should probably know that.
I'm sure it's on my calendarsomeplace, but when she first
started here it was before COVID, so it's over five years,
probably close to six years.
Um, so, before COVID, laurenstarted with us and she, she had
(20:03):
the privilege or I should say,unfair advantage, not
necessarily the privilege um toride with me every single day,
every day, to get up on roofs,to measure roofs, to have me
explain to her how things youknow are built and and our
accessories and different parts,pieces and components to to
(20:24):
building out a roof.
And we were talking about thatthis morning, how it was.
Like we were the dynamic duo,right, like we would go visit
homeowners and she'd be in thedriveway explaining stuff to
them.
I'd be up on the roof measuringthings up and gathering the
data while I was up there, andwe'd get down and and I'd get
off the roof and and, you know,join them in the driveway and
(20:44):
and we'd get down and and I'dget off the roof and and, um,
you know, join them in thedriveway and and we, just, we
were, we were just a great team.
But most importantly, it was,it was, it was hands-on, real
world, out in the fieldexperience with, with lauren,
who, who now handles thousandsof projects a year I mean from
(21:05):
the smallest to repairs, to ablown-off tab shingle, to
full-blown projects of remodeledhomes, you know and to watch
her grow and blossom into theprofessional that she is today.
And Ben, you know, taking on thesales management role.
And Jeremy Bender shout out toJeremy Bender, who we've known
(21:26):
for a long, long, long, longtime, who finally came to work
for us.
And then, of course, glenn.
There's Glenn, you know, andZach, my nephew, zach who, who's
growing into his, his positionand and you know it's it just
amazes me to watch everybody.
But that doesn't happen withoutgood leadership, right?
(21:46):
Just because we have the rightpeople on the team in the bus in
their seats, doesn't mean thatthey don't need lead, and that
was a learning curve for me.
That's probably one of thebiggest things I learned this
past winter, right?
Like, my leadership style hasto change.
The level that I need to leadat is different today, and those
(22:08):
who I'm leading are probablydifferent people, um, where
they're at in their career, howthey need to be handled, and
things like that.
It helped me identify a lot ofdifferent, a lot of different
things this past winter.
Actually, I'd say that, startingback probably fourth quarter of
last year, so there wasprobably a good six months of me
(22:29):
really deep diving into myself,right, like if I wanted to be
and I started talking about itlast year right, if I, if I want
to be an XYZ monetarily CEO, um, then I'm going to have to
change, because getting back towhat got us here is not going to
, it's not going to keep us here, especially at the pace that
(22:50):
we're moving at right now.
But all the while, you knowwe're hoping others, you know
having a lot making, making alasting impact, you know, coming
to realize that money is, isonly a tool at this point in
time, right, the ones that thatkeep fighting are driven, at
(23:14):
least for me, by something muchdifferent.
Today, I'm, I'm just much, muchmore money, because it has to
be more than money, you know,because this shit's not easy.
You know what I mean, and it'slike I had to almost get clear
on my purpose.
I had to reinvent a little bitof my, of my purpose, and kind
of broaden my paradigm, my, my,my, my line of sight.
(23:39):
I had to broaden that up butthen also dial it in at the same
time on how and who, if we'regoing to get this thing rolling
in the right direction, or notnecessarily even a different
direction.
But anyhow, you know this allstarts with great leadership.
There's no secret sauce todoing what we've been able to do
(24:02):
here.
I think really a lot of it hadstarted out with me managing
myself right, leading myself,taking care of myself and if I
can't take care of myself, thenhow the heck am I supposed to
take care of anyone else oranything else?
And then also, you know, to bea great leader, you must know
(24:26):
how to serve others, and I can'texpress that enough, especially
when you don't have it.
I had a little podcast with TimBrown and he's asked me
questions about if you're juststarting out in the roofing
industry, if you're doing amillion to five million bucks,
(24:47):
what type of charitable thingsshould someone do to be
successful?
And I answered a couple ofquestions some of my thoughts
and stuff like that because alot of this stuff doesn't cost
the company.
You know what I mean.
I think he was speaking interms of revenue, because they
can't afford the things that wedo today, which is totally
understandable.
But you could also partner withsomebody else on some other
(25:09):
things that they do.
But the most important thing andI think this goes back to the
status and survival mode, likewhen we first start out in
entrepreneurshipentrepreneurship is because we
don't have anything right.
So we go into this survivalmode the survival of the fetus
(25:30):
and like we're making bad calls,we're making bad decisions,
we're cutting corners, we'rejust trying to turn and burn
some cash here so we can survive, right, and it's like there's
no way that I can give back tomy community.
That's like the furthest thingfrom my mindset at that time is
is giving something away that Idon't even have.
Right, but how, how false.
(25:51):
That is how false thinking.
That's the story I'm tellingmyself.
Right, and that is the exacttime that you need to give is,
especially when you don't haveit, to give.
Right.
That if, if anybody ever wantedto know the secret to success,
(26:11):
okay, why, why are certainpeople so successful and other
people aren't so successful?
Well, it's because you're notserving.
That's the bottom line.
That is the silver bullet tosuccess.
Okay, that that is.
I don't care how much marketingyou do, you're not going to keep
it, okay.
(26:32):
I don't care how great yourbrand is, I don't care how big
anything is.
I was going to go off on atangent of big things there for
a minute, off on a tangent ofbig things there for a minute,
but I won't, you won't keep it.
You, you have to give it awayto keep it.
(26:52):
And a lot of what I'm talkingabout giving away is your time,
your time to your children, timeto your spouse, your time to
your friends, your timededicating your time, giving
your time to your community.
There are so many things thatyou could do to get your team
involved, get your familyinvolved.
There's soup kitchens, okay,every holiday.
(27:13):
You don't have to be, don'thave to do this big, great,
grandiose 21 Turkey Salute,which we've been very blessed to
be able to, to be able to dothat, and that's what.
That's what I'm saying.
You know and I'm not sayingthat our cup has been
overflowing to the point wherewe have access.
You know, assess, excess Ithink it's the word I'm looking
(27:37):
for you know amounts of stuff togive away.
What I'm saying is it doesn'tmatter if you do or not,
especially if you, if your cupis overflowing, you better be
giving, give away.
What I'm saying is it doesn'tmatter if you do or not,
especially if you, if your cupis overflowing, you better be
giving shit away, right, and I'mnot saying you go to the bank
and start pulling a hundreddollars, a hundred dollar bills
out of the ATM machine oranything like that.
Maybe, maybe, maybe that's whatit is.
(27:58):
I don't know.
I don't think that's whatthey're talking about.
I don't think that's what I'mtalking about, where you sell
the farm and just give it away.
You know, obviously you got tobe smart, you got to be
strategic about it, but I thinkthe more that you give away I
know for a fact the more I'vewatched my mom go through it.
I've watched my, my, my dad gothrough it.
I've watched it, not not, youknow, I've watched it from a
distance with other very, very,very successful business owners.
(28:22):
I can guarantee you, and youdon't hear a lot about it, and
that's how humble these peopleprobably are, and I think a lot
of people like Warren Buffett.
You can't tell me he doesn'thave nonprofit.
You can't tell me that hedoesn't probably have multiple
nonprofits.
You know what I'm saying.
Now, I don't fully understandall of his business practices to
(28:43):
speak intelligently enough toknow if he's.
You know, and I'm sure there'sa lot of people out there
thinking he's greedy and selfishand self-centered, blah, blah,
blah, whatever.
Um, the thing I do know is he'svery smart, right, and but I
can, I can also assure you.
I can assure you that that manprobably has given more way than
most people probably make in anentire year, but he's not.
(29:06):
You don't see it all oversocial media, you don't.
And that's the thing.
You don't, you don't have to.
And to get off subject here justa little bit, is probably why I
think we don't advertise it asmuch as we probably should have
and thought that we were beinghumble, like, oh, we don't have
to, but we come to find out that, um, we want the team to
(29:28):
celebrate these wins andvictories and charitable events
and things that we've done, sowe're gonna do a better job at
that.
You know, expressing ourgratitude to the community and
thank you for the awards is,whether you know, and we
received the biggest award thatwe've ever received this year.
I want to mention this, I wantto bring this up.
So every year, we enter intowhat's called the Peak
(29:51):
Achievement Awards and hosted bythe York Builders Association,
which I actually have twomeetings I have to attend.
Shortly after this, today,after this today, and so about
five years ago, we werepresented with an award that was
(30:12):
called community involvementTotally unexpected, it's not why
we did what we do, and severalyears after that we've received
that Now, the first year that wereceived that.
I remember looking back at ChrisBaker and I said to him and Vic
, you might have been presenttoo when I said this, I'll tell
you here in a second.
(30:32):
Why I mentioned Chris Isbecause the thing I said to him
was is the real victory would beif and when somebody takes this
award from us.
Mission accomplished, theminute.
And I think we've talked aboutthis before, like I wish
somebody would come and get thisaward from us.
Okay, well, guess what happenedthis year?
(30:53):
Somebody stepped up Penwaste,big trash removal company here
in York, pennsylvania.
Obviously Penwaste.
I don't know how many bicyclesthey built, but they must I
thousands.
They had built thousands andand gave away bicycles for some
(31:15):
christmas thing that they did.
I should probably look into ita little deeper.
Um, and unfortunately I don'teven know if anybody was there
to to receive the award thisyear for this, but we lost it,
we, we didn't.
We didn't lose it, we, we justdidn't.
We didn't get the award thisyear and chris baker looked over
(31:35):
at me during the ceremony andhe said victory.
It's giving me goosebumps rightnow, um, and I think this.
I'm going to go out on a limbhere.
I think this award was createdfor us.
They didn't have one until wecame along and I think they just
noticed the association noticedthe amount of charity that we
(31:59):
do Almost there for a minute.
It was almost too much anddistracting a lot of people from
the jobs that they're actuallysupposed to perform on a daily
basis here.
So we had to.
We had to reel some things inum, but the amount of community
involvement that that we wesomebody noticed it and we
(32:19):
weren't posting shit on social.
We'd come home that night, we'dtake some group photos and some
selfies and stuff like that,and maybe a few people were
posting it, but we weren't goingall in on that, which is a
shame.
But we did it enough and Ithink enough people knew because
and this is what I was talkingto, tim about it's been one of
(32:39):
the greatest recruiting toolsthat we've had unintentionally,
totally unintentional retainingtools, recruiting, retaining and
, of course, same with withcustomers.
It's been one of our greatesttools for marketing our brand
without even marketing it orbranding.
(33:00):
It's like oh yeah, we saw thatthere was, you know, 2000 people
down there on a corner of Pennand market street that was
closed down.
Was that?
You guys saw it on the news.
Next thing we know the news isshowing up right, all just
because we wanted to help withthe food insecurity here in York
County.
Um, so that's an amazing thing,and I know we talk about that a
lot and I don't really give ashit because I'm very proud of
(33:21):
my team, because we wouldn't beable to do that without our team
.
So big shout out to the team.
You know everybody, seriously,kim McKenzie, you know they're
up there crushing it.
Sam Sam, that little girl hasgrown leaps and bounds, not just
as a professional but into, youknow, a beautiful young lady,
(33:44):
her and Tyler, pumping babiesout.
Yeah, better be your last one.
We're not giving you any moretime off.
Just kidding, you know I loveyou.
So, anyhow, um, you know I justtalking about serving, not just
(34:04):
serving others here.
You know, this is the otherthing that we haven't talked
about for a while and again I Ikind of pulled this stuff out of
the archives and I've missedleadership and entrepreneurship,
probably one of my mostfavorite topics of all.
But you know the impact that wehave on our families, our
organization, our community, ourindustry, distribution and
manufacturing.
(34:24):
It is our solemn oath to makethis a better place than it was
when we found it.
So I just, you know, wanted totalk about that.
But you know there's otherattributes too, and that's the
ability to inspire trust and tocast a vision and a sense of
direction, to make harddecisions and see that they are
(34:48):
carried out, and to develop theart of delegating instead of
trying to do everything myself.
Right?
And I'm just touching on a fewkey points here that I've
learned and have read and read,and read, and none of it
probably made any sense to me asmuch as it does today.
And I'm sure in six months orsix years from today, a lot of
this stuff will mean somethingtotally different to me at the
(35:09):
place that I'm in.
But you know, making those harddecisions right, that's that's
the hard thing, because when Igot into this Vic, all I wanted
is everybody like me.
You know I could hate people,but you can't hate me.
I'm going to do whatever I cando, you know.
You know, and that was what wastwisted, especially I'm I'm
(35:32):
going back a couple of few yearshere and I don't want to show
my age.
You know.
Now is what was twisted,especially I'm I'm going back a
couple of few years here and Idon't want to show my age.
But, man God, I could hatesomeone.
I could hate you Like no one'sever hated you before.
I was the best hater, you know,judgmental, and and all those
things you know.
Today I got a different,different respect for our
industry, those that are in it.
You know anybody that's outthere doing this thing.
(35:54):
I know it's not easy.
I know it's not kudos kudos toanybody locally that's in our
area, that's been in businesslonger than four years.
You know that that has otherpeople under their watch.
You know big, big shout out toeverybody out there kicking ass
and taking names.
You know, and and making thosehard decisions out there and
learning how to delegate, andsifting through all this shit,
(36:17):
that I've had the, the, theprivilege right Riding on my
borrowed time right now, overthe past seven, this year will
be 17 years.
July, july 17, 17 years andthat's who would ever thought?
You know what I mean We'veexceeded the four year mark,
we've exceeded the 10 year mark.
We've been through a lot ofshit over the years and I've
made a lot of bad decisions.
(36:38):
I've done, you know, made somereal bad choices and um, and
leadership and the way mybehavior and things like that
and and now I get to see myselfin a lot of other people at
times and it's like, ooh, that Iwill.
I was ugly, you know, and that,and how sharp the tongue really
is, it doesn't.
(36:59):
I don't necessarily have tograb a hold of somebody and
punch them in the face 15 times,right, to hurt somebody.
And that's what I used to think.
I used to think it was justwords.
It's just words, get over it.
I mean, be a man, all thosecrazy things, you know, that
went through my head andcouldn't understand why people
wouldn't forgive me, and untilI've had it happen to me several
times, right, and it's like,ooh, shit, is that how I made
(37:21):
people feel?
No wonder they still act weirdaround me or no wonder they're
no longer in my life.
You know, like I said, I wasjust sitting there reading
Zach's you can't be, can't beKing, shit, without venturing
through Fit Creek.
You got that right, paul Gotthat right, you know.
So.
(37:42):
You know getting back to thedelegating instead of trying to
do everything ourselves, youknow this in turn means picking
capable people right, makingsure you got a good picker right
.
I had a bad picker still dosometimes.
You know whether it's who I'mteaming up with or you know
those I'm surrounding myselfwith, and we talk about this.
Every episode is we are the sumof those that we surround
(38:06):
ourselves with, and this is sotrue, is so true in so many ways
, on so many levels.
You know, if you take a look atyour friends, take a look at
your friends Hopefully thatgroup is small, so you don't
have to look too far right andlook at their bank accounts,
(38:32):
look at their lifestyle, look attheir relationship with their
significant others, and thenlook at you, look at yourself,
and that's pretty much all I'mgoing to say about that.
Okay, look at one more thing.
Look at when you were growingup and those that you hung out
with.
You spoke like them, youdressed like them, you acted out
like them.
All that stuff.
Dressed like them, you actedout like them, all all that
(38:57):
stuff.
So, anyhow, um, you knowpicking, you know the right
people, uh, for carrying out theparticular task, and, and
continuously and this is I Ifail miserably here's evaluating
their performances.
I was guilty, I've been guiltyof, of delegating, and
delegating doesn't meannecessarily, you know, just
giving someone something to dowithout any form of direction or
(39:20):
framework first, and andhanding it off to them with no
direction whatsoever, and nowcoming back and following up so
you know they're doing, orfalling back up and asking, you
know, trying to figure out like,why isn't anything done?
When all three fingers arepointing back at me, it's like
one, I didn't necessarily giveyou any type of framework to
start with, and two, I gave youvery little direction to start
(39:46):
from right, and usually it's nota whole lot that you need to
give somebody, just just, youknow, a little bit of
information, a little bit ofclarity, a little bit of insight
, foresight, and watch them runwith it.
Because you know and that's thething about delegation is, you
know, you're, you're alsohelping them, you're also
pushing them, but you got togive them enough information and
(40:08):
the right tools and resourcesaround them, right, and then
watch that unfold and watch themgrow and watch them, you know,
build and create, you knowthat's the other thing about
leadership too, like you canbuild anything as long as you're
okay with not taking the creditfor it, and I think that's
where a lot of people get hemmedup.
I've been around people, I'vepartnered with people where they
(40:29):
just can't stand not gettingthe credit for something.
It's all me, me, me, me, it'sall I, I, I, I and knowing the
difference of like when takingthe backseat, when maybe just to
ask questions, when not to runthe entire meeting or cut people
off, and I struggle, I stillstruggle, with cutting people
(40:50):
off mid-sentence and finishingtheir sentences and things like
that.
But I see it, I know I just didit.
Damn it, I just did, I'm sorryand I would say I'm sorry, I'm
sorry for cutting you off.
Go ahead and finish, thenfinish Right.
You know it's pretty cool, youknow it's been, it's been a,
it's been a joy and it's been.
(41:11):
It's not been easy, right, it'snot hard, hasn't been hard, but
it's not been easy.
You know, kind of getting wherewe're at today and getting
where I'm at, because really itall starts right here.
You know, understanding notjust my strengths but also
(41:31):
understanding their strengthsright and limitations is
critical too.
And once you've discoveredtheir strengths and certain
people's you know limitationsand things like that, and being
able to push those boundariesfor them a little bit.
I remember there was this guy,keith, who worked for us for a
long, long, long, long, longtime and he was probably one of
(41:55):
my first I'm going to call him aproject maybe and he was with
me, for even when I worked formy previous company that I
worked for, he worked with methere as well and you know, when
we decided to start TC Backer,he came with me and I remember
pushing him to points where henever even knew existed.
(42:17):
You know, he he no longer workswith us but uh, he, he took
some of the tools that that inresources, that that we gave him
and taught him and educatingeducation.
Uh, we sent him to vo-techinspection license.
We had a garage, we wereinspecting all of our own tools
and stuff like that.
But, um, he, he took, and hedifferent person through, coming
(42:40):
through here and it wasn't easywith him, especially because I
was, you know, much, muchyounger than I was, but he was
where my eyes, I think, reallystarted opening up as being able
to push him to.
Man, I can't do it.
I'm not going to be able to dothis, but convincing him that it
was a good idea to try it andwatching him accomplish the
dreams and goals, not just forme, but but some that he had for
(43:04):
himself.
And you know, sometimes hisgreat leaders were crisis
managers, right, which meanshaving to deal with problems for
which there's no playbook.
There's no playbook for dealingwith the crisis.
Sometimes I'm a marriagecounselor, sometimes I'm a
fricking electrician and a TVrepair guy and everything in
(43:25):
between, right and, but I got tofix stuff.
That's.
People lean on me at times andand you know I'm always here for
that.
You know, most of the time Itry to be here.
I may not be there, but I'mthere, you know, mentally and
inevitably, mistakes, mistakeswill happen, mistakes will be
(43:46):
made.
Great leaders learn how torebound right and and move on.
And that's probably one of thebiggest lessons, right there
before we wrap this up, is beingable to rebound from mistakes
that not just that I made, butmistakes that a team member or a
(44:08):
client or whatever.
But being able to rebound fromthat mistake, I think, has been
one of the biggest learningcurves for a lot of our team
members.
Because, let's face it, whether, whether it's involved
homeowners, the general publicmistakes are going to happen,
whether it's on our side,whether we can prove that it
wasn't or was um, it's not evenin question.
(44:32):
We just got to take care of itand make sure, make sure that
it's done right.
But, um, you know, at somepoint in time we've been working
well, we have.
I started on this thing it'scalled 12 steps of leadership
and and a lot of this stuff came, came out of that and and again
(44:52):
that that was just mostly someof the stuff that's on the
surface, but I get a littledeeper, a little deeper not that
we didn't get pretty deep today.
I kind of just kind of breezedover and and, honestly, as as
the days and weeks and years andmonths go by on this stuff, I
I'm unpacking more and more andmore and more of this stuff as,
(45:13):
as time goes on and a lot ofit's starting to to come to
fruition and and understandingof what true leadership means
and and what it's about and thepurpose.
So, anyhow, I think that's allI'm going to have for today.
We've about 46, 47 minutes intothis.
I truly enjoy this.
(45:37):
Thank you everybody for foralways joining us on this, on
this journey.
You know, and again it's thesame thing here I'm learning
more and more about myself, onhow to speak and things like
that.
Not that I'm very good speaker,but I enjoy this.
I enjoy sharing my, my, myexperiences I don't want to say
my knowledge and all that goodshit, but anyhow, we'll see you
(46:00):
guys next week.
Thank you for joining us again,and we appreciate everybody.
If you think there's somebodyout there that could gain
something from this today,please share it with them.
Until then, you guys have agood week and I'll see you next
week.
And we are live.
Welcome back everybody toBehind the Tool Belt, episode
283.
I'm your host, ty Cobb-Backer.
Thank you for joining us onthis Wednesday edition.
We will be back after our shortintro from our sponsors.
Speaker 2 (00:30):
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.
(00:51):
Please welcome your host ofBehind the Tool Belt, ty
Cobb-Backer.
Ty Cobb Backer (00:56):
Hey, welcome back everybody to Wednesday's
edition of Behind the Tool Belt,episode 283.
Of Behind the Tool Belt,episode 283.
This is the podcast where wedive deep into the minds of our
industry leaders who arechanging the game in
construction, contracting andbeyond.
We got to throw that beyond inthere because we do get a lot of
(01:18):
people on here that don'tnecessarily work in our industry
but do work for our industry ifthat makes any sense, like we
might hire a chiropractor, wemight hire a t-shirt design
person, we might hire amarketing company, right, but in
any case they all affect thoseof us within our industry.
So we got to throw the beyondthing in there and maybe we'll
(01:43):
rebrand the name beyond the toolbelt, something like that.
Who knows, food for thoughtplanted that seed.
Maybe we'll water it later, butanyhow, I was, uh, you know,
digging through the archives andcame up with a couple things to
talk about today and most ofwhich I didn't come up on my own
, uh, just notes, things likethat I've jotted down over the
(02:05):
years that actually meantsomething to me totally
different than what it means tome today.
A lot of this stuff.
I was kind of reviewing my why,and, for those of you that have
heard me mention my why.
I talk about my why.
It's an area where I put notes.
I just kind of titled it my why.
(02:27):
But I think, before we dive intothat, I just want to give a big
shout out to our team here atTC Backer Construction.
You know, mike Torrio downthere at the Bluffton location
and Jonathan, those guys downsouth, they're crushing it,
they're doing an amazing job.
And the team up here in NewYork and obviously the team down
in Delaware, they're're doingan amazing job.
And and the team up here in NewYork and obviously the team
down in Delaware they're they'realso doing a good, great job.
(02:49):
And you know, but I'm I'mfeeling very inspired by the
type of communication that weare having with our team,
amongst our team members and andthings like that.
Hold on one sec, I feel like mythroat's dry, got to get my veg
(03:11):
vitamins in me here and um, butfeeling inspired by our team
and the communication and thechanges.
There's been a lot of changesover the past several months and
I think a lot of us havediscovered that what got us here
won't keep us here and where wewant to go and if we want to
(03:32):
grow.
There's changes, which thatshould have been, that should
have been the topic.
Maybe it will, maybe I'll touchon that a little bit more, but
I'm just feeling super.
You know, I had a meeting, veryinspiring meeting, this morning
with, you know, operations andproduction team and sales, and
the communication amongst thosegroup of men watch, each and
(03:54):
every one of them, you know,grow into the, the professionals
that they are today is justsuper inspiring for me.
And as a leader, um, that, thatis one of my goals is to help
(04:17):
teach and train and mentor andsit back and keep my mouth shut.
All all in the same sentence,all in the same meeting, right,
and?
And not to hold a meetinghostage.
And it's not none of this aboutme or I, I, I, me, me, me, me,
it's.
It's definitely a, a wee thing.
And, and you know, I thinkthat's probably what inspired me
(04:39):
to to come up with theconversation that I wanted to
talk about.
So I kind of dug through some ofmy archives, some of the stuff
we might've talked about before,and it really starts with
entrepreneurship, the journey ofentrepreneurship and why a lot
of people get involved withentrepreneurship, and I read, I
read, oh man, patrick, patrick,that, david's you know, one of
(05:03):
my favorite all time.
You know, I read it at leastonce a year.
She's just such a good book andI highly recommend to anybody.
But he talks about the fourlevels of why most people become
entrepreneurs and so, of course, my my ears perked up.
I was like, oh shit, man, Igotta dive into this a little
deeper.
And one of the first things hetalks about is survival.
(05:24):
Right, you're kind of insurvival mode and and, um, you
know, you got bills to pay, yougot mouths to feed and you got
all this stuff, like you.
Just, you know, and you knowthat and I'm thinking about this
and that's kind of been my,that was my journey.
Right, it was.
It was out of complete survivaland I knew I had talent, I knew
(05:45):
I had skills.
I'm a roofer by trade.
I grew up, you know, on theproduction side of things and
and came, came from a backgroundof entrepreneurship.
And big shout out to my mom anddad, who, who have been my, my
biggest mentors and coaches.
My dad's still an amazing coachto me today, but you know, but
(06:06):
I think a lot of people getstuck in that survival mode.
You know where they're just outfor themselves.
They're, you know, pretty muchreally started for all the wrong
reasons.
Same as myself, whether it be aresentment.
They put their two week noticein and got fired and decided
they were going to go out andbuy a truck and throw a ladder
rack on.
And that's the great thingabout this country.
(06:26):
Like, nobody said that we can'tgo out and put a ladder rack on
our truck.
And you know, considerourselves a contractor.
And you know some states varywhere you got to have licenses
and things like that, and I knowthe state of Maryland is pretty
, pretty strict on things likethat.
And PA not so much Texas, notso much Florida is is the big
dog down there, where you got topass all kinds of rules and and
(06:48):
take all kinds of tests andstuff like that, which I think,
in fact, you know it, it helpslevel the playing field and and
things like that.
But, like I said, a lot ofpeople kind of just stay stuck
in that survival mode, right,you know where they're just
trying to make ends meet and andthey're no-transcript, and I
(07:30):
think that's why I hold thisbook so dear, dear my heart.
Um, and he came out withanother great book to choose
your enemies wisely, and it wasperfect, perfect timing when he
he released that book too.
And by no means am I gettingpaid to market Patrick David,
which I wish that we were, butwe're not.
And again, I guess my point ofsharing this with you one point
(07:56):
is that remaining a student andremain teachable is paramount
over everything.
The moment that I start to feellike I know everything and I
think that's why a lot of peopleget stuck in that survival mode
because you know.
And then that status mode, right, it's because they, they feel
(08:18):
like they, they have arrived,they got this now, right, they
got a couple, a couple ofdineros in the bank and, and you
know, it's, it's not there forvery long and they haven't
achieved that final phase whichI'll talk about here shortly.
But the whole status is, it'sproving your haters wrong,
resentment, fear.
And then comes the nice housekeeping up with the genesis, et
(08:43):
cetera, et cetera, and it's allabout status.
You're building a big deck onthe back of your house because
your neighbor built a deck, soyou got to build a bigger deck,
right?
And I'm sure we can all relateto that, whether you know you're
into entrepreneurship or not,and I think a lot of people
start to slow down.
You know, and over the yearsI've watched businesses, you
(09:03):
know, come out of the woodwork,bam, bam, bam, you know, and
it's like then they just kind ofhit this plateau and they start
to slow down and and, uh, theykind of settle in at that level
where they're kind of, um, youknow, just stuck between like
that survival and that statusmode.
And then there and I think alot of people want to get
involved with it too there'sthere's that freedom stage.
(09:28):
Right.
I think they think you knowwhat I mean Like all three of
the first stages kind ofcoincide with each other.
It's like, yeah, I want to startmy own business so I can spend
more time at home with my familyand go on vacations and all
these things, all these dreams,the American dream that we all
hear about and watch on TV, andthe vacations and the and the
(09:49):
cruises and the jet planes andall these things, and it's like
I think that's kind of putting acart before the horse a little
bit.
It's a great goal, it's greatdream, you know, to have that.
And, um, you know, I think they, everybody wants to make enough
money so they can, they canfeel comfortable, and but that
takes time.
That doesn't happen, you know,in like 12 months sometimes.
(10:09):
You know, I heard something Iread a long time ago.
It's like and I think this goesfor any business where it takes,
you know, the first five yearswork before you even start to
break, even if you're doing itright.
And you know, and going back as, as you know, as I'm thinking
(10:42):
back to my my journey here, Imoney left over, whether it was
because of buying new equipment,investing in the team,
investing in myself, marketingall these overhead expenses that
I'm navigating through havezero experience with.
It wasn't even that long agowhere I actually bought myself
my first brand new vehicle.
(11:03):
I mean financed it.
Everything was built throughcash.
We grew as fast as the cashwould allow us to go, and which
you know.
There's.
There's pros and cons to thatand an argument for both sides
of using other people's money,which I've learned a lot about
over the years as well too andleveraging banks and
distribution and manufacturingand and things like, things like
(11:27):
that.
You know.
But that was mainly throughtrial and error and really not
giving up and having the thetenacity and resiliency of
bouncing back each timesomething didn't quite go my way
, but to come to find out itactually worked out the way that
it was supposed to work out andit worked out for the better,
you know, and there's a lot offear, a lot of fear that drove
(11:50):
me particularly.
You know I didn't want to fail.
You know what I mean.
I was in that status, you knowwhere, like I can't and I'm not
saying that I still don't sufferfrom fear today.
It's just a different type offear, I think you know I'm not
necessarily fearful of gettingpulled over or the red and blue
(12:11):
lights in my rearview mirror,kind of fear stuff.
You know what I mean.
My fears today, I would say and,vic, you and I have talked
about this for years is thedifference between between um,
healthy fears and not healthyfears, right, um?
And?
And my fears today, my healthyfears is, you know, letting my
family down, letting my teamdown, letting the company down,
(12:35):
um, you know, getting myself outof bed, not because I'm going
to be late for school, you know,um, but but getting my feet on
the ground, um, and thanking Godthat I'm able to take a breath
this morning and I opened myeyes.
My priorities are justdifferent.
You know 180,.
You know where I'm driven bydifferent things today, you know
(13:00):
, not out of fear, unhealthyfears and resentments and things
like that and I'm not sayingthat I'm perfect and I still
don't suffer from unhealthyfears and and things like that
but, um, and resentment, I cancover resentment, and Vic and I
have talked about this a lot too.
You know, um, I'm not who Iused to be.
Um, I'm not who I want to be,but I'm definitely not who I
(13:23):
used to be and how I handlesituations today is much
differently than the way it waswhen I first started on this
journey.
I'm still not perfect.
I can still be a doormat.
I still go off the deep end.
You know I have a magicmagnifying mind.
You know that tells me thingsthat isn't necessarily true.
You're right, and I think weall suffer from that, whether we
(13:47):
know it or not.
But knowing that and havinggreat advisors around you to
bounce crazy ass ideas off ofpeople or thoughts and fears and
things like that and I thinkthat's where you know having a
good significant other can playa big role into that.
Having a good significant othercan play a big role into that.
Having a best friend that youknow, that you can confide in
(14:07):
and knows that you're not crazy.
And I think half of that reasonwhy they don't think you're
crazy is because they're just ascrazy as you are, right,
whether it be your significantother or your best friend or
whoever it is that you choose toconfide in.
And you know, and I can't talkenough about you know, problem
shared is a talk enough about.
You know problem shared is aproblem cut in half.
(14:27):
Right, but you got to becareful on who you're sharing
your problems with.
Right and and and don't make itwhere it's so annoying, where
it's like every time you seethat person that you're just
crying and bitching and moaning,because people get the shits of
that too, because nobody wantsthat negativity in their life.
Right and, and I've been onthat side of the spectrum both,
actually both sides of thatspectrum where it's like, oh God
(14:49):
, here he comes again, or shit.
I'm.
All I've been doing iscomplaining, right, every time
we see each other, I am so sorry, you know, and I think once you
identify that, it's kind oflike, okay, now I need to do
something about this.
Right, and if you got goodfriends, good significant other,
they're going to call you outon that shit, like, okay, what
are you going to do differentthis time?
What have you learned from this?
(15:09):
You know how did you putyourself in this situation again
?
Or why do we keep going downthis rabbit hole?
You know what I mean?
Because I think they would muchrather want to step on my toes
than my grave, right, becausestress will kill you, right?
Stress affects me in ways that Inever thought were imaginable,
right?
Not just in the stomach, but,like you know, I get rashes, I
(15:32):
get back pain, I get headaches,I get blurry vision, I get all
kinds of crazy shit that I don'tknow why it's happening to me.
And then I realized, well, I'mworrying about something that I
probably have no control over,um, something that never
belonged to me, that I thoughtbelonged to me, right?
Or losing things that do belongto me, right, and it's like
there's nothing at this moment,one I can do about it.
(15:56):
Usually, or sometimes a lot oftimes, there is, I guess, but,
but what I wanted to say, whichreally didn't fit in there was,
is that I also heard a long timeago with what, what's wrong
with right here and right now?
You know, and I want to throwthat out there.
I don't know if we shared a muchabout that.
You know, if you really thinkabout that, that, that small
little comment, that shortlittle phrase, what's wrong with
(16:16):
, right here and right now?
You know absolutely nothing.
I'm warm, right, I'm hydrated,got a roof over my head.
You know family's good.
You know, okay, outside of anyof that, what really matters
right and what reps am I puttingin to avoid things tomorrow?
(16:39):
You know what can I do today toavoid not necessarily avoid,
but correct or take care of.
You know what I mean, because Ithink a lot of times we
procrastinate, but the finalphase to this journey of
entrepreneurship why, I thinkyou know, people get started in
is its purpose Right, thepurpose my why, and I love this.
(17:04):
This is my favorite favoritepart, this is my favorite part
of the entrepreneurial journey,and you don't have to be an
entrepreneur to have purpose.
I think we all have purposeright.
Purpose to be a dick, purposeto be kind, whatever right it's,
however you choose to twistthis thing up and smoke it.
But um, you know, um, you knowum purpose for me.
(17:26):
You know, um, a lot of whatstarts with legacy right, like,
how do I want to be remembered,how do I want to make an impact
on other people's lives?
Um, and and realizing why.
You know, I was put on thisearth and I, I tend to say that
I've been given that extendedwarranty, you know.
(17:46):
And what am I going to do that?
Am I going to take it forgranted?
Am I going to take advantage ofit?
Right, and I don't want to takethat for um, I don't want to
take advantage of it, or, I'msorry, um, I don't want to waste
it.
I want to, I want to takeadvantage of the, the, the, the
second chance that I've beengiven, and it's like so many of
(18:10):
us man take that for granted.
I mean, I'm sure there's a lotof things that Fisher's on here
right now.
I'm sure he's putting himselfin a lot, of, a lot of bad
situations, probably, you know,most likely in his his younger
days, where a lot of us couldsay that, you know, we shouldn't
be here today.
And, vic, you and I were talkingabout this last night, man, you
know, um, I just don't think Idon't.
(18:30):
I don't know why and I don'twant to say I'm the chosen one,
I've been chosen, you know, butI do feel kind of special um and
not special ed some days maybe,but um, you know, and not
special ed some days maybe.
But you know, rare, I guess, arare breed of of the threshold
of pain that I can tolerate andand things like that.
(18:52):
But you know, just remembering,you know why I was put on this
earth and pushing the limits ofbeing the best version of myself
.
You know, operating at thehighest level of the pyramid and
doing things that no one hasever done before, you know, and
that drives me.
I want.
I want to surround myself witha group of men and women that
want to achieve the same thing,that are bought into, you know,
(19:15):
this vision and and help pushthem at times that where they're
feeling weak or they they thinkthey're not good enough, and
and and I enjoy doing that, andI think that's why I felt so
inspired.
You know Lauren, who is our youknow pretty much our operations
manager.
I mean, there is not a job thatthat girl does not touch and
(19:37):
she came from the medical fieldand and she's been here, you
know, I want to say close to sixyears now, five, six years,
something.
Four, four, four, five, sixyears now.
I should probably know that.
I'm sure it's on my calendarsomeplace, but when she first
started here it was before COVID, so it's over five years,
probably close to six years.
Um, so, before COVID, laurenstarted with us and she, she had
(20:03):
the privilege or I should say,unfair advantage, not
necessarily the privilege um toride with me every single day,
every day, to get up on roofs,to measure roofs, to have me
explain to her how things youknow are built and and our
accessories and different parts,pieces and components to to
(20:24):
building out a roof.
And we were talking about thatthis morning, how it was.
Like we were the dynamic duo,right, like we would go visit
homeowners and she'd be in thedriveway explaining stuff to
them.
I'd be up on the roof measuringthings up and gathering the
data while I was up there, andwe'd get down and and I'd get
off the roof and and, you know,join them in the driveway and
(20:44):
and we'd get down and and I'dget off the roof and and, um,
you know, join them in thedriveway and and we, just, we
were, we were just a great team.
But most importantly, it was,it was, it was hands-on, real
world, out in the fieldexperience with, with lauren,
who, who now handles thousandsof projects a year I mean from
(21:05):
the smallest to repairs, to ablown-off tab shingle, to
full-blown projects of remodeledhomes, you know and to watch
her grow and blossom into theprofessional that she is today.
And Ben, you know, taking on thesales management role.
And Jeremy Bender shout out toJeremy Bender, who we've known
(21:26):
for a long, long, long, longtime, who finally came to work
for us.
And then, of course, glenn.
There's Glenn, you know, andZach, my nephew, zach who, who's
growing into his, his positionand and you know it's it just
amazes me to watch everybody.
But that doesn't happen withoutgood leadership, right?
(21:46):
Just because we have the rightpeople on the team in the bus in
their seats, doesn't mean thatthey don't need lead, and that
was a learning curve for me.
That's probably one of thebiggest things I learned this
past winter, right?
Like, my leadership style hasto change.
The level that I need to leadat is different today, and those
(22:08):
who I'm leading are probablydifferent people, um, where
they're at in their career, howthey need to be handled, and
things like that.
It helped me identify a lot ofdifferent, a lot of different
things this past winter.
Actually, I'd say that, startingback probably fourth quarter of
last year, so there wasprobably a good six months of me
(22:29):
really deep diving into myself,right, like if I wanted to be
and I started talking about itlast year right, if I, if I want
to be an XYZ monetarily CEO, um, then I'm going to have to
change, because getting back towhat got us here is not going to
, it's not going to keep us here, especially at the pace that
(22:50):
we're moving at right now.
But all the while, you knowwe're hoping others, you know
having a lot making, making alasting impact, you know, coming
to realize that money is, isonly a tool at this point in
time, right, the ones that thatkeep fighting are driven, at
(23:14):
least for me, by something muchdifferent.
Today, I'm, I'm just much, muchmore money, because it has to
be more than money, you know,because this shit's not easy.
You know what I mean, and it'slike I had to almost get clear
on my purpose.
I had to reinvent a little bitof my, of my purpose, and kind
of broaden my paradigm, my, my,my, my line of sight.
(23:39):
I had to broaden that up butthen also dial it in at the same
time on how and who, if we'regoing to get this thing rolling
in the right direction, or notnecessarily even a different
direction.
But anyhow, you know this allstarts with great leadership.
There's no secret sauce todoing what we've been able to do
(24:02):
here.
I think really a lot of it hadstarted out with me managing
myself right, leading myself,taking care of myself and if I
can't take care of myself, thenhow the heck am I supposed to
take care of anyone else oranything else?
And then also, you know, to bea great leader, you must know
(24:26):
how to serve others, and I can'texpress that enough, especially
when you don't have it.
I had a little podcast with TimBrown and he's asked me
questions about if you're juststarting out in the roofing
industry, if you're doing amillion to five million bucks,
(24:47):
what type of charitable thingsshould someone do to be
successful?
And I answered a couple ofquestions some of my thoughts
and stuff like that because alot of this stuff doesn't cost
the company.
You know what I mean.
I think he was speaking interms of revenue, because they
can't afford the things that wedo today, which is totally
understandable.
But you could also partner withsomebody else on some other
(25:09):
things that they do.
But the most important thing andI think this goes back to the
status and survival mode, likewhen we first start out in
entrepreneurshipentrepreneurship is because we
don't have anything right.
So we go into this survivalmode the survival of the fetus
(25:30):
and like we're making bad calls,we're making bad decisions,
we're cutting corners, we'rejust trying to turn and burn
some cash here so we can survive, right, and it's like there's
no way that I can give back tomy community.
That's like the furthest thingfrom my mindset at that time is
is giving something away that Idon't even have.
Right, but how, how false.
(25:51):
That is how false thinking.
That's the story I'm tellingmyself.
Right, and that is the exacttime that you need to give is,
especially when you don't haveit, to give.
Right.
That if, if anybody ever wantedto know the secret to success,
(26:11):
okay, why, why are certainpeople so successful and other
people aren't so successful?
Well, it's because you're notserving.
That's the bottom line.
That is the silver bullet tosuccess.
Okay, that that is.
I don't care how much marketingyou do, you're not going to keep
it, okay.
(26:32):
I don't care how great yourbrand is, I don't care how big
anything is.
I was going to go off on atangent of big things there for
a minute, off on a tangent ofbig things there for a minute,
but I won't, you won't keep it.
You, you have to give it awayto keep it.
(26:52):
And a lot of what I'm talkingabout giving away is your time,
your time to your children, timeto your spouse, your time to
your friends, your timededicating your time, giving
your time to your community.
There are so many things thatyou could do to get your team
involved, get your familyinvolved.
There's soup kitchens, okay,every holiday.
(27:13):
You don't have to be, don'thave to do this big, great,
grandiose 21 Turkey Salute,which we've been very blessed to
be able to, to be able to dothat, and that's what.
That's what I'm saying.
You know and I'm not sayingthat our cup has been
overflowing to the point wherewe have access.
You know, assess, excess Ithink it's the word I'm looking
(27:37):
for you know amounts of stuff togive away.
What I'm saying is it doesn'tmatter if you do or not,
especially if you, if your cupis overflowing, you better be
giving, give away.
What I'm saying is it doesn'tmatter if you do or not,
especially if you, if your cupis overflowing, you better be
giving shit away, right, and I'mnot saying you go to the bank
and start pulling a hundreddollars, a hundred dollar bills
out of the ATM machine oranything like that.
Maybe, maybe, maybe that's whatit is.
(27:58):
I don't know.
I don't think that's whatthey're talking about.
I don't think that's what I'mtalking about, where you sell
the farm and just give it away.
You know, obviously you got tobe smart, you got to be
strategic about it, but I thinkthe more that you give away I
know for a fact the more I'vewatched my mom go through it.
I've watched my, my, my dad gothrough it.
I've watched it, not not, youknow, I've watched it from a
distance with other very, very,very successful business owners.
(28:22):
I can guarantee you, and youdon't hear a lot about it, and
that's how humble these peopleprobably are, and I think a lot
of people like Warren Buffett.
You can't tell me he doesn'thave nonprofit.
You can't tell me that hedoesn't probably have multiple
nonprofits.
You know what I'm saying.
Now, I don't fully understandall of his business practices to
(28:43):
speak intelligently enough toknow if he's.
You know, and I'm sure there'sa lot of people out there
thinking he's greedy and selfishand self-centered, blah, blah,
blah, whatever.
Um, the thing I do know is he'svery smart, right, and but I
can, I can also assure you.
I can assure you that that manprobably has given more way than
most people probably make in anentire year, but he's not.
(29:06):
You don't see it all oversocial media, you don't.
And that's the thing.
You don't, you don't have to.
And to get off subject here justa little bit, is probably why I
think we don't advertise it asmuch as we probably should have
and thought that we were beinghumble, like, oh, we don't have
to, but we come to find out that, um, we want the team to
(29:28):
celebrate these wins andvictories and charitable events
and things that we've done, sowe're gonna do a better job at
that.
You know, expressing ourgratitude to the community and
thank you for the awards is,whether you know, and we
received the biggest award thatwe've ever received this year.
I want to mention this, I wantto bring this up.
So every year, we enter intowhat's called the Peak
(29:51):
Achievement Awards and hosted bythe York Builders Association,
which I actually have twomeetings I have to attend.
Shortly after this, today,after this today, and so about
five years ago, we werepresented with an award that was
(30:12):
called community involvementTotally unexpected, it's not why
we did what we do, and severalyears after that we've received
that Now, the first year that wereceived that.
I remember looking back at ChrisBaker and I said to him and Vic
, you might have been presenttoo when I said this, I'll tell
you here in a second.
(30:32):
Why I mentioned Chris Isbecause the thing I said to him
was is the real victory would beif and when somebody takes this
award from us.
Mission accomplished, theminute.
And I think we've talked aboutthis before, like I wish
somebody would come and get thisaward from us.
Okay, well, guess what happenedthis year?
(30:53):
Somebody stepped up Penwaste,big trash removal company here
in York, pennsylvania.
Obviously Penwaste.
I don't know how many bicyclesthey built, but they must I
thousands.
They had built thousands andand gave away bicycles for some
(31:15):
christmas thing that they did.
I should probably look into ita little deeper.
Um, and unfortunately I don'teven know if anybody was there
to to receive the award thisyear for this, but we lost it,
we, we didn't.
We didn't lose it, we, we justdidn't.
We didn't get the award thisyear and chris baker looked over
(31:35):
at me during the ceremony andhe said victory.
It's giving me goosebumps rightnow, um, and I think this.
I'm going to go out on a limbhere.
I think this award was createdfor us.
They didn't have one until wecame along and I think they just
noticed the association noticedthe amount of charity that we
(31:59):
do Almost there for a minute.
It was almost too much anddistracting a lot of people from
the jobs that they're actuallysupposed to perform on a daily
basis here.
So we had to.
We had to reel some things inum, but the amount of community
involvement that that we wesomebody noticed it and we
(32:19):
weren't posting shit on social.
We'd come home that night, we'dtake some group photos and some
selfies and stuff like that,and maybe a few people were
posting it, but we weren't goingall in on that, which is a
shame.
But we did it enough and Ithink enough people knew because
and this is what I was talkingto, tim about it's been one of
(32:39):
the greatest recruiting toolsthat we've had unintentionally,
totally unintentional retainingtools, recruiting, retaining and
, of course, same with withcustomers.
It's been one of our greatesttools for marketing our brand
without even marketing it orbranding.
(33:00):
It's like oh yeah, we saw thatthere was, you know, 2000 people
down there on a corner of Pennand market street that was
closed down.
Was that?
You guys saw it on the news.
Next thing we know the news isshowing up right, all just
because we wanted to help withthe food insecurity here in York
County.
Um, so that's an amazing thing,and I know we talk about that a
lot and I don't really give ashit because I'm very proud of
(33:21):
my team, because we wouldn't beable to do that without our team
.
So big shout out to the team.
You know everybody, seriously,kim McKenzie, you know they're
up there crushing it.
Sam Sam, that little girl hasgrown leaps and bounds, not just
as a professional but into, youknow, a beautiful young lady,
(33:44):
her and Tyler, pumping babiesout.
Yeah, better be your last one.
We're not giving you any moretime off.
Just kidding, you know I loveyou.
So, anyhow, um, you know I justtalking about serving, not just
(34:04):
serving others here.
You know, this is the otherthing that we haven't talked
about for a while and again I Ikind of pulled this stuff out of
the archives and I've missedleadership and entrepreneurship,
probably one of my mostfavorite topics of all.
But you know the impact that wehave on our families, our
organization, our community, ourindustry, distribution and
manufacturing.
(34:24):
It is our solemn oath to makethis a better place than it was
when we found it.
So I just, you know, wanted totalk about that.
But you know there's otherattributes too, and that's the
ability to inspire trust and tocast a vision and a sense of
direction, to make harddecisions and see that they are
(34:48):
carried out, and to develop theart of delegating instead of
trying to do everything myself.
Right?
And I'm just touching on a fewkey points here that I've
learned and have read and read,and read, and none of it
probably made any sense to me asmuch as it does today.
And I'm sure in six months orsix years from today, a lot of
this stuff will mean somethingtotally different to me at the
(35:09):
place that I'm in.
But you know, making those harddecisions right, that's that's
the hard thing, because when Igot into this Vic, all I wanted
is everybody like me.
You know I could hate people,but you can't hate me.
I'm going to do whatever I cando, you know.
You know, and that was what wastwisted, especially I'm I'm
(35:32):
going back a couple of few yearshere and I don't want to show
my age.
You know.
Now is what was twisted,especially I'm I'm going back a
couple of few years here and Idon't want to show my age.
But, man God, I could hatesomeone.
I could hate you Like no one'sever hated you before.
I was the best hater, you know,judgmental, and and all those
things you know.
Today I got a different,different respect for our
industry, those that are in it.
You know anybody that's outthere doing this thing.
(35:54):
I know it's not easy.
I know it's not kudos kudos toanybody locally that's in our
area, that's been in businesslonger than four years.
You know that that has otherpeople under their watch.
You know big, big shout out toeverybody out there kicking ass
and taking names.
You know, and and making thosehard decisions out there and
learning how to delegate, andsifting through all this shit,
(36:17):
that I've had the, the, theprivilege right Riding on my
borrowed time right now, overthe past seven, this year will
be 17 years.
July, july 17, 17 years andthat's who would ever thought?
You know what I mean We'veexceeded the four year mark,
we've exceeded the 10 year mark.
We've been through a lot ofshit over the years and I've
made a lot of bad decisions.
(36:38):
I've done, you know, made somereal bad choices and um, and
leadership and the way mybehavior and things like that
and and now I get to see myselfin a lot of other people at
times and it's like, ooh, that Iwill.
I was ugly, you know, and that,and how sharp the tongue really
is, it doesn't.
(36:59):
I don't necessarily have tograb a hold of somebody and
punch them in the face 15 times,right, to hurt somebody.
And that's what I used to think.
I used to think it was justwords.
It's just words, get over it.
I mean, be a man, all thosecrazy things, you know, that
went through my head andcouldn't understand why people
wouldn't forgive me, and untilI've had it happen to me several
times, right, and it's like,ooh, shit, is that how I made
(37:21):
people feel?
No wonder they still act weirdaround me or no wonder they're
no longer in my life.
You know, like I said, I wasjust sitting there reading
Zach's you can't be, can't beKing, shit, without venturing
through Fit Creek.
You got that right, paul Gotthat right, you know.
So.
(37:42):
You know getting back to thedelegating instead of trying to
do everything ourselves, youknow this in turn means picking
capable people right, makingsure you got a good picker right
.
I had a bad picker still dosometimes.
You know whether it's who I'mteaming up with or you know
those I'm surrounding myselfwith, and we talk about this.
Every episode is we are the sumof those that we surround
(38:06):
ourselves with, and this is sotrue, is so true in so many ways
, on so many levels.
You know, if you take a look atyour friends, take a look at
your friends Hopefully thatgroup is small, so you don't
have to look too far right andlook at their bank accounts,
(38:32):
look at their lifestyle, look attheir relationship with their
significant others, and thenlook at you, look at yourself,
and that's pretty much all I'mgoing to say about that.
Okay, look at one more thing.
Look at when you were growingup and those that you hung out
with.
You spoke like them, youdressed like them, you acted out
like them.
All that stuff.
Dressed like them, you actedout like them, all all that
(38:57):
stuff.
So, anyhow, um, you knowpicking, you know the right
people, uh, for carrying out theparticular task, and, and
continuously and this is I Ifail miserably here's evaluating
their performances.
I was guilty, I've been guiltyof, of delegating, and
delegating doesn't meannecessarily, you know, just
giving someone something to dowithout any form of direction or
(39:20):
framework first, and andhanding it off to them with no
direction whatsoever, and nowcoming back and following up so
you know they're doing, orfalling back up and asking, you
know, trying to figure out like,why isn't anything done?
When all three fingers arepointing back at me, it's like
one, I didn't necessarily giveyou any type of framework to
start with, and two, I gave youvery little direction to start
(39:46):
from right, and usually it's nota whole lot that you need to
give somebody, just just, youknow, a little bit of
information, a little bit ofclarity, a little bit of insight
, foresight, and watch them runwith it.
Because you know and that's thething about delegation is, you
know, you're, you're alsohelping them, you're also
pushing them, but you got togive them enough information and
(40:08):
the right tools and resourcesaround them, right, and then
watch that unfold and watch themgrow and watch them, you know,
build and create, you knowthat's the other thing about
leadership too, like you canbuild anything as long as you're
okay with not taking the creditfor it, and I think that's
where a lot of people get hemmedup.
I've been around people, I'vepartnered with people where they
(40:29):
just can't stand not gettingthe credit for something.
It's all me, me, me, me, it'sall I, I, I, I and knowing the
difference of like when takingthe backseat, when maybe just to
ask questions, when not to runthe entire meeting or cut people
off, and I struggle, I stillstruggle, with cutting people
(40:50):
off mid-sentence and finishingtheir sentences and things like
that.
But I see it, I know I just didit.
Damn it, I just did, I'm sorryand I would say I'm sorry, I'm
sorry for cutting you off.
Go ahead and finish, thenfinish Right.
You know it's pretty cool, youknow it's been, it's been a,
it's been a joy and it's been.
(41:11):
It's not been easy, right, it'snot hard, hasn't been hard, but
it's not been easy.
You know, kind of getting wherewe're at today and getting
where I'm at, because really itall starts right here.
You know, understanding notjust my strengths but also
(41:31):
understanding their strengthsright and limitations is
critical too.
And once you've discoveredtheir strengths and certain
people's you know limitationsand things like that, and being
able to push those boundariesfor them a little bit.
I remember there was this guy,keith, who worked for us for a
long, long, long, long, longtime and he was probably one of
(41:55):
my first I'm going to call him aproject maybe and he was with
me, for even when I worked formy previous company that I
worked for, he worked with methere as well and you know, when
we decided to start TC Backer,he came with me and I remember
pushing him to points where henever even knew existed.
(42:17):
You know, he he no longer workswith us but uh, he, he took
some of the tools that that inresources, that that we gave him
and taught him and educatingeducation.
Uh, we sent him to vo-techinspection license.
We had a garage, we wereinspecting all of our own tools
and stuff like that.
But, um, he, he took, and hedifferent person through, coming
(42:40):
through here and it wasn't easywith him, especially because I
was, you know, much, muchyounger than I was, but he was
where my eyes, I think, reallystarted opening up as being able
to push him to.
Man, I can't do it.
I'm not going to be able to dothis, but convincing him that it
was a good idea to try it andwatching him accomplish the
dreams and goals, not just forme, but but some that he had for
(43:04):
himself.
And you know, sometimes hisgreat leaders were crisis
managers, right, which meanshaving to deal with problems for
which there's no playbook.
There's no playbook for dealingwith the crisis.
Sometimes I'm a marriagecounselor, sometimes I'm a
fricking electrician and a TVrepair guy and everything in
(43:25):
between, right and, but I got tofix stuff.
That's.
People lean on me at times andand you know I'm always here for
that.
You know, most of the time Itry to be here.
I may not be there, but I'mthere, you know, mentally and
inevitably, mistakes, mistakeswill happen, mistakes will be
(43:46):
made.
Great leaders learn how torebound right and and move on.
And that's probably one of thebiggest lessons, right there
before we wrap this up, is beingable to rebound from mistakes
that not just that I made, butmistakes that a team member or a
(44:08):
client or whatever.
But being able to rebound fromthat mistake, I think, has been
one of the biggest learningcurves for a lot of our team
members.
Because, let's face it, whether, whether it's involved
homeowners, the general publicmistakes are going to happen,
whether it's on our side,whether we can prove that it
wasn't or was um, it's not evenin question.
(44:32):
We just got to take care of itand make sure, make sure that
it's done right.
But, um, you know, at somepoint in time we've been working
well, we have.
I started on this thing it'scalled 12 steps of leadership
and and a lot of this stuff came, came out of that and and again
(44:52):
that that was just mostly someof the stuff that's on the
surface, but I get a littledeeper, a little deeper not that
we didn't get pretty deep today.
I kind of just kind of breezedover and and, honestly, as as
the days and weeks and years andmonths go by on this stuff, I
I'm unpacking more and more andmore and more of this stuff as,
(45:13):
as time goes on and a lot ofit's starting to to come to
fruition and and understandingof what true leadership means
and and what it's about and thepurpose.
So, anyhow, I think that's allI'm going to have for today.
We've about 46, 47 minutes intothis.
I truly enjoy this.
(45:37):
Thank you everybody for foralways joining us on this, on
this journey.
You know, and again it's thesame thing here I'm learning
more and more about myself, onhow to speak and things like
that.
Not that I'm very good speaker,but I enjoy this.
I enjoy sharing my, my, myexperiences I don't want to say
my knowledge and all that goodshit, but anyhow, we'll see you
(46:00):
guys next week.
Thank you for joining us again,and we appreciate everybody.
If you think there's somebodyout there that could gain
something from this today,please share it with them.
Until then, you guys have agood week and I'll see you next
week.
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