July 7, 2025 • 35 mins
In this episode, we explore how lessons from our childhood coaches continue to shape our leadership today. From punctuality to staying true to fundamentals, we examine five coaching habits that can transform any team.
Drawing from The 5 Coaching Habits of Excellent Leaders by Lee and Julie Colan, we look at how clarifying expectations, asking questions, involving others, measuring what matters, and showing appreciation can foster a culture of trust and accountability.
Whether you're leading a business, a church team, or your family, this conversation will challenge you to lead from the inside out. What lessons did your coaches teach you about leadership that still apply today?
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:15):
benji, brady, we are backwards.
It feels good.
We're all back in the studiotogether.
You guys have been so busy.
There's been so much going on.
Y'all have had a lot going onthe office.
Obviously it's summer, familytrips are going on, things are
happening, but I'm excited tofinally sit down with you.
Benji.
(00:35):
I feel like I've talked to youmost of summer.
Brady the phillies the firsttime I've seen you in like four
weeks.
Speaker 2 (00:39):
So that's not.
Speaker 1 (00:41):
That's not 100, true, but we'll go with it I did run
into you very quickly in theoffice, but you were busy.
So the family is back together.
So, but back in action.
So we're excited to jump backin.
We've been, you know.
Obviously we're rocking inseason three.
Things are going good.
You know, we had that littlebit of a fumble on the last one.
(01:04):
We had to make some changes.
We recorded the episode.
Some things got crazy withy'all's schedule, so Benji and I
jumped in there and just didsomething.
So we didn't have this longbreak.
We had already taken you know,we took May off and we were
trying to keep you guysentertained.
Keep here thinking that wehadn't disappeared again.
We've already done that once.
(01:24):
So we back.
I didn't want to happen again.
We back.
Speaker 3 (01:27):
Well, today we're going to be talking about some.
Basically, there's a book outthere called the Five Coaching
Habits of Excellent Leaders andhow we can create the
reliability advantage for ourteam, and I thought it'd be cool
to kind of go back in time whenwe were all kids and our
coaches that we might have hadgrowing up.
(01:47):
Is there with either of youguys?
Is there a specific coach thatcomes to mind that you had
growing up that might havetaught you a life lesson or
something you kind of you goback in your mind, you're like
man that makes total sense whythey said it that way.
Now either one of you havesomething like that.
That makes total sense why theysaid it that way.
Speaker 1 (02:03):
Now either one of you have something like that man.
I'll tell you right now for me.
I was very fortunate to playfootball at Huntington college.
It's out in Montgomery, alabamaand old Cloverdale is an old
school, but coach CharlieGoodyear was my line.
Charlie Goodyear, no, he didnot make tires, yet he did make
(02:26):
a lot of good jokes toward mewhen I played.
I'm not saying that I was thebest player uh, I was.
I played second string tightend, so at least I saw some
action on the field.
Wasn't the greatest player inthe world, but got to play um.
But man, um.
I've never had anybody talk tome the way that he did I'm.
I don't think I've ever heardpeople string together the
(02:49):
language that he's strungtogether but you say any of that
language on here, adam, Icannot.
I cannot family show, familyshow, we can.
I just it was very poetic, if Ican say it that way, um, but he
, uh, he did make a big impact.
Uh, one of the things that Istill I tell people today you
(03:09):
know to to be on time is to belate.
To be early is to be on time.
He used to always tell us ifyou're walking in, if we have a
meeting at 8am, and you'rewalking in at eight o'clock,
you're running laps.
Speaker 3 (03:23):
You were probably the guy that if you were late, you
were throwing up in the trashcan.
Is that what you're telling us?
Speaker 1 (03:29):
Yeah, so he did that, so he had a big impact.
And then, just, you know,obviously I felt like some
generational things have changed.
I felt like I come from thegeneration where, man, you just
grind it out Like I don't even,yeah, um, man, I, I think, brady
, you can go back and look I Idon't think I had any, if
anything, sick days.
Um, when I was working with you, I, just you, just I felt like
(03:52):
I feel like that came from him.
Hey, suck it up things, gottaget.
Suck it up buttercup, yeah, andyou grind it out, um, but I
mean, he, he taught me a lot ofjust hard work.
You know, nothing comes easy.
You got to put in the time inthe gym, on the field, hot days
in Alabama August in summer camp.
Man, he, just, I think I wouldsay a lot of the reasons that I
(04:15):
have, the traits that I do interms of working, probably come
from those years that I playedfootball there.
Speaker 2 (04:22):
Oh yeah.
So, Adam, I know you said hedidn't make his name was
Goodyear, he didn't make tires,but it sounds like he got a lot
of good traction.
Oh wow.
Speaker 1 (04:33):
There it is.
Speaker 2 (04:37):
That dad joke.
No, I mean, that's a goodquestion, Benji.
I was thinking about coaches.
I didn't play football.
I was not good at football.
I think I actually went to atleast one spring training one
time.
I didn't even last the full twoweeks I didn't play football,
but I did play basketball.
You and I did.
Both had lots of good coaches.
I remember one coach his namewas coach killian and um.
(05:00):
He was a military guy so very,and he was a military guy so
very, adam, kind of like whatyou were talking about, coach
Goodyear, I mean just.
And we went to a Christianschool and he still used some of
that same language and you know.
But the habits that he taughtus and man, I remember even some
(05:20):
of the summer workouts werejust brutal.
Oh yeah, brutal.
But in thinking about all ofthe coaches, I think some of the
things that I go back to iswhat are some of the things that
they taught us?
And I think, as a general theme, is, most of the good coaches
(05:42):
taught us at the beginning andin fact I told this story to
some of our team yesterday isgoing back to the fundamentals.
So when we started out theseason, we started practicing.
We were like, hey, we want tohave fun, let's scrimmage, let's
do this, let's do that.
And they're like and the goodcoaches said, nope, we're going
(06:03):
to dribble, we're going to passthat.
And they're like the goodcoaches said, nope, we're gonna
dribble, we're gonna pass, we'regonna do suicides, even though
we probably can't call that thatanymore but run, you know, run
laps, run lines, guys, run lines.
There you go, um, you knowwe're gonna, we're gonna
practice layups, we're gonnapractice free throws.
And we're like, golly, why dowe keep having to do all this
stuff?
(06:23):
But and we did that for monthsand then we got to scrimmage and
have fun, but we, we did a lotbetter because we got back to
the fundamentals and so I think,from a coaching standpoint even
reminding your teams of whatare those fundamentals that we
need to be focused on right now,so that we can, you know,
(06:46):
reflect on on where we're at andjust get better at the simple
stuff.
So that's what I remember.
Yeah, go ahead.
Speaker 1 (06:52):
Edwin, I was going to say I think a lot of that stuff
translates.
We do that, our coaches teachus those things and it
translates into the things we do.
I mean, brady, when we firststarted the tactical and every
week we had to go through andsay what our goals were and
where we were, I'll be honest,I'm like this is ridiculous.
I was like I know I asked forthis, I wanted the weekly
(07:12):
meeting, I want to do thesethings, and I used to think I
got to sit down and I got tomake sure I have.
But you know what it made meintentional one completing those
things.
And then, even now, we're goingthrough our evaluation process
just because of the way that ourfinancial calendar works at the
church and one of the questionsit asks is how do we get better
as a team?
And I took the principles thatyou were doing.
(07:33):
I said we need to be doing this, we need to be sharing where
each other's at, we need to besharing what we're doing.
Yes, there needs to be a levelof discipleship, but I was like
I just this is me.
I feel like this isintentionality and it's like you
said.
It's these small things thatyou're like.
Why am I doing this?
Why do I but that that threeminutes that you made us?
(07:57):
Hey, I straight out what areyou doing?
How are you at, where you'renot getting into the weeds.
But it taught you to reallyfocus on that and then be able
to say all right, I have to tellthe team how I'm doing in a way
that doesn't drag on.
Yeah.
Speaker 3 (08:08):
Yeah, and I would say with Brady too.
Mine was coach Spiller.
He remembers him back in theday.
Same concept, kind of a I would.
I don't know if he was ever inthe military, but he had kind of
a military drive to him.
But the one thing that Iremember about coach Spiller is
he always, no matter what kindof you know uh systematic
(08:28):
approach.
We went through with thefundamentals Brady was talking
about, but he always, at the endof practice, he would huddle us
up together and he would sayguys, I love you all.
You can do this, it's okay, itis hard work, but the hard work
pays off in the end.
It will help you get where wewant to go as a team.
So the reason this book came upwe were when our dad was always
(08:52):
big on reading books growing up,and of course I don't.
I haven't read that many books.
I'll be 100 percent honest witheveryone out there but I've
read.
I've read more recently.
I won't say that I enjoy it,but I'm making myself have to
enjoy it, right, and I rememberwhen, when our dad passed uh and
I was over at the office and Iwas cleaning his office out, he
(09:16):
had always told Brady and I readbooks.
It will help you gain knowledge.
Read books, it will help yougain knowledge.
Brady got it.
I didn't, but I will say thisbook was one of those books that
I found in a drawer and Iopened it up and I thought, man,
this thing is like really small, but it had huge print.
I said you know what?
I'm going to give this thing atry.
(09:36):
And I read it and what it?
What it came out of was thesefive coaching fundamentals and
from a from a coachingstandpoint.
Guys, if we could flip thescript now we're coaches in
everything that we do.
Um, you know, if I could askyou one question, all right,
what is the importance ofleaders being personally
(09:59):
reliable before coaching others?
How would you, how would you,explain that to someone?
Speaker 2 (10:07):
well, I mean, I think it goes back to one word is
trust.
You know, the people, thepeople that are following us I
mean we've talked about thisbefore is more is caught than
taught, yeah, so, kind of likewith our kids, we can say do
this, but when they see us dosomething different than what we
said to do, they're probablygoing to gravitate toward the
(10:28):
things that we did.
That's right what we, what wesaid.
So I think it's.
I think it's trust, and trustis a.
I mean, if you listen to anyleadership podcast out there
right now, the number one thingwhether it's a pastor, whether
it's a CEO, whether it'swhatever is trust is a big deal.
And I think the organizationsthat are thriving are the ones
(10:49):
that truly trust their leader,because when you trust your
leader, you're going to followthat leader.
Yeah, yeah.
Speaker 1 (10:57):
I agree, adam.
Yeah, I hate that he stole mine.
I'm very upset that was goingto be mine, sorry.
I do agree because I don't likesaying that a leader should I
should have done something thatthey should have done.
And I say that because I mean,like Brady, when you left me,
that would be like me tellingyou, well, you, you should have,
(11:17):
you should have filmed andedited a video.
That's not who you are.
I don't want to run a company,so I, you know.
I feel like that's what a lotof people say.
First, I like well, I shouldnever ask somebody to do
something I haven't done.
I'm like, to an extent, yes,because the skill set is
different.
What I feel like for me is thatI should never ask someone to
do somebody something thathasn't been thought through.
(11:39):
I shouldn't ask to do somethinglike I don't ever want to tell
our team hey, I need you just togo do this right, like I want
to talk to him.
Hey, this is the reason, thisis why it'll be that way.
This is.
I feel like this is the outcome, this is our, this is our ROI
from it, whether that'sfinancial, you know, growth,
whatever that is, but I, I feellike you have to have that trust
(12:00):
as well and and that's likewhat I try to build right now
I'm working on that with mymedia team is is training them
and I want them to feel likethey're, they're growing from
something like I don't want toever feel like I'm just the guy
that does it.
If I can't provide value to them.
I want to always be able to dothat.
I mean, I felt like the pasttwo years when I was working on
(12:21):
you, brady, I got a lot of valuefrom our one-on-ones.
I got a lot of value on justlearning how to handle things
and learning how to handlestress and how to handle anger
and how to handle like whenthings don't go my way and
emotion, because you're I don'tfeel like you're as an emotional
person, obviously, as I am, butthose were things that I felt
like you kind of helped me learnto control and as a leader, I
(12:43):
want to be able to do that forfor my team.
Like, what can I help them?
Because eventually, eventually,if they're going to be better
at something I don't alwaysexpect them to be here, but if
they're going to go do something, I would love to think, hey, I
had a small part to play, like Ihope I helped them do something
they thought they couldn't do,yeah, and both of you, exactly
(13:06):
what the book talks about.
Speaker 3 (13:08):
That leadership is an inside job, and what we're
talking about is we have to beself-aware, and Brady said it as
well Integrity, trust.
You know we have to give thatso that we can get that.
So let's, let's go through thefive coaching habits real quick.
The first one is to explainexpectations and alignment.
So, brady, we do this in ourcompany a lot For those of you
(13:31):
listening out there uh,clarifying the goals, the plans,
the roles and the rewards,because we want to make sure
that we emphasize that as well,because that lines our teams up.
Give us an example of how weexplain the expectations, and
it's not just a one-time thing,it's a multi.
You know you have to constantlycontinue to do that how we're
(13:53):
aligning our team together.
Speaker 2 (13:56):
Yeah, I think it's two things I mean, especially
when you're well, I guess itreally doesn't matter if you're
a small organization or a largeorganization.
I think number one it comesdown to two words, called
organizational clarity.
And so organizational clarityis a lot of times we, as leaders
, we know what we want, but wedon't always explain clearly
(14:22):
what we want, or we explain itonce and expect our team to
retain it and it just doesn'twork.
And um and so thatorganizational clarity is set,
the goal, set the vision.
You know, we, we've talkedabout strategic plans and all
all that stuff, but you have to,I mean, even even monday, um,
(14:46):
we in our, in our tacticalmeeting, as adam was talking
about earlier, it's, you know,it's halfway through the year,
is gone, so, and we're probablygoing to have an episode here in
the next couple months, maybein the next month, called
Halftime to Adjust or Not toAdjust.
That is the question.
Yep, you know, because wepulled out the old strategic
(15:08):
plan and said, okay, here's whatwe said in December.
We've gone through the firsthalf of 2025.
Do we need to make anyadjustments or do we need to
keep it the same?
Because six months in ourbusiness is like three years, oh
yeah, for sure, you know.
So there's a lot that's goingon.
So I think, organizationalclarity and along with that and
we've talked about this on theshow before.
(15:29):
But each leader is the chiefreminding officer, and so that
chief reminding officer is whereyou keep saying it and saying
it, and saying it, and saying it, and then you ask good
questions to see if the team isresponding and if they're
responding back with what you'vemade, what you've made clear,
(15:51):
then you got it.
Speaker 3 (15:52):
Yeah.
Speaker 2 (15:53):
That's the, that's the golden nugget right there.
Speaker 3 (15:55):
So he, he just got.
I know it's funny about that.
So just hold on a minute.
Go ahead, adam, go ahead.
Oh sorry, all good.
Speaker 1 (16:01):
All good, I was gonna say what's funny about what you
were talking about, though.
Right, you're talking about,you know, taking that time to
look at it.
It's funny.
I don't know if I ever told youthis, but that, right there,
that principle is exactly whatmade me make a career change
last year, because you broughtthat up to us and I remember,
(16:22):
sitting in tactful, you broughtit up last year and you said you
were just asking have we donewhat we want to do?
Are we doing what we want to do?
And you were asking differentquestions and I'm sure you
didn't mean it that way, but inmy head I'm like, no, I want to
be done.
Yeah, I was not asking you toleave, adam.
(16:46):
Am I creating?
Am I being able to use it?
Am I doing the things that Iwant to be able to do?
Am I making an impact?
Um, you know spiritually, youknow commercially.
So it was just kind of funny.
You were meant as soon as yousaid that it triggered Cause.
I remember I think I actuallymay have mentioned it, uh when I
sat down to talk to you aboutmaking the transition, but I was
also an emotional person duringthat, so, but yeah, you were
(17:08):
just.
I remember that.
Speaker 3 (17:10):
Well, to finish this first point up, remember this as
, as Brady and Adam bothmentioned, the lack of clear
expectations is the most commonreason for performance problem.
Brady, I'll let you quote it,but dad used to tell us the
seven P's of success what?
Speaker 2 (17:28):
were they Seven P's prior.
Proper planning preventspitiful poor performance.
Speaker 3 (17:33):
And I tell you it lines up exactly with this If
you set up the expectationsright.
Some people do change out oneof the P's.
Yeah for sure.
Yeah, we're going to use hisversion.
But if you set expectationsright, it will align the company
.
And then, moving into thesecond one, okay, as Brady kind
of alluded to ask questions, itinvolves engagement in your team
(17:56):
, because if you can create thisopen dialogue with your team
members and let them have we'regoing to talk about this in a
second buy-in to what you'retrying to accomplish open
dialogue, brady, why don't youjust kind of dive into that just
a little bit more?
I know you started to a secondago.
Speaker 2 (18:14):
Yeah, Well, I mean, I think we as human beings, how
often have you been in aconversation with somebody?
You're talking to them and youknow that, instead of them
actually listening to you,they're already formulating
their response.
So that's not a conversation,and so I think, from both a
(18:38):
leadership perspective and thosethat you're leading, is and I
think you'll probably go intothis here in a minute but it's
about good listening.
Yeah, you know, our dad used totell us that we have two ears
and one mouth, so God must havewanted us to listen twice as
much as we speak.
There's a book that I read yearsago and we have one of our
(19:01):
leaders that actually teachesthis to some of our teammates
called the Seven Habits ofHighly Effective People by
Stephen Covey, and one of theprinciples in there he says seek
first to understand beforebeing understood.
And so what that really meansis you know, Adam, I don't know
(19:25):
everything about the creativeworld, as you were talking about
earlier, but if I don't seekfirst to understand and
appreciate what those things are, then I can't really lead you
effectively to understand whatyou're going to be doing on a
day-to-day basis.
Number one.
Number two take the vision thatwe've set as an organization,
and how does that piece fit intothat vision?
So we both have to talk andlisten and talk and listen and
(19:50):
be.
I think it goes to alignment atthe end of the day.
Speaker 1 (19:54):
I think you can take that, too, though, and flip it
Benji and I kind of werechatting about this just off air
a few weeks ago is sometimes,too, as the employee is
understanding what, like, thetwo of you deal with, and I
think sometimes that's why Ijust like this podcast is
important and having that samedialogue, like sometimes I think
(20:17):
people just see you as like,well, their owners are doing
this, they have this, they getto do these things, they, they
can come and go, but I don'tthink sometimes them
understanding the stress and thedecisions and the things that
you have to make as an owner.
I think sometimes doing thattoo, you're talking about asking
questions and you guys tell meif I'm wrong on this, but I feel
like, as the employee, beingable to do the same things with
(20:38):
you and having that opendialogue not as a way to be
disrespectful or, you know, diveinto things that maybe I don't,
I shouldn't have any businessknowing, but knowing those
things allow me to be like man.
I really need to take a stepback and realize okay, so Benji
and Brady are dealing with this,or you know, like my, my pastor
and my creative pastor, likethey deal with this.
(20:58):
There's things that I may notsee, that go on.
To get to that, to get to thosedecisions or those things that
are done.
So for me, as the employee I'vealways felt like that's
important to the culture is tosay, hey, like I want to buy in,
let me know what, what you'redoing and what you're working on
.
So that way I kind of know like, all right, I, I need to, I
(21:20):
need to cut some slack, I needto, I need to let them like hey,
they're dealing with this,they're.
You know, for you you'rehandling one person, you know I
think you're handling just me,but you're handling 220 other
people.
Speaker 3 (21:32):
So yeah, and and again.
To sum this part up with havingyour team ask questions, that
does create the engagement.
But I will say I love thisquote in the book and it says he
who talks the most loses.
So just because you let yourteam ask questions and all, and
you're creating that engagement.
(21:52):
The third point is to involvethem.
It gives them ownership.
Now I will preface by sayingthat you do want.
You do want ideas from yourteam.
You do because everyone comesfrom a different perspective,
but that doesn't mean businessowner or manager, that you have
to do all of those things.
There are times where uh Bradytalked about this a few episodes
(22:15):
ago where we were doing our uh,our core value readjustment and
we were going from 10 to wewere I don't know what it was 20
down to 10, down to 7.
3,700.
Yeah, and he was like he saidyou know what?
No, I'm not doing that.
And then he finally goes maybewe should.
So there are times where thatcan play to our advantage, to
help us.
(22:36):
But again, encourage teamparticipation in the
decision-making.
It does build ownership, brady.
You got an example of thatrecently.
We've done.
Speaker 2 (22:46):
No, I think that's a really good example.
I mean us as leaders.
I think what's a little bitfreeing is if you have a really
good team around you, then youdon't necessarily have to come
up with all of the solutions.
We've talked about workinggenius on the podcast before,
(23:07):
and working genius is a greatexample of this.
As a leader, we can come upwith okay, here's the challenge
and here's the thing that needsto be solved.
So let's solve this thingtogether.
Now, at the end of the day, theleader's got to make the
ultimate decision.
But where ownership comes inand you get a lot of buy-in from
the team is hey, I had a sowhen we went from 4,700 core
(23:31):
values to 22, to 10, to 7, it'snow the team owns that better
because they had buy-in andsolutions into trimming those
down to the seven that we haveright now.
Speaker 3 (23:45):
Yeah, yeah.
And we've seen tremendous, asyou said, we've seen people are
starting to because they haveownership, they created the
buy-in.
They're using those in socialposts around the office they're
talking about.
I mean one of our core valuesis extreme ownership.
It's right there and so they'reusing it.
Sorry, adam, I mean one of ourcore values is extreme ownership
.
It's right there and so they'reusing it.
Sorry, adam, I didn't mean tocut you.
Speaker 1 (24:06):
No, that's what I'm saying.
I think, too, that's one of thethings I've always loved about
the ServPro system and then,obviously, because I'm part of
team Wilson, I feel like we dothe best job at it.
But one of the things I'venoticed is an overwhelming theme
in the Serpro system isownership in your team.
Like I mean, just take a coupleof your big teams that you see,
(24:28):
like the people that work forTeam Dobson they're always
posting about I am Team Dobson,or I am Team Wall or I am Team
Bissett these are all teams inthe Serpro system are owners,
but they do the same thing.
I am part of team Wilson, andso I think that's neat to see.
Yeah, it may be your owner'sname, you know, whatever it is,
(24:55):
whoever owns that entity.
But I think something that isan overwhelming theme is,
because it's a franchise systemis having ownership to a point
of saying like, hey, this is whoI am.
Not only do I bleed green, butI'm I'm my team color, I am my
team, any town or any name,whatever it is, and I think
something that's that that youguys have done well is to say,
hey, this is what we're tryingto do as an ownership to help
(25:18):
our overall team Wilson family,not just your you know your
immediate family, but yourextended family, which is your,
your staffing.
Speaker 3 (25:27):
Yeah, and again, we'll kind of sum this, this
part up, but involving the teamcreates ownership.
There was a quote in the bookit talked.
It said excellent leadersprevent blind spots by making
concerted efforts to keep intune with the realities of their
employees.
So get that buy-in.
It creates ownership.
Moving to the fourth onemeasure results, which creates
(25:47):
accountability.
We do this all the time, brady.
One of our core values datawins.
Data drives decisions.
Yeah, it does.
And metrics that track yourprogress and hold the team
accountable.
Now, brady, I'll let you touchon this for just a second, but I
think you would agree thatsometimes we can have too many
metrics in a business, that thisbecomes noise.
(26:10):
So touch on that for just aminute.
Speaker 2 (26:14):
Yeah, I think that number one is think about going
to your favorite sporting eventis think about going to your
favorite sporting event, okay,and you look up and the game's
going well and there's a lot ofcompetition, but there's no
scoreboard.
Yeah, I mean, that's probablyfor most of us.
It's like, yeah, why are wehere?
(26:35):
We want to see somebody win.
So in business, it's the sameway as having a scoreboard, a
scorecard, something like that,and so and I won't get into the
details but it's really twodifferent things and we actually
talked about this recently as aleadership team is, you know,
kpis and KPMs.
A lot of people get these mixedup and they think they're the
(26:57):
same thing.
They're really not, because aKPI is an indicator.
They think they're the samething.
They're really not, because aKPI is an indicator Okay,
(27:18):
no-transcript, that's anindicator of I need to do
something.
And then, conversely, kpms.
So the KPI is like windshield,I'm looking out, where am I
going, do I need to adjust?
And KPM is a differentadjustment, but through the
rearview mirror.
So it's the metrics that arelooking back to say, okay, what
(27:40):
is the score?
Let me look up.
Okay, it feels like we're doinggood, but let me look up yeah,
we're winning, so this is good,or we're losing, we need to
adjust.
I think that's really how we,when we start measuring results,
that's what we look at.
Speaker 3 (27:52):
Yeah, for sure.
And again, obviously everyoneknows you have different metrics
in your company, adam.
You guys, I'm sure, have themin your church with guests or
whatever else.
Speaker 1 (28:02):
We're working on it.
Speaker 3 (28:03):
We're working on it, yeah, and see, that's the thing
is, what gets measured gets done.
So maybe it was a topic thatcame up from a meeting.
You bought ownership from anemployee.
They had an idea.
Whatever, measure that, andthen I'll say this the fifth
thing is to appreciate people.
It creates commitment and Ithink this is probably the one
(28:27):
that hit home the most with mewhen I read this book was just
to say thank you for what theydo.
Yeah, you can give rewards outwe do things like that but just
to recognize them and appreciateteam efforts deepens the
commitment.
Brady, talk about our corevalues.
You don't have to go intodetail about them, but what have
(28:49):
we done to appreciate peoplethat have shown that they're
like man.
They really do care about whatI'm doing and how I'm doing and
what you're doing with Coffeewith the CEO?
Speaker 2 (28:59):
Again, for those listeners that may be tuned in,
yeah, I mean, we're just we'retrying to listen to the people
and so we, when we, when westarted doing the core values or
relaunching the core values, we, we started back this thing
called coffee with the CEO andjust sitting down with a group
of four to five people andreally listening to them,
allowing them to have a voice,like we want to.
(29:20):
We want to hear, like what'sgoing well, what's not, but also
, uh, and as a part of that iswe don't start with, hey, what
do we need to do to get better?
We don't start with that.
We start with what do you guysfeel like is going well in the
organization and it and it getsthat, that positive spin, and so
(29:41):
we can help to appreciatepeople.
And, just being honest, that'snot my strongest suit and I have
to recognize that from time totime.
I was even in a meeting theother day and I was actually
surprised by what I said,because one of our leaders was
like, hey, we need to make surewe're doing this and this and
(30:01):
tweak this.
And I'm like, look, don'tdisagree, yes, we need to do
that, but we actually had agreat month last month, like,
let's, let's, before we do thatwhich we need to, but let's,
let's get with the team, let'spause and reflect and say guys,
you guys did an incredible job,whatever department that it was,
(30:23):
but you guys did an incrediblejob.
An order to keep doing that,now let's tweak these things.
So we, we, we motivated firstby that thankfulness and
appreciation.
Yeah.
Speaker 1 (30:37):
Adam.
Speaker 2 (30:38):
No.
Speaker 1 (30:38):
I, you know that's one of the things that um, that
I've really enjoyed about.
Where we're at Um, I meanobviously again, totally
different industry.
You know we're not 24 hours, 24hour restoration, things like
that.
But one of the things that umpastor Jeremy's done for us is
like, like this week, like we gononstop, yeah, from Christmas
(31:00):
to Easter, and you don't thinkthat people are like it's a
church, like how does that?
Like they don't, it's likewe've talked about, they don't
understand the behind the scenes.
Like we jump from Christmas,like I came in at a tough time,
we came in right a few monthsbefore Christmas.
We're rolling for Christmas,rolling into Easter.
We have summer camp, summer,you know, vbs or whatever the
church calls all these things.
(31:21):
We run nonstop.
And like this week, we, thechurch has closed the week of
July 4th and like this week, wethe church is closed the week of
July 4th.
It's just a way for PastorJeremy to say, hey, y'all have
done a lot, rest, like, justrest.
Like don't work, don't doanything.
The church won't fall apart ifwe don't post anything.
He's told me that before he waslike Adam, it'll be OK.
(31:42):
Yeah, you're fine, and sothat's been a big thing that's
allowed us to, and you know Iactually posted something on my
personal social media the otherday.
We took a night, took the girlsto a ballgame.
You know, I think we ran intoyou guys, you and the kids,
benji.
You know it was just a night,normally we wouldn't have that.
(32:03):
Just having these moments I'vebeen able to do things with the
girls this summer, but I justhaven't in the past just because
of the busyness or things goingon, and so that's some of the
things that has been great forme as an employee is taking
those Because I know when we getback next week we're back to
school.
(32:23):
We got fall events men's night,women's night, fall retreat
it's just non-stop, it neverends.
And I'm one video guy.
We're not a church that has anentire media team.
Yeah, we can split it.
I mean, we're working towardthat.
We're not there yet.
So, um, and I think for me, Ithink that's the cool thing is
that find out what works for you, for your, for your
(32:45):
organization, for your people.
Um, for me it's rest like hey,yes, I love bonuses, I love all
this stuff.
Honestly, I just enjoy thedowntime.
That's my refiller.
I am a I jokingly say I'm anintroverted extrovert.
If the two of you said, adam,we need you to talk to the
company, I'll do it.
It ain't gonna bother me, I'lldo it whatever it is.
But I'm also, I have no problemjust being behind the scenes
(33:08):
and doing nothing.
So I think that shows too islike find out what works for
your organization, what peoplelike, like what.
What makes them feel, um, feellike you.
You see their value, because Ithink that's something that's a
big part.
I think we're moving to thatculturally.
Is that people just?
I mean, I think people willwork to the or work to the their
(33:29):
fingers to the bone if theyjust know they're working for
somebody that sees it andappreciates it.
That's right.
Speaker 3 (33:35):
That's exactly right Again for our listeners out
there.
Just a couple of key takeawaysfor you.
Personal reliability is thefoundation of effective
leadership.
Don't forget the five coachinghabits Again.
If you haven't read the book,the five coaching habits of
excellent leaders by Lee colonand Julie Davis colon, I
encourage you to get it.
You can get it on Amazon, youcan get it wherever you can find
(33:57):
audio books as well, but theyare explaining expectations, ask
questions, involve your team,measure the results and
appreciate people, and I lovethe order that these were put in
Brady, when I was thinkingthrough this topic, I thought,
man, that kind of lines up withour core values, you know, if
you think about it.
(34:17):
So this drives team alignment,engagement, ownership,
accountability and, mostimportantly, commitment from
your team, and by consistentlyapplying these habits, you
foster a culture of trust andhigh performance.
Well, we just want to say thankyou all again for tuning in
today.
If you don't know how to get intouch with us, you can always
(34:39):
look at higheruppodcastcom.
We're on social platforms atHigher Up Podcast Would
appreciate you all checking thatout and sharing this and
applying it, maybe not just toyour business, but to others out
there that may be looking foran opportunity as well and, as
we always say, go out and chooseto live a higher up life.
See you next time.
benji, brady, we are backwards.
It feels good.
We're all back in the studiotogether.
You guys have been so busy.
There's been so much going on.
Y'all have had a lot going onthe office.
Obviously it's summer, familytrips are going on, things are
happening, but I'm excited tofinally sit down with you.
Benji.
(00:35):
I feel like I've talked to youmost of summer.
Brady the phillies the firsttime I've seen you in like four
weeks.
Speaker 2 (00:39):
So that's not.
Speaker 1 (00:41):
That's not 100, true, but we'll go with it I did run
into you very quickly in theoffice, but you were busy.
So the family is back together.
So, but back in action.
So we're excited to jump backin.
We've been, you know.
Obviously we're rocking inseason three.
Things are going good.
You know, we had that littlebit of a fumble on the last one.
(01:04):
We had to make some changes.
We recorded the episode.
Some things got crazy withy'all's schedule, so Benji and I
jumped in there and just didsomething.
So we didn't have this longbreak.
We had already taken you know,we took May off and we were
trying to keep you guysentertained.
Keep here thinking that wehadn't disappeared again.
We've already done that once.
(01:24):
So we back.
I didn't want to happen again.
We back.
Speaker 3 (01:27):
Well, today we're going to be talking about some.
Basically, there's a book outthere called the Five Coaching
Habits of Excellent Leaders andhow we can create the
reliability advantage for ourteam, and I thought it'd be cool
to kind of go back in time whenwe were all kids and our
coaches that we might have hadgrowing up.
(01:47):
Is there with either of youguys?
Is there a specific coach thatcomes to mind that you had
growing up that might havetaught you a life lesson or
something you kind of you goback in your mind, you're like
man that makes total sense whythey said it that way.
Now either one of you havesomething like that.
That makes total sense why theysaid it that way.
Speaker 1 (02:03):
Now either one of you have something like that man.
I'll tell you right now for me.
I was very fortunate to playfootball at Huntington college.
It's out in Montgomery, alabamaand old Cloverdale is an old
school, but coach CharlieGoodyear was my line.
Charlie Goodyear, no, he didnot make tires, yet he did make
(02:26):
a lot of good jokes toward mewhen I played.
I'm not saying that I was thebest player uh, I was.
I played second string tightend, so at least I saw some
action on the field.
Wasn't the greatest player inthe world, but got to play um.
But man, um.
I've never had anybody talk tome the way that he did I'm.
I don't think I've ever heardpeople string together the
(02:49):
language that he's strungtogether but you say any of that
language on here, adam, Icannot.
I cannot family show, familyshow, we can.
I just it was very poetic, if Ican say it that way, um, but he
, uh, he did make a big impact.
Uh, one of the things that Istill I tell people today you
(03:09):
know to to be on time is to belate.
To be early is to be on time.
He used to always tell us ifyou're walking in, if we have a
meeting at 8am, and you'rewalking in at eight o'clock,
you're running laps.
Speaker 3 (03:23):
You were probably the guy that if you were late, you
were throwing up in the trashcan.
Is that what you're telling us?
Speaker 1 (03:29):
Yeah, so he did that, so he had a big impact.
And then, just, you know,obviously I felt like some
generational things have changed.
I felt like I come from thegeneration where, man, you just
grind it out Like I don't even,yeah, um, man, I, I think, brady
, you can go back and look I Idon't think I had any, if
anything, sick days.
Um, when I was working with you, I, just you, just I felt like
(03:52):
I feel like that came from him.
Hey, suck it up things, gottaget.
Suck it up buttercup, yeah, andyou grind it out, um, but I
mean, he, he taught me a lot ofjust hard work.
You know, nothing comes easy.
You got to put in the time inthe gym, on the field, hot days
in Alabama August in summer camp.
Man, he, just, I think I wouldsay a lot of the reasons that I
(04:15):
have, the traits that I do interms of working, probably come
from those years that I playedfootball there.
Speaker 2 (04:22):
Oh yeah.
So, Adam, I know you said hedidn't make his name was
Goodyear, he didn't make tires,but it sounds like he got a lot
of good traction.
Oh wow.
Speaker 1 (04:33):
There it is.
Speaker 2 (04:37):
That dad joke.
No, I mean, that's a goodquestion, Benji.
I was thinking about coaches.
I didn't play football.
I was not good at football.
I think I actually went to atleast one spring training one
time.
I didn't even last the full twoweeks I didn't play football,
but I did play basketball.
You and I did.
Both had lots of good coaches.
I remember one coach his namewas coach killian and um.
(05:00):
He was a military guy so very,and he was a military guy so
very, adam, kind of like whatyou were talking about, coach
Goodyear, I mean just.
And we went to a Christianschool and he still used some of
that same language and you know.
But the habits that he taughtus and man, I remember even some
(05:20):
of the summer workouts werejust brutal.
Oh yeah, brutal.
But in thinking about all ofthe coaches, I think some of the
things that I go back to iswhat are some of the things that
they taught us?
And I think, as a general theme, is, most of the good coaches
(05:42):
taught us at the beginning andin fact I told this story to
some of our team yesterday isgoing back to the fundamentals.
So when we started out theseason, we started practicing.
We were like, hey, we want tohave fun, let's scrimmage, let's
do this, let's do that.
And they're like and the goodcoaches said, nope, we're going
(06:03):
to dribble, we're going to passthat.
And they're like the goodcoaches said, nope, we're gonna
dribble, we're gonna pass, we'regonna do suicides, even though
we probably can't call that thatanymore but run, you know, run
laps, run lines, guys, run lines.
There you go, um, you knowwe're gonna, we're gonna
practice layups, we're gonnapractice free throws.
And we're like, golly, why dowe keep having to do all this
stuff?
(06:23):
But and we did that for monthsand then we got to scrimmage and
have fun, but we, we did a lotbetter because we got back to
the fundamentals and so I think,from a coaching standpoint even
reminding your teams of whatare those fundamentals that we
need to be focused on right now,so that we can, you know,
(06:46):
reflect on on where we're at andjust get better at the simple
stuff.
So that's what I remember.
Yeah, go ahead.
Speaker 1 (06:52):
Edwin, I was going to say I think a lot of that stuff
translates.
We do that, our coaches teachus those things and it
translates into the things we do.
I mean, brady, when we firststarted the tactical and every
week we had to go through andsay what our goals were and
where we were, I'll be honest,I'm like this is ridiculous.
I was like I know I asked forthis, I wanted the weekly
(07:12):
meeting, I want to do thesethings, and I used to think I
got to sit down and I got tomake sure I have.
But you know what it made meintentional one completing those
things.
And then, even now, we're goingthrough our evaluation process
just because of the way that ourfinancial calendar works at the
church and one of the questionsit asks is how do we get better
as a team?
And I took the principles thatyou were doing.
(07:33):
I said we need to be doing this, we need to be sharing where
each other's at, we need to besharing what we're doing.
Yes, there needs to be a levelof discipleship, but I was like
I just this is me.
I feel like this isintentionality and it's like you
said.
It's these small things thatyou're like.
Why am I doing this?
Why do I but that that threeminutes that you made us?
(07:57):
Hey, I straight out what areyou doing?
How are you at, where you'renot getting into the weeds.
But it taught you to reallyfocus on that and then be able
to say all right, I have to tellthe team how I'm doing in a way
that doesn't drag on.
Yeah.
Speaker 3 (08:08):
Yeah, and I would say with Brady too.
Mine was coach Spiller.
He remembers him back in theday.
Same concept, kind of a I would.
I don't know if he was ever inthe military, but he had kind of
a military drive to him.
But the one thing that Iremember about coach Spiller is
he always, no matter what kindof you know uh systematic
(08:28):
approach.
We went through with thefundamentals Brady was talking
about, but he always, at the endof practice, he would huddle us
up together and he would sayguys, I love you all.
You can do this, it's okay, itis hard work, but the hard work
pays off in the end.
It will help you get where wewant to go as a team.
So the reason this book came upwe were when our dad was always
(08:52):
big on reading books growing up,and of course I don't.
I haven't read that many books.
I'll be 100 percent honest witheveryone out there but I've
read.
I've read more recently.
I won't say that I enjoy it,but I'm making myself have to
enjoy it, right, and I rememberwhen, when our dad passed uh and
I was over at the office and Iwas cleaning his office out, he
(09:16):
had always told Brady and I readbooks.
It will help you gain knowledge.
Read books, it will help yougain knowledge.
Brady got it.
I didn't, but I will say thisbook was one of those books that
I found in a drawer and Iopened it up and I thought, man,
this thing is like really small, but it had huge print.
I said you know what?
I'm going to give this thing atry.
(09:36):
And I read it and what it?
What it came out of was thesefive coaching fundamentals and
from a from a coachingstandpoint.
Guys, if we could flip thescript now we're coaches in
everything that we do.
Um, you know, if I could askyou one question, all right,
what is the importance ofleaders being personally
(09:59):
reliable before coaching others?
How would you, how would you,explain that to someone?
Speaker 2 (10:07):
well, I mean, I think it goes back to one word is
trust.
You know, the people, thepeople that are following us I
mean we've talked about thisbefore is more is caught than
taught, yeah, so, kind of likewith our kids, we can say do
this, but when they see us dosomething different than what we
said to do, they're probablygoing to gravitate toward the
(10:28):
things that we did.
That's right what we, what wesaid.
So I think it's.
I think it's trust, and trustis a.
I mean, if you listen to anyleadership podcast out there
right now, the number one thingwhether it's a pastor, whether
it's a CEO, whether it'swhatever is trust is a big deal.
And I think the organizationsthat are thriving are the ones
(10:49):
that truly trust their leader,because when you trust your
leader, you're going to followthat leader.
Yeah, yeah.
Speaker 1 (10:57):
I agree, adam.
Yeah, I hate that he stole mine.
I'm very upset that was goingto be mine, sorry.
I do agree because I don't likesaying that a leader should I
should have done something thatthey should have done.
And I say that because I mean,like Brady, when you left me,
that would be like me tellingyou, well, you, you should have,
(11:17):
you should have filmed andedited a video.
That's not who you are.
I don't want to run a company,so I, you know.
I feel like that's what a lotof people say.
First, I like well, I shouldnever ask somebody to do
something I haven't done.
I'm like, to an extent, yes,because the skill set is
different.
What I feel like for me is thatI should never ask someone to
do somebody something thathasn't been thought through.
(11:39):
I shouldn't ask to do somethinglike I don't ever want to tell
our team hey, I need you just togo do this right, like I want
to talk to him.
Hey, this is the reason, thisis why it'll be that way.
This is.
I feel like this is the outcome, this is our, this is our ROI
from it, whether that'sfinancial, you know, growth,
whatever that is, but I, I feellike you have to have that trust
(12:00):
as well and and that's likewhat I try to build right now
I'm working on that with mymedia team is is training them
and I want them to feel likethey're, they're growing from
something like I don't want toever feel like I'm just the guy
that does it.
If I can't provide value to them.
I want to always be able to dothat.
I mean, I felt like the pasttwo years when I was working on
(12:21):
you, brady, I got a lot of valuefrom our one-on-ones.
I got a lot of value on justlearning how to handle things
and learning how to handlestress and how to handle anger
and how to handle like whenthings don't go my way and
emotion, because you're I don'tfeel like you're as an emotional
person, obviously, as I am, butthose were things that I felt
like you kind of helped me learnto control and as a leader, I
(12:43):
want to be able to do that forfor my team.
Like, what can I help them?
Because eventually, eventually,if they're going to be better
at something I don't alwaysexpect them to be here, but if
they're going to go do something, I would love to think, hey, I
had a small part to play, like Ihope I helped them do something
they thought they couldn't do,yeah, and both of you, exactly
(13:06):
what the book talks about.
Speaker 3 (13:08):
That leadership is an inside job, and what we're
talking about is we have to beself-aware, and Brady said it as
well Integrity, trust.
You know we have to give thatso that we can get that.
So let's, let's go through thefive coaching habits real quick.
The first one is to explainexpectations and alignment.
So, brady, we do this in ourcompany a lot For those of you
(13:31):
listening out there uh,clarifying the goals, the plans,
the roles and the rewards,because we want to make sure
that we emphasize that as well,because that lines our teams up.
Give us an example of how weexplain the expectations, and
it's not just a one-time thing,it's a multi.
You know you have to constantlycontinue to do that how we're
(13:53):
aligning our team together.
Speaker 2 (13:56):
Yeah, I think it's two things I mean, especially
when you're well, I guess itreally doesn't matter if you're
a small organization or a largeorganization.
I think number one it comesdown to two words, called
organizational clarity.
And so organizational clarityis a lot of times we, as leaders
, we know what we want, but wedon't always explain clearly
(14:22):
what we want, or we explain itonce and expect our team to
retain it and it just doesn'twork.
And um and so thatorganizational clarity is set,
the goal, set the vision.
You know, we, we've talkedabout strategic plans and all
all that stuff, but you have to,I mean, even even monday, um,
(14:46):
we in our, in our tacticalmeeting, as adam was talking
about earlier, it's, you know,it's halfway through the year,
is gone, so, and we're probablygoing to have an episode here in
the next couple months, maybein the next month, called
Halftime to Adjust or Not toAdjust.
That is the question.
Yep, you know, because wepulled out the old strategic
(15:08):
plan and said, okay, here's whatwe said in December.
We've gone through the firsthalf of 2025.
Do we need to make anyadjustments or do we need to
keep it the same?
Because six months in ourbusiness is like three years, oh
yeah, for sure, you know.
So there's a lot that's goingon.
So I think, organizationalclarity and along with that and
we've talked about this on theshow before.
(15:29):
But each leader is the chiefreminding officer, and so that
chief reminding officer is whereyou keep saying it and saying
it, and saying it, and saying it, and then you ask good
questions to see if the team isresponding and if they're
responding back with what you'vemade, what you've made clear,
(15:51):
then you got it.
Speaker 3 (15:52):
Yeah.
Speaker 2 (15:53):
That's the, that's the golden nugget right there.
Speaker 3 (15:55):
So he, he just got.
I know it's funny about that.
So just hold on a minute.
Go ahead, adam, go ahead.
Oh sorry, all good.
Speaker 1 (16:01):
All good, I was gonna say what's funny about what you
were talking about, though.
Right, you're talking about,you know, taking that time to
look at it.
It's funny.
I don't know if I ever told youthis, but that, right there,
that principle is exactly whatmade me make a career change
last year, because you broughtthat up to us and I remember,
(16:22):
sitting in tactful, you broughtit up last year and you said you
were just asking have we donewhat we want to do?
Are we doing what we want to do?
And you were asking differentquestions and I'm sure you
didn't mean it that way, but inmy head I'm like, no, I want to
be done.
Yeah, I was not asking you toleave, adam.
(16:46):
Am I creating?
Am I being able to use it?
Am I doing the things that Iwant to be able to do?
Am I making an impact?
Um, you know spiritually, youknow commercially.
So it was just kind of funny.
You were meant as soon as yousaid that it triggered Cause.
I remember I think I actuallymay have mentioned it, uh when I
sat down to talk to you aboutmaking the transition, but I was
also an emotional person duringthat, so, but yeah, you were
(17:08):
just.
I remember that.
Speaker 3 (17:10):
Well, to finish this first point up, remember this as
, as Brady and Adam bothmentioned, the lack of clear
expectations is the most commonreason for performance problem.
Brady, I'll let you quote it,but dad used to tell us the
seven P's of success what?
Speaker 2 (17:28):
were they Seven P's prior.
Proper planning preventspitiful poor performance.
Speaker 3 (17:33):
And I tell you it lines up exactly with this If
you set up the expectationsright.
Some people do change out oneof the P's.
Yeah for sure.
Yeah, we're going to use hisversion.
But if you set expectationsright, it will align the company
.
And then, moving into thesecond one, okay, as Brady kind
of alluded to ask questions, itinvolves engagement in your team
(17:56):
, because if you can create thisopen dialogue with your team
members and let them have we'regoing to talk about this in a
second buy-in to what you'retrying to accomplish open
dialogue, brady, why don't youjust kind of dive into that just
a little bit more?
I know you started to a secondago.
Speaker 2 (18:14):
Yeah, Well, I mean, I think we as human beings, how
often have you been in aconversation with somebody?
You're talking to them and youknow that, instead of them
actually listening to you,they're already formulating
their response.
So that's not a conversation,and so I think, from both a
(18:38):
leadership perspective and thosethat you're leading, is and I
think you'll probably go intothis here in a minute but it's
about good listening.
Yeah, you know, our dad used totell us that we have two ears
and one mouth, so God must havewanted us to listen twice as
much as we speak.
There's a book that I read yearsago and we have one of our
(19:01):
leaders that actually teachesthis to some of our teammates
called the Seven Habits ofHighly Effective People by
Stephen Covey, and one of theprinciples in there he says seek
first to understand beforebeing understood.
And so what that really meansis you know, Adam, I don't know
(19:25):
everything about the creativeworld, as you were talking about
earlier, but if I don't seekfirst to understand and
appreciate what those things are, then I can't really lead you
effectively to understand whatyou're going to be doing on a
day-to-day basis.
Number one.
Number two take the vision thatwe've set as an organization,
and how does that piece fit intothat vision?
So we both have to talk andlisten and talk and listen and
(19:50):
be.
I think it goes to alignment atthe end of the day.
Speaker 1 (19:54):
I think you can take that, too, though, and flip it
Benji and I kind of werechatting about this just off air
a few weeks ago is sometimes,too, as the employee is
understanding what, like, thetwo of you deal with, and I
think sometimes that's why Ijust like this podcast is
important and having that samedialogue, like sometimes I think
(20:17):
people just see you as like,well, their owners are doing
this, they have this, they getto do these things, they, they
can come and go, but I don'tthink sometimes them
understanding the stress and thedecisions and the things that
you have to make as an owner.
I think sometimes doing thattoo, you're talking about asking
questions and you guys tell meif I'm wrong on this, but I feel
like, as the employee, beingable to do the same things with
(20:38):
you and having that opendialogue not as a way to be
disrespectful or, you know, diveinto things that maybe I don't,
I shouldn't have any businessknowing, but knowing those
things allow me to be like man.
I really need to take a stepback and realize okay, so Benji
and Brady are dealing with this,or you know, like my, my pastor
and my creative pastor, likethey deal with this.
(20:58):
There's things that I may notsee, that go on.
To get to that, to get to thosedecisions or those things that
are done.
So for me, as the employee I'vealways felt like that's
important to the culture is tosay, hey, like I want to buy in,
let me know what, what you'redoing and what you're working on
.
So that way I kind of know like, all right, I, I need to, I
(21:20):
need to cut some slack, I needto, I need to let them like hey,
they're dealing with this,they're.
You know, for you you'rehandling one person, you know I
think you're handling just me,but you're handling 220 other
people.
Speaker 3 (21:32):
So yeah, and and again.
To sum this part up with havingyour team ask questions, that
does create the engagement.
But I will say I love thisquote in the book and it says he
who talks the most loses.
So just because you let yourteam ask questions and all, and
you're creating that engagement.
(21:52):
The third point is to involvethem.
It gives them ownership.
Now I will preface by sayingthat you do want.
You do want ideas from yourteam.
You do because everyone comesfrom a different perspective,
but that doesn't mean businessowner or manager, that you have
to do all of those things.
There are times where uh Bradytalked about this a few episodes
(22:15):
ago where we were doing our uh,our core value readjustment and
we were going from 10 to wewere I don't know what it was 20
down to 10, down to 7.
3,700.
Yeah, and he was like he saidyou know what?
No, I'm not doing that.
And then he finally goes maybewe should.
So there are times where thatcan play to our advantage, to
help us.
(22:36):
But again, encourage teamparticipation in the
decision-making.
It does build ownership, brady.
You got an example of thatrecently.
We've done.
Speaker 2 (22:46):
No, I think that's a really good example.
I mean us as leaders.
I think what's a little bitfreeing is if you have a really
good team around you, then youdon't necessarily have to come
up with all of the solutions.
We've talked about workinggenius on the podcast before,
(23:07):
and working genius is a greatexample of this.
As a leader, we can come upwith okay, here's the challenge
and here's the thing that needsto be solved.
So let's solve this thingtogether.
Now, at the end of the day, theleader's got to make the
ultimate decision.
But where ownership comes inand you get a lot of buy-in from
the team is hey, I had a sowhen we went from 4,700 core
(23:31):
values to 22, to 10, to 7, it'snow the team owns that better
because they had buy-in andsolutions into trimming those
down to the seven that we haveright now.
Speaker 3 (23:45):
Yeah, yeah.
And we've seen tremendous, asyou said, we've seen people are
starting to because they haveownership, they created the
buy-in.
They're using those in socialposts around the office they're
talking about.
I mean one of our core valuesis extreme ownership.
It's right there and so they'reusing it.
Sorry, adam, I mean one of ourcore values is extreme ownership
.
It's right there and so they'reusing it.
Sorry, adam, I didn't mean tocut you.
Speaker 1 (24:06):
No, that's what I'm saying.
I think, too, that's one of thethings I've always loved about
the ServPro system and then,obviously, because I'm part of
team Wilson, I feel like we dothe best job at it.
But one of the things I'venoticed is an overwhelming theme
in the Serpro system isownership in your team.
Like I mean, just take a coupleof your big teams that you see,
(24:28):
like the people that work forTeam Dobson they're always
posting about I am Team Dobson,or I am Team Wall or I am Team
Bissett these are all teams inthe Serpro system are owners,
but they do the same thing.
I am part of team Wilson, andso I think that's neat to see.
Yeah, it may be your owner'sname, you know, whatever it is,
(24:55):
whoever owns that entity.
But I think something that isan overwhelming theme is,
because it's a franchise systemis having ownership to a point
of saying like, hey, this is whoI am.
Not only do I bleed green, butI'm I'm my team color, I am my
team, any town or any name,whatever it is, and I think
something that's that that youguys have done well is to say,
hey, this is what we're tryingto do as an ownership to help
(25:18):
our overall team Wilson family,not just your you know your
immediate family, but yourextended family, which is your,
your staffing.
Speaker 3 (25:27):
Yeah, and again, we'll kind of sum this, this
part up, but involving the teamcreates ownership.
There was a quote in the bookit talked.
It said excellent leadersprevent blind spots by making
concerted efforts to keep intune with the realities of their
employees.
So get that buy-in.
It creates ownership.
Moving to the fourth onemeasure results, which creates
(25:47):
accountability.
We do this all the time, brady.
One of our core values datawins.
Data drives decisions.
Yeah, it does.
And metrics that track yourprogress and hold the team
accountable.
Now, brady, I'll let you touchon this for just a second, but I
think you would agree thatsometimes we can have too many
metrics in a business, that thisbecomes noise.
(26:10):
So touch on that for just aminute.
Speaker 2 (26:14):
Yeah, I think that number one is think about going
to your favorite sporting eventis think about going to your
favorite sporting event, okay,and you look up and the game's
going well and there's a lot ofcompetition, but there's no
scoreboard.
Yeah, I mean, that's probablyfor most of us.
It's like, yeah, why are wehere?
(26:35):
We want to see somebody win.
So in business, it's the sameway as having a scoreboard, a
scorecard, something like that,and so and I won't get into the
details but it's really twodifferent things and we actually
talked about this recently as aleadership team is, you know,
kpis and KPMs.
A lot of people get these mixedup and they think they're the
(26:57):
same thing.
They're really not, because aKPI is an indicator.
They think they're the samething.
They're really not, because aKPI is an indicator Okay,
(27:18):
no-transcript, that's anindicator of I need to do
something.
And then, conversely, kpms.
So the KPI is like windshield,I'm looking out, where am I
going, do I need to adjust?
And KPM is a differentadjustment, but through the
rearview mirror.
So it's the metrics that arelooking back to say, okay, what
(27:40):
is the score?
Let me look up.
Okay, it feels like we're doinggood, but let me look up yeah,
we're winning, so this is good,or we're losing, we need to
adjust.
I think that's really how we,when we start measuring results,
that's what we look at.
Speaker 3 (27:52):
Yeah, for sure.
And again, obviously everyoneknows you have different metrics
in your company, adam.
You guys, I'm sure, have themin your church with guests or
whatever else.
Speaker 1 (28:02):
We're working on it.
Speaker 3 (28:03):
We're working on it, yeah, and see, that's the thing
is, what gets measured gets done.
So maybe it was a topic thatcame up from a meeting.
You bought ownership from anemployee.
They had an idea.
Whatever, measure that, andthen I'll say this the fifth
thing is to appreciate people.
It creates commitment and Ithink this is probably the one
(28:27):
that hit home the most with mewhen I read this book was just
to say thank you for what theydo.
Yeah, you can give rewards outwe do things like that but just
to recognize them and appreciateteam efforts deepens the
commitment.
Brady, talk about our corevalues.
You don't have to go intodetail about them, but what have
(28:49):
we done to appreciate peoplethat have shown that they're
like man.
They really do care about whatI'm doing and how I'm doing and
what you're doing with Coffeewith the CEO?
Speaker 2 (28:59):
Again, for those listeners that may be tuned in,
yeah, I mean, we're just we'retrying to listen to the people
and so we, when we, when westarted doing the core values or
relaunching the core values, we, we started back this thing
called coffee with the CEO andjust sitting down with a group
of four to five people andreally listening to them,
allowing them to have a voice,like we want to.
(29:20):
We want to hear, like what'sgoing well, what's not, but also
, uh, and as a part of that iswe don't start with, hey, what
do we need to do to get better?
We don't start with that.
We start with what do you guysfeel like is going well in the
organization and it and it getsthat, that positive spin, and so
(29:41):
we can help to appreciatepeople.
And, just being honest, that'snot my strongest suit and I have
to recognize that from time totime.
I was even in a meeting theother day and I was actually
surprised by what I said,because one of our leaders was
like, hey, we need to make surewe're doing this and this and
(30:01):
tweak this.
And I'm like, look, don'tdisagree, yes, we need to do
that, but we actually had agreat month last month, like,
let's, let's, before we do thatwhich we need to, but let's,
let's get with the team, let'spause and reflect and say guys,
you guys did an incredible job,whatever department that it was,
(30:23):
but you guys did an incrediblejob.
An order to keep doing that,now let's tweak these things.
So we, we, we motivated firstby that thankfulness and
appreciation.
Yeah.
Speaker 1 (30:37):
Adam.
Speaker 2 (30:38):
No.
Speaker 1 (30:38):
I, you know that's one of the things that um, that
I've really enjoyed about.
Where we're at Um, I meanobviously again, totally
different industry.
You know we're not 24 hours, 24hour restoration, things like
that.
But one of the things that umpastor Jeremy's done for us is
like, like this week, like we gononstop, yeah, from Christmas
(31:00):
to Easter, and you don't thinkthat people are like it's a
church, like how does that?
Like they don't, it's likewe've talked about, they don't
understand the behind the scenes.
Like we jump from Christmas,like I came in at a tough time,
we came in right a few monthsbefore Christmas.
We're rolling for Christmas,rolling into Easter.
We have summer camp, summer,you know, vbs or whatever the
church calls all these things.
(31:21):
We run nonstop.
And like this week, we, thechurch has closed the week of
July 4th and like this week, wethe church is closed the week of
July 4th.
It's just a way for PastorJeremy to say, hey, y'all have
done a lot, rest, like, justrest.
Like don't work, don't doanything.
The church won't fall apart ifwe don't post anything.
He's told me that before he waslike Adam, it'll be OK.
(31:42):
Yeah, you're fine, and sothat's been a big thing that's
allowed us to, and you know Iactually posted something on my
personal social media the otherday.
We took a night, took the girlsto a ballgame.
You know, I think we ran intoyou guys, you and the kids,
benji.
You know it was just a night,normally we wouldn't have that.
(32:03):
Just having these moments I'vebeen able to do things with the
girls this summer, but I justhaven't in the past just because
of the busyness or things goingon, and so that's some of the
things that has been great forme as an employee is taking
those Because I know when we getback next week we're back to
school.
(32:23):
We got fall events men's night,women's night, fall retreat
it's just non-stop, it neverends.
And I'm one video guy.
We're not a church that has anentire media team.
Yeah, we can split it.
I mean, we're working towardthat.
We're not there yet.
So, um, and I think for me, Ithink that's the cool thing is
that find out what works for you, for your, for your
(32:45):
organization, for your people.
Um, for me it's rest like hey,yes, I love bonuses, I love all
this stuff.
Honestly, I just enjoy thedowntime.
That's my refiller.
I am a I jokingly say I'm anintroverted extrovert.
If the two of you said, adam,we need you to talk to the
company, I'll do it.
It ain't gonna bother me, I'lldo it whatever it is.
But I'm also, I have no problemjust being behind the scenes
(33:08):
and doing nothing.
So I think that shows too islike find out what works for
your organization, what peoplelike, like what.
What makes them feel, um, feellike you.
You see their value, because Ithink that's something that's a
big part.
I think we're moving to thatculturally.
Is that people just?
I mean, I think people willwork to the or work to the their
(33:29):
fingers to the bone if theyjust know they're working for
somebody that sees it andappreciates it.
That's right.
Speaker 3 (33:35):
That's exactly right Again for our listeners out
there.
Just a couple of key takeawaysfor you.
Personal reliability is thefoundation of effective
leadership.
Don't forget the five coachinghabits Again.
If you haven't read the book,the five coaching habits of
excellent leaders by Lee colonand Julie Davis colon, I
encourage you to get it.
You can get it on Amazon, youcan get it wherever you can find
(33:57):
audio books as well, but theyare explaining expectations, ask
questions, involve your team,measure the results and
appreciate people, and I lovethe order that these were put in
Brady, when I was thinkingthrough this topic, I thought,
man, that kind of lines up withour core values, you know, if
you think about it.
(34:17):
So this drives team alignment,engagement, ownership,
accountability and, mostimportantly, commitment from
your team, and by consistentlyapplying these habits, you
foster a culture of trust andhigh performance.
Well, we just want to say thankyou all again for tuning in
today.
If you don't know how to get intouch with us, you can always
(34:39):
look at higheruppodcastcom.
We're on social platforms atHigher Up Podcast Would
appreciate you all checking thatout and sharing this and
applying it, maybe not just toyour business, but to others out
there that may be looking foran opportunity as well and, as
we always say, go out and chooseto live a higher up life.
See you next time.
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