July 21, 2025 • 31 mins
Is It Time for a Halftime Adjustment in Your Business?
At the halfway point of the year, every leader needs to ask: Are we making progress? And more importantly… What needs to change?
In this episode, we examine what it means to lead with clarity and courage when you face a crossroads. We identify the three traps that hold leaders back: feelings like fear, comfort, and ego. We discuss why past success can sometimes block future growth.
You’ll gain a simple yet powerful mindset shift: “Leaders don’t get paid to be right, they get paid to make it right.”
Whether you're hitting your goals or struggling, this is your opportunity to pause, reflect, and reset.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:11):
all right guys.
Well, welcome back in.
We're here for episode 29.
We are almost at the 30 mark.
Speaker 2 (00:21):
We're moving along, getting there, man man Getting
close, getting close, gettingthere.
Speaker 1 (00:26):
You guys have had a pretty busy month as well.
I know we've shared that withour listeners that summer's been
crazy.
As we're recording this, y'alljust got back from convention.
Before we jump into today'stopic, I was going to say fill
us in a little bit.
How were the conversations?
I mean, obviously, obviouslyone of the biggest things other
than seeing updates and stufflike that is just connecting
(00:47):
with franchises.
You know you guys get to buildthose relationships and those
things.
So give us your elevator pitchon how it went and what you
loved the most.
Speaker 2 (00:57):
Yeah, I tell you the vibe and again our listeners
maybe you're new we own a Servpro franchise business, uh,
located in birmingham.
We have locations in dallas andhouston as well currently.
But, um, the vibe of surf pro,our brand, is stronger than ever
.
It's the best brand in theindustry.
We like to say it's the appleof our industry.
Um, we are making tremendousmomentum and I'm glad we're
(01:22):
doing this halftime episodetoday because there's always
people looking right.
We've got a surf pro has atarget on their back and we got
to keep moving forward but knowwhere we came from and where
we're going to head, had a lotof great meetings, a lot of
great updates coming down thetube from headquarters, and so
it's it's, it's it's fun, it's alot of fun, a lot of fun.
Speaker 1 (01:43):
So, brady, give me your what's your one thing you
loved about?
Maybe Boston or convention.
What's one thing you enjoyedthe most?
Speaker 3 (01:49):
Well, I mean, I've had a lot of people this week
that's asked me like, hey, howwas Boston?
I said, well, I mean I can tellyou what the inside of the Omni
Hotel looked like.
You know, I didn't get a chanceto.
What we really should have doneis gone up there like maybe a
couple of days early or stayed acouple of days late, because,
(02:09):
honestly speaking, last yearwhen they announced Boston, I
wasn't like super excited aboutit.
But after being up there, Imean there's a lot of cool stuff
.
Oh yeah, there is a.
I mean the history.
Yeah, so Melissa and I actuallytalked about it.
Yeah, so melissa and I actuallytalked about it.
We're gonna schedule another,another time to go back up and
spend maybe a week or somethinglike that and all kind of tours
that you can do and uh.
Speaker 1 (02:30):
So just a fun place.
Boss is one of the places I'vealways wanted to visit I'm a
huge Celtics fan too so well,there you go, so there you go.
Speaker 3 (02:37):
We didn't go to fenway park we did.
Speaker 2 (02:39):
Yeah, I saw that.
We saw where the Celtics play.
You guys want drive-by withthat's right, yeah that's right.
Speaker 1 (02:46):
Well, so, uh, like you mentioned, we're talking
halftime.
Uh, you know we are creeping upon that halftime mark, uh, for
the.
I think it actually we've hitit, isn't it july 5th?
Isn't that technically themiddle of the year?
So we've hit that, uh, and sothis is always a big time for us
.
You always uh, every year thisis something that you shared
with us, brady, as a team is heyguys, we're at the halfway mark
(03:08):
, what have you accomplished?
What have you not accomplished?
You now have six months left,and so we potentially have a
two-parter episode today,because this is a big part.
This is a chance for you to belike all right, so you only get
one, 2025.
You only get one 2026.
You only get one 2026.
You only get every year, youget one.
So what are you doing that year?
That's making an impact andsetting you up for success for
down the road.
(03:28):
So I know there's a big episodefor you to kind of talk about.
This is our, this is ourtemperature.
Check our midway point.
Speaker 3 (03:40):
Yeah.
So let's, let's dive into it,kind of set the stage.
Set the scene a little bit.
Encourage you guys, if you can.
If you're driving, don't closeyour eyes.
But if you can close your eyes,and what I want you to
visualize is the first half,whatever game that you played
football, basketball, you nameit You're in the locker room,
the door just closed, so you canfeel the emotion of hey, is
(04:01):
this going well, Is this notgoing well?
Of hey, is this going well, Isthis not going well?
The last thing that you rememberseeing when you went into the
locker room as you left thefield or left the court, was the
scoreboard.
So what is the score tellingyou?
Are we winning, Are we losing?
But when you go into the lockerroom and those of you that have
(04:22):
played sports, I mean you can,you can kind of smell the sense
and you can remember where youwere in those moments and you
can remember even some of thespeeches that your coaches gave
you.
But when you go into the lockerroom, you've got a decision to
make A lot of times.
You don't have a whole lot oftime to make those decisions.
I mean, what are we talking?
Maybe 10, 15 minutes max?
Speaker 2 (04:44):
Yeah, because they do have to go back out and warm up
.
Speaker 3 (04:46):
You do have to go back out and warm up, and so
you're looking at strategy.
So what we wanted to do is kindof look through that same lens
today from a business standpointor an organizational standpoint
, and so the title for thisepisode is Halftime.
To adjust or not to adjust,that is the question.
Speaker 2 (05:08):
Yeah, and Brady, that's a great point on that,
because you know, obviouslyyou've got the players involved,
but, more importantly, you'vegot the coach who's who's
standing there in front of theteam and going, hey, team, this
is what we did really well.
They obviously provide stats inthe locker room.
Here's what we did well, here'swhat we got to do to improve.
You know, the scoreboard saysthis we're leading the game.
(05:28):
Let's take, for instance we'releading the game.
In order to win this game,we've got to do this, or it
could be the complete oppositehey guys, we're down.
We're down by four points andthis is what we have to do to
pick up momentum to gain as wecontinue the second half of this
game.
So I'm excited about thisepisode.
I think it's going to be a lotof fun, a lot to gain from this
(05:49):
and, just so everyone knows,this is probably going to be a
two-part episode because we'vegot a lot of good information.
So just hang on with us.
We'll gut check this abouthalfway through and see what
happens.
Yeah.
Speaker 1 (06:04):
To kind of hit you guys with it.
So we're talking a little bitabout that reality check.
You're looking at those things.
I mean, obviously a lot ofpeople have played sports, done
things where you do that but foryou guys in business, what do
you feel like?
Do you feel like it's harder towhen you do that reality check
and you're like, all right, it'sJuly, it's middle of the year,
(06:24):
you know we're either on targetto hit our goal, behind target,
or maybe you're, maybe you'reone of those lucky few that like
, hey, we're ahead.
How, how hard do you guys feellike it is as owners to pivot,
no matter where you are, likeone staying consistent if you're
doing well, if it's not goingwell, do you feel like it's hard
to make that pivot?
Do you feel like like, how doesthat affect you as business
(06:47):
owners?
And someone that's listening,like, all right, what is my
listeners behind?
What do I do?
How do I?
Speaker 3 (06:52):
well, how do I move on?
I think that's a great question, adam and I and I.
I think at the end of the day,it comes down to what is the
data showing, and so there's alot of decisions that have to be
made in the locker room.
Let's say that you're likeBenji said.
Let's say you're up by fourpoints and you're winning.
You're winning the game andthere's some things that you're
(07:12):
doing well, but guess what youropponents in the other locker
room?
Guess what they're doing.
They're trying to figure out astrategy of.
I know, like in football,there's a lot of plays and a lot
of data and a lot of sciencethat goes into.
Hey, we can see that they'redoing these plays or running
these patterns or whatever thoselook like.
So you have to make a decisionas a business leader.
(07:35):
Do we keep doing that or do weadjust a little bit, like what's
the competition going to do?
So I think let's go back to thebeginning.
Let's look at January the 1st,and we did an episode on
strategic planning.
Encourage anybody to go backand listen to that.
Watch that.
So we set the strategic planJanuary 2025 or fill in whatever
(07:58):
year.
Think about when you're.
So the first couple of minutesin the locker room you're
thinking about.
So, think about when you're.
So, the first couple minutes inthe locker room you're thinking
about, okay, where were weheaded, like, what was it that
we were trying to accomplishthis year?
And then the other question islike how's that really going?
Yeah, because six months inbusiness or in any type of
(08:19):
organization, that's an eternity.
There's a lot of stuff that hashappened.
I mean, think about the worldright now, what all has happened
in the last six months.
There's a lot of stuff that'shappened, and so a lot of
environmental factors.
And sometimes I think and wetalked about this in strategic
planning but a lot oforganizations get a strategic
(08:40):
plan and they just set it on theshelf.
So what we've encouraged youguys to do is take the strategic
plan and constantly reiteratethose things.
You know, um, with the team.
So the question is and, uh, youknow, how are things actually
going right now?
So take, take a littlereflective back and say how are
things going?
Speaker 2 (09:00):
Yeah, and to add to that, you know that's a great
point.
It just seems, brady, it seemslike yesterday it was January
1st, we were turning the newyear, um, and man, you look up
and there's been almost well,it's been seven and a half
months at this, at this part ofthe recording that we're into
the year Um, and you could getreally some owners or you know,
(09:22):
business managers, businessleaders, could say you know what
?
We've made a lot of greattweaks the first six months and
not have a not continue todevelop the plan like he's
talking about, because we canalways get better.
I mean, anyone can always getbetter.
And if you, if you're notcareful, you can become
comfortable, you can becomecomplacent because, man, we've
(09:43):
done all this stuff, we'repushing, pushing, pushing, but
at the same time, like you said,the competition or the other
team, so to speak, is going hey,we're going to put together a
plan because we want to dobetter than what they're doing.
So you just got to be carefulof that.
Really careful.
Speaker 1 (09:59):
Do you feel like, as business owners and even leader,
like your leadership type, yourstaff, your director team?
Do you feel like your verbiageand the way that is presented to
their teams, what youpresenting to leadership staff,
leadership staff presenting down?
Do you feel like even the waythat you guys phrase things I
mean something you know that'seven ingrained in my head
forever is it comes from you,brady, as you always say, you
(10:20):
know hope's not a strategy andyou know cause you always that's
something you say right away.
You're like man, I hope we dothis and you're like that no,
you got to get out of yourmindset.
So do you feel like that aswell as you're, as you're
figuring these things out, asyou're looking when you're
presenting to the team whereyou're going to go and set the
course for the year?
Because I know one of thethings we talked about is like
you got to be careful becausestaying the course can be a trap
.
You know how are these things.
Speaker 3 (10:55):
Well, we're going to talk about that.
I think that it doesn't matterwhat type of business that
you're in, organization thatyou're in, you know, typically
it always comes back to thefundamentals and you know we
talked about this, I think, onthe last episode when we were
doing the five coaching habitsof you know, we've, we've would
come into the season.
You know, as, as a I was abasketball player.
(11:17):
I never played football.
We won't go there.
Speaker 2 (11:20):
Uh, but he did talk about it a few episodes ago.
Speaker 3 (11:25):
You can, I did.
You can go back and listen tothat, but you know, we always
worked on.
We just want to jump in and dothe fun stuff.
You know, let's script, let'slet's scrimmage.
You know, let's play a game,let's do the fun stuff.
And the coaches were alwayslike, nope, let's focus on the
fundamentals first.
So that's dribbling thispassing, that is layups, that's
free throws, that's conditioning, all those things.
So you have to come back to it.
(11:45):
I think halftime is a good timeto reevaluate.
Are we hitting the fundamentals?
And here's the reason I saythat is because when you're not
having the year that you wouldlike to be having, if you're
losing, then you're going to goout and you're going to
overcompensate to try to makesomething happen right.
Conversely, if you're doingreally, really well, you can get
(12:09):
into a complacent mentality andsay, well, it feels like we're
doing all the right stuff.
I mean we're winning, I meanwe've got a lot of work coming
in or we've got these big jobscoming in, and so now we start
to get complacent and we startletting things slide.
Some of those fundamentals andwe just got to like part of the
reset is back to.
(12:29):
What are those fundamentalsthat we need to hit on.
So when we're looking at thereality check, as you call it,
adam, you know, the first thingis we want to be real.
Where are we at?
Okay, don't be optimistic,don't be pessimistic, Just be
honest with yourself, honestwith your team.
Like, where are we at?
(12:49):
Okay, don't be optimistic,don't be pessimistic, just be
honest with yourself, honestwith your team.
Like, like, where are we at?
Um, there's a, there's ascripture that I found at
Lamentations 340.
It says let us examine our waysand test them and let us return
to the Lord.
Okay, so even our spirituallife, when we start to sway you
know Hebrews talks about thatsalvation, or Jesus is our
(13:12):
anchor.
So if we're anchored in him,even though we veer off, you
know, if you've got an anchor ina boat and you veer off, what's
going to happen?
It's going to like tug on you,catch and tug, catch you and
bring you back.
So that's what thesefundamentals do, and so let's
talk about so what we're tryingto do today is not really give
(13:32):
you an answer, but really giveyou more things to think about.
We're not saying changeeverything, we're not saying
change nothing, but we're goingto give you some examples or
some things to think through of.
Okay, how do I need to thinkabout this?
Let's start with when stayingthe course is a trap.
(13:53):
We change nothing.
We're going to talk about threeFs the fear trap, the
familiarity trap I can't saythat word Familiarity,
familiarity trap, yeah, whatAdam said.
And then the ego trap.
Okay, so here's the fear trap.
What if I change something andit breaks everything?
(14:14):
So y'all talk about that.
What happens if I changesomething?
Like it feels comfortable, itfeels good, but what if I change
it?
And like the what if?
What if something bad happens?
Speaker 2 (14:26):
Yeah, I mean you could really.
I think it depends on thesituation.
Obviously, if you're doing well, why would you want to change?
It is what I would say.
Doesn't mean you don't More ofa tweak to the process to get
better.
It could.
I guess it could let the.
Am I going to let my team down?
You know, if we've done reallywell, am I going to let them
(14:47):
down?
Um, I don't want to fail.
I don't want to fail them.
Speaker 1 (14:50):
Well, I think it uh something for me, and and I was
actually sharing this with uhBenji yesterday we were texting
the night before and, um, I'veshared the water issues we've
had at this ridiculous house,but you're just talking about
making changes and, um, we had awater faucet outside.
That was slowly leaking, right,okay, and y'all stick with me.
(15:12):
I have some.
We're going with it.
It's slowly leaking.
It needed to be fixed.
It's like you know, it'sleaking.
I don't know if there's waterbehind.
I mean, we have that on theoutside.
Luckily it's not in the house,but over time that water is
going to mold, it's going tocause issues, it's going to be
there.
So I was like I got to get itfixed.
In the process I accidentallyripped the faucet off, like I
(15:32):
ripped that sucker clean offbecause it was, and so my wife
wasn't happy.
There's no water Now.
We have no water in the house.
You know, if we turn the wateron for a moment, it's just
shooting out.
Luckily not come back in out,luckily not come back in.
But my point is is that thatchange needed to happen.
It was still working right,like we had water in the house.
The faucet was working, um, butit was leaking.
But over time that's causingdamage and, yes, it may have
(15:56):
cost us money.
We had to call somebody to come.
They did.
They got it fixed.
Uh, we got a local plumber thatcame, did it.
But if I hadn't decided to makea change and say, all right, I
gotta this.
I don't know what other issueswould have been caused.
There could have been molding,that I wasn't aware of, erosion,
which eventually may have comeinto the house on the outside
wall, the insulation.
So my point is was the faucetworking?
(16:17):
Yes, it was doing what it wassupposed to.
It wasn't shooting water.
We still had water in the house, but it had a small issue that
needed to be fixed house.
But it had a small issue thatneeded to be fixed.
And because we fixed it, nowit's not leaking at all, it's
clean, it's not doing anything.
So sometimes, even when thingsare working, I feel like in your
business and maybe you guys cantouch on that but things look
like they're working on thesurface, right, but underneath,
(16:38):
behind that wood planking, therecould be something that's
brewing, something that's going.
So, hey, we've got to takethese things.
When we see these small detailsthat's something we've been
talking a lot about at thechurch is we miss the small
details.
We always fix the big things,we fix the things that are on
the surface, that our churchsees, that our staff sees, but
the small things, the smallprocesses, we don't think about
(17:01):
those and in the end those smallcracks turn into big issues.
So I feel like you have to makethose changes.
Sometimes I mean, yeah, I wouldrather not have not had water
in our house and not broken thefaucet off, but because of doing
that and making that change andattempting to fix it which I
failed at but attempting to fixit it allowed us to fix the
(17:21):
overall problem and now that's,that's clean.
Speaker 3 (17:23):
So Well, and I think to speak to that, Adam, I mean,
you know, sometimes when we havethings that we've done in our
business and they were, theywere and we'll talk about this
too but you know, they were goodideas at one time but maybe,
maybe they do need to change,you know, we've, as leaders, we
have to have the courage and theboldness to to recognize that.
(17:44):
I mean, nobody wants their babycalled ugly, Okay, I mean, no,
nobody wants their baby calledugly.
So we have to have the courage,you know.
So courage, courage reallyisn't the absence of fear.
You know, you think about allthese courageous people.
It wasn't that they were afraid, because they might've been
afraid, but courage is actuallyobedience in the middle of it.
(18:07):
So, courage isn't the absence ofof being afraid, it's actually
running to it.
We've talked about, you know,I'm part of a group called C12
and we call it the Buffaloculture.
The Buffaloes actually run intothe storm instead of uh cows
that run away from the storm.
They're both going toexperience a storm, but the
(18:28):
buffaloes are going toexperience it in less or go
through it in less amount oftime, because they're going to
run through it Head first,through it, head through it.
So that's the fear trap.
You know, if we make a change,what's it going to do?
The second one I'll let you sayit, adam, because I can't say
the word it's the familiarity.
There you go, okay.
So I don't know why I can't saythat.
(18:50):
It's just you know whatever,but most people double down on a
broken strategy because it'sfamiliar.
So just think about if you'vestill got your eyes closed
hopefully you don't, butespecially if you're driving.
But think about, you know, isthere something that's broken in
your business but you've heldonto it because it's very
(19:11):
familiar.
And as leaders, you know we'rethinking about, you know,
changing things.
Maybe it's a familiar system,maybe it's a familiar role or a
function or somebody that's inthe organization, Maybe it's
familiar excuses.
Speaker 1 (19:25):
We've always totally.
You know, because we've alwaysdone it doesn't mean we have to
keep doing it.
I mean there's been plenty ofmeetings that you and I have had
that that's been my excuse.
Well, hey, this is how we do it, this is how we've always done
it, and you've always kind ofpositioned us to think outside
the box and say, all right, justbecause you've always done it
that way doesn't mean that itcan't be improved upon.
Speaker 3 (19:46):
Yeah, that's right.
John Maxwell says this.
He says the greatest enemy offuture success is actually past
success.
So just because somethingworked out well in the past
doesn't necessarily mean it'sgoing to work out well in the
future.
Well, man, we did that twoyears ago and it was the
(20:07):
greatest strategy.
It was the greatest thing youknow, and sometimes it's not the
best thing going forward.
Here's something else.
I mean I debated whether to putthis in here or not, but I'm
just going to go ahead and sayit.
Speaker 1 (20:20):
It's our show, but from a— Let it go, just say it,
just say it but from a let it go, just say it, just say it.
Speaker 3 (20:31):
This is maybe on a more spiritual level, but
sometimes what god blesses inone season becomes baggage in
the next season, for sure that'sreally good, okay, and it's
like, like what?
like what does that mean?
If you, if you look at um, ifyou look at like manna in the
old testament, I mean what ablessing that god gave the, the,
the children of israel, mannato eat.
(20:51):
But when they got into thepromised land, what did they do?
They started complaining yep,well, you know, we used to have
this.
Well, he's like that.
Well, that's done, you know, gogo into your new.
So what was blessing in the pastbecame baggage in the future.
Take Saul and David, forexample.
You know David wanted to gofight Goliath and Saul, he was
(21:17):
the soldier, you know he had thearmor, he had the swords and
all this.
And David actually tried it on.
It was too big.
He's like, guys, this ain'tgoing to work.
You know, I trust in the Lord.
And he went and picked up acouple of five stones and did
the work.
So when we think about this inour business, sometimes that and
(21:38):
I believe Benji and I we feellike that we're stewards of this
business for God.
We feel like that we'restewards of this business for
God and we try to be sensitiveto the Holy Spirit and what he's
telling us to do.
And there may have been somethings and seasons in the past
that are just different.
Now.
We've got to keep listening.
Maybe we're not in the productbusiness, but maybe it's a
(22:00):
product that you launched yearsago and it's not working anymore
.
You need something new.
Maybe it's a team structurethat you had at one point in
time that you need to change up.
Maybe it's.
Maybe it's a way that you lead.
Maybe maybe you need to changethe way that you lead, or maybe
it's like a routine or a mindsetthat you have.
(22:20):
You know, we just we just needto be sensitive.
Uh, and since we're on the,since we're on the spiritual
subject, isaiah 43, 18 through19 says Forget the former things
, do not dwell on the past.
See, I am doing a new thing, sojust something for you guys to
reflect on is is there thingsthat that maybe you know they're
(22:45):
and I don't necessarily like touse the word blessed, but for
these purposes we'll use it butmaybe we were blessed on
something in the past and we'rejust we're, we're relying on
that, that particular blessingand that season, to say that
it's going to be the same inthis season.
Yeah, and we're not, and we'renot listening and we're not
being sensitive to.
So what do you?
(23:05):
I mean?
What do you guys think aboutthat?
Speaker 2 (23:07):
I think it's very easy to do, to just keep doing
the same thing over and overbecause it's familiar, I mean,
and and the challenge is you're,you're right If you're not
careful.
Technology changes, processeschange, people change, your,
your environment changes and youcan go hey, I can go do X over
here and do it that way, justbecause it's always worked, and
(23:30):
the system may not be set up todo it that way, or you've got it
all working to your advantage.
Um, and you're just going, man,I'm just, I'm just checking a
box, x done, you know, eyes dotT's cross, finished, but you've
got to adapt to what is, youknow the newness of where we're
headed, where we're going, wherewe want to go.
Uh, and if you're not man, youcan.
(23:52):
You can really get, um,familiar, familiar places, can
get really, can get really outof whack quick.
Speaker 1 (23:58):
Yeah, we're.
We're going through a lot ofthat right now, too, with what
we're doing with the church.
One of the big things we'regetting ready to do is make a
website change, and that's hugefor the church.
Not only are they making awebsite change, we're rebranding
things because it's never beendone but it needed it.
We're working on some things asa church that needs an update.
But one of the things we talkedabout is our current provider.
(24:20):
There's nothing wrong with them.
They haven't done anything forus to want to change, but their
business model has changed, andfor the better for them.
They're doing much better, butour model at the church has
changed and we need to be ableto transition into something
that's scalable, because webelieve the church is growing
and it's continue growing.
But we also need something thatreally matches where we are
(24:42):
with the growth of the church,and I think sometimes in
business that's the same thingis that it's not necessarily a
negative thing to change right,like just because you're
changing doesn't mean that itwasn't not working.
But, like you said, brady, likethere's a lot that's happened in
the last six months.
I mean, think about things withour economy, think about, I
(25:02):
mean just tariffs and cost ofliving.
I mean, there's a lot of thingsthat happen and you have to
adjust, and if you don't makethose adjustments, you're going
to fail and you're going to fallbehind, and that's what we've
talked about.
I know this is a big thing forthe church.
I know doing things thatthey've never done marketing.
They've never done Google adsNever in your life, would you
think.
Why would we need to do that?
Well, people are looking for achurch, they're looking for
(25:23):
places, people are looking forthe business of ServPro.
You've got to be able to get infront of people when they need
it and do things, and sometimesyou've got to make a change just
to be able to continueprogressing forward.
Speaker 3 (25:36):
Well, I think they got the right person to help
them do that, Adam.
Speaker 1 (25:39):
Yeah, I hope so.
I'm trying.
They got the right person tohelp them do that Adam?
Speaker 3 (25:42):
Yeah, I hope so, I'm trying, I'm excited.
So let's, let's talk about thelast trap, okay, uh, the last
trap is the ego trap, okay, andthis kind of goes back to the,
to the baby scenario.
But let's say you're the leader, you built the strategy, you
built the system, but thesystem's just not working
anymore.
Then you have to, you have tobe the one to say hey, listen,
(26:02):
this is not working right.
And you have to kind of set theego aside, set the pride aside,
and say we've got to make achange.
And this is where yourleadership team can really come
in.
The Bible says in the multitudeof counselors there's wisdom and
Proverbs, and so, having peoplearound you that can help you
(26:22):
make those decisions and seethings that maybe you can't see,
then either you're on an islandby yourself or you've got
people with you.
So making those adjustmentshere's the reality, and I may
trademark this quote because Ireally like this.
So just take this in all, right, leaders don't get paid to be
(26:51):
right.
Leaders don't get paid to beright, they get paid to make it
right.
Okay, so, a lot of times, asleaders, we want to, we know
we're the.
We want to be right.
We want to have the rightanswer and sometimes the right
answer is somebody else that hasthe good idea or somebody else
that has a solution.
(27:11):
So I've always heard paid to beright.
They get paid to get it rightthat's right.
Speaker 1 (27:17):
I've always heard if you're the smartest person in
the room, you're in the wrongroom.
That that's right.
When you said that, that's thefirst thing that came to my head
, because if I'm not supposed toget it right, I'm supposed to
be.
Like you said make sure we getit right.
And so I need to be in the roomwith other people that are
better than I am, and I thinkthat's something too culturally.
Is that people?
(27:38):
I feel like we're in a culturenow where titles and what people
do are such a big part, butsometimes that ego you have to
take out of that and be likelook, if they're better than me.
Speaker 2 (27:49):
That means I put myself in the right place, yeah,
and that's a great setup for goback and listen to the last
episode of being a leader, thefive coaching habits of a great
leader.
Because you're right, you can.
Brady said it right they don'tget paid.
We don't get paid to be right,we get paid to get it right.
Speaker 1 (28:08):
That's good.
Speaker 2 (28:08):
Brady, sometimes it takes a team around us Trade
market Trade market.
Sometimes it takes a team aroundus to help give ideas.
Maybe we don't have all theideas To your point.
If you're the smartest in theroom, you're in the wrong room.
Have all the ideas to yourpoint If you're?
If you're the smartest in theroom, you're in the wrong room.
So you gotta, you gotta have,you gotta have a team around you
.
Um, I think there's value incorrective action.
(28:29):
At the same time, correctivepraise.
You know you've got to be ableto tell people where they are
doing well at, so that they willbe able to understand, when we
do give corrective action as aleader, what we got to do to get
it right.
And again, we may not have theanswer.
It may take, it may take themto help us get there.
Speaker 3 (28:47):
Yeah.
So to kind of land the plane, Ithink, on this, this episode,
like I think you guys are right,this is a two-parter, just
because there's so muchinformation to cover here and uh
, and we'll try to get these outto you quickly.
And when I say we, I mean Adam,um, but the uh.
So if we're going to makeadjustments, all right, like,
how do we think through thoseadjustments, Cause what, we'll
(29:09):
come back on next episode andwe're going to talk about the
complete opposite of hey,there's, there's no adjustments
that are needed, just because wefeel like there needs to be an
adjustment.
You know, or we just we want tochange, just for the sake of
change.
So we're going to, we're goingto, we're going to talk about
that in next episode.
But if we're going to make anadjustment, we feel like we need
to make an adjustment, Then howdo we do that?
(29:29):
We do that through three R's wereview, we recalibrate and we
recommit.
Okay, so, at the, at thebeginning of the year when we
set these strategic plans inplace, we reviewed the last year
, we reviewed 2024.
What was working, what's notworking, what do we want to do
as we're going to go forward?
(29:50):
We recalibrated the teamProbably most of you, I would
imagine.
I would hope so, if you didn'tMaybe think about this for next
year, but you probably wentoff-site with your team.
If you didn't maybe think aboutthis for next year, but you
probably went offsite with yourteam.
It's a way for you torecalibrate as a leadership team
(30:11):
, get away from the office, getaway from the hustle and bustle
and all that stuff.
But you're recalibrating andsaying, okay, what do we need to
focus on and how do we need todo these strategies?
And then, as a leadership team,we're recommitting to what
we're doing.
So we're doing the same thingmid-year.
If we're going to make a change.
We're reviewing the first halfof the year what worked, what
didn't work.
We're recalibrating.
If you can get off-site, Ithink it's a great time to do
(30:33):
that as well and then recommitto okay, we're going to make
some halftime adjustments.
We need to go forward for therest of the year.
Have the courage, have theboldness that if you need to
make a change, make a change.
Going back to John Maxwell, hesays mid-course corrections are
(30:56):
a sign of strength, not weakness.
You may be thinking I don'twant to make a change.
It's going to confuse a lot ofpeople, but you know deep down
that you need to make thosechanges.
So it's not a sign of weakness,it's actually a sign of
strength, yeah.
Speaker 2 (31:13):
Well, no, that's.
That's great, Brady.
Great job on on getting thisall together and you know we've
said it before.
I think that that quote there atthe end, the midcourse
corrections are signs ofstrength, not weakness.
Control what you can Obviouslyyou can there are things that
are beyond our control butdoesn't expose us, but it does
help us get better.
(31:33):
We just want to say thank youall for just tuning in to
another episode of the higher uppodcast.
Again, you can find us on anysocial platform.
Connect with us, share, get theword out, appreciate you guys
so much and go out there andchoose to live a higher up life.
See you next time.
all right guys.
Well, welcome back in.
We're here for episode 29.
We are almost at the 30 mark.
Speaker 2 (00:21):
We're moving along, getting there, man man Getting
close, getting close, gettingthere.
Speaker 1 (00:26):
You guys have had a pretty busy month as well.
I know we've shared that withour listeners that summer's been
crazy.
As we're recording this, y'alljust got back from convention.
Before we jump into today'stopic, I was going to say fill
us in a little bit.
How were the conversations?
I mean, obviously, obviouslyone of the biggest things other
than seeing updates and stufflike that is just connecting
(00:47):
with franchises.
You know you guys get to buildthose relationships and those
things.
So give us your elevator pitchon how it went and what you
loved the most.
Speaker 2 (00:57):
Yeah, I tell you the vibe and again our listeners
maybe you're new we own a Servpro franchise business, uh,
located in birmingham.
We have locations in dallas andhouston as well currently.
But, um, the vibe of surf pro,our brand, is stronger than ever
.
It's the best brand in theindustry.
We like to say it's the appleof our industry.
Um, we are making tremendousmomentum and I'm glad we're
(01:22):
doing this halftime episodetoday because there's always
people looking right.
We've got a surf pro has atarget on their back and we got
to keep moving forward but knowwhere we came from and where
we're going to head, had a lotof great meetings, a lot of
great updates coming down thetube from headquarters, and so
it's it's, it's it's fun, it's alot of fun, a lot of fun.
Speaker 1 (01:43):
So, brady, give me your what's your one thing you
loved about?
Maybe Boston or convention.
What's one thing you enjoyedthe most?
Speaker 3 (01:49):
Well, I mean, I've had a lot of people this week
that's asked me like, hey, howwas Boston?
I said, well, I mean I can tellyou what the inside of the Omni
Hotel looked like.
You know, I didn't get a chanceto.
What we really should have doneis gone up there like maybe a
couple of days early or stayed acouple of days late, because,
(02:09):
honestly speaking, last yearwhen they announced Boston, I
wasn't like super excited aboutit.
But after being up there, Imean there's a lot of cool stuff
.
Oh yeah, there is a.
I mean the history.
Yeah, so Melissa and I actuallytalked about it.
Yeah, so melissa and I actuallytalked about it.
We're gonna schedule another,another time to go back up and
spend maybe a week or somethinglike that and all kind of tours
that you can do and uh.
Speaker 1 (02:30):
So just a fun place.
Boss is one of the places I'vealways wanted to visit I'm a
huge Celtics fan too so well,there you go, so there you go.
Speaker 3 (02:37):
We didn't go to fenway park we did.
Speaker 2 (02:39):
Yeah, I saw that.
We saw where the Celtics play.
You guys want drive-by withthat's right, yeah that's right.
Speaker 1 (02:46):
Well, so, uh, like you mentioned, we're talking
halftime.
Uh, you know we are creeping upon that halftime mark, uh, for
the.
I think it actually we've hitit, isn't it july 5th?
Isn't that technically themiddle of the year?
So we've hit that, uh, and sothis is always a big time for us
.
You always uh, every year thisis something that you shared
with us, brady, as a team is heyguys, we're at the halfway mark
(03:08):
, what have you accomplished?
What have you not accomplished?
You now have six months left,and so we potentially have a
two-parter episode today,because this is a big part.
This is a chance for you to belike all right, so you only get
one, 2025.
You only get one 2026.
You only get one 2026.
You only get every year, youget one.
So what are you doing that year?
That's making an impact andsetting you up for success for
down the road.
(03:28):
So I know there's a big episodefor you to kind of talk about.
This is our, this is ourtemperature.
Check our midway point.
Speaker 3 (03:40):
Yeah.
So let's, let's dive into it,kind of set the stage.
Set the scene a little bit.
Encourage you guys, if you can.
If you're driving, don't closeyour eyes.
But if you can close your eyes,and what I want you to
visualize is the first half,whatever game that you played
football, basketball, you nameit You're in the locker room,
the door just closed, so you canfeel the emotion of hey, is
(04:01):
this going well, Is this notgoing well?
Of hey, is this going well, Isthis not going well?
The last thing that you rememberseeing when you went into the
locker room as you left thefield or left the court, was the
scoreboard.
So what is the score tellingyou?
Are we winning, Are we losing?
But when you go into the lockerroom and those of you that have
(04:22):
played sports, I mean you can,you can kind of smell the sense
and you can remember where youwere in those moments and you
can remember even some of thespeeches that your coaches gave
you.
But when you go into the lockerroom, you've got a decision to
make A lot of times.
You don't have a whole lot oftime to make those decisions.
I mean, what are we talking?
Maybe 10, 15 minutes max?
Speaker 2 (04:44):
Yeah, because they do have to go back out and warm up
.
Speaker 3 (04:46):
You do have to go back out and warm up, and so
you're looking at strategy.
So what we wanted to do is kindof look through that same lens
today from a business standpointor an organizational standpoint
, and so the title for thisepisode is Halftime.
To adjust or not to adjust,that is the question.
Speaker 2 (05:08):
Yeah, and Brady, that's a great point on that,
because you know, obviouslyyou've got the players involved,
but, more importantly, you'vegot the coach who's who's
standing there in front of theteam and going, hey, team, this
is what we did really well.
They obviously provide stats inthe locker room.
Here's what we did well, here'swhat we got to do to improve.
You know, the scoreboard saysthis we're leading the game.
(05:28):
Let's take, for instance we'releading the game.
In order to win this game,we've got to do this, or it
could be the complete oppositehey guys, we're down.
We're down by four points andthis is what we have to do to
pick up momentum to gain as wecontinue the second half of this
game.
So I'm excited about thisepisode.
I think it's going to be a lotof fun, a lot to gain from this
(05:49):
and, just so everyone knows,this is probably going to be a
two-part episode because we'vegot a lot of good information.
So just hang on with us.
We'll gut check this abouthalfway through and see what
happens.
Yeah.
Speaker 1 (06:04):
To kind of hit you guys with it.
So we're talking a little bitabout that reality check.
You're looking at those things.
I mean, obviously a lot ofpeople have played sports, done
things where you do that but foryou guys in business, what do
you feel like?
Do you feel like it's harder towhen you do that reality check
and you're like, all right, it'sJuly, it's middle of the year,
(06:24):
you know we're either on targetto hit our goal, behind target,
or maybe you're, maybe you'reone of those lucky few that like
, hey, we're ahead.
How, how hard do you guys feellike it is as owners to pivot,
no matter where you are, likeone staying consistent if you're
doing well, if it's not goingwell, do you feel like it's hard
to make that pivot?
Do you feel like like, how doesthat affect you as business
(06:47):
owners?
And someone that's listening,like, all right, what is my
listeners behind?
What do I do?
How do I?
Speaker 3 (06:52):
well, how do I move on?
I think that's a great question, adam and I and I.
I think at the end of the day,it comes down to what is the
data showing, and so there's alot of decisions that have to be
made in the locker room.
Let's say that you're likeBenji said.
Let's say you're up by fourpoints and you're winning.
You're winning the game andthere's some things that you're
(07:12):
doing well, but guess what youropponents in the other locker
room?
Guess what they're doing.
They're trying to figure out astrategy of.
I know, like in football,there's a lot of plays and a lot
of data and a lot of sciencethat goes into.
Hey, we can see that they'redoing these plays or running
these patterns or whatever thoselook like.
So you have to make a decisionas a business leader.
(07:35):
Do we keep doing that or do weadjust a little bit, like what's
the competition going to do?
So I think let's go back to thebeginning.
Let's look at January the 1st,and we did an episode on
strategic planning.
Encourage anybody to go backand listen to that.
Watch that.
So we set the strategic planJanuary 2025 or fill in whatever
(07:58):
year.
Think about when you're.
So the first couple of minutesin the locker room you're
thinking about.
So, think about when you're.
So, the first couple minutes inthe locker room you're thinking
about, okay, where were weheaded, like, what was it that
we were trying to accomplishthis year?
And then the other question islike how's that really going?
Yeah, because six months inbusiness or in any type of
(08:19):
organization, that's an eternity.
There's a lot of stuff that hashappened.
I mean, think about the worldright now, what all has happened
in the last six months.
There's a lot of stuff that'shappened, and so a lot of
environmental factors.
And sometimes I think and wetalked about this in strategic
planning but a lot oforganizations get a strategic
(08:40):
plan and they just set it on theshelf.
So what we've encouraged youguys to do is take the strategic
plan and constantly reiteratethose things.
You know, um, with the team.
So the question is and, uh, youknow, how are things actually
going right now?
So take, take a littlereflective back and say how are
things going?
Speaker 2 (09:00):
Yeah, and to add to that, you know that's a great
point.
It just seems, brady, it seemslike yesterday it was January
1st, we were turning the newyear, um, and man, you look up
and there's been almost well,it's been seven and a half
months at this, at this part ofthe recording that we're into
the year Um, and you could getreally some owners or you know,
(09:22):
business managers, businessleaders, could say you know what
?
We've made a lot of greattweaks the first six months and
not have a not continue todevelop the plan like he's
talking about, because we canalways get better.
I mean, anyone can always getbetter.
And if you, if you're notcareful, you can become
comfortable, you can becomecomplacent because, man, we've
(09:43):
done all this stuff, we'repushing, pushing, pushing, but
at the same time, like you said,the competition or the other
team, so to speak, is going hey,we're going to put together a
plan because we want to dobetter than what they're doing.
So you just got to be carefulof that.
Really careful.
Speaker 1 (09:59):
Do you feel like, as business owners and even leader,
like your leadership type, yourstaff, your director team?
Do you feel like your verbiageand the way that is presented to
their teams, what youpresenting to leadership staff,
leadership staff presenting down?
Do you feel like even the waythat you guys phrase things I
mean something you know that'seven ingrained in my head
forever is it comes from you,brady, as you always say, you
(10:20):
know hope's not a strategy andyou know cause you always that's
something you say right away.
You're like man, I hope we dothis and you're like that no,
you got to get out of yourmindset.
So do you feel like that aswell as you're, as you're
figuring these things out, asyou're looking when you're
presenting to the team whereyou're going to go and set the
course for the year?
Because I know one of thethings we talked about is like
you got to be careful becausestaying the course can be a trap
.
You know how are these things.
Speaker 3 (10:55):
Well, we're going to talk about that.
I think that it doesn't matterwhat type of business that
you're in, organization thatyou're in, you know, typically
it always comes back to thefundamentals and you know we
talked about this, I think, onthe last episode when we were
doing the five coaching habitsof you know, we've, we've would
come into the season.
You know, as, as a I was abasketball player.
(11:17):
I never played football.
We won't go there.
Speaker 2 (11:20):
Uh, but he did talk about it a few episodes ago.
Speaker 3 (11:25):
You can, I did.
You can go back and listen tothat, but you know, we always
worked on.
We just want to jump in and dothe fun stuff.
You know, let's script, let'slet's scrimmage.
You know, let's play a game,let's do the fun stuff.
And the coaches were alwayslike, nope, let's focus on the
fundamentals first.
So that's dribbling thispassing, that is layups, that's
free throws, that's conditioning, all those things.
So you have to come back to it.
(11:45):
I think halftime is a good timeto reevaluate.
Are we hitting the fundamentals?
And here's the reason I saythat is because when you're not
having the year that you wouldlike to be having, if you're
losing, then you're going to goout and you're going to
overcompensate to try to makesomething happen right.
Conversely, if you're doingreally, really well, you can get
(12:09):
into a complacent mentality andsay, well, it feels like we're
doing all the right stuff.
I mean we're winning, I meanwe've got a lot of work coming
in or we've got these big jobscoming in, and so now we start
to get complacent and we startletting things slide.
Some of those fundamentals andwe just got to like part of the
reset is back to.
(12:29):
What are those fundamentalsthat we need to hit on.
So when we're looking at thereality check, as you call it,
adam, you know, the first thingis we want to be real.
Where are we at?
Okay, don't be optimistic,don't be pessimistic, Just be
honest with yourself, honestwith your team.
Like, where are we at?
(12:49):
Okay, don't be optimistic,don't be pessimistic, just be
honest with yourself, honestwith your team.
Like, like, where are we at?
Um, there's a, there's ascripture that I found at
Lamentations 340.
It says let us examine our waysand test them and let us return
to the Lord.
Okay, so even our spirituallife, when we start to sway you
know Hebrews talks about thatsalvation, or Jesus is our
(13:12):
anchor.
So if we're anchored in him,even though we veer off, you
know, if you've got an anchor ina boat and you veer off, what's
going to happen?
It's going to like tug on you,catch and tug, catch you and
bring you back.
So that's what thesefundamentals do, and so let's
talk about so what we're tryingto do today is not really give
(13:32):
you an answer, but really giveyou more things to think about.
We're not saying changeeverything, we're not saying
change nothing, but we're goingto give you some examples or
some things to think through of.
Okay, how do I need to thinkabout this?
Let's start with when stayingthe course is a trap.
(13:53):
We change nothing.
We're going to talk about threeFs the fear trap, the
familiarity trap I can't saythat word Familiarity,
familiarity trap, yeah, whatAdam said.
And then the ego trap.
Okay, so here's the fear trap.
What if I change something andit breaks everything?
(14:14):
So y'all talk about that.
What happens if I changesomething?
Like it feels comfortable, itfeels good, but what if I change
it?
And like the what if?
What if something bad happens?
Speaker 2 (14:26):
Yeah, I mean you could really.
I think it depends on thesituation.
Obviously, if you're doing well, why would you want to change?
It is what I would say.
Doesn't mean you don't More ofa tweak to the process to get
better.
It could.
I guess it could let the.
Am I going to let my team down?
You know, if we've done reallywell, am I going to let them
(14:47):
down?
Um, I don't want to fail.
I don't want to fail them.
Speaker 1 (14:50):
Well, I think it uh something for me, and and I was
actually sharing this with uhBenji yesterday we were texting
the night before and, um, I'veshared the water issues we've
had at this ridiculous house,but you're just talking about
making changes and, um, we had awater faucet outside.
That was slowly leaking, right,okay, and y'all stick with me.
(15:12):
I have some.
We're going with it.
It's slowly leaking.
It needed to be fixed.
It's like you know, it'sleaking.
I don't know if there's waterbehind.
I mean, we have that on theoutside.
Luckily it's not in the house,but over time that water is
going to mold, it's going tocause issues, it's going to be
there.
So I was like I got to get itfixed.
In the process I accidentallyripped the faucet off, like I
(15:32):
ripped that sucker clean offbecause it was, and so my wife
wasn't happy.
There's no water Now.
We have no water in the house.
You know, if we turn the wateron for a moment, it's just
shooting out.
Luckily not come back in out,luckily not come back in.
But my point is is that thatchange needed to happen.
It was still working right,like we had water in the house.
The faucet was working, um, butit was leaking.
But over time that's causingdamage and, yes, it may have
(15:56):
cost us money.
We had to call somebody to come.
They did.
They got it fixed.
Uh, we got a local plumber thatcame, did it.
But if I hadn't decided to makea change and say, all right, I
gotta this.
I don't know what other issueswould have been caused.
There could have been molding,that I wasn't aware of, erosion,
which eventually may have comeinto the house on the outside
wall, the insulation.
So my point is was the faucetworking?
(16:17):
Yes, it was doing what it wassupposed to.
It wasn't shooting water.
We still had water in the house, but it had a small issue that
needed to be fixed house.
But it had a small issue thatneeded to be fixed.
And because we fixed it, nowit's not leaking at all, it's
clean, it's not doing anything.
So sometimes, even when thingsare working, I feel like in your
business and maybe you guys cantouch on that but things look
like they're working on thesurface, right, but underneath,
(16:38):
behind that wood planking, therecould be something that's
brewing, something that's going.
So, hey, we've got to takethese things.
When we see these small detailsthat's something we've been
talking a lot about at thechurch is we miss the small
details.
We always fix the big things,we fix the things that are on
the surface, that our churchsees, that our staff sees, but
the small things, the smallprocesses, we don't think about
(17:01):
those and in the end those smallcracks turn into big issues.
So I feel like you have to makethose changes.
Sometimes I mean, yeah, I wouldrather not have not had water
in our house and not broken thefaucet off, but because of doing
that and making that change andattempting to fix it which I
failed at but attempting to fixit it allowed us to fix the
(17:21):
overall problem and now that's,that's clean.
Speaker 3 (17:23):
So Well, and I think to speak to that, Adam, I mean,
you know, sometimes when we havethings that we've done in our
business and they were, theywere and we'll talk about this
too but you know, they were goodideas at one time but maybe,
maybe they do need to change,you know, we've, as leaders, we
have to have the courage and theboldness to to recognize that.
(17:44):
I mean, nobody wants their babycalled ugly, Okay, I mean, no,
nobody wants their baby calledugly.
So we have to have the courage,you know.
So courage, courage reallyisn't the absence of fear.
You know, you think about allthese courageous people.
It wasn't that they were afraid, because they might've been
afraid, but courage is actuallyobedience in the middle of it.
(18:07):
So, courage isn't the absence ofof being afraid, it's actually
running to it.
We've talked about, you know,I'm part of a group called C12
and we call it the Buffaloculture.
The Buffaloes actually run intothe storm instead of uh cows
that run away from the storm.
They're both going toexperience a storm, but the
(18:28):
buffaloes are going toexperience it in less or go
through it in less amount oftime, because they're going to
run through it Head first,through it, head through it.
So that's the fear trap.
You know, if we make a change,what's it going to do?
The second one I'll let you sayit, adam, because I can't say
the word it's the familiarity.
There you go, okay.
So I don't know why I can't saythat.
(18:50):
It's just you know whatever,but most people double down on a
broken strategy because it'sfamiliar.
So just think about if you'vestill got your eyes closed
hopefully you don't, butespecially if you're driving.
But think about, you know, isthere something that's broken in
your business but you've heldonto it because it's very
(19:11):
familiar.
And as leaders, you know we'rethinking about, you know,
changing things.
Maybe it's a familiar system,maybe it's a familiar role or a
function or somebody that's inthe organization, Maybe it's
familiar excuses.
Speaker 1 (19:25):
We've always totally.
You know, because we've alwaysdone it doesn't mean we have to
keep doing it.
I mean there's been plenty ofmeetings that you and I have had
that that's been my excuse.
Well, hey, this is how we do it, this is how we've always done
it, and you've always kind ofpositioned us to think outside
the box and say, all right, justbecause you've always done it
that way doesn't mean that itcan't be improved upon.
Speaker 3 (19:46):
Yeah, that's right.
John Maxwell says this.
He says the greatest enemy offuture success is actually past
success.
So just because somethingworked out well in the past
doesn't necessarily mean it'sgoing to work out well in the
future.
Well, man, we did that twoyears ago and it was the
(20:07):
greatest strategy.
It was the greatest thing youknow, and sometimes it's not the
best thing going forward.
Here's something else.
I mean I debated whether to putthis in here or not, but I'm
just going to go ahead and sayit.
Speaker 1 (20:20):
It's our show, but from a— Let it go, just say it,
just say it but from a let it go, just say it, just say it.
Speaker 3 (20:31):
This is maybe on a more spiritual level, but
sometimes what god blesses inone season becomes baggage in
the next season, for sure that'sreally good, okay, and it's
like, like what?
like what does that mean?
If you, if you look at um, ifyou look at like manna in the
old testament, I mean what ablessing that god gave the, the,
the children of israel, mannato eat.
(20:51):
But when they got into thepromised land, what did they do?
They started complaining yep,well, you know, we used to have
this.
Well, he's like that.
Well, that's done, you know, gogo into your new.
So what was blessing in the pastbecame baggage in the future.
Take Saul and David, forexample.
You know David wanted to gofight Goliath and Saul, he was
(21:17):
the soldier, you know he had thearmor, he had the swords and
all this.
And David actually tried it on.
It was too big.
He's like, guys, this ain'tgoing to work.
You know, I trust in the Lord.
And he went and picked up acouple of five stones and did
the work.
So when we think about this inour business, sometimes that and
(21:38):
I believe Benji and I we feellike that we're stewards of this
business for God.
We feel like that we'restewards of this business for
God and we try to be sensitiveto the Holy Spirit and what he's
telling us to do.
And there may have been somethings and seasons in the past
that are just different.
Now.
We've got to keep listening.
Maybe we're not in the productbusiness, but maybe it's a
(22:00):
product that you launched yearsago and it's not working anymore
.
You need something new.
Maybe it's a team structurethat you had at one point in
time that you need to change up.
Maybe it's.
Maybe it's a way that you lead.
Maybe maybe you need to changethe way that you lead, or maybe
it's like a routine or a mindsetthat you have.
(22:20):
You know, we just we just needto be sensitive.
Uh, and since we're on the,since we're on the spiritual
subject, isaiah 43, 18 through19 says Forget the former things
, do not dwell on the past.
See, I am doing a new thing, sojust something for you guys to
reflect on is is there thingsthat that maybe you know they're
(22:45):
and I don't necessarily like touse the word blessed, but for
these purposes we'll use it butmaybe we were blessed on
something in the past and we'rejust we're, we're relying on
that, that particular blessingand that season, to say that
it's going to be the same inthis season.
Yeah, and we're not, and we'renot listening and we're not
being sensitive to.
So what do you?
(23:05):
I mean?
What do you guys think aboutthat?
Speaker 2 (23:07):
I think it's very easy to do, to just keep doing
the same thing over and overbecause it's familiar, I mean,
and and the challenge is you're,you're right If you're not
careful.
Technology changes, processeschange, people change, your,
your environment changes and youcan go hey, I can go do X over
here and do it that way, justbecause it's always worked, and
(23:30):
the system may not be set up todo it that way, or you've got it
all working to your advantage.
Um, and you're just going, man,I'm just, I'm just checking a
box, x done, you know, eyes dotT's cross, finished, but you've
got to adapt to what is, youknow the newness of where we're
headed, where we're going, wherewe want to go.
Uh, and if you're not man, youcan.
(23:52):
You can really get, um,familiar, familiar places, can
get really, can get really outof whack quick.
Speaker 1 (23:58):
Yeah, we're.
We're going through a lot ofthat right now, too, with what
we're doing with the church.
One of the big things we'regetting ready to do is make a
website change, and that's hugefor the church.
Not only are they making awebsite change, we're rebranding
things because it's never beendone but it needed it.
We're working on some things asa church that needs an update.
But one of the things we talkedabout is our current provider.
(24:20):
There's nothing wrong with them.
They haven't done anything forus to want to change, but their
business model has changed, andfor the better for them.
They're doing much better, butour model at the church has
changed and we need to be ableto transition into something
that's scalable, because webelieve the church is growing
and it's continue growing.
But we also need something thatreally matches where we are
(24:42):
with the growth of the church,and I think sometimes in
business that's the same thingis that it's not necessarily a
negative thing to change right,like just because you're
changing doesn't mean that itwasn't not working.
But, like you said, brady, likethere's a lot that's happened in
the last six months.
I mean, think about things withour economy, think about, I
(25:02):
mean just tariffs and cost ofliving.
I mean, there's a lot of thingsthat happen and you have to
adjust, and if you don't makethose adjustments, you're going
to fail and you're going to fallbehind, and that's what we've
talked about.
I know this is a big thing forthe church.
I know doing things thatthey've never done marketing.
They've never done Google adsNever in your life, would you
think.
Why would we need to do that?
Well, people are looking for achurch, they're looking for
(25:23):
places, people are looking forthe business of ServPro.
You've got to be able to get infront of people when they need
it and do things, and sometimesyou've got to make a change just
to be able to continueprogressing forward.
Speaker 3 (25:36):
Well, I think they got the right person to help
them do that, Adam.
Speaker 1 (25:39):
Yeah, I hope so.
I'm trying.
They got the right person tohelp them do that Adam?
Speaker 3 (25:42):
Yeah, I hope so, I'm trying, I'm excited.
So let's, let's talk about thelast trap, okay, uh, the last
trap is the ego trap, okay, andthis kind of goes back to the,
to the baby scenario.
But let's say you're the leader, you built the strategy, you
built the system, but thesystem's just not working
anymore.
Then you have to, you have tobe the one to say hey, listen,
(26:02):
this is not working right.
And you have to kind of set theego aside, set the pride aside,
and say we've got to make achange.
And this is where yourleadership team can really come
in.
The Bible says in the multitudeof counselors there's wisdom and
Proverbs, and so, having peoplearound you that can help you
(26:22):
make those decisions and seethings that maybe you can't see,
then either you're on an islandby yourself or you've got
people with you.
So making those adjustmentshere's the reality, and I may
trademark this quote because Ireally like this.
So just take this in all, right, leaders don't get paid to be
(26:51):
right.
Leaders don't get paid to beright, they get paid to make it
right.
Okay, so, a lot of times, asleaders, we want to, we know
we're the.
We want to be right.
We want to have the rightanswer and sometimes the right
answer is somebody else that hasthe good idea or somebody else
that has a solution.
(27:11):
So I've always heard paid to beright.
They get paid to get it rightthat's right.
Speaker 1 (27:17):
I've always heard if you're the smartest person in
the room, you're in the wrongroom.
That that's right.
When you said that, that's thefirst thing that came to my head
, because if I'm not supposed toget it right, I'm supposed to
be.
Like you said make sure we getit right.
And so I need to be in the roomwith other people that are
better than I am, and I thinkthat's something too culturally.
Is that people?
(27:38):
I feel like we're in a culturenow where titles and what people
do are such a big part, butsometimes that ego you have to
take out of that and be likelook, if they're better than me.
Speaker 2 (27:49):
That means I put myself in the right place, yeah,
and that's a great setup for goback and listen to the last
episode of being a leader, thefive coaching habits of a great
leader.
Because you're right, you can.
Brady said it right they don'tget paid.
We don't get paid to be right,we get paid to get it right.
Speaker 1 (28:08):
That's good.
Speaker 2 (28:08):
Brady, sometimes it takes a team around us Trade
market Trade market.
Sometimes it takes a team aroundus to help give ideas.
Maybe we don't have all theideas To your point.
If you're the smartest in theroom, you're in the wrong room.
Have all the ideas to yourpoint If you're?
If you're the smartest in theroom, you're in the wrong room.
So you gotta, you gotta have,you gotta have a team around you
.
Um, I think there's value incorrective action.
(28:29):
At the same time, correctivepraise.
You know you've got to be ableto tell people where they are
doing well at, so that they willbe able to understand, when we
do give corrective action as aleader, what we got to do to get
it right.
And again, we may not have theanswer.
It may take, it may take themto help us get there.
Speaker 3 (28:47):
Yeah.
So to kind of land the plane, Ithink, on this, this episode,
like I think you guys are right,this is a two-parter, just
because there's so muchinformation to cover here and uh
, and we'll try to get these outto you quickly.
And when I say we, I mean Adam,um, but the uh.
So if we're going to makeadjustments, all right, like,
how do we think through thoseadjustments, Cause what, we'll
(29:09):
come back on next episode andwe're going to talk about the
complete opposite of hey,there's, there's no adjustments
that are needed, just because wefeel like there needs to be an
adjustment.
You know, or we just we want tochange, just for the sake of
change.
So we're going to, we're goingto, we're going to talk about
that in next episode.
But if we're going to make anadjustment, we feel like we need
to make an adjustment, Then howdo we do that?
(29:29):
We do that through three R's wereview, we recalibrate and we
recommit.
Okay, so, at the, at thebeginning of the year when we
set these strategic plans inplace, we reviewed the last year
, we reviewed 2024.
What was working, what's notworking, what do we want to do
as we're going to go forward?
(29:50):
We recalibrated the teamProbably most of you, I would
imagine.
I would hope so, if you didn'tMaybe think about this for next
year, but you probably wentoff-site with your team.
If you didn't maybe think aboutthis for next year, but you
probably went offsite with yourteam.
It's a way for you torecalibrate as a leadership team
(30:11):
, get away from the office, getaway from the hustle and bustle
and all that stuff.
But you're recalibrating andsaying, okay, what do we need to
focus on and how do we need todo these strategies?
And then, as a leadership team,we're recommitting to what
we're doing.
So we're doing the same thingmid-year.
If we're going to make a change.
We're reviewing the first halfof the year what worked, what
didn't work.
We're recalibrating.
If you can get off-site, Ithink it's a great time to do
(30:33):
that as well and then recommitto okay, we're going to make
some halftime adjustments.
We need to go forward for therest of the year.
Have the courage, have theboldness that if you need to
make a change, make a change.
Going back to John Maxwell, hesays mid-course corrections are
(30:56):
a sign of strength, not weakness.
You may be thinking I don'twant to make a change.
It's going to confuse a lot ofpeople, but you know deep down
that you need to make thosechanges.
So it's not a sign of weakness,it's actually a sign of
strength, yeah.
Speaker 2 (31:13):
Well, no, that's.
That's great, Brady.
Great job on on getting thisall together and you know we've
said it before.
I think that that quote there atthe end, the midcourse
corrections are signs ofstrength, not weakness.
Control what you can Obviouslyyou can there are things that
are beyond our control butdoesn't expose us, but it does
help us get better.
(31:33):
We just want to say thank youall for just tuning in to
another episode of the higher uppodcast.
Again, you can find us on anysocial platform.
Connect with us, share, get theword out, appreciate you guys
so much and go out there andchoose to live a higher up life.
See you next time.
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