March 25, 2024 • 15 mins
🎙️ Today on the show, we dive into the world of employee onboarding! 🚀
👥 Let's face it, most companies just take their new hires out to the job and call it a day. But is that really enough? 🤔 We think not! 💡
🔍 Join us as we discuss what should be done to ensure a smooth onboarding process and set our employees up for success. How long should you invest in onboarding? 🕒 What steps should be included? 📋
💪 We believe in having a structured onboarding process in place. And let's be honest, we're not perfect either, but that doesn't stop us from striving for excellence! 🌟
🗣️ Tune in to the show today as we chat it up about the importance of effective employee onboarding. Get ready for some valuable insights, practical tips, and of course, some fun along the way! 🎉
#EmployeeOnboarding #StructuredProcess #SuccessMatters #PodcastReady 🎧
Do you want to grow your business and your profits? Is your business too dependent on you the owner? Improve or implement processes that help you grow. Eliminate stress while improving cash flow. Interested? If so check out LOS. Landscape Operating System with Peer group is for you.
Learn more here https://www.scalingscoresystem.com/los
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Good morning on Lanscape Talk.
We're here, live in Rio, it'sMonday, so getting after it
Hopefully you had a greatweekend, as always.
If you're looking to grow yourbusiness, implement processes,
reduce some of the time andshare responsibilities with your
team, bring up the second incommand or other team members.
Check out LOS.
Los is a landscape operatingsystem that helps you do this,
(00:25):
as well as a peer group, so youget to learn from the best in
the business, people that havesimilar things Going through
things.
You can always learn from otherpeople and their businesses or
processes, so check that out.
There's links in this, so we'lldive in today.
Today is Monday, just having alittle bit of fun with the
spring season.
I'm here with Dan.
(00:46):
Dan does some of our businessdevelopment, helps with some of
the systems and processes, and alittle bit of this and a little
bit of that.
So how are you today?
Speaker 2 (00:57):
Yeah, good, it's gonna be a good week.
Speaker 1 (01:02):
Yeah, we're coming out of the winter time so I
think a lot of things inpeople's mind is might be new
staff, so we'll probably maybejust touch on that a little bit
today and we won't get intowhere we find them yet.
I mean, I'm sure that'sprobably a question or being
(01:23):
fully staffed, but just kindawanna look at the onboarding
side of things and when you getsomebody, what does onboarding
look like and what should itlook like for somebody that you
bring it on, and maybe why isthat important?
Speaker 2 (01:42):
I mean I think just overall general way to look at
it is it's always good when it'sjust standard.
You have a set process.
I mean it can be updated overtime, but you have a process to
the point where you might havesomeone who's kind of in charge
of onboarding but at the sametime it's so dialed in you have
(02:03):
a checklist of all the thingsthat needs to be gone through
for each person.
It's dialed into the pointwhere if someone else has to
jump in for a little bit, theyknow exactly where the person's
at.
They know exactly what the nextsteps are and it's not just
like oh, I'll do the best I canLike, it's a very specific.
They know what the next step is.
(02:24):
It's always good to have thatlike standard.
So you know what the process is.
Everyone goes through the sameprocess, gets them up to speed.
Speaker 1 (02:32):
Yeah, I think the other thing, I think it's
something we overlooked for alittle bit and he spent a lot of
time recruiting people and thenthey would get there and it was
kind of like what's next, orwhat should we do, or you know
they don't feel welcome.
So, you know, I think it's likeyou know how do you make people
(02:53):
feel welcome in yourorganization?
Because I can think, you know,even going to a networking event
, you know there's some peoplethat just fit right in right
away and they're just liketalking.
But I could always tell whenyou have somebody that's new and
they're just kind of likestanding there, quiet, maybe
looking down on their phone,like how do you really outreach
(03:13):
to them?
And that is a process you knowin itself, to just say like when
somebody comes on board, youmay get an effort to make them
feel comfortable.
It's like start up aconversation so that they start
talking about you know what theydo, where they're from.
Because I can think of you knowwe join networking events, we
do different things, we'reinvolved in stuff, and I can
(03:34):
even, especially if you go to aplace where somebody doesn't
know you and you're there,you're just kind of like sitting
at the table.
The number one thing that youwant somebody to do, if you're
not that outgoing person, is tocome over and just say hey, who
are you, what do you do?
Yeah yeah, yeah, I'm gonna bringyou out.
I just feel like a part of theteam, somebody cares, somebody
(03:57):
noticed me.
But I think if you're not doinganything and you don't have a
formal quote process, I meanobviously you can get there, but
just assign somebody to justhave conversation.
I mean we have a couple ofpeople that love to talk.
Right, if you're talking aboutassigning things, just give them
, say like I just want you tomake them feel comfortable
(04:18):
because that person, you know,maybe over time, like you know,
drive somebody nuts.
You know, I'm not saying anyspecific person, I'm just saying
in general that like style, butlike when you're first coming
in you're like wow, you knowthat's yeah, that's what you
want, that's what you want.
Speaker 2 (04:32):
So, you know, I think that can be really helpful so
we can have a welcomingcommittee chair.
Speaker 1 (04:37):
Yeah, exactly, you know what do you think?
Where do you think most peopleyou know fall short?
Or what you've seen fall shortin the onboarding process, you
know, or the inverse of, likewhat is the benefit of you know
(04:59):
what should an onboardingprocess take you through?
So obviously you post an ad,then you hired them.
You know, we can talk aboutthat in another episode.
But, like, once they get tothat point, most people think
you're done and, to be honest,to really retain your people, I
think that's where it actuallystarts.
So, like what should beincluded in that time and really
(05:24):
driving forward from that point?
Speaker 2 (05:26):
Well, I mean, it's really important to like one
like set the specificexpectations, like really early
on, like you know, give them agood sense of like you know,
this is how we operate, theseare the things that we like
expect you know from our texts,instead of like getting them
going and just trying to, likeyou know, feed that to them
(05:46):
slowly, like over the course,you know, because things come up
and you're like oh we, you know, once someone develops a
certain habit, it can be harderto like get them to break that
Like you want to make sure likeit's set up right from the
beginning so they know, likeexactly like by the time they
show up, even like for theirfirst you know full day, they
should have a pretty good ideaof like what the day is going to
(06:07):
be and like what theirexpectations are, how they're
going to be, what theirexpectations are, how they
should show up, you know, whatthey should have with them, that
kind of thing.
So I feel like the biggestmistake is probably you kind of
touched on it earlier, but justlike being a little bit
unprepared in terms of, oh,we'll just, you know, we'll have
them come in and then we'lljust decide.
You know what we think heshould do when he gets here,
(06:29):
kind of thing like that's you'realready behind if you're doing
it that way.
Speaker 1 (06:33):
Yeah, I think, as a person, if you go in and I can
think about from the officeperspective, when people start
in an office and they have andwe don't do this perfect, but
like if you have their email setup and they're you know, if you
have a business card, if theyneed business cards, or they
have their workspace or theircomputer set up, that's a lot of
(06:55):
stuff.
That is, it showsintentionality.
Now, there's a lot of timeswhere that doesn't actually, you
know, doesn't happen, but themore that you can like commit to
, like helping prepare and getthem running faster, the better.
Obviously, there's an ideal foreverything and you have to
choose.
You know pick and choose, likewhat you can do.
Ultimately, you're workingtowards that goal.
(07:16):
But I just think onboarding isso important.
And then you know what, as faras like training wise, you know
what is the expectation of whatthey should be doing and how do
you get them certified and whatare some points where you check
in, like you know, is it, is itin a week, is it two weeks, is
(07:37):
it a month?
Does that take you to 90 daysand Just allow a way for them to
communicate?
Because if you're not doingthat, I just feel like it's
really and it's hard becauseyou're like hey, go do the work,
but when they don't do the work, I Feel like it does come back
on.
You know us as leaders to say,like I was I was talking to
(07:59):
somebody the other day and theywere.
They were like saying how theywere complaining about you know
that everybody wants a, a talent.
Right, you want a player, so aplayer, it's great.
But like you want a playerbecause somebody else developed
the a player, mm-hmm.
So the question is is like, ifyou want the a player, are you
(08:21):
willing to put in, to betraining obsessed to help
develop the a player so you havethe a player recognize who has
the ability to go?
I like sports as an examplewhere you say, okay, you know a
scout, so if you're a scout, youlook for the ability to grow.
You're not in the majors yet.
I mean I don't like baseball,but baseball is a good example.
(08:41):
They I Don't follow what Ishould say, but like they have
scouts right, so like they lookfor potential.
So what is the potential thatyou're actually looking for?
So that they can, you can, theycan grow.
Like, if you're not gonna getan a player, you know how do you
grow it?
And to me that's on boarding.
On boarding is growing yourpeople to the next level.
(09:03):
So I don't know if there'sanything that you think when you
hear those things, but that'skind of the way I think about it
.
Speaker 2 (09:10):
Yeah, I mean I mean definitely like things I pick up
on.
Like, early on, working with aguy is like is he, is he like
flexible and adaptable, like ifI give him something you know,
or have him watch a video or youknow, learn some new way of
doing something.
Like, is he, is he very open tolike, oh, like he's engaged in
that he picks up on and he'slike, oh, yeah, that makes sense
(09:31):
, you know I'm gonna do.
Or is he kind of like resistant, like oh, I, you know I do it
this way.
Or you know this doesn't reallylike get what what the point it
you know.
So, like that's that'sdefinitely like you said, like
having having all the experienceyou know, coming right in with
it.
It's like sure, like that'sgreat, but like, at the end of
the day, it's like it's not hardto get the right people like up
(09:54):
to speed on like how we dothings, as long as they have
that like good attitude and youknow they're, they know they're
there to like learn and like dothe best they can and develop
with the company.
Speaker 1 (10:05):
One of the things.
This is probably I don't know,it might have been 18, you know,
maybe 20 years ago now, but,like you know, when I first
started in the industry, youknow it was a bunch of kids and
they had no skill, they had noresume on landscaping, they had
nothing.
They were just either friends,friends of friends, kids that
(10:28):
you know their parents neededthem to like just get a summer
job right, and we deliveredamazing service.
We grew the company based offof almost, I would say, like the
McDonald's model a bunch ofteenagers, right.
So the question that is is likewhy now, all of a sudden, we
say we just need these eightplayers because that's the only
(10:50):
way we can deliver a service?
And I would just really, if youthink about it like that, like
how we started and grew acompany was with zero skill.
There was one, there was oneperson that knew what they were
doing.
You know they were the personthat knew what they were doing,
kind of, and that was me.
So all you really need like oneperson that knows a little bit,
(11:11):
and I was even learning at thattime.
You know, I remember I'm goingto go right into the camp.
You can't make it up.
So you know you can't make itup.
That's a segment where we talkabout things you just can't make
up.
It's like can you believesomebody did that?
We give examples of, likestrapping down dirt.
You know just, you know allsorts of things.
But you know, as I was startingand it just made me think of
(11:33):
this, somebody came to me andsaid I have grubs in my yard,
right.
So I didn't know what grubswere, but they told me what they
wanted.
They're like we want to dig thegrubs out.
So I came in with an excavatorand we just dug up the whole.
We dug up all the.
We had trailer loads of dirt wejust hauled out.
(11:55):
We literally dug the grubs outand then hauled in new soil.
It was the most ridiculousproject ever, because you don't
need to do that.
All you need to do is overseethe dead spots, because the
grubs now I know they're only aseasonal thing, right.
So you know they could have gota project for, like you know,
(12:16):
we could have seeded it forprobably a couple hundred bucks.
And here we brought in heavyequipment and like earth moving
stuff and we literally extractedthe grubs.
Really ridiculous, you can'teven make it up.
If somebody told me that now Iwould be like you're an idiot,
like why would you do that?
But that was at the time.
You just can't make it up.
We completely removed theiryard because they had grubs, but
(12:42):
that's the kind of thing.
But the customer was happy atthe end of the day because
that's what they asked for andthat's what they thought they
needed.
We were both uneducated but wewere just a bunch of kids doing
what the customer wanted andthey loved us.
It was completely ridiculous.
Now, I mean, that's one youcan't make up.
I mean we literally took outand put in a whole new yard and
(13:02):
you don't need to do that.
But so that's kind of a funnyone.
But it's just.
As you learn, you know what itis.
So I'm out of.
Do you have anything thatyou've seen in the last week or
so?
Speaker 2 (13:20):
I'm not thinking of something just right off the bat
, like last week or so, butsomething I was thinking about
earlier was along the same linesas the onboarding thing, with
like having guys that are thereto learn and grow with the
company and all that.
On the flip side of that,sometimes you get guys that just
like the example that came tomy mind was a guy that like
(13:44):
worked with us for a littlewhile.
Every once in a while there'dbe just like a little bit of
damage, nothing like huge oranything, but just like a little
damage appearing here and there.
We're like, hey, like nothingwould get reported or whatever.
We'd be like, hey, like, what'sgoing on with this?
And one of the things was it waslike a piece on the side of a
(14:07):
trailer got like just a littlebent up and we're like just not
making accusations or anything,but just like.
We got to have a conversationlike what's this about?
And the guy was like, oh, thewind did it.
He was like, yeah, oh, he never.
He just like wouldn't takeresponsibility for stuff.
(14:29):
That like was obviously hisresponsibility.
But yeah, the wind did it.
It's probably the funniestthing I've ever heard is like
damage goes like.
Speaker 1 (14:39):
You can't make it up.
You can't make it up.
Speaker 2 (14:42):
I'm sure the wind did that.
Speaker 1 (14:43):
Yeah, yeah, if you have anything you can't make it
up stories that you have thingsthat you see, whether it's your
crews or other people that yousee please share them Again.
We have like a ongoing thingwhere we keep track of them and
we're going to actually give outsome prizes for like the best.
You know it can't make it up.
You know we'll have a bracketwhere we'll kind of do them head
(15:03):
to head once we get enough ofthem and we'll kind of see, like
you know who wins and you knowthe champion you know from there
, so great, great, you know.
Thanks for tuning in today.
We'll keep you posted.
If there's anything you want tohear or us to dive into, please
feel free to share it.
We also look to do some productreviews.
(15:24):
Again, check out LOS if you'relooking to grow scale with like
minded people.
If you're lacking time, youknow, and you just need better
processes I mean that's one ofthe things that gets you time
back so you reach out to LOS,check them out.
Links will be in the thing.
There's also some landscapetraining stuff and we'll look to
help get you resources thathelp grow your business and grow
(15:45):
your profits.
I'm Seth.
This is Dan, we'll be backtomorrow.
Talk to you soon.
Good morning on Lanscape Talk.
We're here, live in Rio, it'sMonday, so getting after it
Hopefully you had a greatweekend, as always.
If you're looking to grow yourbusiness, implement processes,
reduce some of the time andshare responsibilities with your
team, bring up the second incommand or other team members.
Check out LOS.
Los is a landscape operatingsystem that helps you do this,
(00:25):
as well as a peer group, so youget to learn from the best in
the business, people that havesimilar things Going through
things.
You can always learn from otherpeople and their businesses or
processes, so check that out.
There's links in this, so we'lldive in today.
Today is Monday, just having alittle bit of fun with the
spring season.
I'm here with Dan.
(00:46):
Dan does some of our businessdevelopment, helps with some of
the systems and processes, and alittle bit of this and a little
bit of that.
So how are you today?
Speaker 2 (00:57):
Yeah, good, it's gonna be a good week.
Speaker 1 (01:02):
Yeah, we're coming out of the winter time so I
think a lot of things inpeople's mind is might be new
staff, so we'll probably maybejust touch on that a little bit
today and we won't get intowhere we find them yet.
I mean, I'm sure that'sprobably a question or being
(01:23):
fully staffed, but just kindawanna look at the onboarding
side of things and when you getsomebody, what does onboarding
look like and what should itlook like for somebody that you
bring it on, and maybe why isthat important?
Speaker 2 (01:42):
I mean I think just overall general way to look at
it is it's always good when it'sjust standard.
You have a set process.
I mean it can be updated overtime, but you have a process to
the point where you might havesomeone who's kind of in charge
of onboarding but at the sametime it's so dialed in you have
(02:03):
a checklist of all the thingsthat needs to be gone through
for each person.
It's dialed into the pointwhere if someone else has to
jump in for a little bit, theyknow exactly where the person's
at.
They know exactly what the nextsteps are and it's not just
like oh, I'll do the best I canLike, it's a very specific.
They know what the next step is.
(02:24):
It's always good to have thatlike standard.
So you know what the process is.
Everyone goes through the sameprocess, gets them up to speed.
Speaker 1 (02:32):
Yeah, I think the other thing, I think it's
something we overlooked for alittle bit and he spent a lot of
time recruiting people and thenthey would get there and it was
kind of like what's next, orwhat should we do, or you know
they don't feel welcome.
So, you know, I think it's likeyou know how do you make people
(02:53):
feel welcome in yourorganization?
Because I can think, you know,even going to a networking event
, you know there's some peoplethat just fit right in right
away and they're just liketalking.
But I could always tell whenyou have somebody that's new and
they're just kind of likestanding there, quiet, maybe
looking down on their phone,like how do you really outreach
(03:13):
to them?
And that is a process you knowin itself, to just say like when
somebody comes on board, youmay get an effort to make them
feel comfortable.
It's like start up aconversation so that they start
talking about you know what theydo, where they're from.
Because I can think of you knowwe join networking events, we
do different things, we'reinvolved in stuff, and I can
(03:34):
even, especially if you go to aplace where somebody doesn't
know you and you're there,you're just kind of like sitting
at the table.
The number one thing that youwant somebody to do, if you're
not that outgoing person, is tocome over and just say hey, who
are you, what do you do?
Yeah yeah, yeah, I'm gonna bringyou out.
I just feel like a part of theteam, somebody cares, somebody
(03:57):
noticed me.
But I think if you're not doinganything and you don't have a
formal quote process, I meanobviously you can get there, but
just assign somebody to justhave conversation.
I mean we have a couple ofpeople that love to talk.
Right, if you're talking aboutassigning things, just give them
, say like I just want you tomake them feel comfortable
(04:18):
because that person, you know,maybe over time, like you know,
drive somebody nuts.
You know, I'm not saying anyspecific person, I'm just saying
in general that like style, butlike when you're first coming
in you're like wow, you knowthat's yeah, that's what you
want, that's what you want.
Speaker 2 (04:32):
So, you know, I think that can be really helpful so
we can have a welcomingcommittee chair.
Speaker 1 (04:37):
Yeah, exactly, you know what do you think?
Where do you think most peopleyou know fall short?
Or what you've seen fall shortin the onboarding process, you
know, or the inverse of, likewhat is the benefit of you know
(04:59):
what should an onboardingprocess take you through?
So obviously you post an ad,then you hired them.
You know, we can talk aboutthat in another episode.
But, like, once they get tothat point, most people think
you're done and, to be honest,to really retain your people, I
think that's where it actuallystarts.
So, like what should beincluded in that time and really
(05:24):
driving forward from that point?
Speaker 2 (05:26):
Well, I mean, it's really important to like one
like set the specificexpectations, like really early
on, like you know, give them agood sense of like you know,
this is how we operate, theseare the things that we like
expect you know from our texts,instead of like getting them
going and just trying to, likeyou know, feed that to them
(05:46):
slowly, like over the course,you know, because things come up
and you're like oh we, you know, once someone develops a
certain habit, it can be harderto like get them to break that
Like you want to make sure likeit's set up right from the
beginning so they know, likeexactly like by the time they
show up, even like for theirfirst you know full day, they
should have a pretty good ideaof like what the day is going to
(06:07):
be and like what theirexpectations are, how they're
going to be, what theirexpectations are, how they
should show up, you know, whatthey should have with them, that
kind of thing.
So I feel like the biggestmistake is probably you kind of
touched on it earlier, but justlike being a little bit
unprepared in terms of, oh,we'll just, you know, we'll have
them come in and then we'lljust decide.
You know what we think heshould do when he gets here,
(06:29):
kind of thing like that's you'realready behind if you're doing
it that way.
Speaker 1 (06:33):
Yeah, I think, as a person, if you go in and I can
think about from the officeperspective, when people start
in an office and they have andwe don't do this perfect, but
like if you have their email setup and they're you know, if you
have a business card, if theyneed business cards, or they
have their workspace or theircomputer set up, that's a lot of
(06:55):
stuff.
That is, it showsintentionality.
Now, there's a lot of timeswhere that doesn't actually, you
know, doesn't happen, but themore that you can like commit to
, like helping prepare and getthem running faster, the better.
Obviously, there's an ideal foreverything and you have to
choose.
You know pick and choose, likewhat you can do.
Ultimately, you're workingtowards that goal.
(07:16):
But I just think onboarding isso important.
And then you know what, as faras like training wise, you know
what is the expectation of whatthey should be doing and how do
you get them certified and whatare some points where you check
in, like you know, is it, is itin a week, is it two weeks, is
(07:37):
it a month?
Does that take you to 90 daysand Just allow a way for them to
communicate?
Because if you're not doingthat, I just feel like it's
really and it's hard becauseyou're like hey, go do the work,
but when they don't do the work, I Feel like it does come back
on.
You know us as leaders to say,like I was I was talking to
(07:59):
somebody the other day and theywere.
They were like saying how theywere complaining about you know
that everybody wants a, a talent.
Right, you want a player, so aplayer, it's great.
But like you want a playerbecause somebody else developed
the a player, mm-hmm.
So the question is is like, ifyou want the a player, are you
(08:21):
willing to put in, to betraining obsessed to help
develop the a player so you havethe a player recognize who has
the ability to go?
I like sports as an examplewhere you say, okay, you know a
scout, so if you're a scout, youlook for the ability to grow.
You're not in the majors yet.
I mean I don't like baseball,but baseball is a good example.
(08:41):
They I Don't follow what Ishould say, but like they have
scouts right, so like they lookfor potential.
So what is the potential thatyou're actually looking for?
So that they can, you can, theycan grow.
Like, if you're not gonna getan a player, you know how do you
grow it?
And to me that's on boarding.
On boarding is growing yourpeople to the next level.
(09:03):
So I don't know if there'sanything that you think when you
hear those things, but that'skind of the way I think about it
.
Speaker 2 (09:10):
Yeah, I mean I mean definitely like things I pick up
on.
Like, early on, working with aguy is like is he, is he like
flexible and adaptable, like ifI give him something you know,
or have him watch a video or youknow, learn some new way of
doing something.
Like, is he, is he very open tolike, oh, like he's engaged in
that he picks up on and he'slike, oh, yeah, that makes sense
(09:31):
, you know I'm gonna do.
Or is he kind of like resistant, like oh, I, you know I do it
this way.
Or you know this doesn't reallylike get what what the point it
you know.
So, like that's that'sdefinitely like you said, like
having having all the experienceyou know, coming right in with
it.
It's like sure, like that'sgreat, but like, at the end of
the day, it's like it's not hardto get the right people like up
(09:54):
to speed on like how we dothings, as long as they have
that like good attitude and youknow they're, they know they're
there to like learn and like dothe best they can and develop
with the company.
Speaker 1 (10:05):
One of the things.
This is probably I don't know,it might have been 18, you know,
maybe 20 years ago now, but,like you know, when I first
started in the industry, youknow it was a bunch of kids and
they had no skill, they had noresume on landscaping, they had
nothing.
They were just either friends,friends of friends, kids that
(10:28):
you know their parents neededthem to like just get a summer
job right, and we deliveredamazing service.
We grew the company based offof almost, I would say, like the
McDonald's model a bunch ofteenagers, right.
So the question that is is likewhy now, all of a sudden, we
say we just need these eightplayers because that's the only
(10:50):
way we can deliver a service?
And I would just really, if youthink about it like that, like
how we started and grew acompany was with zero skill.
There was one, there was oneperson that knew what they were
doing.
You know they were the personthat knew what they were doing,
kind of, and that was me.
So all you really need like oneperson that knows a little bit,
(11:11):
and I was even learning at thattime.
You know, I remember I'm goingto go right into the camp.
You can't make it up.
So you know you can't make itup.
That's a segment where we talkabout things you just can't make
up.
It's like can you believesomebody did that?
We give examples of, likestrapping down dirt.
You know just, you know allsorts of things.
But you know, as I was startingand it just made me think of
(11:33):
this, somebody came to me andsaid I have grubs in my yard,
right.
So I didn't know what grubswere, but they told me what they
wanted.
They're like we want to dig thegrubs out.
So I came in with an excavatorand we just dug up the whole.
We dug up all the.
We had trailer loads of dirt wejust hauled out.
(11:55):
We literally dug the grubs outand then hauled in new soil.
It was the most ridiculousproject ever, because you don't
need to do that.
All you need to do is overseethe dead spots, because the
grubs now I know they're only aseasonal thing, right.
So you know they could have gota project for, like you know,
(12:16):
we could have seeded it forprobably a couple hundred bucks.
And here we brought in heavyequipment and like earth moving
stuff and we literally extractedthe grubs.
Really ridiculous, you can'teven make it up.
If somebody told me that now Iwould be like you're an idiot,
like why would you do that?
But that was at the time.
You just can't make it up.
We completely removed theiryard because they had grubs, but
(12:42):
that's the kind of thing.
But the customer was happy atthe end of the day because
that's what they asked for andthat's what they thought they
needed.
We were both uneducated but wewere just a bunch of kids doing
what the customer wanted andthey loved us.
It was completely ridiculous.
Now, I mean, that's one youcan't make up.
I mean we literally took outand put in a whole new yard and
(13:02):
you don't need to do that.
But so that's kind of a funnyone.
But it's just.
As you learn, you know what itis.
So I'm out of.
Do you have anything thatyou've seen in the last week or
so?
Speaker 2 (13:20):
I'm not thinking of something just right off the bat
, like last week or so, butsomething I was thinking about
earlier was along the same linesas the onboarding thing, with
like having guys that are thereto learn and grow with the
company and all that.
On the flip side of that,sometimes you get guys that just
like the example that came tomy mind was a guy that like
(13:44):
worked with us for a littlewhile.
Every once in a while there'dbe just like a little bit of
damage, nothing like huge oranything, but just like a little
damage appearing here and there.
We're like, hey, like nothingwould get reported or whatever.
We'd be like, hey, like, what'sgoing on with this?
And one of the things was it waslike a piece on the side of a
(14:07):
trailer got like just a littlebent up and we're like just not
making accusations or anything,but just like.
We got to have a conversationlike what's this about?
And the guy was like, oh, thewind did it.
He was like, yeah, oh, he never.
He just like wouldn't takeresponsibility for stuff.
(14:29):
That like was obviously hisresponsibility.
But yeah, the wind did it.
It's probably the funniestthing I've ever heard is like
damage goes like.
Speaker 1 (14:39):
You can't make it up.
You can't make it up.
Speaker 2 (14:42):
I'm sure the wind did that.
Speaker 1 (14:43):
Yeah, yeah, if you have anything you can't make it
up stories that you have thingsthat you see, whether it's your
crews or other people that yousee please share them Again.
We have like a ongoing thingwhere we keep track of them and
we're going to actually give outsome prizes for like the best.
You know it can't make it up.
You know we'll have a bracketwhere we'll kind of do them head
(15:03):
to head once we get enough ofthem and we'll kind of see, like
you know who wins and you knowthe champion you know from there
, so great, great, you know.
Thanks for tuning in today.
We'll keep you posted.
If there's anything you want tohear or us to dive into, please
feel free to share it.
We also look to do some productreviews.
(15:24):
Again, check out LOS if you'relooking to grow scale with like
minded people.
If you're lacking time, youknow, and you just need better
processes I mean that's one ofthe things that gets you time
back so you reach out to LOS,check them out.
Links will be in the thing.
There's also some landscapetraining stuff and we'll look to
help get you resources thathelp grow your business and grow
(15:45):
your profits.
I'm Seth.
This is Dan, we'll be backtomorrow.
Talk to you soon.
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