Rob Gallaher & Profit Sharing - The Power of Shared Success - Light Up Your Business

Episode Transcript
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Tammy Hershberger (00:01):
Welcome to the Light Up your Business
podcast, the show where we divedeep into the world of small
businesses.
I'm your host, TammyHershberger, and each episode
will bring you inspiring stories, expert insights and practical
tips to help your small businessthrive.
Whether you're an entrepreneurjust starting out or a seasoned
business owner, this podcast isyour go-to source for success in

(00:21):
the small business world.
Let's get started to source forsuccess in the small business
world.
Let's get started.
Hi everyone, I want to welcomeyou back to another episode of
Light Up your Business podcast.
Today I have a very specialguest.
His name is Rob Gallaher and hewrote the book called Profit
Sharing the Power of SharedSuccess.
And so, Rob, how are you doingtoday?

Rob Gallaher (00:43):
I'm doing super well and super excited to be
with you today.

That is good .
I'm so glad that you came on.
You know I actually have apodcast prior that we talked
briefly about prophet sharing,but it wasn't nearly as good as
what I understood once I readyour book.

Cool.

So I want all my guests to kind of learn a
little bit about you.
So if you don't mind, will youjust tell me a little bit about
yourself?

I'm a father of eight.
I have multiple businesses thatI started or bought in over the
years and run, and I've workedreally hard and during my
journey of being a businessowner, I realized my time with
my family was dwindling, so Iwanted to find a way to help
that, so I could be home at adecent hour and not be married
to the business.
And that's what profit sharingis all about is giving business
owners back time with theirfamily and to live their life

(01:36):
how they want to.

Yeah, and I saw reading your book and, um,
these are a couple of questionsthat I thought of after I sent
you your questions.
But I saw you had a big familythat you were raised in.
There was 11 kids right in yourfamily.

That's correct.

And so where did you fall?
Were you in the middle, or?

I was the oldest.

The oldest.
Okay, yes, so I saw.
Actually I do remember thatbecause you had said something
about the big family.
Taught you about teamwork,right?

Correct.
Yeah, so you know, like mostbig families, there's big messes
and a big house to clean.
And my mom would would be.
She would come to us and on aSaturday and be like, hey, when
the house is clean, we can allgo swimming, and so, but that's
all kind of she would say, and Ithink she was just testing us
to see how much we wanted to goswimming and if we were going to

(02:25):
clean the house correctly.
And so, yeah, I realized at ayoung age that if we all worked
together and there was some kindof organization about getting
the work done, we could beswimming sooner and thus we
could swim longer before dinnertime or whatever the case was.
And so that kind of started, Ithink, at a young, this idea of
teamwork and collaboration toget a project done as

(02:45):
efficiently as possible.

Yeah, and I remember you saying your father
had a relentless work ethic andyour mom had more of the dreamer
and the forward mindset.
Is that correct?

Yeah, I would say, that's true.

And so that obviously had some kind of
impact on you, right?

Yeah, I think I think work ethic if we could
give our kids anything would bea huge thing, would be super
important, right, because thesekids grow up and they go out
into the real world andsometimes the real world can be
really tough and challenging.
And my mom was more of anidealist.
She had a college education.
She was the first one in herfamily to have that education.

(03:22):
She was the first one in herfamily to have that and she was
always pushing us to be.
You know, think about being adoctor or think about a lawyer.
She was really high in jobs andthat was kind of her hope and
dream for us.
Where I saw a lot of valueespecially the older I get, I
see a lot of value in these bluecollar jobs doing very, very
well, like my father had.

(03:43):
He was a mechanic.

Yeah, and talk about I mean in demand jobs
these days.
I mean AI is taking over somuch stuff, but these people
that work with their hands youknow builders, framers,
carpenters, all these thingsit's such a great career because
people are always going to needthat.

Correct?
Yeah, I don't think I don't seeAI uh cleaning out your your
sewer drain anytime soon.

So yeah, my brother, my oldest brother, is a
mechanic and his hands arealways dirty, but I'm like
everybody calls him because hecan get it done.
I mean I can't even imaginerobots and how backed up all
that would get, and it just Ilike people.
I like to talk to people.
I like the connection to getwith people.

Absolutely your brother's in high demand.

Yes, he is, yes, he is.
So let's dig a little bit intoyour background, if you don't
mind, before we get to the bookstuff.
So from what I remember readingyou've owned multiple
businesses throughout your life.
Do you mind telling me or mylisteners, at least a little bit
of like, what that journeylooked like?
I know you said you went tocollege.
You, that didn't work out foryou.

(04:47):
Kind of you start there andkind of give us a little
explanation yeah.

So I I dropped out of college and I moved to san
jose to work as a painter for myuncle and I learned the the
painting trade and I became.
I got opportunities forleadership roles early in that
in that role.
And the economy the housingcrashing of 08 and 09 really

(05:13):
hurt my uncle's company and thewhole industry.
You know, in general everybodywas really suffering and so I
kind of got forced to start myown business.
It was.
It was not.
I wasn't the guy that wasalways thinking about I'm going
to start my own business.
It was not a.
I wasn't the guy that wasalways thinking about I'm going
to start my own business.
It's my dream, I love thefreedom it gives and all this
money I'm going to make.
It was not really on my radar.
I was more of the I'm going toget a good job, I'm going to

(05:36):
work really hard, I'm going tobecome a leader or some kind of
management role and besuccessful that way and be
successful that way and so.
But losing my job at thiscompany spearheaded this.
I need to be self-employedBecause nobody was hiring at the
time.
So that's how it kind of got.
That's how it got started.
I was optionless at the time.

(05:58):
And that was the constructioncompany and it was very
successful.
I was working my butt offmaking money and I would just
listen to my customers and I'dask them questions.
And one of the questions Iwould ask them is, like you know
, a lot of salespeople wouldjust, you know, try to push
their product or push theircompany and ask questions about
what they can do for them.

(06:18):
But I would ask the questionand I'm famous for this is tell
me the biggest problem you havein your job.
And I would ask every propertymanager or customer that I had
at the time that question andthey would get all kinds of
answers.
But one of the answers I got,more than anything else, was we
struggle with a good plumbingvendor.

(06:39):
And I just got that over andover and over.
So I thought, well, what if we,what if I got my plumbing
license and provided a plumbingservice to help my customers
with the biggest problem ontheir property?
So literally a couple monthsand a year after I started
Gallagher Company, theconstruction company, I started
One Hour Drain, a plumbingcompany, to do that for them.

(07:00):
And it was.
It was.
It took off.
The demand was there.
I already knew the demand wasthere.
They already knew me.
I just added a service to myexisting customers.
So that's one story of how Ibecame a multi-business owner.

Yeah Well, I mean, that's the
entrepreneurial mindset oflooking at the problems and
figuring out how to solve themfor people.

Yeah, exactly.
And you know, they would say Ihave a counting issue.
Well, I didn't have any issues,I didn't have any drive to fix
that problem, but anything thatI thought I could do was what I
was going after when I wasasking that question.

Yeah, and so in owning those different you
know different types ofbusinesses, because I also do
very similar things like thatwhat have you kind of ran into
as the challenges that you facewith the different industries
that you've owned your businessin?

Yeah, great question.
One of the challenges is, Ithink, most business owners they
want to be, they want to knowas much about an industry that
they're in.
Obviously, like if you're awindow salesperson, you install
windows for a living, you shouldknow a lot about windows, right
.
And when you're, when you startgetting to multi-industries and
multi-trades and I even havebusinesses not in the trades

(08:10):
that I had to realize earlierthat I can't know everything.
And so how do I still be agreat plumber without knowing
everything about being a plumber?
Because when I started one hourdrain I was 26 years old.
I did not have 20 years ofplumbing experience under my
belt.
I was very mechanicallyinclined.
I could figure a lot of thingsout.

(08:31):
So what I've learned is thathiring the right person with the
experience to help you withthat new company or that new
department you're starting up,and then also accepting as the
owner, that you're not a plumberand that you should listen to
other plumbers when you'renavigating this business.

(08:52):
And so I learned that earlythat that was a very powerful
lesson for me to grow and startthese departments.
But also another super powerfullesson when you're scaling is
having the right people in placeto help you do that.
Yeah, definitely Having in thegroup I was in when I'm a window

(09:14):
business, they always would sayyou've got to have the right
people on the bus and in theright seats.
Correct, and it's a constantjob.
It's not a one and done.
You set someone there.
People change and grow and thebus gets bigger and smaller and
you constantly got to be awareof that.

Yeah, no, I would agree.
I think business is very much.
The basics are there, you knowthe fundamentals and then it
just you have to tweak it perbusiness and how it works, and
you know the type of productyou're selling or whatever.
What can I ask you and this isa side question but out of all
the businesses you own, what'syour favorite one, and why?

Oh gosh, people ask me this all the time.
You know I, construction waslike my first born.
Okay, so I have, I, I have aparticular attachment to that.
Uh, the car wash industry ispretty exciting too.
We were the first one in ourarea to have this certain model
of car wash that was reallypopular, and now I have
competitors doing the same thingthat I did eight years ago, and

(10:08):
so that's kind of fun to watch,not the competition, but just
other people noticing what wedid.
And, and you know, imitation isbest expressed by flattery.
So, uh, that's cool.
I, I like all of them.
I think I like it doesn'tmatter if it's construction,
plumbing, hvac or car washing ora tire store.
I like people and I likeputting people together and

(10:33):
leading them and seeing them winis super fulfilling for me.

Yeah, I actually feel very much the same
way.
I think there's an excitementstarting a new business and
growing it, but the growth iswhat I enjoyed the most.
You know, once it's going, it'slike, okay, it's going now and
you can always find ways toimprove it.
But finding people and gettingthem in their spot and then
helping them become the bestthat they can be, that's my
favorite part of business.

It's kind of like the honeymoon.
That's the best part.

Yeah, yeah, before all the problems start,
right before the day-to-day lifekicks in.
Yeah, and I can't even imagine,um, how do you in this I don't
even know if I have this in myquestions for you, but how?
I have to ask this because youhave eight children, you're
married, um, and if I remembercorrectly, you said you met your
wife at 19, right?
yeah, we met at 19 yeah, so Imean you've been together a long

(11:21):
time.
Um, how do you manage all that,being a dad and business owner
and husband, and what's yoursecret for that?

Well, not to be redundant, but profit sharing
has been a huge magic bullet forme to balance this out.
It empowers my team to lead andmake decisions, and then I don't
have to be there all the timevisions.
And then I don't have to bethere all the time, yeah, and so
that I can be at home and I canhave vacations and go to my
kids' t-ball games and go totheir volleyball games.

(11:50):
So you know, that wasn't likethat for a couple of years there
before I started moving thisdirection, and the rewards to my
personal life have been amazing.
But also I've had time to takecare of myself.
You know, my father-in-law toldme something a long time ago
and he's a business owner alsoand he said you have to take
care of the machine because ifyou don't, the machine can't

(12:13):
take care of anybody else.
So I always had this thought inmy head that if I'm not taking
care of myself, if I'm noteating right or sleeping enough
or handling the social andpersonal part of my aspects of
my life, I will be lesseffective as a leader for others
, and it's just been on my mindand part of my lifestyle.

Yeah, that's great advice.
I mean, I wish I had heard thatabout five years ago, because
you will.

Yes.

Owning all these different businesses
myself.
I burned out so bad and I hadto let go of a business because
of it.
It was just too much, but Ithink it's great.
I mean, I don't have thechildren like you do, so I can't
even imagine what that adds toeverything.

Well, I have an amazing wife who's a full-time
homemaker and that's how we doit.
She handles that.
The majority of that.
I'll come home and obviouslysupport her and do the fatherly
duties.
But if she can handle that,then when I'm at work I'm
focused at work and then I do mybest while I'm at work and then

(13:10):
when I come home I shift gears.
It's literally a quiet momentin my truck before I get out of
my house and like, okay, I'mgoing from boss or leader to dad
and husband and that helps meshift gears so that wherever I'm
at, I'm in that space mentallyand physically.

Yeah, I'm glad that you said that, because
we've had some podcast episodesabout that of how, like, how do
you get out of business modeinto dad mode or husband mode
and leave that behind becauseyou don't want to drag it home
with you every day?

No, it doesn't work very well.

So tell me, how has your experience in the
service and constructionindustry shaped your leadership
style and your approach toprofit sharing?

So I've realized that to be successful in the
service industry, which is hugecustomer service that you have
to.
You can't answer every phonecall, you can't take care of
every problem to be a certainsize.
So I had to empower peopleunderneath me that they can do
these things, and profit sharingis a big part of that.

(14:15):
But leadership, even more so,has to be there first, to where
you're living, and leading byexample.
And people see that and I talka lot about it.
I say this is what I do.
You have to do the same thingto my team.
And then I explain why we dothings this way or why this is
important, that maybe thecustomer isn't always right, but

(14:38):
they're always a priority.
You know, and having these mindshifts that people have that
come from me and trickle down sothat anyone that deals with my
organization gets that same, thesame experience.

Yeah, and I mean, and I'm not sure you know
how big some of your companiesare, but have you found that
that's been a pretty easy thingto be consistent with, as
because sometimes, once yourcompany gets to a certain size,
there's so many differentmanagers and people you almost
start to lose some of that andit becomes very impersonal.

I agree, I've experienced some of that
recently myself.
It's a daily challenge.
I don't have some magic answeryet.
My approach to it is that Ineed to keep in front of them
and I need to make effort tospend some time on with these
younger leaders in our teambecause, you're absolutely right
, the leaders that have beenwith me for 10 years.

(15:33):
They don't ask questions.
They know what the program is,they know me.
We know each other personally.
I've been to their houses fordinner.
I know their kids' names fordinner.
I know their kids' names.
But as these layers ofmanagement grow because, for
example, I'm at 130 employeesand four different businesses
right now and more coming itdoes get difficult.

(15:54):
But the military helps me withthis because they have a rule
where about every five peopleyou have in the military,
there's a leader, and so that,yeah, so, and I think about this
, and I don't know where I heardthat.
I read that and I don't evenknow if it's true.
I never researched it, but Iheard that somewhere.
So you have the top guy andthen underneath him he has five

(16:15):
more people, and then those fivepeople are managing 25 people
and those 25 people are managing125 people, and it goes on and
on and on.
So the goal is that thecommunication is my five direct
reports need to understand who Iam and what, what the program
is and where we're going and howwe're going to do it.

(16:35):
And then you tell those five.
They got to tell the next five,and so that's, I think, what
the experts would say.
The answer to that question is,of course, it's not as easy in
real life as they say it is, andI've experienced that.
It's still difficult and ittakes effort and you have to be
conscious of what you're tryingto do.
It's part of growing, it's partof scaling and it's still work.

(17:01):
To be honest with you, I don'thave profit sharing.
I think has been a huge boostto that and we can.
We'll talk about that later.
I'm sure.
And that is profit sharing.
More than anything, more thanleadership, has bridged that gap
between leadership and the wordemployee, if that makes sense.

(17:21):
Employer versus employee, whichis not one of my favorite words
.
I like the word team members,you know just as a more positive
reinforcement.
The word employee often comeswith negative connotation and it
helps the profit sharing whenwe all have that same goal.
There's nothing more powerfulin a team going the same
direction.

Oh, absolutely.
I mean, I've been in situationsin business where my business
partner was going the oppositedirection of me, even though we
were having meetings talkingabout, like this is the plan,
and somewhere the script gotcompletely flipped and I started
to feel like I'm shoving thisboulder up the hill, and then my
business partner is likerunning it back down the hill
and we're just it doesn't workwhen you're on different
directions.

So yeah, yeah, it doesn't work when you're in
different directions.
So, yeah, um, yeah, one of ourcore values is unity.

specifically about that problem, yeah, and I
think you also said what alsowinners win was one of yours
right it is.

It is.
So it's funny.
When we redid our core valuesabout three, four years ago now,
I read something about it, howthe core values should come from
the owner of the company, andso I brought in four or three of
my top leaders and we did anoffsite meeting one day this is
an interesting exercise and Ithink a lot of people get value

(18:36):
about it with it and I stood atthe front of the room with a
whiteboard and a dry erasemarker and then I asked these
people that knew me for many,many years and I said when you
say my name, what adjectivescome to your mind?
Describe me Good, bad and ugly,right?
So it was a littleuncomfortable exercise for me,

(18:57):
but there was at the end of it,in an hour we had a whole
whiteboard of words thatdescribed me, my character, my
personality, my tendencies, allthese things.
And then we worked it down, andworked it down and made it
smaller and smaller to findwho's Rob Gallagher's core
values were.
And then we took those and madethem my company's core values

(19:18):
to even try to create more ofthis leadership, teamwork, unity
across the board.
And so Winners Win came from.
You know, I'm a very competitiveperson in sports in high school
.
I wanted to win.
I worked really hard to win.
One of my hobbies I do with myfather and my son and my
daughter now she's old enough iswe race cars on dirt track and

(19:40):
so it's a very competitiveenvironment and you know winning
is hard.
You're not just beating.
There's not two teams going atit and there's one winner and
one loser.
There could be 20 competitorsout there and there's one winner
and 19 losers, and so just thiscompetitive wanting to win in
business and in life and inmarriage and in fatherhood has
always been part of my fabric.

(20:01):
So winner's win was one of thethings that came out of that
exercise.

When I like that, it's very authentic and
it's very you, because you'rethe head of the company or the
corporation, you know, basically, and then everybody is your
team member, you know helping tosupport that, and when you make
it authentically you, you canlive it so much easier, I think.

Yeah, and you're not.
You know a lot of companieshave these generic core values.
You know integrity is one thatpops to mind.
We also have integrity becauseit authentically came out on
that exercise that I haveintegrity and so then I was
comfortable doing that.
But you walk into a lot ofcompanies and it's teamwork,
integrity, and you know thesebuzzwords, these corporate

(20:42):
buzzwords that don't really meananything.
It didn't come from anywhere.
So I think for small businessit's super important to keep it
personal, because it is personal.
These are people's lives, theirjobs, their families are
affected by your decisions andthey want to know who you are
and they want to know that, whenthey get up every day and spend
40 plus hours of their weekwith you in your organization,

(21:05):
that you're a good guy and youcare for them and you are doing
your best to do what's best forthe team.

Yeah, and I think they want.
I think I mean, even when Iworked for people like that back
in the day it was, I would takepride in my job because I knew
we as a collective group weredoing something great.
You know, even if it's just instore and garage doors or
whatever you're doing, if you'redoing it to your stability and
you're you're honoring thecustomer and you're being
respectful and you're doing agood job and doing what you say
to me.

there's honor in that and, yeah, one of one of my
ass one of my acid tests that Iuse when I have a salesperson
coming to my office and theywant to sell.
You know they'll say they're asalesperson for a lumberyard.

Okay.

I'll ask them how's the owner of the company?

And, depending on what they say, if
it's negative or positive, it'sa huge sign.

If I want to do business with them, that's a
great idea.
It's negative, yeah, and itjust gives me.
You know, it's not it's notalways a yes or no or it's not
always.
I don't always make a decisionbased basically on that, but it
tells me a lot about theirculture.
It tells me how much the owneris involved.
It tells me if the owner cares,and so those are cool things to
know when you're dealingbusiness to business yeah,
especially in somewhat, you know, middle to smaller size

(22:20):
businesses.

Uh, if the owner is very involved, if
they're, you know, not the bestguy, your team's probably going
to feed into that and not be thebest company or the best
service.

So that's a great question I'm gonna have to steal
that from you go ahead and useit, and I use it all the time
that's great.

Um so, on your journey here, what kind of
inspired you to write ProfitSharing?

So in 2014, I was three, four years into my small
business.
At the time, I had about 30employees and I was working 60
to 80 hours a week.
When I would get home I was sotired I wasn't even really home.
And you know, you're a smallbusiness owner, so your mind is

(23:04):
constantly thinking about thebusiness.
What's I got to do tomorrow?
What did I forget to do?
I worked all day.
I felt like I didn't do anything, you know, and so and I think
that's very typical and then Iread this book.
So I decided that I wasn'tgoing to be the typical business
owner and that I was going toread books and do this, and I
was going to educate myself onhow not to become this 60 year

(23:26):
old man who missed all his kids't-ball games and didn't have a
good relationship with his wifeand maybe he was successful,
maybe he had a lake house andsome money, but not happy.
And I saw this and I knewpeople like this and I was
determined not to become that.
So I decided I was going toread books and I was going to

(23:47):
figure out a better way.
One of the books I read in 2014is called Entree Leadership by
Dave Ramsey.

Very good book.

It is a good book.
It's a great playbook.
It's kind of an overviewplaybook of how to run a
business.
So Dave tells you in that bookthat he took his 20 years as a
business owner and basicallyputs it in a book.
So it was one of the firstbooks I read.
One of the chapters is abouthow to pay people, it's about
compensation, and he mentions inthat chapter this concept of

(24:17):
profit sharing and I think it'slike a page and a half about
profit sharing, no details.
It was a lot of theory.
You know, he says that he didit but he didn't say how he did
it.
And but I like the theory of itat the time and I started
researching profit sharing and Iwas going to find.
My goal was to find a how to ora spreadsheet or some kind of

(24:39):
information on how to do this inmy business and I couldn't find
anything.
I even reached out to the DaveRamsey team for more information
and I didn't get very much orget very far and I kind of got
the sense that it was personalto them, it was private, they
didn't want to share it at thetime.
They didn't say that.
I don't want them to hear thislater and be like, well, that's
not true, but that's just the.

(25:01):
You know, this is 11 years ago.
That's just the idea that I got.
So I was so.
You know there were somepodcasts about it, but it was a
bunch of guys that weren'tbusiness owners.
They were more like theoristsand they would talk about it and
had their ideas, but nothingblack and white, nothing
concrete.
So I decided that I was goingto figure it out on myself.

(25:29):
I had to figure it out onmyself if I wanted to do it.
So I did.
I started my cut my first profitsharing check in 2015.
There were seven of them that Icut and I did it so horribly,
and every in my book I have the10 rules of profit sharing.
All those rules came frommistakes that I made and.
But I didn't give up and ittook me, I think, looking back
on it, three years before Ireally felt like the money that

(25:53):
I was paying out was getting theresults that I wanted from the
team, and it still wasn'tperfect, but we were gaining
ground and gaining ground.
But it took a long time and alot of effort and a lot of
meetings and a lot ofdiscussions and a lot of
heartache and a lot offrustration on my part, because
you know you're cutting a profitsharing check to 10 people and

(26:13):
that dollar amount was between$10,000 to $15,000.
That's a for a small business.
That's a big chunk of changeand if you don't feel like
there's an ROI, why would youcontinue doing it?
But I didn't give up and I.
2018 was a big year for us.
We made a lot of changes and wereally felt like we found

(26:36):
something that worked.
What inspired me to write thebook was is after doing it for
five more years in 2023, Ithought I was talking to other
business owners about it and Iwould tell them about it and
they had questions and theywanted to do it in their
business, and I was spending alot of personal time talking to
them about it, teaching themabout it, which is great.

(26:58):
I love talking to otherbusiness owners.
I learned from them.
I hope that I bring value tothose conversations.
But I thought what if I wrote abook, wrote down all these
things I learned and then, for$10 on Amazon, they could save
hundreds of thousands of dollarsin 10 years essentially what it
took me to figure out.
That would be incredible valueto add to another business owner

(27:22):
and because I've learned somuch from other business owners
books.
You know Dave Ramsey for one.
Henry Cloud has a lot of greatbooks.
You know some of my favoriteauthors out there that I've read
books that have brought valueto me, that I've implemented in
my business, that have helped memake more money and made my
life better and made my team'slife better.

(27:43):
So I just thought if I couldput a little drop into that
bucket for somebody else andprovide value back to this
community, that that would be acool thing.

Yeah, I mean I have to say myself because
I've read a lot of books and Ihaven't really run into other
than your book.
Now of like this is the way youdo it, because that's the same
problem I had.
I would look at Dave Ramsey.
I mean, I read tons of stuffand I'm like I have not ran into
anything that really describesme how to do it exactly.
And then I got into some legalstuff and I was like this is
really confusing and you make itso simple and that's why I'm

(28:16):
like I like your book becauseit's very basic, it's's not that
complicated, it doesn't take me, you know, two years to read.
It's a nice little easy read,and so I'm very happy that you
wrote it, even for my business,because it's something I want to
start implementing.

So yeah, thank you .

Can I ask you in implementing the profit
sharing into your business, howdo you have any specific success
stories you can tell me, oranything that you can kind of
share with us?

I have a ton of stories, one of my favorite
stories and it's not a lot ofmoney that it made a change in,
but it drives home the pointvery well is, at my car wash, we
mow our own lawn and so when Iopened it in 2018, I bought a
lawnmower and once a week it'son someone it's on the
maintenance guy's schedule tomow the lawn and it's not a big
lawn, but I wanted it and Ibelieve it was Tuesday, so every

(29:07):
Tuesday the lawn is mowed.
Well, a couple of years ago Iwas.
I showed up there and the grasswas kind of tall and I didn't
say anything, because sometimesI don't.
I want to see how many dayslate they're on mowing along or
how they handle any problems.
I just like to watch andobserve.
I come back another week laterand the grass is even taller,

(29:30):
and so it's probably been aboutthree weeks since it's been
mowed and I asked my managerover there and I said hey,
what's up with the?
How can we not mow the grass?
And he goes.
Oh, you're going to love thisstory.
I said tell me what happened.
He goes.
So the maintenance guy came tome a couple weeks ago and says
the lawnmower is not running andwe need a new one.

(29:50):
And lawnmowers aren't expensive.
You can get a good lawnmowerfor 300 bucks.
You can get them even cheaper.
And so the manager says and themaintenance manager got
together and they're like well,if we buy a $300 lawnmower,
that's $300 off of the netprofit for this month, which our
profit sharing checks aredirectly tied to the net profit.

(30:13):
How about we fix it?
Is it something easy to fix?
So long story short, they got a$12 carburetor rebuild kit off
Amazon and within 20 minutesthey rebuilt this carburetor and
mowed the lawn and got caughtup on our lawn mowing schedule.
But they saved us $288 thatthey all got a piece of.

(30:35):
All of that happened without meeven knowing it happened.
I never got a phone call aboutbuying a lawnmower.
I never got a phone call aboutbuying the $12 carburetor
rebuild kit.
And it's a cool story becausethey took the initiative to save
the company money because italso directly affected their
paycheck.

Yeah, I mean , that's what I like about the
profit sharing aspect, becauseit kind of I'm trying to find
the wording ahead for you itmakes the team part of the
solution, not the problem.

Correct In the book I talk about a lot of
business owners'.
Complaints is my team doesn'tthink, care or work like I do.
And I can tell you in thatstory, those two guys, they
thought like I would havethought they cared like I do and
I can tell you in that story,those two guys, they thought
like I would have thought theycared like I care and they
worked like I would have workedand fix the lawnmower.
But I have lots of those storiesand a lot of those stories have

(31:32):
bigger dollar amounts attachedto them, where we actually save
bigger amounts of money, andit's incredible.
I love telling those storiesand I would love to hear other
business owners tell storieslike that.

Yeah, I mean it definitely changes the
mindset.
And again, you know your teammembers are kind of an owner in
a way, without you know thescariness of putting them in as
owners, and so I guess whatwould you say, cause I mean it
sounds like employee motivationis increased.
I'm guessing retention isprobably increased when you
implement these profit sharingmodels.
Um, but can you kind of expoundon that for me?

yeah, people, you know you read all these studies
about people not workingsomeplace because of the money.
Money is obviously important,but I think I read something the
other day where they listed outall the reasons why the team
member stays at a company, andthe dollar amount of the
compensation was like numberseven, which was which was mind

(32:28):
blowing to me and I wish Iremember the name of the study
or who who wrote it.
But that tells me there's sixthings that you can do for your
team members that are moreimportant to them than their
paycheck, and one of thosethings, a couple of those things
on that list, were liketeamwork, you know, a fun work
environment Like people want us.
You're spending a lot of timeat work, why you should not hate

(32:52):
being there, right, just as ahuman being.
If you hated being at work,then you're probably going to
even hate going home.
You're just going to hate yourlife.
It's just a miserable existence.
So I encourage, encouragebusiness owners.
You really want to up your gamewith employees and retention,
be fun, be cool to work with,and that will be just a huge

(33:12):
step right there.
But I see the and, as the yearshave gone by, we've improved our
profit sharing plan and we'vebeen able and blessed to give
more money back and really haveI have people on here that make
10 to 20% more of their annualsalary just in profit sharing

(33:36):
competitive benefits.
So they literally cannot gosomewhere else, or that
sometimes it happens, buttypically go somewhere else that
doesn't a place that doesn'thave profit sharing and get that
base salary and be in the samespot as they were here.
But then at the other placethey would go there's not profit
sharing, so there's less unity.

(33:56):
The culture probably isn't asexciting, so there's a lot of
hooks that I have to.
Hey, you want to stay here.
We're going to win together.
Winning is fun and I'd love youto be part of the team.
You create a lot of value andwe want to pay you for that
value.
So it all goes together forthat winner's win.

Yeah, yeah, exactly.
Are there any unique challengesto applying profit sharing in
like the blue collar industriesversus, maybe, an office based
business?

to applying profit sharing in, like the blue
collar industries versus maybe,an office based business?
I don't think so.
I don't have every business outthere.
I can speak to what I've doneand I can speak to other
business owners that haveimplemented my system, that are
having success with it, and Idon't see I haven't ran across
anything that's going to be likeoh no, I don't see it working.
Here In my book I do talk aboutthe three things that you need

(34:50):
before you implement profitsharing, and you know you have
to have a business that's makingmoney right, you have to have
something to share and you haveto have leadership.
And then you need to have goodaccounting before you consider
profit sharing.
And what was your questionagain?
I guess just any challenges whenyou try to apply it to like

(35:11):
your businesses.
Well, I can tell you one redflag that I've run across is
there is a thing as bad profitand sometimes you'll have a bad
character in a team will think Istart over maybe overcharging a
customer or being a littledishonest with dealing with

(35:31):
vendors to save costs becausethey're motivated by that profit
.
And so I have.
I have ran across that it was.
It was pretty easy to fix andcorrect.
You know, one of the things Isay is hey, especially in the
construction industry, right iswe're not here to get rich today
, we're here to make a livingfor 40 years.
Yeah, and it's that mindset youknow, some people have that grab

(35:53):
that cash when they canmentality, or the the getch, the
get rich quick schemes thatthey they towards because
they're that's.
Of course that sounds amazing.
We all want that, but thereality is is a longer steady
future thinking well-valuedbusiness operation is going to
win out much more than the, thana situation where there's less

(36:17):
integrity and maybe some takingadvantage of situations which we
don't want to do.
That's bad.
That's one of the.
It's actually one of thereasons why I started a plumbing
company is because my customerswere complaining about plumbers
that were on commission.
And then these techs are themore they can charge, the more
money they make, and thencustomers are, just to be

(36:38):
completely honest, gettingripped off.
Yeah.
And that's not a good businessmodel for the long term at all.
So I talk about this in ourmeetings.
You know, one of the rules inmy book is clarity and
leadership, and you need thosethings with your team, and it
needs to be.
Another rule is reminders.
You need to constantlyreiterate this because you don't

(37:00):
want someone getting off track.
We do this with integrity andwe do this with the future in
mind and we do this to win everyday, not to get rich in one day
, if that makes sense yeah, playthe long game yeah, absolutely.
you know the.
The 10 foot ladder that has 10steps on it is much easier to
climb than a 10-foot ladder withthree steps on it.

(37:22):
Yeah, really, and compoundingeffects, not taking shortcuts.

I mean if you compound it and do it right,
it's going to pan out.

Yeah, you know, I tell my team that, especially
newer team members that I thinkare struggling with discipline
and habits, having good habitsjust in their life, not even
necessarily at work.
And they'll come to me and youknow we have a book club here.
We have books on the shelves,you know.
One of the books that comes tomind is James Clear Atomic
Habits.
And I'll just say, just startwith making your bed every

(37:55):
morning.
And I recently, like three weeksago, I did this and I had a guy
come to me a week later andhe's like dude, I go home and my
bed's made and it feels so goodand I'm like, right on, so that
becomes a habit.
And then what else do you wantto do?
What do you want to improve oncreating this discipline inside

(38:15):
you?
And when I spend the time totalk to somebody about making
their bed every day which cansound silly to some, but it's
important and what changes inthem comes through through their
work life and then theirsuccess helps profit sharing for
the whole team even more.
So it's kind of a cool thingthat I do and see and see direct

(38:37):
results from.

Yeah, just being consistent, and see direct
results from yeah, just beingconsistent.
And um, I read the thing theother day about basically what
you just said about making thebet.
It's like you've you do it andyou do it every single day and
then it becomes a habit and so,like I deal a lot as a coach
with people with procedures andpolicies and whatever and and
they're like, well, I don'treally have a system and I'm
like well, you kind of do, evenin your life, you wake up, you

(38:59):
go to the bathroom, you do this,you do that, you get ready, you
get showered, you eat breakfast.
That is the system you know, andso we have these things and you
just might not be doing thethings that you should be doing
in that system, but you're doinga system you know.

So yeah, I think George Patton said make your bed
every day, change the world daychanged the world and I and I
love that.

Yeah, I mean , it sounds simple, but it's the
little things, the littlebricks that stack on top of each
other every day.
Build a wall right like buildswhat you need.

Your foundation's there exactly, yeah, rome wasn't
built in a day, so those littlethings do that up oh,
absolutely, um.

And how do you feel with, you know, owning
a company and trying to balancethe profitability with
reinvestment and ensuring thatthe employees feel valued and
rewarded?
How do you kind of do all thatwith this system?

That's a great question.
So what I found was, as myprofit-sharing systems were
becoming better and moresuccessful, I was making much
more money than I was before.
So I didn't have this struggleof how much to reinvest in the
business, how much to save forgrowth.
I mean, those are things youhave to keep in mind and do

(40:05):
track.
But it wasn't a problem givingmore money back to my team where
I was shortchanging anything.
It actually gave me more moneyto reinvest in my team and more
money to save for growth in thefuture.
Because which is important forbusiness owners listening and
considering profit sharing isthat if you do it right, you're

(40:27):
going to have growth and youshould probably have some kind
of financial backing or plan topay for that growth, because
growth is not free and you know,if your margins are 30% and you
do $100 thousand dollars withthe work, it costs you 70 grand
to do that work, to make that 30, right.
People don't sometimes don'tthink that.

(40:48):
So it takes money to make moneyin business.
Unfortunately it's not myfavorite saying, but I've
learned it so many times andit's so true.
It is what it is.
And profit sharing just it.
When you're having a unifiedteam that's rocking and rolling
and loving what they're doingand love coming to work every
day.
The money just flows rightafter that.

That's what I like about it.
It's not just another expenseof like, well, I'm going to give
another bonus or something like.
In this case it's reallygenerating revenue because your
team is on board with it andthey're helping to bring more
cash flow into the business, anda little bit extra goes in
their pocket, yeah, and they'remotivated to do that.

So they're making decisions, good decisions, for
that goal, based on myleadership and policies we put
in place and giving them toolsto do their job well.

Yeah, and so I want to ask you this.
So, um, a lot of you knowpeople like me.
Back in the day we, until Iread your book, I thought of
profit sharing as more of a justlike a perk for people, right,
how do you challenge that?
I mean, I think you've alreadykind of done it, but how do you
challenge that mindset of likeit's just a perk?

I, I it's not a perk.
I hate.
I hate the fact that corporateAmerica gives out quarterly
bonuses.
I don't even like the wordbonuses and it's because I think
in the team members' mind it'sextra fluff but it doesn't
hammer down this idea that youhelped create this money, you
have value, you won and we'rerewarding you for that.

(42:18):
But corporate America and a lotof places fall short because
it's just a quarterly bonus.
Sometimes they get it,Sometimes they don't, depending
on so many factors that are outof their control.
Like, imagine working for acompany where you got a
quarterly bonus that you countedon but you didn't get it one
time because of stock market,because of politics and foreign
affairs, and the stock marketwas low.

(42:39):
So then that company stockdropped and now they're not
doing bonuses.
That would be kind offrustrating, I think.

Yeah, why not?

tie it.
Yeah, why not tie it into?
If they make money, they getpaid more money.
Right, that makes sense.
I think most of us walk aroundthis planet and being like if I
want to buy these hundred dollarshoes, you know that I don't
need, but I want to buy thesehundred dollars shoes, you know
that I don't need, but I wantthem.
What do I got to do to getthere?

Yeah.

And I think a lot of people thrive in that
environment.
When you were talking likepotty.
No, go ahead.

I'm so sorry you go ahead.

Well, I was just saying like I have kids, we
potty train and it's like, ifyou go potty the toilet, you get
an M and M.
And it's like, if you go pottythe toilet, you get an M&M.
And it's funny, kids arerelentless.
Right, daddy, I want M&Ms.
Well, what do you got to do toget an M&M?

yeah.

I gotta go potty the toilet.
Then go do it right, squeeze itout whatever you got to do and
you'll get one.

So it's just tying in the work to the
results while you were talking,I had this image of uh I'm sure
you've seen it, but um, thatChristmas vacation at whatever
national lampoon's Christmasvacation, where he wanted the
pool and the bonus didn't comethrough as good as he thought,
and you know it.
Just it defeats you because youthink, oh, I've been planning
on this thing and it doesn'thappen.

And I mean, who wants to go back to work the
next day after your bonus is notwhat you thought it was going
to be, or you didn't get it, oryeah, I, I I suggested those
companies that they take thequarterly bonus or some
companies are still doing likejust a one year christmas bonus
and breaking that out into 12months and then having some kind
of metric for your people tomeet and exceed to get that.

(44:17):
And that is really where themagic hits.
You know, the rubber hits theroad in the magic world of okay,
so I can get this money bydoing these, you're going to
help me do these, you're layingit out for me, it's clear,
you're going to give me thetools I need and I'm going to do
it, and that's pretty cool.

That, like you just said, doing it sooner
because the reward happensfaster.
You know, sometimes, even ingoal setting, if you set you
know, these, always these big,long-term goals, you get
defeated before you get there,Cause it's like I didn't even.
It's going to take me 20 yearsto get there, you know, instead
of breaking it down into littlechunks.

So well, I want to explain why it works so well.
Yeah, please do every, everyperson in America.
There's not.
There's not one person inAmerica that I've ever met that
says my cell phone cost me xamount of dollars per year.
Nobody walks around and says mygroceries are x amount per
quarter, my rent is this muchevery six months.

(45:09):
Everything we do is monthly,right, yes.
So why are we not and you knowwhy are we not promoting this
monthly thought of what we cando in a month, to how much we
can get paid?
Because all our bills, all ourcosts, everything that we do at
home is wired monthly.
So in our personal lives wehave this financial needle that

(45:32):
we have to move so much everymonth to cover our base.
So when we pay somebody a lumpsum of a quarterly settlement,
they can't factor that intotheir monthly financial needle.
So they're not thinking aboutit.
Like the Christmas bonus thing,nobody's thinking about
Christmas bonus in February orMarch or April.
They start thinking aboutChristmas bonuses in October,

(45:54):
when they got to buy their kidsgifts and their wife a gift, and
so then you have all this moneythat they didn't think about
all year.
They're not, they're notmotivated about it all year.
So I suggest doing the monthlything because it ties in
directly with their dailyactivities they have to do to
cover their needle every month,their nest egg every month, if

(46:16):
that makes sense.
So the goal and the reasoningbehind the monthly profit
sharing because my first profitsharing check was quarterly I
did the same thing most peopledo and I didn't see the results.
But when I tied it into everymonth, you know, I have a guy at
the car wash another story hein the summertime, the car wash
does very well and we'reliterally printing money.

(46:37):
And these, these 25 year oldassistant managers that work for
me, they're getting bigprofit-sharing checks, bigger
than their paycheck, every month.
And so one of them buys theCorvette.
And then the rain comes, thewintertime comes and the car
wash is struggling.
It's not making that much money.
I mean, we're not going out ofbusiness.

(46:59):
We've saved money for thewinter months.
We know it's coming.
But this particular team memberdidn't think about that and now
he's having a hard timeaffording this Corvette when
it's raining in March and he'supset right, he's upset at me.
And so that's where the rulecomes to have the financial

(47:20):
wellness education for your team, because they are going to have
an influx of cash and they maymake some silly decisions that
will kind of hurt their moraleon your team.
So just a side note there.
But the key thing to take awayhere is that it's monthly.
Because you want them, you wantto move their financial needle.
Because you want them, you wantto move their financial needle

(47:44):
and to do that.
When you do it monthly, itaffects their daily thoughts and
their daily actions.
So the other example I use isyou know, I have project
managers that are driving allover our area and sometimes
there'll be a job site 45minutes away.
Well, my question is is what areyou doing in those 45 minutes
in the car?
Are you listening to the radio,zoning out, or are you

(48:05):
listening to a book, an audiobook on leadership or marketing
or discipline or sales, or areyou making phone calls to
customers following up on otherjobs?
You know the phone calls andthe audio books would be two
proactive, beneficial activitiesthat you would do daily.
That would add up to bigrewards at the end of every
month.
Oh, absolutely yeah, that's themindset that I'm trying to get

(48:31):
to and get everyone on my teamto think like that, because
that's what business owners do.
I don't know business ownersthat get in their car and zone
out because typically they can'tafford it.
Right, they have stuff to doand things to learn and things
to work on and we can't.
Even even if we wanted to zoneout, our minds probably wouldn't
even let us.
So it's a couple notes thereyeah.

Is there any other misconceptions that you
want to clear up about profitsharing?

Yeah, is there any other misconceptions that you
want to clear up about profitsharing?
Yes, I do.
The biggest one I get usuallythe first reaction I get from
business owners that are new tothe idea is how much is this
going to cost me?
It's typically one of the firstquestions they ask and I say
well, if you don't do it, if youdo it correctly, it's not going
to cost you anything, it's onlygoing to make you more money.
Do it.
If you do it correctly, it'snot going to cost you anything,

(49:17):
it's only going to make you moremoney.
And which is true, and it'sbeen my experience with myself
over the since 10 years, andit's been my experience with
anyone that I've been workingwith coaching on implementing
this system in their business.
So business owners always thinkabout costs, right?
The first question is how muchis this right?
How much is this right?
How much is this new phonesystem going to cost me, and is

(49:40):
it really going to help us makemore money?
That's our job.
We have to have that filterbecause otherwise you're going
to have all this stuff that'snot making you money and you're
going to go broke.
So if it's properly set up andI talk about this in the book,
depending on your business, ifyou have receivables or set up
and I talk about this in thebook, depending on your business
, if you have receivables, ormaybe delay in the profit
sharing.
But you're going to see, if youdo it correctly, you will see

(50:01):
an increase of production you'llhave.
You'll see, you'll see yourteam improve, your morale
improve and the money, the netprofit at the end of every month
will improve a lot of timesvery quickly yeah, and I like
that it's.

It is based on profits.
So you know I've talked to someemployees or not employees, uh,
other business owners, and youknow they have like, oh there's,
um, I can give a raise now, butif you know, morale craps out
and the cut the employee becomesnot great, then I'm stuck
paying this guy.
So then I could do a bonus orwhatever.
But this is something that like, if it, if things start to go

(50:36):
downhill which hopefully doesnot happen, and if you're
running things correctly itshould not happen but if it does
, then you're not out this bonusor this hourly rate that you
promised, just to try toincrease some production or
whatever.
So I like that that it's tiedto the profits, so when the ship
rises, everybody rises, right.
Yep, and then everybody'smotivated to keep it right

(50:56):
exactly that's a good pointright, yeah now it sounds to me
I mean we kind of said thisearlier but as far as if
someone's listening, thinkinglike, well, could my business do
that?

I mean really any it sounds to me like any type of
business could do this yeah, Ithink, so I haven't ran across
anything where I didn't see away it could work yeah I, you
know, I think business ownersand industries and, in
particular, that particularindividual's business, are all
different, right, so a lot ofthese things can be adjusted.

(51:26):
You know, I wrote this book witheverything that I learned.
I'm creating an online coursethat's going even more in the
nuts and bolts with spreadsheetsand all these things to provide
to people, to help them getthere faster.
Yeah, it's not done yet.
It should be out in July, butthat's a side note.

How are we going to tell me now, how, when
it comes out?
How do we find that Cause?
I'm going to be very interestedin that.

Yeah, so that I'm sure you'll find it on our, our
ProfitX.
Profitx is the company I'mstarting to help um teach others
about profit sharing.
Okay, and there will be awebsite.
This is all news this is allstuff that's not ready yet
exciting, but, um, if you followyeah, it's exciting.
If you follow me on facebook orinstagram, I'll be posting
about it on there and, um,people will hear about it if

(52:13):
you're, if you connect with methere.

For now, okay, very, very exciting.
And then I'm assuming we canpost that stuff in the show
notes later so they can click onit and get connected.
Yeah, as soon as I can get allthose links and stuff, we'll add
all that.

Yeah, what was the question I was answering?

I think you kind of answered that question.
Pretty much any business can doit.
As far as if you're a smaller,a smaller business.
If we can check mark the Ithink you said there's four
things like you're profitableall these things.
If you can check mark all those, what is the best kind of way
to implement it without itdisrupting cash flow or
stability?
Because I know you saidsometimes there's a bit of a
delay in the payout?

basically, yeah, depending on like.
So in my constructionbusinesses we don't get paid
when the job's done.
There's an invoice that's sent.
There's 30-day terms.
Not everybody pays within that30 days, so we have a delay to
make sure that the cash flowisn't affected by a lucrative
profit-sharing plan.

(53:08):
You only need to do that oncewhen you start, because you're
only going to be paying outprofit because you're making
more money if you do itcorrectly.
So, um, just to give listenersan idea, because business owners
I already know their minds arespinning 100 miles an hour.
But like we we are like weconsider if we hit profit
sharing 10 months out of theyear, that's a successful,

(53:31):
that's an a plus successful plan.
Um, on average internally herewe're about nine months on
average.
Sometimes you know we hit itseven times, sometimes we hit it
11.
And so just to kind of give youan idea how many months out of
the year you're doing.
But another side note that Iwant business owners to hear is

(53:52):
like, if you have a car wash,like there's some months, if it
rains 27 days straight, I don'tcare what kind of profit sharing
plan you have or what kind ofleader you are, you're not
making money right, you justcustomers aren't washing cars.

Yeah.

But I can tell you that, because of profit sharing
and my car wash and howmotivated the managers are, they
have figured out ways to retainmemberships in those months.
Retain memberships in thosemonths and I am maybe not making
money, but I'm we're like threeyears ago or four or five years
ago.
I would actually lose moneythose months.
Now I'm breaking.
Even so, the lowers are not.

(54:25):
Yeah, exactly so.
There's no hole to dig out whenthe sun comes out.
So I would say to businessowners is that your lowers are
less low and your hires are evenhigher.
And that's another benefitbecause even if and I tell my
teams I'm like, okay, look atthe weather, right, we know it's
going to rain, we know this isgoing to be a rough month.

(54:46):
We've got to cut some hours andit's a good month to do
maintenance and get caught up onthis deep cleaning we haven't
done in the busy season.
But if we can prevent anylosses you know, let's get
creative and if we can retainmemberships here, then we'll
come out at zero and that's ahuge win, because historically,
let's say, we lost $15,000 thismonth with this much rain, or

(55:08):
any month that has this muchrain, and so they're motivated
by that.
So then, when the profitsharing starts kicking in,
there's no negative dollaramounts we've got to pay for.
First, we're hitting the groundrunning at zero, so that's kind
of a cool side effect.

It's definitely transformational, for
sure.
I mean, that'd be great evenfor my shed building business,
because I'm like in the winterthere's two, three months where
we're not making much profitbecause we're actually cleaning
the shops, we're maintainingeverything, we're building a lot
of inventory, just becausewe're typically slow because the
weather is freezing cold here.

What kind of business was that?
You said so I?

build storage sheds Basically.
We manufacture and retail them.
It's like tough shed.

Oh, okay, like a tough shed yeah.

I hate saying that because we're better
than them.
But yeah, that's exactly thekind of shit and we do custom.
But.
But yeah, that's exactly thekind of and we do custom and but
the.
You know, the winter time forus is this in Colorado, it's not
nice here, and so we just knowthat money is going to be tight
during that time and we preparefor it.

So Correct, that's , smart, that's, but.
But I bet you I don't know howmany team members you have in
that business, but I bet you, ifthey were on a profit sharing
plan, they would find out evenmore ways to save money those
months.

Oh, absolutely, I think we have a
pretty creative bunch.
I mean, there's eight of usright now.
But yeah, I think that's partof why I'm interested in doing
it, because I think it'd bereally great to kind of, you
know, reward them but get themmore involved than just what
they're doing.
So Correct.
Do you think or can you evenjust test to that's not the word
testify.
Can you tell me if there's anylike big mistake companies make

(56:37):
that you notice when they'restarting to introduce it, that
we can help them avoid?

Yeah, I think business owners get cold feet.
I think the idea sounds nice.
You know, somebody listening tous right now is going to be
like this is genius.
I'm going to do it, I'm goingto buy the book and I'm going to
start figuring it out, and andthen they, they, they figure
some stuff out, they follow therules, they probably have a good
plan, and then they get nervous.

(57:04):
And I see this a lot and it'sinteresting, and I don't
remember if I was nervous in theearly days.
Maybe I was, I just don'tremember.
It was a long time ago but Iwas so motivated to figure it
out.
I think that covered theexcitement, covered any kind of
nervous I had, and so that's oneof the mistakes I see business

(57:25):
owners make.
Another mistake I see them makeis rule number three, or rule
number two is they don't makethe, the profit sharing checks,
substantial enough.
Right, and this is a mistake Imade.
Like I gave a guy one time a$300 profit sharing check and he
never gave it back.
Nobody ever gives it back.
But I could tell the look onhis face like what am I supposed
to do with this?
You know, and thinking about it, I'm like you know, maybe he

(57:49):
took his wife out to a nicedinner, or maybe he paid his
cell phone bill, but it didn'tchange his life.

Yeah.

Right, it didn't move that financial needle that
he needs every month, and sothat's a huge mistake I see
business owners make.
They read my book and they gowell, $1,000 is a lot of money
and I think I can get away with500.
And maybe in some cases youcould, depending on your market

(58:16):
and what your people are making,what the competitive wages are
in that area.
But what I see typically that afour digit number.
People respond to that a lotbetter than a three digit number
, and so those are probably twoof the biggest mistakes I see
made.

(58:37):
Another one that people businessowners do and they do this
about everything is they assumepeople understand and they
assume they assume their team ison the same page as them.
And so when they say, hey,we're going to sell 500 extra
tough sheds this year, and thenwalk out of the meeting and you
have this whole plan and thesemarkets are going to open up or
whatever your deal is, and youdon't convey that to your team,
they're going to think you'recrazy and they just don't see

(58:59):
the picture and then they're notmotivated to do it.
So don't figure out your profitsharing plan.
Walk into a meeting and be likeI'm going to do profit sharing
in 2025.
Thank you, work harder andyou'll make more money.
Bye, that's a huge mistake.
I think business owners ingeneral do that because we're
going so fast, we have stuff todo and we just want to spit it

(59:21):
out there and hope it sticks.
That's, that's, that's always.
That always doesn't go well.

Yeah, and I think you kind of just answered
my one of my questions.
As far as you know, forleadership, how do we really
share this with our team to makethem buy in?
And it sounds I think you'vegave great advice on a lot
already to just really explainto them, get them excited about
it.
Do it monthly, you know, do allthose things that are going to
get them like okay, I see thereward faster.

Yeah, I think for that one thing business owners
can do is make it part of yourculture, make profit sharing a
topic that comes up in almostevery meeting you have, and
you're just.
You know, I don't I forget whosaid it, but they said nobody
hears anything unless it's said21 times okay and that's.

(01:00:09):
that's the same thing with you.
Know, think about your kids.
Don't touch the stove, don'ttouch the stove.
You know, sometimes they stilltouch the stove, don't touch the
stove.
You know, sometimes they stilltouch the stove.
Right, it's the same thing withyour team.
Even though they're adults,they're busy, they have their
own life, they have their ownstress, they have their own
problems, they have their ownthing going on.
You have to repeat and you haveto repeat and you have to.

(01:00:29):
You know, drive that nail intothe ground so that everybody's
clear about it, into the ground,so that everybody's clear about
it.
And I also like to tie it intoour some of our production
meetings where, if we have a jobthat we lost money on, you know
a mistake was made.
Okay, let's, let's.
How do we prevent this mistakein the future?
And then, how did this affectprofit sharing?
Right?
But we also yeah, we also dothe opposite.

(01:00:52):
When we have a job that doesreally, really well and we
crushed it, it, it, it's likeawesome, what?
Let's take lessons about whatwe did well and repeat those.
But also, how does this affectprofit sharing?
Right?
So they're always thinking whenwe win, how does it affect
profit sharing, but also when welose it also affects profit
sharing yeah, and so that'sreally part of the transparency,

(01:01:13):
then right, of how to make thisthing effective.

Tammy Hershberger (01:01:16):
So being relatively transparent, like you
said, with the wins and thelosses, really.

Rob Gallaher (01:01:22):
Yeah, yeah, there's a lot of things,
business owners.
To answer your question,there's a lot of things I can
talk about with this.
I've seen a lot of you know.
One of the questions that comesup is well, do I share my P&Ls
with my team?
And there's a lot of discussionabout this and I can share what
I've done, but it depends onyou and who you're comfortable

(01:01:43):
sharing that with.
For example, I don't share thecompany P&L with my field
supervisors because theyprobably wouldn't understand it
anyway.
They're not dumb, they're reallysmart people, but their job is
to frame a wall right and makesure the drywall gets ordered on
time, and so for them to think,look at financials and to truly

(01:02:04):
understand what's going on,there's a lot of education
needed.
I know for a fact that mypersonal education to understand
balance sheets and taxes andP&Ls and depreciation all this
stuff is a lot and I've learnedit over years and if I didn't
know these things, I could seethe number at the bottom of the
page and be like, oh, we'remaking a killing, but in reality

(01:02:25):
maybe you're not, maybe there's.
You know, there's a lot ofcosts that happen in a business
that aren't on your P&L.
So we I do share P&Ls with topleaders that have the right
training to understand what theyare, and so some business
owners freak out about the ideaof that.
So I tell them like look, youdon't have to share them.

(01:02:46):
It does create a lot of trustand transparency when you do,
but you can create that trustand transparency in other ways
if you're really uncomfortablewith this idea.

So that's another thing that the mistake
they can make.
Yeah, I was in a dave ramseycall yesterday and they were
talking about that of how youknow pnls and you know setting
goals and blah, blah, blah, andso he was saying basically you
have to his way of phrasing itwas you have to.
Is your people mature enough tohandle those numbers?
Because some people just seehim and think, man, this guy's
making a, making a killing, he'snot paying me enough, where's
all this cash?
And they don't understand, likeeducational wise, that there's
a lot of things that go intothose numbers.

So yeah, exactly, and you can really cause a lot
of confusion if they don't, ifthey're not ready for that.

Yes, Um, another question I have is, uh,
scaling your business.
Basically, what strategies doyou have to successfully grow
your business?
And if you wouldn't mind andthis probably isn't profit
sharing, but because you'veowned so many businesses, you
have 130 employees.
That's really impressive.
Do you have any advice for ussmaller people that are like I
would love to do that?
How do we do it?

Invest in your team.
Scaling this is something I'velearned.
The last, I would say 36 monthsscaling this is something I've
learned.
The last, I would say 36 monthsScaling.
There's books on scaling andthere's a lot about system and
processes and they're not wrong.
Those things are all important,but I think where that scaling
mind space misses the mark isthat the quality and the

(01:04:13):
leadership and the trust youhave with your team, and it's
and that's where a lot ofscaling efforts fail, and I've
seen it myself.
Some of my scaling effortsaren't always successful and
it's usually because, at the endof the day, when the dust
settles, there was a lack oftrust and understanding in
leadership somewhere along thatin that department.

(01:04:34):
And so I think, if I you know,you know, yes, you got to read
the books on scaling, read thebooks on growth, read all these
things and they're all.
They're all really good, butdon't take lightly the fact that
you still need to haverelationships and trust with the
leaders of those departmentsthat you're scaling up and and
you and as you scale which wetalked about earlier was how

(01:04:57):
difficult that is and you feelthis distance because you have
new people coming in.
That don't know me.
You have new people that comein and never heard the stories
about me starting this companyin my garage with a newborn baby
on my knee, typing estimatesnot typing up estimates at nine
o'clock at night, you know.
And, and my wife you know, ourhouse had one bathroom and

(01:05:17):
there's construction guys in themorning.
Sometimes they got to use thebathroom and my wife's like, oh,
we're sharing the bathroom withall these guys now and I'm like
, hey, small business, babe,we're gonna.
This is how it's got to start.
So, um, they, they, the.
The relationships with yourteam and the trust that you have
to create is super importantand probably, I think, the most

(01:05:38):
important thing to scaling.

No, I would agree with you.
I think people I mean becausewe cannot do it by ourselves.
I mean I was even this and I'mmuch smaller than you, but I'm
like the group, the fewbusinesses I have and the people
I have.

I couldn't do any of it without that team because
I would be so overwhelmed andprobably hiding on my desk
because it's it's a lot to keeptrack of all that yeah, but,
tammy, the fact that youacknowledge that fact that you
can't do it by yourself and youneed these people, I think
you're you're years above 50percent of small businesses
there's.
There's a lot of businessowners that think it's all me,

(01:06:11):
they wouldn't have a job if itwasn't out me, they, they need
me and, quite frankly, theopposite is true.
You need them, yeah, and youneed to treat them well and you
need to lead them.
A lot of people need leaders,especially in modern society.
They want someone to look up to.
We all love those hero movies.
Why not have a hero at work,somebody that you want to follow

(01:06:33):
in the battle every day?

Yeah, absolutely.
I mean I agree with you.
I thank you for recognizingthat.
But yeah, I've, I've justexperienced enough in my life
with the good thing, the goodwins I've had in the failures,
and I mean I just have such anamazing team and I try to always
tell them a lot that, like Iappreciate you, I hope you
always know I appreciate you, Iinvest in them, I watch for,
like, opportunities to let themgrow into what they're.
You know, especially ascompanies start growing, there's

(01:06:57):
not always spaces for everybodyto do what they want.
But you know, as I open newpositions and I try to move
people that maybe would bebetter over there or better at
this, or, you know, owning asmall business it's a lot, it's
a lot of hats and you just gotto get up every day and keep
doing it, and there's guys likeyou that we aspire to be like.
I can be like this guy.
Look at how amazing you are sothank you.

There were people much more amazing than me that
inspired me, so I'm glad to bepart of the part of that circle.

Yeah, and when I think with your book,
it's great that you're givingback.
I mean, that's why I do thispodcast, cause I'm like it's
just a way for me to get peoplelike you on here and to inspire
others and tell our stories,cause I think a lot of business
owners don't share the hardtimes.
It's always just the good stuff.
And I'm like there are sometough times and you know we're
brave every day, cause we're notguaranteed a paycheck either.
We have to go out and make ithappen and once you get team
members, man, you really got tohustle.

So yeah, yeah it's .
It's a funny thing, but it canbe extremely rewarding, and if
you are halfway good at it,you'll probably do well yeah, I
mean.

It's the best thing in the world in my.
I could not imagine having towork for someone again.
I like the freedom of there'sno glass ceiling.

I make the ceiling to be whatever it is, so yeah,
my wife tells me that I'munemployable now and I'm like,
well, I could hold down a job ifI had to.
You know, if I had to feed mykids, I could do that.
And she, and she just laughs atme.

Yeah, yeah.
We're a different base peoplelike us Um do you have any
advice or anything you can tellus on prioritizing your time and
resources effectively,especially you being, you know,
multiple business owners.

Yeah, I think, yes , I do.
Um, small acts of disciplineevery day are huge.
You know that, making the bedconcept, I think, as business
owners, there's a lot of mentaland physical demand on our
bodies and mind and nervoussystems that we're not even
aware of is happening, andthat's why you hear these
stories of burnout.
You know the suicide rate forbusiness owners is higher than

(01:08:54):
the average person.
There's numbers out there andthings to be aware of, and so
and this is not something I'vedone forever I'm not some
fitness guru, but probably threeyears ago I started taking my
fitness and health much moreserious and I feel the most
capable of doing my job andleading these people now, more

(01:09:16):
than I ever have.
And it has nothing to do with abook that I read.
It has to do with me eatingcleaner, exercising more often.
You know, having this mentalhealth, prayer and meditation,
whatever, you know, maybereligious can be, religion can
be a big part of that.
Just silence.
You know, we become creativebeings when we're in silence,

(01:09:39):
when there's no outside noisehitting our heads.
So make it a time for silence,and I'm not talking about an
eight-hour silent rings andbells and candles thing, but,
you know, sitting in your backporch for 30 minutes, not
falling asleep, and just listento the air, and your mind is
going to tell you things andtalk to you and your

(01:09:59):
subconscious is going to comealive and be like oh, you're not
listening to music and you'renot reading and you're not
shoving information into us.
We'd like to tell you somethings.
We'd like to tell you what welearned from processing stuff
that you've learned.
So I think, business owners, tomanage all this, you have to
take care of the machine.
You have to take care of themachine.

(01:10:21):
The other part of advice that Iwould give you, too, is that,
especially me, I have multiplebusinesses.
Some are younger, some arenewer, some are older, some have
unique challenges, some don'tunique challenges, some don't.
I, if I have an operationthat's doing well and I have a
leader that's really strong,that's been with me for a long

(01:10:41):
time, I will spend less timethere and maybe something.
And I've had this comment likehey, man, I haven't seen you in
a week and I'm like, well, mark,that's a good idea, that's a
good thing, that means you'redoing it well and I'm
comfortable with what you'redeciding over there.
I don't need to see you rightnow.
Right, I have some other firesor other areas that I need to
focus on for a while and but nomatter how well someone does, I

(01:11:05):
still make an attempt to spendat least an hour a week with
that particular leader and justto keep that and we want in a
lot of times we don't even talkabout work.
We'll talk about our kids andworking out and sports.
You know what the Raiders aredoing that week, right, or the
Giants are doing in baseball,starting up right now.

(01:11:25):
So that's just kind of how Imanage it.
I look at my everything, I goon in a full picture and you
know I have some areas that needmy attention more and I'm going
to spend more time on thatparticular area, while
maintaining the personalrelationship with leaders that
are doing super well, if thatmakes sense.

Yeah, so you're more selective, which
makes you more effective, andthat's kind of my thing for it,
because I feel like yeah, so.
No, go ahead.

No, exactly.
So, like in the wintertime whenthe car wash is slow, I'm not
spending eight hours a day downthere because there's nothing
for me to do there's, you know,we're not even washing that many
cars, it's just a waste of time.
But maybe it's raining and myrestoration department who would
do like water damage and rainintrusion issues.
They're busy as heck and theyneed help and they just.

(01:12:16):
You know I'm going to spendmore.
I'm going to make sure I go toall their meetings that week and
make sure everything's beinghandled, if that makes sense and
encourage the team like I knowyou're busy.
You know, think about thatprofit sharing check.
You know let's not make anymistakes and handle these
customers.
You know that type thing.

I picture it kind of like again, I don't
have children, but, like youknow, you have a new baby versus
the five-year-old.
Well, I mean, you're not goingto ignore the five-year-old, but
he's going to need a littleless attention than the newborn
right and so you're going tohave to shift your focus just a
little, you know, and inbusiness that's not so dramatic.
But yeah, you put where yourattention needs to go, because
sometimes people are killing itin one department and another
one's struggling and you putyour be going good, you know.
So, yeah, no one's good if youhad two five-year-olds and one

(01:12:58):
of them's crying.

Who are you going to pick up?
yeah, the one right no one'sgonna yeah, no one's gonna argue
with, with you picking up thekid that's crying because they
skin their knee, right.
You're always going to go towhere the fire is.
So, um, I I will get frustratedand I'll start making changes.
If that particular area ishaving a lot of fires all the
time, that tells me there's ared flag and there's something

(01:13:21):
that has to happen and make somekind of adjustments to prevent
that from always being the case.
But it's typically areas thatare growing those growing pains.
That's where a lot of the firescan be sometimes.

Yeah, one more question on this section,
then.
We're about ready to wrap up.
I'm going to expand this out alittle bit more.
Even so, my question is to youwhat advice would you give to
someone who either wants tostart their first business or
maybe has a successful businessand wants to be you know Rob and
wants to go out and trydifferent?
You know industries.
What would you give for adviceon that?

Oh, that's great.
So I let's see if somebodywants to start their first
business, what piece of advice Iwould give them.
I, if I had to go back and doit over again.
I wish I was more educated withthe leadership and the SOPs and
the team building aspect ofrunning a business.
You know, most business ownersstart out because they're they

(01:14:18):
know a trade and they also arecapable of networking or some
kind of sales skills.
Another thing that I think newbusiness owners should also
worry about right off the bat istheir accounting understanding
and knowing what a P&L is Like.
I didn't know what a P&L waswhen I when I was self-employed
the first day, and that's a.

(01:14:39):
That's a crazy thought to thinkback on, but I think it's
pretty common.

It's very common.

So yeah, and I don't know the numbers on it or
haven't really researched it,but and then I think I could
have done so.
For my case, being a businessowner wasn't necessarily the
plan.
It wasn't a dream of mine mywife, it was more her dream than
mine but if I was preparing tostart a business, I would be

(01:15:10):
reading the Dave Ramsey booksand the Henry Cloud books and
these books on leadership andsystems and SOPs and probably
would maybe take some onlinecourses about all that.
I think that would be a hugebenefit.
The other thing I would tellthem too is I hope you're tough
because it's going to get hard,and if you can't get out of bed
every day and make your bedfirst thing and have discipline

(01:15:31):
to either do something physicalhard like go to the gym and
weight lift, or if you don'thave the discipline to do a 30
minute walk every day, whateverit wants to be let's say you're
a swimmer If you don't have thediscipline to swim every day,
you're not going to have thediscipline to stick it out in
business.

My opinion no, I would take some grit, yeah
.

So if you're, if you're lazy or you struggle with
discipline, you probably not inthe right time to start a
business Now.
If you're lazy or you strugglewith discipline, you're probably
not in the right time to starta business Now.
If you are on top of your stuffand people are already asking
you for advice and you'reconsidered a leader in your
organization that you're at, oreven in your family, you're
probably much more primed to besuccessful.

(01:16:13):
The other thing I would tellthem, too, is be prepared to
lose friends and you need towork on not worrying about what
everybody else thinks, becauseyour friends are going to be
uncomfortable because you don'thave a normal job and you're
going to be out there workingweird hours and doing weird
things that they're going tothink it's weird, and then

(01:16:35):
they're going to just you'regoing to make them uncomfortable
and you're just going to kindof slowly fade away.
It's not always a dramaticthing or a lot of drama and a
fighting match and an officialbreakup, but you're just going
to see the difference in yourinteraction socially and you
have to be okay with that.
That's what I would tellsomebody new.

I really, Rob, I appreciate you being
honest about that.
You're the first business Imean.
I know that stuff and I talkabout a little bit, but I've
never had a business owner onhere talk about that.
That's the reality, because youare a different machine than
them.
You're built different, you'reworking different.
You have this mentality thatit's like go, go, go, and you
know they're used to the eightto five grind or whatever their
shift is, and then they're done.
We're never.
I mean, when I'm at home onweekends, I'm thinking about

(01:17:14):
payroll and I'm thinking aboutthis and I got to think about
growth and hiring and so, yeah,I appreciate your honesty on
that.
That's.
That's good for people to hear.
What about someone that wantsto expand into more things?

What?
Obviously you're kind ofkilling it already, but what?
Do you have any advice for that?
Yeah, so I'm going to go backto the construction business, to
when I started the plumbing,because I was just asking my
customers what their problemswere and they were telling me
what they needed.
So what I was really doing eventhough I probably wasn't
thinking about at the time was Iwas really finding a market, I
was finding a demand and if Iwas comfortable with the

(01:17:52):
solution to that problem or thesupply to that demand, I would
do it.
I would try to figure it out,and since then I've opened a
restoration company based oncustomer demand and a HVAC
department just based oncustomer demand.
Just asking that question tellme what your biggest problem is,

(01:18:12):
and I don't plan on solving allthose problems.
So the customer says, oh, mybiggest problem is headhunting a
good maintenance guy.
I'm not going to get into theheadhunting business.
And I'm like, oh, okay, what's?
What's your next biggestproblem?
Right, let's give you somethingelse, give me something that I
can talk about.
You know, getting into the tirestore business and the car wash

(01:18:35):
business was me diversifying myliabilities and assets and just
trying to have.
You know, we all hear aboutmultiple streams of income.
I wanted multiple streams ofincome, but in different
industries.
Because you know we hear aboutcrashes, right, real estate
crashes, housing market crashes,automobile industry crashes.

(01:18:59):
So that stuff happens and a lotof times it's out of our
control.
And if I can be spread out alittle bit, because no matter
what the crash is, my17-year-old son is going to eat
5,000 calories a day.
Right, he eats.
He's a growing boy and he eats.
He's very active and he justeats a lot.
My kids still have to eat.

(01:19:21):
I can't go home and be like I'msorry, annie, you know the, the
, the real estate market'sreally bad and we're going to.
You know I can't buy you thatprom dress.
You know that's a hard, that'sa hard thing for me to swallow.
I want to, I want to to be, andI've had those conversations
and that's why I hate them,because they're tough and you're

(01:19:42):
and you gotta it's gonna happen.
But if I can prevent that andwork smarter when the good times
, then I'll have less of thosein the bad times can I ask you?

you, um, because the in the HVAC, the
plumbing, the construction,that's all one generalized
carpentry, you know, buildingfield, whatever.
And then when you jumped overto car washes and tires that's
you know business again has thesame foundations.
But was that a hard transition,cause it's very different
fields, if you will.

Um there, I don't know if it was hard.
My dad was a mechanic, so Igrew up working on cars and
tractors and and patching tiresand brakes and shocks, so the
actual physical work part of it.
Now I wasn't a a 30 yearexperience mechanic.
Sure, but when somebody'stalking right, so I would hire

(01:20:33):
the mechanic, but we could talkthe same language and then so
that was.
That was pretty easy.
I was.
I think the hardest part aboutthat was understanding the
customer and the marketingaspect of that, which is
completely different thanconstruction and plumbing, which
I do for the multifamilyindustries.
So that was probably thebiggest challenge there.

(01:20:55):
But there's also experts and alot of people helping you do
that.
So I think you know.
Back to the mistakes businessowners makes is there are people
that will help you and thereare books out there.
I mean some of these books Iread, kind of like mine.
They give out so much and I'mthinking like man.
This book cost me 20 bucks butI feel like I got a $5,000

(01:21:18):
seminar education after readingit.

Oh, absolutely.

I don't know if you feel the same way.
Sometimes I do.
Have you read Dan Martell's BuyBack your Time yet?

I actually just got that.
I have not read it.
I have a couple of leadershipones.
I'm trying to finish first, butI did.

Someone else recommended that to me, so it
it's incredible and he couldcharge $50,000 to teach that to
somebody.
I mean, it's just incrediblewhat he, what he put together
and the detail and how he getsdown to the nuts and bolts.
I absolutely enjoyed it.
My wife read it and is doingstuff in our home with our kids
that she learned from that book,so pretty cool.

Yeah, I read um.
I think it was Dan Sullivan's,who, not how, was the first one?
And I was like, oh, that'sreally good.
And then I heard about this one.
So I'm like I'm going to,definitely, because that's the
thing I struggle with, you know,coming from, and my stories are
kind of not even as exciting asyours.
But I didn't have, you know, Iwent to college but it was for,
like, office administration.
It was a trade school and Ididn't have business owners in

(01:22:16):
my family and family, and so westarted with the business and
then it got a different businessand I got the barnyard, I got
the window cleaning company andI just kept expanding and a lot
of mine was just learning on thefly and on the job and, you
know, working for other people,you experience it.
And so these books to me arelike my education.
I'm like I'm, you know,learning on the job, but they
are so informational, you know,and I do like the Dave Ramsey
summits and all that stuff too.

(01:22:36):
But for 20 bucks, like you said, I mean you can really get a
good education from those books.

Absolutely.
You know, I know it's theInternet age and the amount of
information that is out therethat we're not grabbing and
using, especially when we needit, is mind blowing.
It's kind of silly that we'renot.
We should all be super smartbecause the information is there
.

And then remembering to implement it,
because I know a guy who'snonstop listening to podcasts
and doing stuff and he doesn'timplement any of it.
He's a terrible business owner.
I'm like you have all thisknowledge, I listen to the same
stuff you do but you're notimplementing any of it, so you
have to implement.

I bet you he doesn't make his bed every day.

No, no, no, I don't think he cleans anything
.

Yeah, that's part of the, that's part of those
habits, when you learn somethingto do it.
And I tell people too.
You read a book and I thinkBrandon Burchard, he had a book
a couple years ago, the SixHabits to Exceptional Growth,
something like that and you'rereading it.

(01:23:41):
It's all giving you all thesetips and pointers and a lot of
these things I like and I'velearned over the years is I'm
just going to pick one thingthis entire book.
I'm going to pick one thing andI'm going to implement it.
And because if I tried toimplement all of it, I wouldn't
probably get to work till twoo'clock in the afternoon One.
It's's a lot and it's just kindof that steps on the ladder,

(01:24:03):
like I just need to get one morestep on this ladder and then um
, and then after I implement itand it becomes a habit and I'm
disciplined and it's happeningwithout me even thinking about
it, then maybe I can pickanother thing.
But to go slow and to slowlyimplement these things has been
a huge factor of my success.
And what I tell other people dobecause business owners, what

(01:24:23):
they'll do and you'll probablyhave had this experience is you
read a book and you try to dotoo much.

Yes.

And then nothing happens and nothing works.

Well, that happened to me last year I went
to the Dave Ramsey summit, whichis like $7,500.
And it's amazing.
I mean I learned so much.
But the problem was it was fourstraight days.
Your brain is overrated.

Yeah, I was there.

Were you there.

Yep, I was there too, yep.

In Texas right.
I can't remember the name ofthe town.

At the Gaylord Resorts outside of Dallas.
Yeah, yes that's right.

So you go there and you learn all this
amazing stuff and have all thesenotes and I'm like I missed
four days of work.
And I came home and I was like,oh, I got to get caught up in
all that and a bunch of it justfell by the wayside.
It's still sitting there, myto-do Cause.

I'm like I never got to it and so that's why it
wasn't wasn't go ahead yeahno-transcript.

Take your time at it yeah, so yeah.

But even going to that dave ramsey deal is just
pick one thing and come back andstart there.

Yeah, that's a good point because I mean I
still have it on my list.
Like I got to go back throughthis stuff because there was so
much good stuff and veryencouraging and inspiring.

Yeah, you walk out of there pretty fired up.
I'll say that.

I mean, you walk so much between the
convention center and the rooms,you're exhausted, and then you
get all this information.
I remember like every night Icall my team and I was like, oh,
these are great things that arehappening.
And then I get back and I waswiped.
I was like I don't, I got tofigure out what I'm going to do.

And but there's good information for sure, yeah,
absolutely, it's a good event.

Yeah.
So a couple more questions andthen we'll finish up here.
Ok, for profit sharing in thebusiness world do you see that
change?
I mean you've got a solid plan.
I mean things are alwaysevolving.
Do you think that's going tochange much?
Do you think you'll have a newaddition eventually to your book
, or is it kind of just triedand true is best?

I think tried and true is good, but I can tell you
that every year my profitsharing plan is a little bit
different.
Okay, and we test profitsharing plans with one company
to see if it works and see if itactually motivates more or pays
people more money.
Every time we make a change toa profit sharing plan, it's
always what can we do to make itbetter?

(01:26:47):
How do they make more money?
So I do make changes to it.
I see profit sharing as if Ican.
I'm going to tell a story.
This just happened.
I think it was Saturday.
My wife and I go to this momand pop Austrian restaurant in
town here and I walked in and Ido this at every business that I

(01:27:08):
that I go to, especiallyrestaurants, and I want to know
where the owner is and what's hedoing, and I just something I
pay attention to.
And I walked in this restaurantand the hostess was talking to
us, well-dressed young man, andsat us down, checked our
reservation and he did a greatjob and I thought to myself he

(01:27:30):
might be the owner he's probablynot because of his age, but he
acted like an owner.
And then the server came upphenomenal server.
Explained the specials well,well and just the whole
experience is really good and Ithought, well, he could be the
owner.
And usually when you get anexceptional experience from
somebody in a restaurant or abusiness you're using maybe even
just a us ups store you alwayskind of think they might be the

(01:27:54):
owner because they were just,they knew their stuff, they did
a really good job.
And so I go through this wholedining experience, kind of
looking around the chefs backthere cooking.
Maybe he's the owner.
He'd seen the food wasphenomenal, by the way, and so
like, maybe the guy cooking thefood is so good, maybe because
he's the owner and he reallycares about it going well.
And so on the way out the door,the owner came over and thanked

(01:28:16):
us the real owner.
And I thought what a perfectbusiness, because I could not
tell for sure who was or wasn'tthe owner.
Now imagine in America, everybusiness that we go to the doggy
daycare restaurants, the flowershop, the gym, even a mom and
pop grocery store, a mom and popconvenience store, everyone in

(01:28:38):
these businesses that weinteracted what if you couldn't
tell if they were the owner ornot?
And your experience was sophenomenal, that whole idea,
that experience of everybusiness we go to is my dream
for profit sharing.
And how cool would it be that,whether I was buying flowers for
my wife, taking her out todinner, or dropping the dog off

(01:29:00):
for doggy daycare or my childrenoff at daycare or whatever, I
was doing the candy, the icecream shop, if my experience was
so well, it was as if the ownerwas taking care of me.
That would be pretty cool.
That is not our experiencetoday in America.

No.

And I think every step, every book I can sell and
I don't make money on thesebooks every books that moves to
a business owner that reads thisand starts implementing some of
this stuff, his whole businessand his whole customer
experience will be elevated andthat would be cool.
I just think that would be cool, that no matter where I went, I
was getting that type ofservice.

Yeah, I mean you're looking for a movement
of change in business and howit's run and done.

Yeah, imagine the lives changed by people that
want to go to work and they'rerewarded for their efforts.
Just imagine the mood oftraffic going home every day.

Yeah, it's pretty interesting to think
about.
Well, and we all affect.
I mean I always say that in mypodcast.
That's as a business owner in asmall business like I am that's
one of my favorite things aboutowning a business is I get to
have an effect on the peoplethat work with me as my team
members and I love that they getto go home and let you know
they're so happy and have such agreat day and I hear them

(01:30:19):
laughing together and they gohome and they're so happy and
have such a great day and I hearthem laughing together and they
go home and they treat theirfamilies good and they love on
their families but they're notgoing home and drinking and
hating their life and being mean.
That affects them and itaffects their children and it
just has this effect that justrolls out everywhere.
If everybody would do it.

Yes, the ripple, the ripple.
Thank you, the ripple effect ispretty amazing.

Yeah, so I love that.
So in just a second here I wantmore question, and then I want
you to tell us how we're goingto get your book.
Well, it sounds like you haveProfitX coming up, which I'm
excited to hear about, but whatis next for you and your
ventures and what are youworking on that you can share
besides that, or maybe even moreon that?

Yeah, right now I got two hot projects in my lap.
I yeah, right now I got two hotprojects in my lap.

(01:31:17):
I have a car wash indevelopment, so that would be
our second location.
And I am working on ProfitX.
I last year, the last sixmonths ofher or searching profit
sharing, the power of sharedsuccess.
It should pop up there, and youcan also find me on Facebook
and Instagram and you'll see mykids and all this other fun
stuff, hobby stuff I like to do,but also you'll see some
announcements about ProfitX andwhen the course will be

(01:31:41):
available, and I have a lot ofplans with ProfitX.
You know, I would like to have acommunity of businesses owners
in there that are all doingprofit sharing and be able to
learn from them, because I thinkthere's more out there.
I mean, I think I cracked theegg and I found some things that
work, but I think that there'sand I know there is because of

(01:32:02):
somebody that I coached andhelped him set up his.
He's come back with me withideas, asking me what I think
about these ideas, and the onlything I can say is I think that
idea is incredible and I wish Iwould have thought of it, and so
the more business owners I'mhelping do it, and then they do
it for a while.
They're coming back with ideastoo, and that's pretty exciting

(01:32:24):
to me.

So that's what I got going on okay, and
you said summertime right forprofit x yeah, so the course
should be launched at the end ofjuly.

That's the plan right now.

That's on the calendar yeah, well, I'll
definitely be watching this andI'll add all that to the notes
for our show when that all comesout.
Um is there anything else thatyou want to share with us before
we wrap this up, man.

I just want to encourage business owners out
there that you're not alone, andjust the fact that you're
listening to a podcast likeTammy's shows that you care and
that you're trying and strivingto be a better business owner
and a better leader.
And striving to be a betterbusiness owner and a better
leader.
And I think you know the oldsaying of people worried about
changing America and they'reworried about changing the world

(01:33:08):
.
We should worry about changingour homes and our businesses and
the people in our small circles, and that's how we change the
world, and that's how we changeAmerica and that's how we.
That's how, when we were on ourdeathbed, we don't have regrets
and there's all these peoplethat we know love us and looked
up to us and lives that wetouched.
So keep it up, keep going.

(01:33:29):
It's worth the fight.
And um, the other thing I wouldsay is sometimes you fail.
I know a guy that failed eighttimes and now he's a freaking
multi not a billionaire, buthe's a multimillionaire, killing
it on his ninth business.
So don't get discouraged yeah,it's pretty crazy.
And so keep listening topodcasts, read some books, take

(01:33:52):
some notes, go to go toconferences and you will get so
much value out of that stuff.

Yeah Well, Rob, I thank you so much Again.
All my listeners make sure yougo out and get his book.
It's profit sharing, the powerof shared success.
It sounds like getting onAmazon.
I'll share a link in the shownotes to get it.
And, Rob, I just thank youagain for your time.
It's been an absolute pleasurehaving you on here and I just
continue to pray for greatsuccess for you.

Thank you so much, Tammy.
I really enjoyed this.
I appreciate it.

Yeah, you're welcome and to everyone
listening.
Thank you, make sure you go onand like, subscribe, share,
share it with your friends.
If you have any show ideas orwant to come on the podcast, you
can email me atlightupyourbusinessllc@ gmail.
com and we look forward toseeing you guys next time.
Thank you and remember, in theworld of business, every success

(01:34:45):
story begins with a passionatedream and ends with a strategic
billion dollar handshake.
Stay ambitious, stay innovativeand keep making those deals
that reshape tomorrow.
Thank you all for tuning in anduntil next time, remember
proverbs 3 3 says let love andfaithfulness never leave you.
Bind them around your neck,write them on the tablet of your
heart.
That way you will win favor anda good name in the sight of God

(01:35:08):
and man.
And remember if you like whatyou heard today, click the
follow button so you never missan episode.

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Rob Gallaher & Profit Sharing - The Power of Shared Success