The System of Rapport

Building rapport is the hardest sales item to teach. Having a system in place to train is essential in progress to building a world class service business. Mike Fasy and Chuck Roydhouse were on tonight's episode of Chat w/ Chad.

If you want to get the Chimney Closer app go to https://chimneycloser.com and click the button to schedule to purchase.

Episode Transcript

(00:17):
Good evening, everybody.
Tonight, I'm chatting with Chad.
I am so happy to have everybodybe, I don't have a tan.
I just got back from PuertoRico.
Uh, we didn't do as much sun.
Uh, the beach was, was wavy.
It was hard to get in there.
Uh, we, uh, me and, uh, MikePaisley, who's on tonight, will

(00:38):
you try, we ventured out and,uh, we did that once we didn't
do it the rest of the time wewere there.
So, uh, uh, we pretty much, uh,and everybody, we enjoyed the
pool, uh, every day, every dayand night after that.
So welcome to the show tonight.
Uh, I'm thinking we're going tohave a great show, a fun.
I know I've got Chuck Roydhouseand Mike Paisley in the

(00:59):
background.
We'll be bringing on here in asecond, but I just wanted to
kind of give a little.
Shout out to how, you know, whathappened over the, uh, in, uh,
uh, last week in Lindeman, you,and it's kind of a little bit, I
want to get a big shout out toMark last night on surefire.
Oh my God.
One of the best shows he's everdone.

(01:20):
Uh, it was really good.
If you haven't watched surefirelast night, go watch it again or
watch it.
If you haven't watched it, itwas really, really good.
And he mentioned me quite a bit.
So, Hey, oh, you gotta likethat.
Right.
So anyway, um, tonight's aboutrapport.
You know, there's been a lot oftalk about rapport.
Uh, you know, I've talked toAlan about it.
You're trying to train people tohave rapport and rapport is, is

(01:45):
something that we talked aboutat Lineman U a little bit, and
it's the hardest thing to do.
So.
Uh, I'm going to bring you guyson here.
So Mike, Chuck, hello.
Sup Chad.
And so Mike was, you know, we,we actually spent some time, uh,
before it got there early and,uh, got an Airbnb, him and his,

(02:07):
uh, a couple of managers, whichare awesome guys.
Um, and, uh, we had some alonetime, uh, and, and partied a
little bit.
And of course we just talkedchimney the whole time we're
there essentially.
Right.
And, uh, uh, did that.
It was, it was super fun.
And then when the menu startsand, uh, it let them in, he was

(02:28):
a little different.
It's not a conference, right?
I mean, it's not a convention,not an expo.
Uh, I mean, you're not getting,you don't have like things you
go by or walk around.
I mean, you're literally in theroom from.
I believe it was from, what,eight to three o'clock?
Three?
Yeah.
Yeah.
For three days.
And, uh, and they have, and Ithink what they wanted to do

(02:48):
this time was motivation and,and get hearts strung.
Speakers to really talk aboutculture.
So it was a real culture, uh,uh, uh, show, I guess you'd say.
And, uh, and it was good.
Uh, Michael, what were yourtakeaways?
Yeah, it was, um, I mean, areally nice, uh, venue.
Um, you know, I was talkingabout, uh, you know, that was

(03:13):
really my first big event that Ihad ever been to an industry.
Or in for any industry.
And, um, I remember being therein one of the back tables and
talking to someone and theyrecommended the book traction
and it really.
set my business off on a totallydifferent path than it would
have been if I wouldn't havebeen there and had that
conversation.

(03:35):
But, um, yeah, it's a beautifulvenue.
Uh, I really liked the ocean inthe waves.
You know, I was having, I washaving a good time, but, uh, and
yeah, it wasn't, it was nicethat it was kind of a smaller
place.
So, you know, just walkingthrough the lobby, you'd run
into people.
Um, all the time, like some ofthe other venues we've been to,

(03:57):
they're so massive that, youknow, you could be walking from
15 minutes from one end to theother and not really run into
people a lot.
And so all the dinners werenice.
Um, there's a lot of networking,a lot of hanging out.
It's great.
It was really good.
So, I mean, I actually, youknow, I don't even think I even
told anybody, uh, this last weekwhen we were there, but my

(04:17):
personal menu was, I don't know.
It was in Chicago, 2017, maybe16.
And, uh, um, that was where I'dasked to see Mike Bodart, uh,
because we were reallystruggling, uh, to try to solve
still what we are still tryingto solve according to, uh, you

(04:41):
know, and I walked into hisoffice.
He's gracious, sat me down,asked me about my numbers.
And I, I thought at the time Iknew.
My numbers and what he asked myguys SPO was, and I'm like,
what's that?
He goes, there's sales average.
And I'm like, and I spit out anumber and I did know him.
He goes, but does that includethe, the appointments that they

(05:03):
don't sell?
And I went, no, why would I dothat?
He goes, well, cause it's not areal number.
You gotta, you gotta average itout.
SPO sales per opportunity.
And so I just remember sittingacross, if you've ever been in
his PA, he's got a pretty goodsized desk.
And you're sitting, I'm sittingthere, and I just remember going
like this the whole time aswe're talking.
I just kept shrinking down.

(05:25):
I just felt so little, right?
And, and, when we got done, Ileft with the folder idea, how
to build the folders, thegiveaway to everybody, uh, SBOs,
cameras, I didn't, we weren'tdoing camera inspections back
then, uh, you know, level twos.
Well, we didn't even do leveltwos yet then, we were just
doing camera inspections, but atleast we were doing that, you

(05:47):
know, and I brought back that,within two weeks had everybody
trained on doing everything andwe flipped the, flipped the
script, uh, completely, rightaway for the rest of the year
and then ever since we've been,you know, evolving since then,
but that was my first Lindemann,you know, and how much it did
and he took me in, um, To talkto me, you know, which, you

(06:07):
know, I didn't know anybody.
This is before I knew who I wasand I did that.
And so, you know, I, I, this ismy second Linda and you, I went
to, and I think it's going to beon my, every time I have it, I'm
definitely going.
Chuck, you've been to Lindemanyou before?
Oh yeah.
I went to last one I went to wasin, um, Florida.

(06:30):
Uh, and I want to say that was2018 and I'd been to some other
ones, but I can't remember wherethey were.
Uh, my Insta great was wherethat happened.
Mike and you was the crash ofthe, of the Insta great.
Wasn't that up in Oregon or no,no, no, no, no.
That was Oregon.

(06:51):
Oregon was a convention.
I did go to, that was like 2018,19.
Uh, but, uh, no, it was, it wasat Lindeman U.
He gave me a class to debut itthere at Lindeman U and I did.
And then just totally, you know,but, uh, but anyway, yeah, I
don't even know if we're evenselling anymore.

(07:12):
I got to find out if we're, I'msure we are, but, uh, I've gone
to so many different thingssince then.
It's just funny.
And so.
All right, well, let's, let'sget on to the report thing.
So, I mean, I'm sure if I cansee it scrolling down below
chimney closer.
com.
I mean, we've had some firstopening success.
They got some big companies onit.
You know, I got four wins on it.

(07:34):
I got.
Uh, I've got a Wolfman on it.
Um, I think Mike, you're goingto look into doing it, you know,
putting a couple of guys on it.
So, and there's other companiesI have on it.
You can go to chimney closure.
com.
There's a list of some of thenew people that are, they're
doing it.
And what this, and I'm justgoing to say it again, I'm not
really going to advertise it toomuch, but I want to show how the

(07:55):
app can be used, uh, as atraining app.
It's like one of those things.
It's like documenting.
You're documenting everythingyou do in, in, in voice.
And it's not a form, it's notthis, and you go in there, you
type it up, and you can have anAI talk.
It's not AI perfect.
As a matter of fact, I talked tothe owners of the app, I just

(08:16):
talked to the owners of the app,and they talked about getting a
better, they're alreadyimplementing a better AI voices
into it that are better.
And the learning path is that aswe keep going and you play with
the app, it's going to learnmore about our processes.
And it's going to actually startbeing a little bit better of a
customer, a little bit meaner,not meaner, but a little bit

(08:39):
more difficult, uh, as you know,to help you, you know, go along
and do it and everything likethat.
So, I mean, it, it, it's the appthat can really, uh, can really
help.
So it takes your scripting andmakes it people memorize it.
You get the role play.
So anyway, but here's, I want toshow tonight is what I built.

(08:59):
To show people the system ofreport and, and it isn't
perfect, but it will at leastit's documented.
And I'm going to play you guysthis whole, it takes probably
like three minutes to go throughit.
I'm going to play this to kindof give you an idea of what this
is.
Cause once you get my app and Imake you an administrator, you
can type wherever you wanttraining and it's yours to have

(09:21):
forever.
So I'm going to do this.
I've got to take, move you guysup here now, because this is,
I've got to screen mirror my, myphone.
So, I'm gonna come over here,start mirroring.
Broadcast, come to here.

(09:43):
Okay, I'm there, and I'm gonnago to the app.
Alright, now I come here.
I've got to figure out how toshare my screen.
Present, share screen.

(10:05):
Alright, can everybody see theapp?
Yeah.
Alright.
Now let's hope that I can, it'llplay it where you can hear it.
Here we go.
This is not memorizationsection.
This is the training to give youthe system building rapport.
Yeah.
Every customer should know threeto five things about you.
If not, then you are just asalesman selling chimney

(10:25):
repairs.
You are a human being firstbefore you became a chimney
sweep or technician.
Your interests and experienceswill help you gain trust and
rapport.
These are the categories youshould be ready to chat about to
your client when the opportunitypresents itself.
Then I gotta say, oh.
Family.
If you see a similar familysituation at a client's house,
bring up you have the samesituation.

(10:48):
Example, you see a family photothat there are three daughters
and no boys.
I, Chad Murray, have fivedaughters.
I then tell them I love yourfamily photo because I married
my high school sweetheart and wehave five daughters.
I show them a family portrait.
It always starts an off chimneypoint of beginning the journey
of the client liking me.

(11:08):
I like that.
Pets.
Almost every home has a pet.
You probably have had a pet oryou currently have a pet.
Easiest compliment in a home isI like your pet.
What's his name?
Later when the pet is around youwith the client, tell them about
your pet.
Chad Murray has a bulldog.
Every client with a dog see apicture of Auggie looking into
the camera with a bone in hismouth.

(11:30):
Okay.
Sports.
If you see any sportsmemorabilia in the home, bring
up your sports passion.
Key here is to be positive.
If they're a rival team, make itfun and keep it non
conventional.
The kids sports is always a goodtopic with the clients.
If you see a cheerleader orfootball picture of their kids,
then bring it up.
Inquire about it.
If you have a kid in the samesport, then you will get stories

(11:51):
from the client.
Key is to get your story outfast and let them talk more
about their kids while you nodin happy bliss.
Chad Murray always tells hisclients he is a competition ice
skater and a select volleyballplayer.
It always brings out the selectstories from the clients.
I show a picture or two of mygirls sports.
Okay.

(12:11):
Military, if you see a foldedflag, picture of a serviceman or
women, medals, anything sayingthey are retired, active, or
have a child serving then atminimum thank them.
Briefly tell your branch whatyou did, and where you served.
I would then tell them when yougot out.
Turn the conversation directlyto them.
Ask about their loved one ortheir service experience.
What did you do in the military,or what does your loved one do?

(12:35):
Okay.
Hobbies.
If you see a bike in theentrance, ask if they do
competitions.
If you bike, then chat about it.
Hobbies are so numerous that Ican't write about it.
If you have a hobby, then everyclient should know about it.
If you discover a client'shobby, then you need to be the
most interested person in theworld about their hobby.
Ask questions.
Every client Chad Murray goes toknows he has a cabin in

(12:57):
northeast Oklahoma.
He hunts, and had a big enoughcabin to sleep 20 people.
He regularly has his family andfriends up to the cabin.
Okay.
We sell experiences, fires andexperience.
It's not cheap to sell a rip andreplace.
It's not cheap to remodel afireplace or a chimney that's
been struck by lightning.
What sets you apart from yourcompetition?

(13:19):
Your pricing is not what'sselling over your competition.
It's you.
People purchase from people theylike.
Say it.
People purchase from people theylike.
Go be a salesperson and sell therepairs or go be the most
interesting chimney personshowing up to sell the client
the repairs.
It's your choice to start beingyou and follow this training.
Your results will double or even10x.

(13:40):
Alright.
So, stop sharing.
Okay.
So, next.
Um.
So, yeah, so, I mean, that ishow I'm training people just to
get the information of how to doit.
It's not perfect.
The AI will get better and it'llsound better.

(14:02):
And I'm actually, some of those,uh, corrections, like where it
said, be, I've got already thatfixed.
I just was in the wrong account.
I should have went to anotheraccount that already had been
updated for the correction andstuff.
But, but the idea is how do youtake somebody that we hire new?
And tell them all thisinformation about chimneys, la

(14:25):
la la, you know, custom, youknow, uh, you know, uh, just all
this stuff about waterintrusion, all this stuff about,
you know, uh, penetration of,of, or clearance of combustible,
just whatever.
We're, we're, we're trainingthem all this information and
then we tell them to go outthere and just be you.
It's so hard, you know, I mean,they're, they're so, you know,

(14:46):
in their first learning, you'vegot to tell them how to be you.
You know, how do you be you?
Well, we got to give them thescenarios.
Look around the house as you'rethere, you know, you think of
pet sports, family, uh, hobbiesand, uh, and military right
there.
They can see that stuff clicksin their brain and talk about
it, whatever.

(15:07):
I don't quite tell them quiteyet in the app when to really
bring it up, except for when youwalk in, say something nice
about the house, start to reportlike that, you're not just the
chimney guy there, you'rewhoever in their house to sell
them, whatever they might be.
So.
I mean, that is what that makesthe difference between a 2 to 3

(15:28):
million sales guy and a guy at amillion or less is they buy from
people and they know you hearthat all the time, but guys,
what do you think about that?
Yeah, I mean, that's, that's asuper good start lays, lays the
base level down.

(15:48):
Um, you know, our guys, we have,uh, All the customers get a
picture of our technician and abio before they show up.
So I make sure the bios are likefunny and interesting and, and
like strange little talkingpoints about them.
And a lot of times that reallyhelps the customer already like

(16:09):
ask them, you know, intimatequestions about their life or
whatever they can connect with.
Um, I actually train ourtechnicians kind of the almost
opposite in a way.
You know, you're like, Hey, youneed to learn these things about
me.
We're like, Hey, learn, youknow, three details about the
customer or after the job, liketell me about this customer.

(16:29):
Alan Rush is great at that.
You know, after the job, he'llbe in the truck with them.
Like.
What were their hobbies?
What were their this or that?
If you don't know it, then, youknow, it clearly didn't build a
rapport.
That's coming.
That was actually the next partof that.
Uh, you know, cause it's, uh, I,I, I've always taught just to
try to break the ice and I justtry to teach them how to talk to

(16:52):
the customer as a human being.
Right.
You know, I mean, and then, andthen you go from there.
And, but if you go through thetraining.
As I, as I added that in there,I'm, I'm telling, I'm actually
telling them, you want to talkabout one to two minutes about
you and you want to hear four tofive minutes about them.

(17:13):
And so I'm, I'm, I'm easing itin, you know, again, I don't
want to overload everybody inthe training app of just
everything all at once, youknow, you got to kind of get
them good at a couple of things,get them good at telling about
themselves.
Everybody's easy.
It's easy to talk aboutyourself, right?
It's hard to ask people aboutother people.
So if you can train them intotalking about themselves, you're

(17:35):
not going to open up the windowto ask more about what they're
doing and then.
Flip the switch on, yeah, I wasin the Marine Corps, you know,
blah, blah, blah.
I was stationed there.
I see you have a flag overthere.
Tell me about that flag.
I'm really interested, right?
And then now, now you put yourears on it, and you listen, and
you be a person.
And then hopefully, as you'relearning stuff, it'll help you,

(17:56):
at the end, make the sale.
You know, you have the rapport.
You know, I find, this is funny.
Here's where I find rapport,with my personality, when I'm
out at a house, or just tryingto sell anybody anything.
If I can build that rapport allthe way through the beginning
before we get to the table, andthen once we're at the table,
I'm still building a rapport,talking about me, asking about

(18:18):
them, and blah, blah, blah.
The funny thing is, is when theysay I gotta think about it, my
little rebuttal would be,because I got to know them good
enough in the last hour.
I'm comfortable to go.
Why, what do you need to waitfor?
Why do you need to wait?
I don't even go in to all thesebig rebuttals.
Like, why do you need to wait?

(18:38):
You know, you know, you need it.
I mean, who else is going to doit better than me?
And I would say that kind ofstuff.
I would flip half my customersright there.
I'm like, there's no need towait.
You know, you know, let's dothis.
And, uh, because I wascomfortable at being that up
front with probably 60 to 70percent of my clients, when they
gave me that rebuttal, I wasjust right at them.

(18:59):
It's like, why?
Let's do this.
I can get you on the schedulenow.
And, uh, and I would flip them.
I would flip them like that.
I mean, I was good at it, youknow?
Uh, and so, yeah, Chuck, talk tome, man.
So when I do sales training andwhen I did it, when I had my
chimney business, the biggestthing, it's always good to ask

(19:20):
questions.
They, you know, we've all heardthe saying about you have two
ears and one mouth for a reason.
The biggest thing is that it hasto be genuine.
You have to be comfortable inyour own skin.
You can't just learn a script.
Because it'll come out to, hi,how you doing?
Oh, I see the flag out front.

(19:42):
Were you in the army?
Huh?
Wow.
I was never in the army.
Okay.
Well, is that your Woodstow?
And, and it becomes, you know, Iwould tell people, think about
if you were.
Um, maybe at a bar and you justwanted to introduce yourself to
somebody, or maybe you weretaken home by your girlfriend or
your boyfriend, and you weremeeting, you know, the parents,

(20:04):
the cousins at Christmas orThanksgiving, that's going to be
uncomfortable for everybody.
You don't know each other.
So the best thing to do is puteverything in the best light.
And find a commonality.
But again, the key that you'retalking about is you always have
the other person talk more thanwhat you do.
And it's just like the salesprocess of you never ask a

(20:27):
question that you can't have afollow up.
You don't want to give anybody,Hey, do you have any problem
driving here?
No, no, it was fine.
That doesn't go anywhere.
A better way would be like, boy,I had a heck of a time getting
here.
You know, there was an accidentby the stop sign.
They rerouted me around thecorner.
Did you see any of that?
Is that common in thisneighborhood?

(20:49):
Well, now they've got to answerthat.
And that's, but you have to becomfortable.
And that's a little bit of athing that has to be learned by
some people.
A lot of people comes to themnaturally.
Well, the thing aboutcomfortability is that's where
the scripts come in because youget their brain to do it and and
you're right It is it's not whatit's like falling down riding a

(21:09):
bike.
It is gonna sound scripted whenyou start It has to have that
process and that system of whatto say until they get
comfortable in their own skinBecause what happens when we put
somebody out there, they havejust learned all this stuff and
now it's like, if, if they haveto just literally go off of
memory and they don't reallyhave the full process, they're

(21:33):
not going to be as good.
So, I mean, we train in our app,learn the script, but you still
got to go out and do you.
I mean, this is your process.
You know, you memorize this.
You get it out there.
Nobody's going to memorize ascript, especially as detailed
as you learn on my app, exactlylike the script.
You have to pass each app to tryto get it at least 60 percent to

(21:56):
pass.
But you, I don't expect you, nordoes anyone expect you, you're
going to go out there and you'regoing to sound exactly like that
script.
But you're going to have all thenuggets for each section of, as
you call, you knock on the door.
You walk in, you know, you'rebringing yourself to that,
right?
And then you're going to learnand you tell people, look for

(22:17):
all the stuff, get the report,talk.
The main thing is if you justsay, find stuff in the room to
talk about, that there do.
The problem is if you just leaveit at that.
They have no idea what to lookfor, you know, find the flag,
find the picture of it.
When the dog comes up and isjumping all over you, you know,

(22:37):
there's a, there's a 90 year oldcat sitting on the, on the, uh,
on the couch that could barelymove.
You know, um, you know, you seeit, you see, uh, uh, uh, a
trophy or two, or, you know,homework.
There's just so much that youcan trigger in your mind to just
start up a conversation and see,I never had to be trained in
this.
I just naturally talk to people.

(22:59):
I mean, so it's, and I've hireda whole bunch of rocks that work
for me that literally, I mean,if I could listen to him, and
that would be Rilla called call,uh, uh, call Alan rush to be on
Rilla.
You want to find out exactlywhat the guys are saying, call
him.
He'll get you on that.
But I can tell you, if I were afly on the wall and some of the

(23:19):
people that I know, after I gotto know them, that I've hired
rocks.
They probably never, when youleave, they know nothing about
the client, and they knewnothing about them, and their
SPO is probably 200, 200, youknow, and they didn't last long.
Our sales lead has a game heplays when he's training.

(23:40):
It's kind of a role play thingwhere he basically just says,
how long can you go with justasking open ended questions and
try and have a wholeconversation for as long as you
can just, and, uh, you know, agood one I think he teaches is
just like, tell me more aboutthat.
You know, which comes in reallyhandy in the comfort survey when
we're asking about, um, youknow, what do you.

(24:03):
Enjoy using your fireplace for,Oh, building or having kids
around.
Like, man, that's not the end ofthat answer.
Like you got to dig into thatand get, you know, get the rest
of that story.
Tell me more about that.
Tell me more about that.
And, uh, and, uh, And just thenext question is, is where

(24:24):
you're just going to listen.
It's so it works.
So it was, it was one of thethings that we learned when I
learned in trying to sellcoaching when I'm on zoom calls
and stuff, and you know, Iwanted to hear their, you know,
I want to hear them.
Tell me their pains and stuff.
And instead of just doing thebullet list, I got to go, well,

(24:45):
tell me more about that.
And then you just shut up andtalk and then you just let
people just go off.
So before I get to the Rob, Robcame on here and said, happy
Wednesday from Wisconsin, TimMcGill training in Merrill,
Wisconsin.
Hey, hey Rob, I hope it's goinggood up there.
Uh, I know it's cold as youknow, what up there and, uh,
sorry to hear about your GreenBay Packers, you know, but you

(25:05):
know, uh, they did get knockedout and I'm so happy that.
Uh they did.
Ha ha ha! Uh after what thepounding they did to my cowboys!
What a terrible team.
Anyway.
Um, so anyway, uh, yeah, the funthing is, and I think this is,
and Mike, you can probablyreally attest to this, and maybe

(25:27):
even you Chuck, probably, nobodyreally trained on role playing,
and, you know, when we weregrowing up in this, right, it
wasn't really a lot of stuffthat a lot of companies did to
help their people out, like theytrained them, go, go do it, you
know, study your inspections,make sure your inspections are

(25:47):
good, but there was no real roleplay.
Right.
I have always done only one roleplay has been with me since day
one.
That's why do you buy ourchimney gap?
My guys, if you in my company,you have to tell me why do you
buy our chimney gap?
And I've been doing that for 27years.
And so, and it's funny, uh, lastyear Trumbull asked me about it

(26:09):
and I was, I was having a badday.
I think I had a headache and Ilike, I like messed it up.
Just trying to tell him, tell meabout it.
I heard this much about it.
I'm like, okay, you know, itcovers the entire time.
I just had a pair of terribletimes.
But anyway, Um, but fullcoverage, coverage to the
guests, everyone should beselling them.
I mean, definitely change yourbusiness if you're not, but, uh,
but we're saying was never notsomething that, you know, we

(26:33):
started doing until like four orfive years ago.
Yeah.
The first time I was ever evenintroduced to anything like that
was actually at the Lindemanevent eight years ago, I
remember being outside with theLindeman reps and they're like
trying to have me role play and,and go through these sales
things.
And I was totally like.
Not into it.
I remember being like, what isthis?

(26:54):
I don't get it.
I'm not, uh, just not into it atall.
And then now, you know, when wedo our standard and standards
and expectations on day one,actually even before that in the
interviews, you know, we justsay, Hey, we're a role play
culture.
We practice before the big game.
It's just going to be somethingthat you're going to do if

(27:15):
you're if you join our team.
And, um, day one, it's roleplaying.
You learn, you will learn.
Everybody's uncomfortable doingit when they start, you just
start, right?
Cause you, cause you have tothink about, I've got to get out
in front of your body, my peers,I've got to act and do what I,

(27:35):
my training and see if I get itright, you know, and make sure
that I think you have to think,but it's, the reason why role
playing is so powerful isbecause when you do it in front
of all your peers, they know ifyou're saying it wrong, you
know, they know if you had a badanswer or a bad day, and if
you're in a good company,they're going to help you out
and all that kind of stuff.

(27:55):
Right.
If you a customer, they don'thave a clue if you did it wrong.
So, I mean, it's easy to go outto a customer and and, and say
the wrong things and nobody,they don't know any better.
But when you, but when you allof a sudden have to come in
front of a house, in front ofthe house and you have to tell
everybody and you're playingwith someone else and you, and
you, and you buble through it.

(28:16):
Well, I mean, you're, you'rekind of getting called out, but
you got to know your stuff, youknow, and that's, it's not
everybody coming down on you.
Cause you're going to feel bad.
That's the afterword, but at thebeginning, you're all super
nervous just because you're notused to being on stage, right?
But if you can do it on stage,you're going to kill it out
there with the customers.

(28:36):
And that's where, that's whereit really, really goes to shine.
And I can always tell when we'rerole playing with someone like,
Oh God, we hired a rock.
The guy was good in theinterview, but my God, this guy
cannot role play with me at all.
Yeah, role playing in a groupsetting, I mean, that's That's
another added layer of stress.
I mean, you definitely want somestress to mimic what it's going

(29:01):
to be like in front of acustomer.
You know, you've, you've been tomy place.
We build those three tinyliving, you know, It wouldn't
not the size of a living roomsize of a tiny bedroom, but we
have three of them, each of themwith, uh, different memorabilia
or things about them to buildrapport and, you know, pretend
you're in three differenthouses, each one actually

(29:23):
progressively with less thingsto build rapport off of.
And, um, I don't think we evergot it, but the goal was to, to
get a nerf gun for the last one,you know, have nothing in the
room, build rapport off of, Ithink there's a wheelchair in
there, um, you know, buildrapport off a wheelchair and
then, and then have the, thetrainer sit there with a nerf

(29:44):
gun pointed at you just to addthat little bit of stress.
So it's not, you know, not toocarefree.
Uh.
You know, you know, it'd be goodif everybody had a Nerf gun and
when you messed up, everybodygets to shoot you.
Yeah, we have those, uh, weordered them, um, they're like
these big cotton balls andthey're really, they're meant to

(30:06):
be like summer snowballs.
And so we have them in these bigbowls, like there's a big bowl
in the tech room and there's abig bowl in the kids, uh, uh,
daycare room and throw thesesnowballs around, making a mess
all over.
Um, so have you guys done, Iknow you guys are on Rilla now.

(30:32):
Have you, have you guys, haveyou guys been able to, uh, uh,
really showcase and help peopleout to build rapport?
Because of RILA, since youstarted it?
Oh yeah, so I haven't personallybeen on RILA, but I hear him
talking about it a lot and Ikind of I've seen how it works
over their shoulders, but, um,so part of it is it has these

(30:57):
scores built in, uh, forinstance, there's a patient
score and the patient score isliterally how long do you start
talking after the customerfinishes talking so very low
patient score would be likeyou're literally cutting them
off or.
Do you give it a second?
And then, you know, they'refully done with what they're
saying, and then you'reresponding.

(31:17):
Um, and the other score is alisten to talk ratio.
So you've been talking about,you know, um, I thought it was,
I thought the goal was to be waymore dramatic, like maybe, um,
80, 20, or sorry, 20, 80, listento talk.
Ratio, but, um, their data islike some of the best in the

(31:38):
country is more like 60, 40.
Yeah.
Um, and then for buildingrapport, you know, you can, you
can basically cut out snippetsof the conversation and save it
to a folder, uh, that says bestpractices or worse, you know,
this is a fail, there's a failfolder and there's a best

(32:00):
practice folder for, andsections for building rapport.
So other texts can listen.
Hey.
This guy did this amazing andkind of, and, and, uh, we just
got mixed in.
So we're under Ellen rushesumbrella for that.
And, um, the companies that areusing Allen rush all got their
stuff kind of mixed up together,I think on purpose in this last

(32:23):
week.
So at least right now we haveaccess to all these other
companies recordings, which iskind of interesting to see how
they're doing it.
That's cool.
So in, so I mean, honestly, theway I'm hoping, the way I'm
looking at stuff is I'm hopingthat people can buy the chimney

(32:47):
closer, get on that app, learn,learn the process.
And by the way, we were justsponsored by Chimney Saver and
so Saver Systems, they're, theysponsored me.
If you go to the website, you'llsee their logo on there.
Um.
Uh, so I'm going to be adding a,a new, uh, sales process for the

(33:07):
chimney saver products, uh, onthere.
Uh, and then if any other, ifanyone's listening, that is a
manufacturer, you want to addyour products to it, give me a
call and then whenever you havea new product out, I'll teach.
You know, we'll, we'll, we'llwork with you to how you want
everyone to teach it and theycan come on Chimney, uh, Chimney
Closure to learn how to, toteach it like that fast.

(33:29):
Um, uh, but, and then you getthat, you got the verbiage down,
you got that, if you can get onAlan Rush's, uh, two year
waiting list and get with himthere and have him come out, but
then obviously, you know, if youhave the right CRM, you can go
sign up with Arilla.
And start recording out there,but I wanted to bring a
deliverable that everyone canstart learning how to the

(33:51):
processes and the speech beforeand the training and then I mean
the real thing is spectacularand so, uh, that that's that's
next level stuff, but you gottaknow what to say first.
The guy's gotta be in the housefirst.
We all don't say and that's adeliverable that I wanted to
bring to the to the deal.
And so Um, I, I want, I'm goingto be trying to be building in

(34:13):
rapport and building differentthings.
I remember you were talkingabout this before.
What's up, Steve?
Hey, Steve.
Hey.
Um, yeah, I missed you in, uh,in Puerto Rico.
Steve is busy having a baby.
Busy having babies, baby.
Beautiful babies, too, by theway.

(34:34):
Uh, we were talking about thecomfort survey.
We're like both working on thesame thing.
Um, you know, and our comfortsurvey, I think it's 10
questions and it's, it's, Iactually want to build even more
in there.
And it's, you know, in ourchimney inspection software,
Bare Hands Pro, it's in thebeginning.

(34:55):
And I love that because it'sreally an excuse, you know, it'd
be an awkward 10 questions toask in a doorway or in front of
the fireplace.
It's like kind of forces you tosit down at the kitchen table.
Um, it's a good excuse to thetechnicians like, yeah, this is
part of our process.
You know, I'm going to ask youthese questions and, and I like
to say, say to them, you know,where you start is where you

(35:17):
finish.
So start at the kitchen tablemakes it super easy to set the
tone for the appointment, andthen to circle back there at the
end for the, you know, goingover the inspection report
proposal and all that.
But yeah, it's like these indepth questions about why you're
there why you know what theywant to get out of the system,
which before we were doing thatour technicians were asking

(35:39):
questions but it was maybe liketwo or three.
This wasn't that in depth.
And now we're asking stuff likehas to have to do with indoor
air quality.
Like, are you breathing?
You know, what, what are yousmelling?
What are you, are you having anyissues with that?
Um, you know, HVAC is reallygood at that.
And, uh, I, we haven't been, Idon't know if other chimney

(36:02):
companies are, but we, you know,it's a huge deal.
People breathe in, you know,carcinogens all year round
because they're not gettingtheir chimneys cleaned in the
spring.
You can smell it.
It's gross.
I can smell it walking intopeople's houses sometimes.
I don't do that.
You know, your kids arebreathing that.
Like, yeah, I, so I haven'tbuilt that in a chimney closer

(36:26):
yet.
Cause I'm still trying to figureout, I'm doing it as 1.
0 right now.
And then it'll just continue to2.
0, but that's something that,uh, that is, it's going to be 2.
0 is, is, is, is getting to thefact of training the people, how
to have the right questions and,and whatever, and.

(36:47):
And the start at the table isdefinitely something that I
think is going to change theindustry if they, if they want
to start, you're going to startseeing guys that are doing the,
the standup tablet, right?
You know, stand, you're like,I've always done, you know, the
standup tablet, but then I'vealways sat down.
I've always sat down at a tablethat's been my deal for 27

(37:10):
years.
I have never closed standing up.
Unless the customer just was ajackass and just said, you know,
wouldn't let me in the doorafter I was outside doing
something.
But generally I'm at the couch,wherever they're, I asked them
where they're, I used to askthem where they're comfortable.
I didn't care.
I could, I could do it anywhere.
And then my last few years whenI was out, when I was training

(37:32):
back in 17, I was trainingtechnicians, uh, our sales guys.
I would definitely get to thetable.
I would always look for the,whatever the table or the, or
the, or the kitchen island, youknow, depending on which was
easier for, you know, look morecomfortable, uh, but I love, I
absolutely love the idea, youknow, come in, you know, uh, you

(37:54):
know, introduce yourself, saysomething nice about the house
and then, oh, there's thefireplace.
Great.
Listen, can we sit over there?
I'm going to go through somequestions.
I want to know about yourfireplace.
I want to know your relationshipwith it.
And I want to know where ourgoals are with the fireplace.
So maybe we sit down and then gointo the, you know, all these
different, uh, questions, airquality was not on my radar.

(38:16):
I'm glad you said that that's areally good question to talk
about.
Uh, and, and then, but try tocome up with, you know, a good,
you know, 10, 15 questions andkind of play that game.
You're talking about how manyquestions can I ask to get to
know your fireplace and thinkabout it like this.
I mean.
I guarantee it, there'scompetitors.

(38:37):
There's no way.
I mean, you just show right awaythe interest, right?
And you care about theirfireplace.
How many other guys show up andgo, where's your fireplace?
I gotta get my camera set up,and I'm gonna set up, and I'm
gonna give you a long list ofshit we gotta do.
It's gonna be expensive, getready, bend over, cause here we
come.
You wanna use your fireplace.

(38:58):
This is what it's going to be,you know, dictator, dictator
salesman.
Right.
And, uh, and yeah, I mean, youcan do that in some markets, but
you damn sure can't do that inTexas.
You better become a friend ofthem while you're there because
they don't need their fireball.
Unless it's leaking or got adead animal in it.
They don't need it.
I mean, so you better show thatthey love their fireplace and

(39:23):
they want to use it.
And you're, you're, you're goingto give them solutions and give
them what they want.
Right.
Like Galen always says, who'sthe hero?
Are you the hero or customer ofthe hero?
You know?
And so, right.
And a lot of HVAC guys are, are,I mean, they take this to, to a

(39:43):
pretty intense degree where theyget rid of their tablet, they
have a pen and paper.
And part of their like activelistening is taking really,
really good notes about whateverthe customer is saying.
So we, we just all input it intobare hands pro on the tablet as
they're going along, then thatway it saves it.
Um, It doesn't, it doesn't pushit out on the inspection report

(40:05):
that the customer sees, but itpushes it out in, in kind of an
internal report that we can seethat way, if we're following up
with the customer later orwhatever, we still know what
their goals were, but that is abig part of it too, just active
listening, putting in all thenotes there and showing them
that, you know.
You care about it.
I mean, how else are you gonnalive version right now?
Mike?

(40:28):
I believe that's just for us.
We're still messing with thatand um, probably in a week or
two.
We'll push that Uh to the marketversion you want to talk about
bearhounds for a little bit.
Here's your time, man Wellbearhands pro we're um We've

(40:50):
actually been, uh, rebuildingthe whole thing.
We, you know, software is kindof funny like that.
I mean, you know, uh, we, wehave a lot of features that we
want to build in and the waythat it was going, we're kind of
having to, to band aid them on.
And so we opted for, you know,to kind of put new features on a

(41:10):
pause, um, and rebuild the wholething.
Uh, and it's about a yearprocess.
We're about halfway through.
But in, in about six months,we'll have a new version and
it's going to be bad ass.
And one of the things that Ireally want to build in is that

(41:33):
I think will help a lot ofpeople is gas diagnostic flows.
For my company, getting,getting, getting our gas
division going was such astruggle.
Um, it's, you know, there's alot of these classes that are
fantastic.
Um.
We had Bob Weiss out, we had JimBrewer out, but gas is not a two

(41:56):
day hands on class.
I mean, tremendously helpful,and I can't thank those guys
enough for, for helping us withthat.
But it's just so much more thana two day class.
But what we could do in BareHands Pro is, you know, there's
like six valves, and we can makevideos, and if, as long as the

(42:17):
technician knows how to use thetools, They can just follow step
by step through, through adiagnostic flow.
And, um, not that thereshouldn't be training.
There should still all be allthat training, but man, it can
get your gas division up andgoing like way easier than, than
what we endured when we gotstarted.
So that's one of the things I'msuper excited about, but, um,

(42:40):
yeah, we're about six months offfrom a big relaunch and I can't
wait.
And so, I mean, me and Mark aredeveloping a CRM service galaxy
and we, As you know, it's takenus two years.
We thought we could get it outin like eight to 10 months.

(43:05):
Yeah, no.
And so we have a launch date nowof pre selling, uh, or, uh, uh,
I guess you'd say beta testingfor people, uh, we're really
looking at beta testing, uh, inuh, June.
So we should be live hopefullyfor anybody.
Anybody can beta test it.

(43:27):
We're going to probably let, youknow, as many people that want
to do it, you'll still pay forit.
But you know, we'll, we'll do itat a little bit of a discount.
Possibly we'll get away and see.
Uh, but yeah, we're, we'reexcited.
And what we're doing, we haveour own.
Way to inspect the chimney inthere But we're gonna bring
barehands pro and the otherSoftware in as well and you get

(43:49):
to choose which one you want touse And so you can use ours.
Sometimes you can use ours.
You might use barehands now Youhave to have a subscription to
barehands pro, you know, it'sgoing to be where you don't you
know You still have to have thatand then come to our crm just
like you do with Service siteand stuff like that.
So we'll have the option, youknow, to use ours and Mike's,

(44:11):
you know, for easy stuff orwhatever, but I can't wait to
get on, you know, and startusing the bare hands pro as
well.
So, I mean, I'm, I'm excited.
And a big part of your CRM isyou guys built, hey Jack, man, I
had a ton of fun hanging outwith Jack in Puerto Rico.

(44:32):
Like, I really, really, um,appreciate you, man.
You're a good dude.
You and your wife.
Let's just stay on the Jackstory here now.
Jack, he's a unique individual.
The guy is always upbeat.
The guy has always got somethinggood to ask.
And he's genuinely kind andcaring.

(44:54):
You just don't find guys thathave that soul and that spirit
like that.
I mean, Trumbull's one of them.
You're one of them.
I'm not one of them.
I mean, I, I don't have that.
Mark Stoner is one of those.
You guys all just have the, theit to attraction, you know, in

(45:14):
what you guys put out in theworld and the way you guys are,
it's, it's just so special.
I love our group that we'reforming.
It's like a new, we have peoplewanting to come into our group.
And we're forming this littledynamic, which is not a click.
We'll let anybody on me, but weare really becoming, uh,
learning together.

(45:35):
And, and I think Jack and I,we're going to own Jackson.
I mean, I already own Jackson,but Jack's coming up and I'm
going to, I'm wearing, I wanthim to own it with me.
So, uh, I'm trying to, I wouldtry to be more like y'all.
And so, um, Well, thanks Jack,but no, you really are special
to the industry.
I, and I'm, I'm honored to haveyou in my state and to know, and

(45:58):
to know you.
So anyway, um, what were wetalking about?
Um, so someone was asking meabout CRMs and service Titan,
and we got on the topic ofscheduling algorithms.
Or like a dispatch AI orwhatever you want to call it.

(46:20):
Um, unless it's a super simple,like one service, one area, one
thing, I still have yet to seethat functional, you know, like
the guy who cuts my hair.
They have that because oneservice, one thing.

(46:41):
You know, maybe multiple peopleand you can find a time slot or
calendly, you know, but to havea, a functional one with drive
time and some more variables,you know, resources, maybe a one
tech has a 40 foot ladder.
One doesn't, um, you know, maybeyou have a gas division, what

(47:01):
division, uh, yeah.
So that's part of your thing,right?
Yeah.
And, you know, and, and it worksthe way you've been playing with
it.
And it is awesome.
If you're a three truck company,I mean, it'll work.
If you're a one trick, I'm goingto say, well, if you're a three
truck company and above myscheduling app or my CRM that

(47:26):
we're coming out with.
Your girls never have to look ata map.
You're you're I say, girls, yourcall center, people never have
to look at a map.
They literally go through it,put the, put it in and it's
going to, you have two modes,you can put it in first
available, which does not helprouting.
Matter of fact, that sucks forrouting, but it'll still give it

(47:46):
to you.
Or you put it in, we call itAMR.
And I don't remember what AMRstands for.
My brother and I made it up.
It's AI something, you know,remote.
I don't remember what it was,but, uh, uh, you put it in AMR
mode.
And it's fits the best time foryour company.
That's the closest person isdoing that, that one of your

(48:07):
suites or educators.
Uh, or you want to call them oreven job who is qualified to do
the job Closest appointmentsthat they have to it and then
offers those timings going tooffer you Five hot times which
are probably within a day or twoor three You know if you're we
are first available, but it'sgoing to route it to the best

(48:29):
one But it's always going togive you the best first
available for the company likefor instance If your book got a
week You don't really care ifthat customer goes on next
Friday or next Thursday, ifthey're available for both.
And Friday is a better route.
You're going to pick Friday.

(48:49):
If it's Friday, they may only bea mile away from their
appointment before, but Thursdaythey might be six miles away of
what was first available, butit's six miles away when, if I
just offer them next Friday,it's only a mile away.
And so it works, it'sphenomenal.
And so, uh, that was the firstthing that we started when we
started is building that out andthen it's not AI, it's just done

(49:13):
by, like you said, uh, we don'thave the ladder thing on there,
but we do have a technicianskills.
Um, uh, the, the, you get to setwhat the desirable, uh, closest
thing is.
So if you're in a smaller cityor something, you want to say,
well, I really want it to seekout immediately as fast,

(49:33):
something.
Only three miles away from thelast client.
So the five hot ones will onlyshow the three mile ones and
then it'll show them, you canscroll down for every open time
after that below it, but it'sgoing to put it, it's going to
put it in order for how far awayit is from other appointments.
And so it's, it's super, it'sgood.

(49:55):
It's super cool.
And there's a lot of other supercool stuff.
I'm going to keep the lid on ita little bit.
Uh, but it is, it is going tobe, we're hoping to, uh, uh,
take a lot of people in thechimney industry, because it is
literally built by Mark, me andmy brother, and so, uh, and it's
going to really, really, I thinkhelp a lot of people that, that

(50:17):
can't afford service Titan.
Don't want to go through thepain of going through the
service time and training.
Um, you know, really the, we'rereally, I think what we're
focusing on is really the, thezero to like seven or eight
truck companies, uh, right inthere.
And that's kind of the sweetspot of the industry anyway.
Uh, uh, you know, where peopleare, uh, I have no idea what our

(50:40):
price point is going to be yet.
Uh, we still are trying tofigure out what our cogs are,
uh, and everything.
Uh, but it isn't going to be.
Uh, as much a service site andI'll say that there's a lot of
people on aging, you know, agingCRMs, you know, uh, smart
service, iFleet, that kind ofthing.
And, um, but, you know, Chad,you, um, I remember you telling

(51:03):
me a long time ago, howimportant it was for is
basically dispatching forrevenue.
Um, you know, dispatching yourproduction side for revenue
instead of just filling theboard up.
And we also have a CSR that'sdedicated for basically ironing
out the schedule for efficiency,for gaps, or just moving things

(51:25):
around for drive time.
I mean, you can kind of have aperson it's rough.
Cause if you're like two, threetrucks.
And one town, one city, you cankind of, a person can kind of do
that.
A CSR can, as they're bookingkind of schedule and see this
stuff, but past like five, sixtrucks, and especially if you

(51:47):
have a service area, that'smultiple cities, or you're
trying to juggle these differentthings, or you have gas
division, wood division, heartdivision, it just begins to be
too much.
And a CSR, like ideally.
They have tunnel vision.
They're just book the job, likebook the job, book the job.

(52:08):
And so that other role, I mean,it's so easily pays for itself.
Plus, I mean, if you, the way,when I was training her for the
importance of this position, wejust put the numbers on it.
We said, okay, take a, take achimney guy, you know, his say

(52:29):
close rates, 33%, his, um,Average tickets, average sales,
six grand.
So six grand divided in a thirdis 2000 bucks.
So if he has a gap on hisschedule, for whatever reason,
that's a 2, 000 gap.
So we're going to add up all thegaps and that's going to be

(52:51):
basically a scorecard for theday.
How much money, you know, and agap might not even look like a
gap.
He might have three jobs, butit's over here to over here to
over here, driving back andforth all over town when it
could just be flipped around alittle bit.
And now he has room for a fourthjob and that's a 2, 000

(53:11):
difference times, you know, fivetrucks, 10 truck, whatever that
adds up real quick.
Yeah, so on the CSR side or onthe service side and then also
on the production side Well,would you start working with me

(53:31):
or you have a conversation withme and I asked you junior
numbers I only care about if youknow a couple numbers, you know
How much production do you haveup this week and how much how
much sales are you gonna havethis week?
And what did you do last week?
So yeah And, and it is shockinghow nobody knows.
And, and not, not nobody, but I,I I would say, you know, of guys

(53:56):
that have less than six or seventrucks that don't have someone
who's supposed to own numbersand do it, how they're supposed
to know that, that number, theydon't know it.
They have no clue.
They have no clue if they'reprofiting this month or this
week.
And, and I, I open their eyes.
When I, when, when I say, well,you got to go find, what are

(54:18):
your bills?
Just what are your bills for amonth?
No.
What were your bills last month?
Okay.
They were, I'm just going touse, they were 40, 000.
Okay.
So that means your bills everyweek are 10 grand.
Do you schedule more than 10,000 a week in work?
I don't know.
I'm like, how do you, how do yourun a business?

(54:40):
You know, business one on onenot knowing the schedule for
profits.
So the next part of that is, isI'll, is I'll go, let's look at
your calendar and you look atthe calendar, right?
And there it's full.
It's, it looks busy.
Add it all up.
Was it equal 7, 400, but we'rebusy.
You're busy losing money.

(55:03):
It's that, it's that serious.
And it's so funny.
Hey, hi guys.
I don't know who that is.
And so, but hi, um, It's funnyhow it's the most, it's the most
basic thing you're in businessfor, right?
So to support your familyminimum, yet you don't even know

(55:27):
if you're making any money.
And it just, it doesn't drive mecrazy.
It drives me.
What drives me crazy is after Istarted working with people and
I'm working with them four orfive months and they still can't
tell me their number.
And I'm like drilling it intothem.
It's like, what?
We got to get past this.
You've got to start knowing yournumbers.
And, and, and, and if you're theguy that just, IE is not going

(55:48):
to do that.
We give it to a call centergirl, let her tell you how much
production you got.
That was such a game changer forus in this last year, having our
dispatchers, like, this is your,this is your baby.
And so they start out in themorning, you know, it could be
some crazy number, you know, 30grand, whatever.
And they're, they're working itand they're going back and
forth.
I hear them.
I'm, my office is kind of closeto them.

(56:09):
So I can hear them talking aboutit.
What do we have up now?
Blah, blah, blah.
And then, um.
They do basically send us areport at the end of the day to
the management team.
Um, this is, I don't know if youcould see that all white, white
it out.
Uh, oh, there's part of it.
They have the revenue for theday, upcoming jobs.

(56:33):
Upcoming jobs by division, um,different stuff and, uh, you
know, how many appointments werebooked, um, but they're, they're
on that number and they knowexactly what that number, they
know how many working days thereare in the month.
They know what our monthlyrevenue goal is.
Part of that's based on sales oflast month.

(56:54):
Like it's not just a number wepick out of the air.
It's like, this is a numberbased on our sales.
What, what we can actually do inrevenue, um, how many working
days a month.
And how much needs to be upevery day to meet that goal.
And if they get off by a coupleof days, they recalculate the

(57:14):
numbers and go, okay, nowhere's, here's our new goal for
the rest of the month.
And you know, it's great aboutit.
And, and I, I bet you, I betwhat your answer's gonna be when
I ask you, I I know the answer.
It's almost a gamification forthem in a, in a, in a pride
thing to be able to beat yourgoal, right?
Oh, absolutely.

(57:34):
They probably have a blastshowing you, look what we did
every week, right?
Oh yeah.
It's so, it's not just like, oh,we filled the board.
It's like, okay, we're 10 grandoff.
How do we do this?
And then it's how do we do this?
We're, we're short a guy, he's,he called in, whatever, like, do

(57:56):
we have any managers who can,you know, hop in a truck and,
and run this, or this is missinga part, like how can we get it?
Like, I don't know, is there aCSR?
Can they go and pick up a part?
Like they'll, they'll justfigure out all these crazy
solutions to, to make it happenbecause they know what the goal
is.
Yeah.
Having a goal is really good forthe teamwork.

(58:16):
Um, so what I'm hearing, do youguys just focus on the top line,
excuse me, the top line numberof what you're going to sell
that day?
Well, the sales is a lot morevariable.
I mean, we have sales goals, butthat's, um, but this is for,
these are jobs that are alreadysold.

(58:37):
That they're working into,they're treating the schedule
like a, like puzzle pieces tofind places to put more revenue.
Gotcha.
So, to answer kind of a questionChuck a little bit about the
way, me and Mike are actuallytalking about this in Puerto
Rico.
The way I do, Mike shows me thismassively awesome spreadsheet he

(58:59):
adds for top and bottom line.
And then he, and then hecompliments me like, well, you
kind of do this the way you doit in the way I do it totally
more simplified is, is, uh, isthe bottom line, you know, it
matters too, but, you know,cause you've got to know what
your bottom line revenue is orour bills and all that kind of

(59:21):
stuff, you know, cause that'salmost a constant, right?
So, but what, what we're, whatyou got to bring to when you're
scheduling for profits.
That's part of the equation thatbottom line is in there Like so
when I give a goal, so when mikesays he gives a goal and they're
down 10 000 That goal bottomline is included.
It's absolutely in there We needto know and mike mike spreads it

(59:45):
mike spreads it out a littlebit.
Maybe mike doing it to wherehe's he's doing it maybe where
it is top line.
Mine is all, all inclusive.
Mine is top bottom line.
Our goal, you know, uh, is, is ahundred thousand dollar sales in
production every week.
That's our goal right now.
And so, and, and, and we do it.
And by the way, last week it washilarious.

(01:00:05):
We did 125, 000 in sales whileevery manager was gone.
So funny.
And so I was telling him, do Ireally need you guys?
I called him up Monday.
Do I need you guys?
Really?
And so, uh, keep doing whatyou're doing.
Yeah, exactly.
Yeah.
Well, I mean, we, we know whatour, for instance, Uh, break,

(01:00:32):
break even number in revenuewould be for the month.
And we know what the revenuenumber would be to net 10%, 15,
20%.
So that is the kind of drivingforce.
Then we just break it down tothe day and, you know, we'll
have months where they startslipping at the beginning of the
month.

(01:00:52):
They'll, they'll be off by alittle bit, be off by a little
bit more, and it's like, okay,we got to get it together.
Um, now that revenue number'sbigger for the rest of the
working days throughout themonth to hit that mark.
Um, or work more days, you know.
Leave those Saturdays open,guys.
You might just need them at theend of the month.
So I'm assuming this is Jonah,and that's why StreamYard.

(01:01:18):
So hi, Jonah.
We love him too.
And so, well, guys, it's, it's,you know, we, you know, like we
always do, it's a chat withChad.
We kind of ventured off a littlebit and I'm sure if you guys or
anyone watching this, I hope youlearned something and, uh, and
go from there.
So, uh, guys, thanks for comingon.
I appreciate it.
Uh, we'll be doing chat withChad every week again, as I have

(01:01:41):
been, uh, except for last weekwhen I was in Puerto Rico.
And, uh, I appreciate you guys.
Thank you very much.
Good hang out with you guys.
All right, guys.
So that was Chad with Chad and Ipretty good, eclectic little
group here.
We had there, um, you know, wetalked a little bit about
rapport, uh, for having thefirst half hour about the app,

(01:02:03):
how you can build rapport in,you know, and, uh, Oh, thanks,
Jack.
And so, um, you know, how, howyou can go to my app and learn a
report that can be taught overand over again and do stuff.
And then we brought it to, youknow, how to know your numbers a
little bit and how you, how youschedule for profits, you know,

(01:02:24):
just, you know, a lot of that,you know, a lot of that stuff
with chimney one on one and howto train people.
And so my mission, honestly.
If you ever get to know me andyou want to call me up for
anything, free advice, anything,I'll be glad to talk to you.
My mission is to help theindustry.
And so I'm doing other thingstoo, but I really love this
industry who made me who I amtoday.

(01:02:47):
Uh, it gave me the opportunityto raise five kids, beautiful
house, loving my wife.
It was the chimney industry thatdid it.
And so I want to give back.
I want to help, you know?
And so if you want to talk to meabout chimney closure, go to
chimneyclosure.
com.
Go ahead, uh, you click thebutton, you can make an
appointment with me, I'll showit to you.
It's 1, 000 to sign up and 100 aguy every month.

(01:03:09):
It's that, it's that simple.
I'll be upgrading it at alltimes.
I give you, once you get inthere, if you own, if the owner
of the company, I'll flip it towhere you're an administrator in
there, and you can actually makeyour own scripting and do stuff,
and I'll show you how to playwith the AI and everything else.
And the sky's the limit.
I'm with the company thatstarted this app and we are

(01:03:30):
really, really working ongetting this app to really go to
places we, they didn't evendream it could go.
And now that I'm helping themout.
And so we really are, uh, at thefledgling thing of now training,
how to give the deliverable ofhow to make people be better
sales from the beginning.
So guys, that's my time.

(01:03:51):
And so I appreciate it.
I love the industry.
Good night.