February 11, 2025 • 49 mins
What happens when you finally hit your biggest goals? Nathan Tebedo of Contractor Coach Pro shares the surprising truth about what comes next—and it’s not all champagne and celebrations. In this insightful episode, Nathan reveals how success can sometimes create new challenges for roofing company owners and contractors alike.
We dive into:
👉 The power of aligning your personal dreams with your business vision.
👉 Why reaching your goals can trigger a “mid-entrepreneurial crisis.”
👉 How to reset and redefine your vision after achieving success.
Whether you’re just starting out or scaling your business, Nathan’s actionable advice will help you grow without losing sight of what matters most.
🔗 https://contractorcoachpro.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What happens when your personal dreams finally
align with your business vision?
Nathan Tebido has spent yearshelping contractors make that
connection, and now he's seeingthe results.
In today's episode, we talkabout the power of defining your
dreams and vision and how theydictate the size and structure
(00:20):
of your business.
Nathan Tebedo from ContractorCoach Pro has been coaching
contractors for over seven years, helping them turn dreams into
reality while buildingsustainable businesses.
As a new father, nathan bringsa fresh perspective on balancing
personal and professionalaspirations and shares why
clarity is the key to it all.
(00:41):
Get inspired by stories oftransformation and learn how to
set a vision that leads to realresults.
Let's dive into this insightfulconversation.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
(01:01):
Nathan Tebedo, contractor CoachPro.
How?
Speaker 2 (01:05):
are you, brother?
I am doing fantastic.
How are you doing, sir?
Speaker 1 (01:11):
Good man, Life with young kids that's your life now,
huh.
Speaker 2 (01:15):
It is.
It is.
I know that many of yourviewers I probably know and know
me and I see when I'm out aboutdoing things, and if you
haven't seen me for a while, um,it is because I've kind of
moved into kids zone a littlebit.
So my wife and I just had ababy boy a little over two
months ago and then, uh, almosttwo years ago, we had a little
(01:39):
girl, and so she's about to turntwo and he's just over two
months, and so last couple ofyears I haven't been out and
about quite as much, but I'vebeen no less busy.
Speaker 1 (01:51):
That's right, no less busy.
What's your favorite thingabout being the dad?
Oh man.
Speaker 2 (02:01):
So playing with them is just an absolute gas, and
with the little boy it's kind oftricky because he's still just
so tiny and so making him smileis awesome.
But just being around them andwatch them develop and then
watching these littlepersonality ticks start to
emerge, that's a lot of fun.
(02:22):
Like my daughter she did itjust this morning and my wife
and I noticed it.
The baby gate to the stairs wasopen, which normally it's closed
.
She navigates the stairs very,very well, so it's not like
that's just up just to kind ofkeep track of where she is at
this point, but she can navigatethe stairs just fine.
But she ran over and closed thebaby gate, which you which for
(02:45):
her being a tenacious little kid, you might think she wants it
open because then she can godownstairs if she wants.
She went over and closed it.
My wife kind of looked at meand in my mind I thought well,
something was out of order.
As long as she's been alive,that gate's been closed and that
gate was open.
So she made it right and so nowmy brain.
I'm thinking, oh my gosh, thatmight be a little component of
(03:07):
her.
That's like me.
They're like.
I'm thinking that doesn't gothere, it goes here, and so it's
just.
That kind of stuff is just justan absolute blast.
Speaker 1 (03:15):
So cool, right, it's so cool.
It's a.
It's a lot of fun.
My boys will turn 10 here soonand it's just like every year,
it just gets it's I don't knowbetter and better Like.
It's so such a fun journey.
(03:36):
We've talked in the past aboutdeveloping your dreams for your
roofing business or for yourselfpersonally that tie into your
business vision, and how toconnect the two, and how
sometimes we, we have thisvision of our company that
doesn't align with our dream ofour personal life, and we've
we've gone through that.
If people haven't go back andlisten to some of those
conversations um, today, man, wewere talking earlier it's like
(04:04):
having those conversations nowwith people you've been coaching
for what?
Seven years now, and yourcontractor, coach pro, has been
around for a decade or so.
Right Like, yeah, it's a.
Now there's.
It's not just how do we buildthese dreams anymore, it's what
to do when you actually realizethem.
Right Like, isn't it?
(04:24):
It's so cool to see people whohave executed on the coaching
that you've provided and nowthey've fulfilled that dream
that they wrote down in thebeginning.
It's there Like, they're livingit, yeah, yeah.
Speaker 2 (04:42):
What are?
Speaker 1 (04:42):
some of those dreams that you, that, that you've seen
written down on those papersover the years.
Speaker 2 (04:50):
So, um, just to define some terms a little bit,
at least the way contractorcoach pro does it, cause you can
you can walk down and get godown a rabbit hole on YouTube
over what, how to develop yourbusiness identity and dream and
all that kind of stuff.
So, just to be clear, like forContractor Coach Pro, we kind of
try to work with our clients tocreate two different structures
(05:12):
.
The first one is your dream.
That's a very personal one.
In other words, I started thisbusiness and I own this business
and I want this business to dosomething so that my life can be
a thing.
That's almost always why westart business.
We're looking for freedom,we're looking for financial gain
, we're looking for being ourown boss or any number of
(05:34):
different things.
And so your personal, yourdream, from our perspective, is
really about what you wantpersonally, how much you want to
work, where you want to invest,what you want your life to look
like, the kind of travel youwant to do or who you want to
help If you're married, what youand your spouse want your daily
(05:55):
routines to look like and whereyou want to spend your time.
All this kind of stuff.
That stuff is all kind ofwrapped around this concept of
your dream, okay, and so we alsotalk about this concept of a
vision.
Okay, the vision tends to bevery company oriented.
In other words, this is what Iwant my business to look like.
(06:16):
Okay, now, the timeframesaround these things can vary.
You could have dreams that youwant to try and accomplish in
the next year, the next fewyears, or they could be five, 10
years down the road.
Your vision needs to be alittle more specific because, as
it pertains to what you'retrying to do with your business,
you want to be able tocommunicate that to your people,
because your people aredirectly involved with this.
(06:37):
Okay.
So dream is very personal, okay, and your hope is that your
business basically fuels yourability to accomplish this dream
.
So some owners share some oftheir dreams with their people.
Oftentimes, their dream isn'tnecessarily shared with their
people, it's just very personal.
So, in other words, if thecompany is successful, we kind
(06:57):
of know we're going to get thisthing over here.
That's what we're after, right?
So the vision, though?
Vision is generally your valueproposition to your current
people or the people you'retrying to hire.
Why would you come work at thiscompany?
Well, because we're going tothis place.
We're taking the company here.
Okay, that's where we're headed.
(07:17):
I like to advise people to tryand put that in a very realistic
timeframe.
So what I mean is most peoplebarely know what they're going
to eat for dinner tonight, letalone where they're going to be
in five years or even 10 years.
So saying I've got this sevenyear plan or seven year vision
for the company, that's hard foryour team to get the brain
wrapped around because they'relike seven years, I don't.
(07:40):
I mean, I don't even I don'tknow where I'm going to be in
seven years.
So let's create visions thatare much more tangible.
Three years seems to be areally good number, okay, so I'm
just defining terms here.
So, three years from now.
So if you're setting yourvision right now, you're trying
to paint a picture of what youwant your company to look like
at the end of 2027.
(08:01):
Okay, 2027.
Okay.
So having and the other reasonwhy this is important too and I
think we were saying this and Ithink it's worth mentioning is a
lot of books and a lot of gurus, coaches, whatever, like this
idea of setting goals isimportant.
So you have something to pointto or point at right, like I'm
(08:24):
charging towards this thing,which is 100% true.
You should have goals, youshould write those goals down,
you should have them in front ofyou so that you can constantly
know, kind of, where you'reheaded.
Okay, but the second thing,especially for entrepreneurs,
the reason why establishingthese dreams that you have is
because those are the thingsthat will decide how big of a
(08:46):
business you need to build.
So that's one thing I don'thear people talk about very
often.
It's like how big should yourbusiness be?
How many people do you need tohire?
How many projects do you needto do?
What is the velocity of yourwork need to look like?
What kind of profitabilities doyou need?
All of that kind of stuff?
How do you decide all of that?
Well, you decide all that byknowing what your.
(09:09):
If you know what your dream isand how to fund that dream,
that'll help tell you what, how,what, what size business you
need to build and that'll helptell you what your vision needs
to look like.
Okay, so just trying to kind ofmold those pieces together a
little bit, those piecestogether a little bit, yeah for
(09:29):
sure.
But, as you were saying, latelyI've started to see people
coming full circle, which is socool.
And what I mean by full circleis people that I started working
with in the first couple ofyears of having started with
Contractor Coach Pro are nowhitting that two, three, four
year timeframe from having settheir dreams and visions.
And some of those people,they're coming back around and
(09:53):
they're going.
We did it Like we did it.
I just had this conversationwith somebody a few weeks ago
and it lit a fire under me.
He said, nathan, he said we'veaccomplished all of it.
And I said what do you mean?
All of it?
He says everything, our dreamand the vision for the company.
We've done it all.
And he says, as a matter offact, the last component of my
(10:13):
wife and I's dream was to buy alarge piece of property like a
ranch or something like that,and we want to build a house on
a big piece of property becausewe close on that property this
Saturday.
And it was just, it was soincredible, it was like so cool,
because you always hear aboutpeople accomplishing that in
(10:33):
their business.
Speaker 1 (10:39):
Right, and you know so, it's big man.
It really is.
It is so cool To see, I don'tknow, maybe the sports analogy
just see the championship beingwon, right, the trophy's being
held above the head, right, likewe did it.
But then there's the nextseason, right.
(11:02):
And I think that's where a lotof times people get lost,
sometimes in that is that nowthey've won the championship or
what you know, they'veaccomplished that big goal and,
like they made it there.
Now, what, like you know, didthat person say well, now we
(11:24):
want to reset this, we want todream bigger, or is it man?
This is it.
I'm cool, let's retire.
What happens when theadrenaline wears off?
Shaking the trophy in the air,right, when, the, when, the when
(11:46):
, when the parade is over andyou're, you're just back to.
Well, we got to get back towork here.
Like there's still stuff, likework is still going on.
What?
What are you seeing there?
What are your thoughts?
Speaker 2 (11:59):
Well, this is a this is a very cool time of year to
talk about this, because formost, I mean, I'm in Colorado
here, so I'm looking outside andit's actually snowing.
So I've got about two inchesworth of snow kind of built up
right there.
It's beautiful, it's awesome.
But we're in that time of yearwhere a lot of that analysis of
(12:19):
your business should behappening.
A lot of that analysis of yourbusiness should be happening,
okay.
So, no matter where you are inchasing your dreams and the
visions you have for yourbusiness, this is the time of
year where we need to sit downand go okay, what did we do?
Like, where are we at?
Okay, pick your head up alittle bit.
Especially, like, what are weat?
We're on the 6th of December,so we're Christmas is like I,
(12:45):
christmas is a snap of thefingers and it's here.
For a lot of us, especially inthe trades, this is when we see
people.
They don't want their roofbeing done on December 20th.
They don't want their fencegetting ripped down on the 15th
and then built back up.
They don't want their kitchentorn apart, because Christmas
they tend to start going okay,well, if we can't get it done
before the 10th or the 15th ofthe month.
(13:05):
Let's just push till next year,right?
So for us, as business ownersin these trades, this is a
perfect time to start going.
Okay, let's start windingeverything down a little bit and
start thinking about where arewe as it pertains to these
things?
Okay.
And if you've accomplished thosethings, okay, then I think the
(13:26):
questions well, first of all,you need to acknowledge that,
right, I know that some businessowners, especially if you
bootstrapped it like right fromthe start, it's almost like you
almost have a work mentaldisorder, because you're like if
I'm not working 80 hours a week, then my business is sinking,
(13:47):
right.
And it's kind of funny Cause atsome point you realize like I
don't actually have to work 80hours a week right now.
Like my business is, it's goinglike wow, okay.
And so you got to realize thatpart first Okay, and then the
second part is to just take sometake a victory lap on that.
I mean it's you know, you'veheard the stats about how many
(14:09):
businesses fail, but the statsaround businesses, where people
have kind of worked themselvesout of that day to day that they
really want to do, those statsare even lower.
Okay, even lower.
So, whatever it is, 80, 90% ofbusinesses that fail within two
years or four years or fiveyears.
Right Now you're talking aboutsomebody who built a business
that they own and they don'thave to be there every day to
(14:31):
run it.
I don't even know what themetrics are on that.
It's got to be that's the 0.1%right.
And that's the Holy grail,that's what everybody's after.
Okay, so if you got there likeman, like I said, take a victory
lap, whatever that looks likefor you, and then the next thing
you got to figure out is okayand like, so, like what I'm
(14:53):
doing with some of these guysthat I'm having these
conversations with is now we gotto revisit, not the vision,
we're going to revisit yourdreams.
Okay, we got to visit, revisityour dreams.
Did you hit your dreams?
In other words, if you got whatyou were after on the dream
side, then that means yourcompany's probably the size that
you need it to be in order tosupport the dreams that you
(15:14):
wrote down.
Okay, so are those dreams stillvalid?
Are they still pertinent?
Okay, for most of youaggressive entrepreneurs, like
they're not enough.
They never are Right.
So it's now, it's time for thenext level, whatever that means
for you.
So, yeah, so there's layers ofanalysis that need to happen.
(15:37):
Where are we in pertinent Now?
You might not.
You might not have hit yourdreams.
You might've hit your vision,but you might not have hit your
dreams.
Speaker 1 (15:45):
You might have hit your vision, but you might not
have hit your dreams.
Speaker 2 (15:47):
Okay, your vision might have been something set
for eight years down the road.
Your vision was three years outand you hit your three-year
vision.
Sweet, okay, still go back toyour dream.
Okay, so we're three yearscloser to this eight-year dream.
Okay, so what do we need to donext, right, dream Okay, so what
(16:08):
do we need to do next?
Right.
And so then that usually willtranslate into okay, writing
your next three-year vision.
Speaker 1 (16:11):
Yeah, it's a continuous loop, right, and it's
the reevaluation of whereyou're at.
I think that a lot of times,going through the journey of
entrepreneurship, I really,truly believe that it changes a
person right Like.
I think that the that you becomeyou know battle tested and you
(16:35):
know your your mindset becomesdifferent when it, when, when,
when your, when, your businessbecomes more than just you.
How, how much of a mindset whenyou're responsible for people
and their livelihood and you getto know their families and
their children and like that's adifferent.
You may not have been able toincorporate that in your dream
(16:58):
or your vision in the beginning,right?
How often should people mayberevisit this?
Speaker 2 (17:08):
Meaning like kind of who they are A good amount of
time.
Speaker 1 (17:11):
Like is it?
Hey, let's set our vision, ourthree-year vision, and, and and
just plow to that vision Right.
Like and if, if, on year twoand a half were like like is
there a?
Do you feel like it should beevaluated, maybe on a yearly
basis?
Is this still the vision thatwe see?
(17:32):
How are you going about that?
Speaker 2 (17:34):
So it's a really good question.
My recommendation on this isessentially that you should
probably there's a few milemarkers for taking a look at
your vision.
Okay, if you have a one-year,and so we'll go back to kind of
how Contractor, coach, pro termsthings.
(17:55):
Okay, we consider a mission assomething you're doing over the
next 12 months.
That's your mission, okay, notlike mission statement and
mission objective.
It's like our mission is okay.
What are we going to do in thenext 12 months?
That's your mission, okay, notlike mission statement and
mission objective.
It's like our mission is okay.
What are we going to do in thenext 12 months?
Let's set an intention, let'sset a name of this thing, let's
set objectives for our mission.
Okay, so your mission issomething that you probably are
(18:18):
going to engage with at least ona weekly basis, hopefully with
your leadership team, on aweekly basis.
You're like, okay, we aretracking towards these
objectives and towards thesemetrics.
Are we doing that?
Okay, your vision shouldprobably be engaged with at
least once a quarter, okay.
And or when you've got a majordecision or opportunity in front
(18:40):
of you, okay, we all loveopportunities, we all love shiny
things, okay, and sometimesthose shiny things are good for
us and sometimes they're not.
And so you know, the once aquarter thing's pretty
straightforward is like I shouldjust engage with my vision and
be like, okay, this is themission that we have.
(19:00):
Why were we doing?
Okay?
Okay, got my vision here.
I know why we're doing thismission.
I got it.
But when somebody comes alongto you with an opportunity like
buying a spray foam machine ordoing blown-in insulation or
getting into solar, orsomebody's coming at you with
some PE money or gosh, all thedifferent methodologies like the
(19:23):
closed cell foam insulation,movement there for a while, or
you're thinking about gettinginto low slope commercial, or
you're just all of the differentthings that can come your way,
and those things will take timeand investment from you.
You should look at your visionin order to weigh whether or not
that's a decision, whether ornot you should move forward with
that or not.
To weigh whether or not that'sa decision, whether or not you
should move forward with that ornot, because if it doesn't fit
(19:46):
in that vision and it takes awayfrom that vision, you're in
murky waters at that point.
Speaker 1 (19:54):
How do you use your vision to be the lens that you
evaluate things through?
Speaker 2 (20:01):
Well, the clearer your vision okay, the clearer
your vision, the easier it is tofigure out whether or not
something fits in that pictureor not, and so the murkier your
vision.
So, for example, if you're likeyour vision is like we just
want to make as much money as wecan in the next three years,
well, that's a really murkyvision, because there's a lot of
(20:21):
ways to make a lot of money, sohow do you know which one is
the right one?
Well, if you haven't set thatintention, you don't, in which
case you should.
I mean, your vision, basically,would require you to just chase
anything that makes money.
So the more clear that visionis then, the easier it is to use
it as a standard against adecision that you make.
(20:42):
Now I'll be honest with youwriting a vision isn't easy, and
I mean for entrepreneurs, like.
So if you're listening to thisas an entrepreneur and you're
going, you know I don't know ifI can do that.
It is hard, so don't, don'tmake any mistakes.
Like, or don't mistake what I'msaying.
It is difficult, and eventhough you might be sitting
there going, I'm a visionary.
It's like okay, cool, I wantyou to sit down and paint a
(21:05):
picture with words of what yourbusiness looks like in three
years.
You're a visionary, great.
Write it down, okay.
So I think clarity is what helpsto keep that from happening.
And I mean, like I tell peopleI'm like literally describe the
building that your offices aregoing to be in, describe what
your office looks like, describethe dress code, describe the
(21:28):
kind of music you have, describeyour bullpen for your
salespeople, or describe yourshop area.
Or like literally line that out.
Like I've had people say youknow, we're going to outfit,
we're going to fully stock a gymin the unit next to us so that
our people can have a place togo work out and burn some
calories and get their mindright.
You know, like that's, that'spretty cool.
(21:50):
So, yeah, I think clarity toyour vision is really the thing
that allows you to make gooddecisions.
Speaker 1 (21:59):
Does the same apply to your dreams?
Are you really getting asdetailed as possible, or is it?
I want financial freedom.
I want to have a freedom oftime.
Speaker 2 (22:17):
How detailed are you getting on your dreams?
So here's what I would say forthe dream thing Okay, the reason
why the vision has to be soclear, right is because you have
to be able to communicate it topeople.
Okay, in your dream that's kindof just you, or you and your
spouse, and so you need to be asclear as is necessary for you
to know whether or not you'vegot there.
(22:38):
For some people it's just afeeling, like I've had people
just have it, put it, put adream down.
It's like they're just lookingfor a particular feeling inside
of them.
It's like, okay, well, will youknow when you get that feeling?
If you do, then then thisdescribes it well enough.
And so more people like themore some people.
(22:59):
I like detailed dreams because,because I like having metrics.
So as a coach, I'm like I likeknowing that we are 50% of our
way there or we're 75% of theway there.
But, that being said, like, asfar as your dream goes, it just
needs to be enough that youunderstand it and you can tell
whether or not you got there.
Speaker 1 (23:19):
That's great advice, but I like what you're saying
about the vision for the company.
That has to be really detailedbecause you have to be able to
articulate it.
Yes, and any misalignment inyour communication will lead
away from being able to achievethat vision right.
Speaker 2 (23:41):
It's also an accountability component for
yourself.
So when you tell your peoplethis is what we're doing and
this is where we're going, okay,but then all of a sudden you
start getting distracted with abunch of other things and you're
veering over here and they'regoing hey, you know, we like we
don't know where Jim is, is he'ssupposed to be helping us do
this thing, but Jim's over herebuying a rental property and he
doesn't have time now he's gotto fix up this rent.
(24:02):
And they're going Jim, you setthis vision.
Are we still going for thisthing?
Are you now buying properties?
What are we doing here?
And so that's a huge componentfor that accountability back to
you, so that your people can belike, hey, like is that?
I mean, do you have time forthat?
And you gotta be careful withthose things.
Speaker 1 (24:24):
Yes, I think accountability is challenging as
an owner, especially the ownerthat started from and
bootstrapped the thing westarted because we didn't want
any right.
Right, like it's a verychallenging thing.
What advice do you have forthat entrepreneur?
Because, man, they never haveto.
You really don't have to answerto anyone.
(24:45):
You really are not accountableto anyone.
It's a very strange existence,but how do you, how do you make
yourself accountable to yourteam?
Speaker 2 (25:16):
So if your dream and your vision are truly a
reflection of what you're afterand what you want, then your
people, any help you have inaccountability, is essentially
just holding you accountable toyourself.
That's all it is.
It's like I want this, this iswhat I'm after, and when
somebody goes, hey, that looksan awful lot like a distraction
from what you want.
Okay, that, so that component.
You just have to keep that partin mind.
And so if, if you, if you writeyour vision and you find it
super easy to get distractedfrom that thing, then it may be
(25:38):
that that isn't really trulyyour vision.
You're not necessarily afterthat thing.
If you're like I don't reallywant to do that, that doesn't
sound fun, that doesn't likethere's no, okay, well then
sounds like you need a newvision, like what do you really
want to do?
Let's write that down and thenlet's chase that thing.
Why?
Speaker 1 (25:54):
do you think people?
Let's chase that thing.
Why do you think people?
Is it just a lack ofunderstanding of their vision or
of their dreams?
Are they sometimes?
Do you think sometimes peoplechase other people's dreams and
and and vision?
Where, like, what's the?
What is the most frequentdisconnect that you see, using
(26:21):
somebody else's definition?
Speaker 2 (26:23):
of success.
Like you go into the socialmedia right and the competitor
in your area or the guy, the guywho gets all the attention on
on the Facebook roofing groupsor whatever it is his he has a
certain look or a certain thingabout his company that you think
is is what makes him seem whathe is, and so then we start
(26:44):
chasing that thing because wethink that's what arriving looks
like.
Speaker 1 (26:50):
Yeah, I see it I've had it with some of my coaching
clients on the agency side forthe digital marketing agency
owners that I coach is the topline dreams, not bottom line
dreams.
What does that mean?
Like they chase the top linerevenue and not the actual net
(27:15):
profit of their business.
Oh, gotcha, and it's this.
Well, these guys are doingmillions and millions and
millions of dollars and I shouldbe doing that, but because I
get to and I'm sure you get tohave a little bit more of an
intimate viewpoint into theirbusinesses like, do you know,
(27:37):
you make more money than thatperson.
Right, like you certainly can be, I've had this conversation
multiple times where, where,where, where, people are looking
at a top line dream and and oror or or vision, right, and?
And?
They're chasing this, this,this, this, this, chasing this
(27:58):
vision of how much revenue wecan generate versus how much
profit does the businessgenerate, right?
Do you see that at all?
Do you see that anytime?
I?
Speaker 2 (28:11):
do I do, but for whatever reason, though I think
that, for whatever reason, kindof who and what I am and who and
what Contractor Coach Pro is,tends to attract a certain kind
of person.
Speaker 1 (28:27):
Yeah.
Speaker 2 (28:39):
And the ones who are really seeking to be flashy.
I just don't seem to click withthose folks.
So, yes, I see what you'resaying, but as far as, like the
people I work with, I generallydon't work with a lot of folks
who are just like they'rechasing the, they're chasing the
, the, the, the, whatever, right, like they're mostly concerned
with like being fulfilled.
Um, now, don't get me wrong,I'm a car guy, okay, and I love
cars and you know, I would love,you know, like that stuff can
(29:03):
be a by-product of having donethings really well and been
blessed.
Um, that being said, though, ifyou just chase that thing, like
you can get that thing and youcan sacrifice a lot to get that
thing and not truly be likefulfilled and prosperous or, as
Jim might put it, prosperous orhealthy, you know, but you can
(29:25):
get a Lamborghini, like, at theend of the day, they're like you
think about it, a few hundredgrand is a lot of money, but
it's also kind of not that muchmoney.
Yeah, you know what I mean.
So what is it that you're after?
Yeah, you know what I mean.
So what is it that you're after?
Speaker 1 (29:40):
Yeah, and you could make a choice to buy the
Lamborghini and not invest thatback in your business, or invest
that in your retirement, orinvested in a rental property,
and you can have the Lamborghini.
Speaker 2 (29:53):
Yeah, it's not to say that's wrong, but that
investment in your businessmight inhibit the next phase, or
you know so, and so here'swhat's interesting is you talk
about, like you were sayingearlier, that the journey of
entrepreneurship doesn't justimpact your pocketbook and your
time and all that, but itchanges who you are.
No-transcript I don't want tobe the same person I am now.
(30:32):
Three years from now, I hope tobe better, stronger, wiser,
more in tune.
I hope to be a better dad thanI am now.
And so, that being said, I canonly imagine that some of my
goals and dreams and desires aregoing to change as I get older
and as I accomplish differentthings.
And I realized I thought Iwanted this and then I got it.
(30:55):
It turns out it didn't actuallydo for me what I thought it was
going to do, and so maybe thatisn't a thing I'm interested in.
I'm more interested in this ormore interested in that, and so
those things do change.
And so, with some of these guysI'm talking to, they're going
well, what's next?
And I'm going well.
How are you different?
Like what else is on your mind?
What else is on your heart?
(31:16):
Yeah, like what else is on yourmind, what else is on your
heart, you know, and I think Itold one of my, one of my
clients.
You know he was saying thebusiness can grow and get bigger
, and he's.
But what he did say is he saidand I want I want everybody to
hear this correctly as somethingthat is real and happens, not
as like a, not as like a brag ora well good for them.
(31:37):
I'm just letting you know thatthis person has grown and
matured over time and they'verealized that, in realizing
(31:58):
their dreams and loving the lifethey had, what he said to me
was, if I make another $100,000or $200,000 a year, he says,
probably not going to change mylife that much.
So think about that.
And that's because theawareness of who they are and
what they love and what makesthem happy allows them to figure
out how to achieve those things.
And once they achieve thosethings, sure, a little extra
cheddar doesn't hurt, okay.
But unless they change who theyare, they're going to be happy
(32:21):
with what they have.
So and I'm not saying that youshould change who you are, okay.
So I know this is it's aconvoluted, it's a tricky little
message, but human beings arenot easy.
We're not simple things Right.
And so you know, I think thatthere's, there are layers and
levels to, to need and purposeand identity and desire there's,
(32:43):
there's levels to all of it.
And so, man, you start yourbusiness and you're like dude, I
(33:14):
don't want a boss anymore.
Check, I get that, but I got topay.
Growing in your career, movingup the ladder, so your bills
start getting paid.
You've just achieved like thiskind of this layer or level of
maturity, of ability, and youprobably removed a little load
off your shoulders and somestress.
And so then, like that next oneis okay, well, maybe getting a
little further into the future,just in case, you know, let's
get a little savings built up,right.
Then we start saying, okay, now, now I feel like if I didn't
make any money for the next sixmonths, you know I'll probably
(33:35):
be okay.
Oh, that feels pretty good, youknow.
Then you start thinking aboutthe future.
Then, then the longer futureand, like you know, getting out
of debt or, um, starting to savefor retirement or the
investments or all of thosedifferent things, and you just
start to see these differentchanges in you as you kind of
move through life.
And then, all of a sudden, youstart to understand your own
(33:58):
identity too, what truly feedsyour soul, yeah.
And so, like I think, like, asyou work through those different
stages and levels.
Your business can rise withthat thing too.
And it's just a different wayfor accomplishing that Because
at some point your retirement'skind of you keep putting into it
(34:18):
and you're taking care of itright and you're investing and
trying to be smart, and then atsome point you might end up with
a little money you can playwith and throw at something
risky.
You see those guys like if Ilost this 10 grand it wouldn't
kill me, so I'm going to throwit in something a little who
knows right?
And then they start investingin different things, different.
Their time, their wisdom, theirexperience start getting poured
(34:40):
into other people or startgetting poured into
organizations or start getting.
So that's part of thatprogression as your business
kind of grows and you accomplishsome of these things and you
start seeking almost more higherlevels of you.
Some of you might know this, Ithink, maslow's hierarchy of
need, which is actually it'spretty cool.
I don't necessarily agree witheverything that's in there, but
(35:02):
I think there's some prettypowerful truth to that thing and
you can just Google it.
It's not like it's some hiddenand you can just google it.
It's not like it's some hidden.
Speaker 1 (35:08):
You can just google maslow's hierarchy of need and
you'll see this pyramid and andreally it, it at the, at the
foundation, is you got to havefood and shelter right, and then
when you, after you have foodand shelter, then you, you're,
just you get the, the differentlevels you need.
You know relationships and love, and you know, and just it
(35:29):
continues to move up.
I've seen, I've seen somedreams change.
I've seen some people hit theselevels in the roofing space,
outside of the roofing space,and a couple of things that I've
seen happen and what made methink you talked about, like
buying some rental properties inthis, like I've, I've seen
people shift their dream ortheir vision of the company to
(35:53):
oh, this is where I can produceincome to go and do something
else that I enjoy.
Yeah, and a lot of those peoplehave maybe scaled their business
down.
They they're, they're like Idon't want to have a whole bunch
of salespeople and a wholebunch of this or a whole bunch,
I'm just going to have thislittle thing, but it aligns with
(36:17):
what they're trying toaccomplish.
And I think that's what you'retalking about really at the core
of it.
We want to make sure thatthere's an alignment between
what the company is doing andwhat the dream that you're
chasing.
Other people I've seen strugglewhen they reach this level, and
then they found that theirpeople became their why.
Speaker 2 (36:40):
And they.
Speaker 1 (36:41):
They just decided that every single person that
works for me or that I that Icome in contact with I want to
make better.
Like that's my whole, likethat's just all that I want in
life is.
I want to see that every salesrep that we hire, I want to just
do my best to help them createa life for themselves.
(37:01):
Every, every, every officeperson, every, everyone in the
company that becomes their whyoffice person, everyone in the
company that becomes their why.
And then I've seen a few not asoften, not as frequent, but
I've seen a few look towardsphilanthropic efforts as their
(37:22):
new dream, because now theirmoney's good, the team is solid.
Like going outside of your, ofoutside of your sphere, right
Outside of your, your thingsthat you control, into you know
a more philanthropic aspect ofbusiness and that becomes a
(37:43):
whole nother thing.
I believe that, like there'swhat's there was a quote from a
movie that's the worst thing inthe world is wasted talent.
So even if you don't have thethat in you, that you want the
Ferrari and the private jet andthe this, what if your dream
turned into a philanthropiceffort and that's a bigger, like
(38:08):
, a bigger way to chase it.
But I think, do you thinkpeople get stuck there once they
hit that?
Is that a?
Is that a midlife crisis to?
You know to?
Or like?
Is that like a mid entrepreneurcrisis?
Like, is there, you know what'swhat's there?
Speaker 2 (38:28):
What are the mid entrepreneurial crisis?
Right, yeah?
So instead of, instead ofwearing their shirts halfway
unbuttoned and the gold chainand a new Corvette, they, they
go out and they go out and starta whole new, a whole, nother
business, or that's right.
Yeah, I think it can happen.
I think it can happen.
(38:48):
That's right.
(39:11):
Yeah, I think it can happen.
I think it can happen.
One of the one of the I have itit.
It isn't that it just canhappen, it's that it does happen
, and it happens a lot.
Somebody, somebody's business isdoing well.
They don't necessarily have tobe there on the day to day and
they start to feel like they'vekind of made it or they've
arrived and in some ways theyhave, in some ways they have,
but it's kind of like as soon asyou, it's almost like as soon
as you think you know it all,like you can't know anything
anymore, you know.
So the realization, or the thisidea that we kind of made it or
we got there has led people totry to run with different groups
(39:36):
whom they don't belong with.
It leads to them thinking theyhave more money than they do.
It leads to taking for grantedwhat their presence in the
business does for it, and sothey start to become more absent
and more absent and more absent.
In the meantime they'll patthemselves on the back because
(39:58):
for a little while it works.
We've hired really greatleaders.
We're all about leadership.
Our culture is number one right.
Meanwhile, there are peoplethat work in that company now
who've never met them before andso they don't know necessarily
where this company came from,and so they don't have that same
feeling about this business asthe people who they hired do,
(40:20):
because they're lucky.
It's slow.
Okay happens inside of yourbusiness, where your absenteeism
is allowing your company tojust kind of run without you and
more often than not okay, moreoften than not that leads to
(40:43):
destruction of the company.
More often than not,destruction of the company.
More often than not.
Every now and then.
Every now and then it doesn't.
But once again, I think thetimes that it doesn't lead to
the destruction is because itwasn't a slide into obscurity
for the owners.
It was a purposeful, plannedexit with people who care almost
(41:07):
as much as possible about thatbusiness than the original
owners do, probably because theyhave a similar incentive to
being the leader of that company.
But if you just think, man, mycompany is running great without
me and you just start to letthat slide happen, a lot of
people have lost a lot in doingthat, and we've had those calls
(41:27):
as well, people that have comeback around and said my business
is on the brink of destruction.
We're like well, what happened?
Speaker 1 (41:35):
right, that's a pretty common story yeah, I've
had that conversation a coupletimes recently, um one, with a
really successful roofingcontractor who, who, who, who
did just that and and got got alittle away and uh, and then
woke up one morning and said, oh, my goodness, what do I have
(41:58):
here?
This is not the culture, thisis not the, these are not the
standards that that we put inplace.
These are not the standardsthat that we put in place.
This is not, these are not theright people.
They are acting out of acharacter that I would not
accept Like.
But it's because they they were, they allowed themselves to, to
(42:21):
, to get that far away.
Right that, I have another,another friend in a business not
in a roofing business, butoutside of roofing that the best
way that she described it was acoup.
She had almost a coup in herbusiness where she had hired
(42:52):
someone that was a high levelmanager, operational manager and
director or whatever it was,and they started hiring people
and pretty soon there was acancer spreading throughout
their organization, only becauseshe stepped far enough away to
not have a pulse, to not have atrue pulse, and the people that
were in her organization, thatthat were still, they didn't say
(43:15):
anything because they theyweren't sure if she was if she
was behind that.
Yeah, right, like it was a andso it.
It was a crazy thing.
And she, you know she had togut the place and go back in and
you know, and get back to youknow 12 plus hour days and get
(43:35):
this thing put back the way.
And the same with the roofingcompany owner that I spoke with.
It had to jump back.
You know, jump back in, like wegot to jump back.
You know, jump back in, like wegot to jump back in.
But in that the roofing companyowner said that he found a new
purpose, like it was.
It was.
Everything in life has lessons,right, like they're not like,
(43:58):
and so for him it was a, a greatlesson in his business.
Yeah, like you know, um, butboy, it could go the wrong way.
That's there's dangers in it.
There's dangers of what are,what are the dangers of working
yourself out of your business?
Speaker 2 (44:18):
Well, first, I mean, if that's what you want see,
that's once again it kind ofcomes back to that's what you
want.
If that's what you want, thenyou can build and plan toward
that thing and you can make ithappen.
It's just happeningunintentionally is the thing you
want to avoid, becausegenerally that doesn't work out
very well, and so there's lotsof different.
(44:38):
You know there's that componentand then there's asking
yourself, like, do I still wantto be involved in this business?
Because I also have seenhomeowners or homeowners,
business owners who get boredand they just start tinkering
things that don't need tinkeringwith.
Right, they start messing withthis thing and then messing with
that thing, and they don't needto mess with that.
(45:00):
Like, what do you do?
It's like, you know, it's likehaving one of those super
hyperactive dogs and if that dogdoesn't have a job to do, it's
just going to start tearing upyour backyard.
That's some business owners.
It's like a super hyperactivecreature that just it needs work
to do.
So what does it look like whenyou start to hit these zones?
(45:21):
What do you do with yourself?
Some folks they like being intheir business and they want to
stay in their business.
So now, all of a sudden they'vedone a good enough job that
they work themselves out oftheir job.
Well, now it's time to create anew job for yourself.
(45:52):
You have to be careful in doingthis, because almost everything
that an entrepreneur produceshas to be supported by other
people.
Other people oftentimes have tocome in and you just got done
doing it with this business.
So just realize that you can'tcannibalize your current
business to run off and dosomething else.
Now there might be somecapacity there, but be strategic
about it.
So I've got owners that likeselling.
(46:15):
They like selling.
So I'm just like go sell.
I like super complicatedprojects, super specialty
materials.
I like, okay, go do that.
I want to build out a servicedepartment, go build your
service department.
I want to get deeper intocommercial or I want to get
(46:37):
deeper into niche type products.
So go do that.
Just be aware that the thingthat's affording you the time to
do that, okay.
If you start relying on thatthing to do this thing, then
you're cannibalizing yourbusiness, okay.
(46:59):
So you kind of have to approachit a very similar way as you
did before Start doingeverything yourself, right,
Start doing everything yourself,and then, and then, as you
notice, like you're running outof time because it's beginning
to work, then we can begin tobuild that angle, the same way
we did the last one.
Yeah, so be aware of that,right, some people want to go
(47:19):
start something else.
They're like I just, I want to.
I want to go start a new thing,I want to open a brewery, or I
want to start a bed andbreakfast, or, you know, I want
to go do Amway, I don't knowwhatever.
Whatever's on your mind andyour heart, okay, cool, chase it
.
Okay, chase it.
Just be, just be cognizant of acouple of things.
(47:40):
Number one if you want somebodyto run your business as
efficiently and effectively asyou did, your business will need
to be of a certain size,because those people are very
expensive, and they should be.
If somebody is affording youthe ability to not spend any
time inside this successfulbusiness and you're making money
, you got to pay them, okay, andso finding that right person
(48:03):
and then training them up inorder to create that additional
layer of capacity.
Now, if you're running andmanaging your business, then
whatever that money is, whateverthat piece of the pie is, goes
to you.
So be aware of that.
But, once again, it alwayscomes back to this question what
do you want?
Plan and aim for that.
(48:24):
If you're just out therefloating in the breeze, you're
probably going to knock somethings over For sure.
Know what you want.
Speaker 1 (48:37):
Thanks, nathan, it's been awesome man.
Everyone has to know what theywant.
Build that dream, build thatvision, work towards it and find
the next thing that you wantand the next thing that you want
and the next thing that youwant and go thing that you want
and the next thing that you wantand go and accomplish it.
It's been awesome, man.
Thanks for your time.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast.
(48:58):
For more valuable content,visit roofingsuccesspodcastcom
While there, check out oursponsors for exclusive offers,
shop for merchandise and sign upfor our newsletter for industry
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Also join the Roofing SuccessFacebook group to connect with
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If you enjoyed this episode,please subscribe, like, share
(49:22):
and leave a comment.
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insights.
The website link is in thedescription.
Thanks for listening.
What happens when your personal dreams finally
align with your business vision?
Nathan Tebido has spent yearshelping contractors make that
connection, and now he's seeingthe results.
In today's episode, we talkabout the power of defining your
dreams and vision and how theydictate the size and structure
(00:20):
of your business.
Nathan Tebedo from ContractorCoach Pro has been coaching
contractors for over seven years, helping them turn dreams into
reality while buildingsustainable businesses.
As a new father, nathan bringsa fresh perspective on balancing
personal and professionalaspirations and shares why
clarity is the key to it all.
(00:41):
Get inspired by stories oftransformation and learn how to
set a vision that leads to realresults.
Let's dive into this insightfulconversation.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
(01:01):
Nathan Tebedo, contractor CoachPro.
How?
Speaker 2 (01:05):
are you, brother?
I am doing fantastic.
How are you doing, sir?
Speaker 1 (01:11):
Good man, Life with young kids that's your life now,
huh.
Speaker 2 (01:15):
It is.
It is.
I know that many of yourviewers I probably know and know
me and I see when I'm out aboutdoing things, and if you
haven't seen me for a while, um,it is because I've kind of
moved into kids zone a littlebit.
So my wife and I just had ababy boy a little over two
months ago and then, uh, almosttwo years ago, we had a little
(01:39):
girl, and so she's about to turntwo and he's just over two
months, and so last couple ofyears I haven't been out and
about quite as much, but I'vebeen no less busy.
Speaker 1 (01:51):
That's right, no less busy.
What's your favorite thingabout being the dad?
Oh man.
Speaker 2 (02:01):
So playing with them is just an absolute gas, and
with the little boy it's kind oftricky because he's still just
so tiny and so making him smileis awesome.
But just being around them andwatch them develop and then
watching these littlepersonality ticks start to
emerge, that's a lot of fun.
(02:22):
Like my daughter she did itjust this morning and my wife
and I noticed it.
The baby gate to the stairs wasopen, which normally it's closed
.
She navigates the stairs very,very well, so it's not like
that's just up just to kind ofkeep track of where she is at
this point, but she can navigatethe stairs just fine.
But she ran over and closed thebaby gate, which you which for
(02:45):
her being a tenacious little kid, you might think she wants it
open because then she can godownstairs if she wants.
She went over and closed it.
My wife kind of looked at meand in my mind I thought well,
something was out of order.
As long as she's been alive,that gate's been closed and that
gate was open.
So she made it right and so nowmy brain.
I'm thinking, oh my gosh, thatmight be a little component of
(03:07):
her.
That's like me.
They're like.
I'm thinking that doesn't gothere, it goes here, and so it's
just.
That kind of stuff is just justan absolute blast.
Speaker 1 (03:15):
So cool, right, it's so cool.
It's a.
It's a lot of fun.
My boys will turn 10 here soonand it's just like every year,
it just gets it's I don't knowbetter and better Like.
It's so such a fun journey.
(03:36):
We've talked in the past aboutdeveloping your dreams for your
roofing business or for yourselfpersonally that tie into your
business vision, and how toconnect the two, and how
sometimes we, we have thisvision of our company that
doesn't align with our dream ofour personal life, and we've
we've gone through that.
If people haven't go back andlisten to some of those
conversations um, today, man, wewere talking earlier it's like
(04:04):
having those conversations nowwith people you've been coaching
for what?
Seven years now, and yourcontractor, coach pro, has been
around for a decade or so.
Right Like, yeah, it's a.
Now there's.
It's not just how do we buildthese dreams anymore, it's what
to do when you actually realizethem.
Right Like, isn't it?
(04:24):
It's so cool to see people whohave executed on the coaching
that you've provided and nowthey've fulfilled that dream
that they wrote down in thebeginning.
It's there Like, they're livingit, yeah, yeah.
Speaker 2 (04:42):
What are?
Speaker 1 (04:42):
some of those dreams that you, that, that you've seen
written down on those papersover the years.
Speaker 2 (04:50):
So, um, just to define some terms a little bit,
at least the way contractorcoach pro does it, cause you can
you can walk down and get godown a rabbit hole on YouTube
over what, how to develop yourbusiness identity and dream and
all that kind of stuff.
So, just to be clear, like forContractor Coach Pro, we kind of
try to work with our clients tocreate two different structures
(05:12):
.
The first one is your dream.
That's a very personal one.
In other words, I started thisbusiness and I own this business
and I want this business to dosomething so that my life can be
a thing.
That's almost always why westart business.
We're looking for freedom,we're looking for financial gain
, we're looking for being ourown boss or any number of
(05:34):
different things.
And so your personal, yourdream, from our perspective, is
really about what you wantpersonally, how much you want to
work, where you want to invest,what you want your life to look
like, the kind of travel youwant to do or who you want to
help If you're married, what youand your spouse want your daily
(05:55):
routines to look like and whereyou want to spend your time.
All this kind of stuff.
That stuff is all kind ofwrapped around this concept of
your dream, okay, and so we alsotalk about this concept of a
vision.
Okay, the vision tends to bevery company oriented.
In other words, this is what Iwant my business to look like.
(06:16):
Okay, now, the timeframesaround these things can vary.
You could have dreams that youwant to try and accomplish in
the next year, the next fewyears, or they could be five, 10
years down the road.
Your vision needs to be alittle more specific because, as
it pertains to what you'retrying to do with your business,
you want to be able tocommunicate that to your people,
because your people aredirectly involved with this.
(06:37):
Okay.
So dream is very personal, okay, and your hope is that your
business basically fuels yourability to accomplish this dream
.
So some owners share some oftheir dreams with their people.
Oftentimes, their dream isn'tnecessarily shared with their
people, it's just very personal.
So, in other words, if thecompany is successful, we kind
(06:57):
of know we're going to get thisthing over here.
That's what we're after, right?
So the vision, though?
Vision is generally your valueproposition to your current
people or the people you'retrying to hire.
Why would you come work at thiscompany?
Well, because we're going tothis place.
We're taking the company here.
Okay, that's where we're headed.
(07:17):
I like to advise people to tryand put that in a very realistic
timeframe.
So what I mean is most peoplebarely know what they're going
to eat for dinner tonight, letalone where they're going to be
in five years or even 10 years.
So saying I've got this sevenyear plan or seven year vision
for the company, that's hard foryour team to get the brain
wrapped around because they'relike seven years, I don't.
(07:40):
I mean, I don't even I don'tknow where I'm going to be in
seven years.
So let's create visions thatare much more tangible.
Three years seems to be areally good number, okay, so I'm
just defining terms here.
So, three years from now.
So if you're setting yourvision right now, you're trying
to paint a picture of what youwant your company to look like
at the end of 2027.
(08:01):
Okay, 2027.
Okay.
So having and the other reasonwhy this is important too and I
think we were saying this and Ithink it's worth mentioning is a
lot of books and a lot of gurus, coaches, whatever, like this
idea of setting goals isimportant.
So you have something to pointto or point at right, like I'm
(08:24):
charging towards this thing,which is 100% true.
You should have goals, youshould write those goals down,
you should have them in front ofyou so that you can constantly
know, kind of, where you'reheaded.
Okay, but the second thing,especially for entrepreneurs,
the reason why establishingthese dreams that you have is
because those are the thingsthat will decide how big of a
(08:46):
business you need to build.
So that's one thing I don'thear people talk about very
often.
It's like how big should yourbusiness be?
How many people do you need tohire?
How many projects do you needto do?
What is the velocity of yourwork need to look like?
What kind of profitabilities doyou need?
All of that kind of stuff?
How do you decide all of that?
Well, you decide all that byknowing what your.
(09:09):
If you know what your dream isand how to fund that dream,
that'll help tell you what, how,what, what size business you
need to build and that'll helptell you what your vision needs
to look like.
Okay, so just trying to kind ofmold those pieces together a
little bit, those piecestogether a little bit, yeah for
(09:29):
sure.
But, as you were saying, latelyI've started to see people
coming full circle, which is socool.
And what I mean by full circleis people that I started working
with in the first couple ofyears of having started with
Contractor Coach Pro are nowhitting that two, three, four
year timeframe from having settheir dreams and visions.
And some of those people,they're coming back around and
(09:53):
they're going.
We did it Like we did it.
I just had this conversationwith somebody a few weeks ago
and it lit a fire under me.
He said, nathan, he said we'veaccomplished all of it.
And I said what do you mean?
All of it?
He says everything, our dreamand the vision for the company.
We've done it all.
And he says, as a matter offact, the last component of my
(10:13):
wife and I's dream was to buy alarge piece of property like a
ranch or something like that,and we want to build a house on
a big piece of property becausewe close on that property this
Saturday.
And it was just, it was soincredible, it was like so cool,
because you always hear aboutpeople accomplishing that in
(10:33):
their business.
Speaker 1 (10:39):
Right, and you know so, it's big man.
It really is.
It is so cool To see, I don'tknow, maybe the sports analogy
just see the championship beingwon, right, the trophy's being
held above the head, right, likewe did it.
But then there's the nextseason, right.
(11:02):
And I think that's where a lotof times people get lost,
sometimes in that is that nowthey've won the championship or
what you know, they'veaccomplished that big goal and,
like they made it there.
Now, what, like you know, didthat person say well, now we
(11:24):
want to reset this, we want todream bigger, or is it man?
This is it.
I'm cool, let's retire.
What happens when theadrenaline wears off?
Shaking the trophy in the air,right, when, the, when, the when
(11:46):
, when the parade is over andyou're, you're just back to.
Well, we got to get back towork here.
Like there's still stuff, likework is still going on.
What?
What are you seeing there?
What are your thoughts?
Speaker 2 (11:59):
Well, this is a this is a very cool time of year to
talk about this, because formost, I mean, I'm in Colorado
here, so I'm looking outside andit's actually snowing.
So I've got about two inchesworth of snow kind of built up
right there.
It's beautiful, it's awesome.
But we're in that time of yearwhere a lot of that analysis of
(12:19):
your business should behappening.
A lot of that analysis of yourbusiness should be happening,
okay.
So, no matter where you are inchasing your dreams and the
visions you have for yourbusiness, this is the time of
year where we need to sit downand go okay, what did we do?
Like, where are we at?
Okay, pick your head up alittle bit.
Especially, like, what are weat?
We're on the 6th of December,so we're Christmas is like I,
(12:45):
christmas is a snap of thefingers and it's here.
For a lot of us, especially inthe trades, this is when we see
people.
They don't want their roofbeing done on December 20th.
They don't want their fencegetting ripped down on the 15th
and then built back up.
They don't want their kitchentorn apart, because Christmas
they tend to start going okay,well, if we can't get it done
before the 10th or the 15th ofthe month.
(13:05):
Let's just push till next year,right?
So for us, as business ownersin these trades, this is a
perfect time to start going.
Okay, let's start windingeverything down a little bit and
start thinking about where arewe as it pertains to these
things?
Okay.
And if you've accomplished thosethings, okay, then I think the
(13:26):
questions well, first of all,you need to acknowledge that,
right, I know that some businessowners, especially if you
bootstrapped it like right fromthe start, it's almost like you
almost have a work mentaldisorder, because you're like if
I'm not working 80 hours a week, then my business is sinking,
(13:47):
right.
And it's kind of funny Cause atsome point you realize like I
don't actually have to work 80hours a week right now.
Like my business is, it's goinglike wow, okay.
And so you got to realize thatpart first Okay, and then the
second part is to just take sometake a victory lap on that.
I mean it's you know, you'veheard the stats about how many
(14:09):
businesses fail, but the statsaround businesses, where people
have kind of worked themselvesout of that day to day that they
really want to do, those statsare even lower.
Okay, even lower.
So, whatever it is, 80, 90% ofbusinesses that fail within two
years or four years or fiveyears.
Right Now you're talking aboutsomebody who built a business
that they own and they don'thave to be there every day to
(14:31):
run it.
I don't even know what themetrics are on that.
It's got to be that's the 0.1%right.
And that's the Holy grail,that's what everybody's after.
Okay, so if you got there likeman, like I said, take a victory
lap, whatever that looks likefor you, and then the next thing
you got to figure out is okayand like, so, like what I'm
(14:53):
doing with some of these guysthat I'm having these
conversations with is now we gotto revisit, not the vision,
we're going to revisit yourdreams.
Okay, we got to visit, revisityour dreams.
Did you hit your dreams?
In other words, if you got whatyou were after on the dream
side, then that means yourcompany's probably the size that
you need it to be in order tosupport the dreams that you
(15:14):
wrote down.
Okay, so are those dreams stillvalid?
Are they still pertinent?
Okay, for most of youaggressive entrepreneurs, like
they're not enough.
They never are Right.
So it's now, it's time for thenext level, whatever that means
for you.
So, yeah, so there's layers ofanalysis that need to happen.
(15:37):
Where are we in pertinent Now?
You might not.
You might not have hit yourdreams.
You might've hit your vision,but you might not have hit your
dreams.
Speaker 1 (15:45):
You might have hit your vision, but you might not
have hit your dreams.
Speaker 2 (15:47):
Okay, your vision might have been something set
for eight years down the road.
Your vision was three years outand you hit your three-year
vision.
Sweet, okay, still go back toyour dream.
Okay, so we're three yearscloser to this eight-year dream.
Okay, so what do we need to donext, right, dream Okay, so what
(16:08):
do we need to do next?
Right.
And so then that usually willtranslate into okay, writing
your next three-year vision.
Speaker 1 (16:11):
Yeah, it's a continuous loop, right, and it's
the reevaluation of whereyou're at.
I think that a lot of times,going through the journey of
entrepreneurship, I really,truly believe that it changes a
person right Like.
I think that the that you becomeyou know battle tested and you
(16:35):
know your your mindset becomesdifferent when it, when, when,
when your, when, your businessbecomes more than just you.
How, how much of a mindset whenyou're responsible for people
and their livelihood and you getto know their families and
their children and like that's adifferent.
You may not have been able toincorporate that in your dream
(16:58):
or your vision in the beginning,right?
How often should people mayberevisit this?
Speaker 2 (17:08):
Meaning like kind of who they are A good amount of
time.
Speaker 1 (17:11):
Like is it?
Hey, let's set our vision, ourthree-year vision, and, and and
just plow to that vision Right.
Like and if, if, on year twoand a half were like like is
there a?
Do you feel like it should beevaluated, maybe on a yearly
basis?
Is this still the vision thatwe see?
(17:32):
How are you going about that?
Speaker 2 (17:34):
So it's a really good question.
My recommendation on this isessentially that you should
probably there's a few milemarkers for taking a look at
your vision.
Okay, if you have a one-year,and so we'll go back to kind of
how Contractor, coach, pro termsthings.
(17:55):
Okay, we consider a mission assomething you're doing over the
next 12 months.
That's your mission, okay, notlike mission statement and
mission objective.
It's like our mission is okay.
What are we going to do in thenext 12 months?
That's your mission, okay, notlike mission statement and
mission objective.
It's like our mission is okay.
What are we going to do in thenext 12 months?
Let's set an intention, let'sset a name of this thing, let's
set objectives for our mission.
Okay, so your mission issomething that you probably are
(18:18):
going to engage with at least ona weekly basis, hopefully with
your leadership team, on aweekly basis.
You're like, okay, we aretracking towards these
objectives and towards thesemetrics.
Are we doing that?
Okay, your vision shouldprobably be engaged with at
least once a quarter, okay.
And or when you've got a majordecision or opportunity in front
(18:40):
of you, okay, we all loveopportunities, we all love shiny
things, okay, and sometimesthose shiny things are good for
us and sometimes they're not.
And so you know, the once aquarter thing's pretty
straightforward is like I shouldjust engage with my vision and
be like, okay, this is themission that we have.
(19:00):
Why were we doing?
Okay?
Okay, got my vision here.
I know why we're doing thismission.
I got it.
But when somebody comes alongto you with an opportunity like
buying a spray foam machine ordoing blown-in insulation or
getting into solar, orsomebody's coming at you with
some PE money or gosh, all thedifferent methodologies like the
(19:23):
closed cell foam insulation,movement there for a while, or
you're thinking about gettinginto low slope commercial, or
you're just all of the differentthings that can come your way,
and those things will take timeand investment from you.
You should look at your visionin order to weigh whether or not
that's a decision, whether ornot you should move forward with
that or not.
To weigh whether or not that'sa decision, whether or not you
should move forward with that ornot, because if it doesn't fit
(19:46):
in that vision and it takes awayfrom that vision, you're in
murky waters at that point.
Speaker 1 (19:54):
How do you use your vision to be the lens that you
evaluate things through?
Speaker 2 (20:01):
Well, the clearer your vision okay, the clearer
your vision, the easier it is tofigure out whether or not
something fits in that pictureor not, and so the murkier your
vision.
So, for example, if you're likeyour vision is like we just
want to make as much money as wecan in the next three years,
well, that's a really murkyvision, because there's a lot of
(20:21):
ways to make a lot of money, sohow do you know which one is
the right one?
Well, if you haven't set thatintention, you don't, in which
case you should.
I mean, your vision, basically,would require you to just chase
anything that makes money.
So the more clear that visionis then, the easier it is to use
it as a standard against adecision that you make.
(20:42):
Now I'll be honest with youwriting a vision isn't easy, and
I mean for entrepreneurs, like.
So if you're listening to thisas an entrepreneur and you're
going, you know I don't know ifI can do that.
It is hard, so don't, don'tmake any mistakes.
Like, or don't mistake what I'msaying.
It is difficult, and eventhough you might be sitting
there going, I'm a visionary.
It's like okay, cool, I wantyou to sit down and paint a
(21:05):
picture with words of what yourbusiness looks like in three
years.
You're a visionary, great.
Write it down, okay.
So I think clarity is what helpsto keep that from happening.
And I mean, like I tell peopleI'm like literally describe the
building that your offices aregoing to be in, describe what
your office looks like, describethe dress code, describe the
(21:28):
kind of music you have, describeyour bullpen for your
salespeople, or describe yourshop area.
Or like literally line that out.
Like I've had people say youknow, we're going to outfit,
we're going to fully stock a gymin the unit next to us so that
our people can have a place togo work out and burn some
calories and get their mindright.
You know, like that's, that'spretty cool.
(21:50):
So, yeah, I think clarity toyour vision is really the thing
that allows you to make gooddecisions.
Speaker 1 (21:59):
Does the same apply to your dreams?
Are you really getting asdetailed as possible, or is it?
I want financial freedom.
I want to have a freedom oftime.
Speaker 2 (22:17):
How detailed are you getting on your dreams?
So here's what I would say forthe dream thing Okay, the reason
why the vision has to be soclear, right is because you have
to be able to communicate it topeople.
Okay, in your dream that's kindof just you, or you and your
spouse, and so you need to be asclear as is necessary for you
to know whether or not you'vegot there.
(22:38):
For some people it's just afeeling, like I've had people
just have it, put it, put adream down.
It's like they're just lookingfor a particular feeling inside
of them.
It's like, okay, well, will youknow when you get that feeling?
If you do, then then thisdescribes it well enough.
And so more people like themore some people.
(22:59):
I like detailed dreams because,because I like having metrics.
So as a coach, I'm like I likeknowing that we are 50% of our
way there or we're 75% of theway there.
But, that being said, like, asfar as your dream goes, it just
needs to be enough that youunderstand it and you can tell
whether or not you got there.
Speaker 1 (23:19):
That's great advice, but I like what you're saying
about the vision for the company.
That has to be really detailedbecause you have to be able to
articulate it.
Yes, and any misalignment inyour communication will lead
away from being able to achievethat vision right.
Speaker 2 (23:41):
It's also an accountability component for
yourself.
So when you tell your peoplethis is what we're doing and
this is where we're going, okay,but then all of a sudden you
start getting distracted with abunch of other things and you're
veering over here and they'regoing hey, you know, we like we
don't know where Jim is, is he'ssupposed to be helping us do
this thing, but Jim's over herebuying a rental property and he
doesn't have time now he's gotto fix up this rent.
(24:02):
And they're going Jim, you setthis vision.
Are we still going for thisthing?
Are you now buying properties?
What are we doing here?
And so that's a huge componentfor that accountability back to
you, so that your people can belike, hey, like is that?
I mean, do you have time forthat?
And you gotta be careful withthose things.
Speaker 1 (24:24):
Yes, I think accountability is challenging as
an owner, especially the ownerthat started from and
bootstrapped the thing westarted because we didn't want
any right.
Right, like it's a verychallenging thing.
What advice do you have forthat entrepreneur?
Because, man, they never haveto.
You really don't have to answerto anyone.
(24:45):
You really are not accountableto anyone.
It's a very strange existence,but how do you, how do you make
yourself accountable to yourteam?
Speaker 2 (25:16):
So if your dream and your vision are truly a
reflection of what you're afterand what you want, then your
people, any help you have inaccountability, is essentially
just holding you accountable toyourself.
That's all it is.
It's like I want this, this iswhat I'm after, and when
somebody goes, hey, that looksan awful lot like a distraction
from what you want.
Okay, that, so that component.
You just have to keep that partin mind.
And so if, if you, if you writeyour vision and you find it
super easy to get distractedfrom that thing, then it may be
(25:38):
that that isn't really trulyyour vision.
You're not necessarily afterthat thing.
If you're like I don't reallywant to do that, that doesn't
sound fun, that doesn't likethere's no, okay, well then
sounds like you need a newvision, like what do you really
want to do?
Let's write that down and thenlet's chase that thing.
Why?
Speaker 1 (25:54):
do you think people?
Let's chase that thing.
Why do you think people?
Is it just a lack ofunderstanding of their vision or
of their dreams?
Are they sometimes?
Do you think sometimes peoplechase other people's dreams and
and and vision?
Where, like, what's the?
What is the most frequentdisconnect that you see, using
(26:21):
somebody else's definition?
Speaker 2 (26:23):
of success.
Like you go into the socialmedia right and the competitor
in your area or the guy, the guywho gets all the attention on
on the Facebook roofing groupsor whatever it is his he has a
certain look or a certain thingabout his company that you think
is is what makes him seem whathe is, and so then we start
(26:44):
chasing that thing because wethink that's what arriving looks
like.
Speaker 1 (26:50):
Yeah, I see it I've had it with some of my coaching
clients on the agency side forthe digital marketing agency
owners that I coach is the topline dreams, not bottom line
dreams.
What does that mean?
Like they chase the top linerevenue and not the actual net
(27:15):
profit of their business.
Oh, gotcha, and it's this.
Well, these guys are doingmillions and millions and
millions of dollars and I shouldbe doing that, but because I
get to and I'm sure you get tohave a little bit more of an
intimate viewpoint into theirbusinesses like, do you know,
(27:37):
you make more money than thatperson.
Right, like you certainly can be, I've had this conversation
multiple times where, where,where, where, people are looking
at a top line dream and and oror or or vision, right, and?
And?
They're chasing this, this,this, this, this, chasing this
(27:58):
vision of how much revenue wecan generate versus how much
profit does the businessgenerate, right?
Do you see that at all?
Do you see that anytime?
I?
Speaker 2 (28:11):
do I do, but for whatever reason, though I think
that, for whatever reason, kindof who and what I am and who and
what Contractor Coach Pro is,tends to attract a certain kind
of person.
Speaker 1 (28:27):
Yeah.
Speaker 2 (28:39):
And the ones who are really seeking to be flashy.
I just don't seem to click withthose folks.
So, yes, I see what you'resaying, but as far as, like the
people I work with, I generallydon't work with a lot of folks
who are just like they'rechasing the, they're chasing the
, the, the, the, whatever, right, like they're mostly concerned
with like being fulfilled.
Um, now, don't get me wrong,I'm a car guy, okay, and I love
cars and you know, I would love,you know, like that stuff can
(29:03):
be a by-product of having donethings really well and been
blessed.
Um, that being said, though, ifyou just chase that thing, like
you can get that thing and youcan sacrifice a lot to get that
thing and not truly be likefulfilled and prosperous or, as
Jim might put it, prosperous orhealthy, you know, but you can
(29:25):
get a Lamborghini, like, at theend of the day, they're like you
think about it, a few hundredgrand is a lot of money, but
it's also kind of not that muchmoney.
Yeah, you know what I mean.
So what is it that you're after?
Yeah, you know what I mean.
So what is it that you're after?
Speaker 1 (29:40):
Yeah, and you could make a choice to buy the
Lamborghini and not invest thatback in your business, or invest
that in your retirement, orinvested in a rental property,
and you can have the Lamborghini.
Speaker 2 (29:53):
Yeah, it's not to say that's wrong, but that
investment in your businessmight inhibit the next phase, or
you know so, and so here'swhat's interesting is you talk
about, like you were sayingearlier, that the journey of
entrepreneurship doesn't justimpact your pocketbook and your
time and all that, but itchanges who you are.
No-transcript I don't want tobe the same person I am now.
(30:32):
Three years from now, I hope tobe better, stronger, wiser,
more in tune.
I hope to be a better dad thanI am now.
And so, that being said, I canonly imagine that some of my
goals and dreams and desires aregoing to change as I get older
and as I accomplish differentthings.
And I realized I thought Iwanted this and then I got it.
(30:55):
It turns out it didn't actuallydo for me what I thought it was
going to do, and so maybe thatisn't a thing I'm interested in.
I'm more interested in this ormore interested in that, and so
those things do change.
And so, with some of these guysI'm talking to, they're going
well, what's next?
And I'm going well.
How are you different?
Like what else is on your mind?
What else is on your heart?
(31:16):
Yeah, like what else is on yourmind, what else is on your
heart, you know, and I think Itold one of my, one of my
clients.
You know he was saying thebusiness can grow and get bigger
, and he's.
But what he did say is he saidand I want I want everybody to
hear this correctly as somethingthat is real and happens, not
as like a, not as like a brag ora well good for them.
(31:37):
I'm just letting you know thatthis person has grown and
matured over time and they'verealized that, in realizing
(31:58):
their dreams and loving the lifethey had, what he said to me
was, if I make another $100,000or $200,000 a year, he says,
probably not going to change mylife that much.
So think about that.
And that's because theawareness of who they are and
what they love and what makesthem happy allows them to figure
out how to achieve those things.
And once they achieve thosethings, sure, a little extra
cheddar doesn't hurt, okay.
But unless they change who theyare, they're going to be happy
(32:21):
with what they have.
So and I'm not saying that youshould change who you are, okay.
So I know this is it's aconvoluted, it's a tricky little
message, but human beings arenot easy.
We're not simple things Right.
And so you know, I think thatthere's, there are layers and
levels to, to need and purposeand identity and desire there's,
(32:43):
there's levels to all of it.
And so, man, you start yourbusiness and you're like dude, I
(33:14):
don't want a boss anymore.
Check, I get that, but I got topay.
Growing in your career, movingup the ladder, so your bills
start getting paid.
You've just achieved like thiskind of this layer or level of
maturity, of ability, and youprobably removed a little load
off your shoulders and somestress.
And so then, like that next oneis okay, well, maybe getting a
little further into the future,just in case, you know, let's
get a little savings built up,right.
Then we start saying, okay, now, now I feel like if I didn't
make any money for the next sixmonths, you know I'll probably
(33:35):
be okay.
Oh, that feels pretty good, youknow.
Then you start thinking aboutthe future.
Then, then the longer futureand, like you know, getting out
of debt or, um, starting to savefor retirement or the
investments or all of thosedifferent things, and you just
start to see these differentchanges in you as you kind of
move through life.
And then, all of a sudden, youstart to understand your own
(33:58):
identity too, what truly feedsyour soul, yeah.
And so, like I think, like, asyou work through those different
stages and levels.
Your business can rise withthat thing too.
And it's just a different wayfor accomplishing that Because
at some point your retirement'skind of you keep putting into it
(34:18):
and you're taking care of itright and you're investing and
trying to be smart, and then atsome point you might end up with
a little money you can playwith and throw at something
risky.
You see those guys like if Ilost this 10 grand it wouldn't
kill me, so I'm going to throwit in something a little who
knows right?
And then they start investingin different things, different.
Their time, their wisdom, theirexperience start getting poured
(34:40):
into other people or startgetting poured into
organizations or start getting.
So that's part of thatprogression as your business
kind of grows and you accomplishsome of these things and you
start seeking almost more higherlevels of you.
Some of you might know this, Ithink, maslow's hierarchy of
need, which is actually it'spretty cool.
I don't necessarily agree witheverything that's in there, but
(35:02):
I think there's some prettypowerful truth to that thing and
you can just Google it.
It's not like it's some hiddenand you can just google it.
It's not like it's some hidden.
Speaker 1 (35:08):
You can just google maslow's hierarchy of need and
you'll see this pyramid and andreally it, it at the, at the
foundation, is you got to havefood and shelter right, and then
when you, after you have foodand shelter, then you, you're,
just you get the, the differentlevels you need.
You know relationships and love, and you know, and just it
(35:29):
continues to move up.
I've seen, I've seen somedreams change.
I've seen some people hit theselevels in the roofing space,
outside of the roofing space,and a couple of things that I've
seen happen and what made methink you talked about, like
buying some rental properties inthis, like I've, I've seen
people shift their dream ortheir vision of the company to
(35:53):
oh, this is where I can produceincome to go and do something
else that I enjoy.
Yeah, and a lot of those peoplehave maybe scaled their business
down.
They they're, they're like Idon't want to have a whole bunch
of salespeople and a wholebunch of this or a whole bunch,
I'm just going to have thislittle thing, but it aligns with
(36:17):
what they're trying toaccomplish.
And I think that's what you'retalking about really at the core
of it.
We want to make sure thatthere's an alignment between
what the company is doing andwhat the dream that you're
chasing.
Other people I've seen strugglewhen they reach this level, and
then they found that theirpeople became their why.
Speaker 2 (36:40):
And they.
Speaker 1 (36:41):
They just decided that every single person that
works for me or that I that Icome in contact with I want to
make better.
Like that's my whole, likethat's just all that I want in
life is.
I want to see that every salesrep that we hire, I want to just
do my best to help them createa life for themselves.
(37:01):
Every, every, every officeperson, every, everyone in the
company that becomes their whyoffice person, everyone in the
company that becomes their why.
And then I've seen a few not asoften, not as frequent, but
I've seen a few look towardsphilanthropic efforts as their
(37:22):
new dream, because now theirmoney's good, the team is solid.
Like going outside of your, ofoutside of your sphere, right
Outside of your, your thingsthat you control, into you know
a more philanthropic aspect ofbusiness and that becomes a
(37:43):
whole nother thing.
I believe that, like there'swhat's there was a quote from a
movie that's the worst thing inthe world is wasted talent.
So even if you don't have thethat in you, that you want the
Ferrari and the private jet andthe this, what if your dream
turned into a philanthropiceffort and that's a bigger, like
(38:08):
, a bigger way to chase it.
But I think, do you thinkpeople get stuck there once they
hit that?
Is that a?
Is that a midlife crisis to?
You know to?
Or like?
Is that like a mid entrepreneurcrisis?
Like, is there, you know what'swhat's there?
Speaker 2 (38:28):
What are the mid entrepreneurial crisis?
Right, yeah?
So instead of, instead ofwearing their shirts halfway
unbuttoned and the gold chainand a new Corvette, they, they
go out and they go out and starta whole new, a whole, nother
business, or that's right.
Yeah, I think it can happen.
I think it can happen.
(38:48):
That's right.
(39:11):
Yeah, I think it can happen.
I think it can happen.
One of the one of the I have itit.
It isn't that it just canhappen, it's that it does happen
, and it happens a lot.
Somebody, somebody's business isdoing well.
They don't necessarily have tobe there on the day to day and
they start to feel like they'vekind of made it or they've
arrived and in some ways theyhave, in some ways they have,
but it's kind of like as soon asyou, it's almost like as soon
as you think you know it all,like you can't know anything
anymore, you know.
So the realization, or the thisidea that we kind of made it or
we got there has led people totry to run with different groups
(39:36):
whom they don't belong with.
It leads to them thinking theyhave more money than they do.
It leads to taking for grantedwhat their presence in the
business does for it, and sothey start to become more absent
and more absent and more absent.
In the meantime they'll patthemselves on the back because
(39:58):
for a little while it works.
We've hired really greatleaders.
We're all about leadership.
Our culture is number one right.
Meanwhile, there are peoplethat work in that company now
who've never met them before andso they don't know necessarily
where this company came from,and so they don't have that same
feeling about this business asthe people who they hired do,
(40:20):
because they're lucky.
It's slow.
Okay happens inside of yourbusiness, where your absenteeism
is allowing your company tojust kind of run without you and
more often than not okay, moreoften than not that leads to
(40:43):
destruction of the company.
More often than not,destruction of the company.
More often than not.
Every now and then.
Every now and then it doesn't.
But once again, I think thetimes that it doesn't lead to
the destruction is because itwasn't a slide into obscurity
for the owners.
It was a purposeful, plannedexit with people who care almost
(41:07):
as much as possible about thatbusiness than the original
owners do, probably because theyhave a similar incentive to
being the leader of that company.
But if you just think, man, mycompany is running great without
me and you just start to letthat slide happen, a lot of
people have lost a lot in doingthat, and we've had those calls
(41:27):
as well, people that have comeback around and said my business
is on the brink of destruction.
We're like well, what happened?
Speaker 1 (41:35):
right, that's a pretty common story yeah, I've
had that conversation a coupletimes recently, um one, with a
really successful roofingcontractor who, who, who, who
did just that and and got got alittle away and uh, and then
woke up one morning and said, oh, my goodness, what do I have
(41:58):
here?
This is not the culture, thisis not the, these are not the
standards that that we put inplace.
These are not the standardsthat that we put in place.
This is not, these are not theright people.
They are acting out of acharacter that I would not
accept Like.
But it's because they they were, they allowed themselves to, to
(42:21):
, to get that far away.
Right that, I have another,another friend in a business not
in a roofing business, butoutside of roofing that the best
way that she described it was acoup.
She had almost a coup in herbusiness where she had hired
(42:52):
someone that was a high levelmanager, operational manager and
director or whatever it was,and they started hiring people
and pretty soon there was acancer spreading throughout
their organization, only becauseshe stepped far enough away to
not have a pulse, to not have atrue pulse, and the people that
were in her organization, thatthat were still, they didn't say
(43:15):
anything because they theyweren't sure if she was if she
was behind that.
Yeah, right, like it was a andso it.
It was a crazy thing.
And she, you know she had togut the place and go back in and
you know, and get back to youknow 12 plus hour days and get
(43:35):
this thing put back the way.
And the same with the roofingcompany owner that I spoke with.
It had to jump back.
You know, jump back in, like wegot to jump back.
You know, jump back in, like wegot to jump back in.
But in that the roofing companyowner said that he found a new
purpose, like it was.
It was.
Everything in life has lessons,right, like they're not like,
(43:58):
and so for him it was a, a greatlesson in his business.
Yeah, like you know, um, butboy, it could go the wrong way.
That's there's dangers in it.
There's dangers of what are,what are the dangers of working
yourself out of your business?
Speaker 2 (44:18):
Well, first, I mean, if that's what you want see,
that's once again it kind ofcomes back to that's what you
want.
If that's what you want, thenyou can build and plan toward
that thing and you can make ithappen.
It's just happeningunintentionally is the thing you
want to avoid, becausegenerally that doesn't work out
very well, and so there's lotsof different.
(44:38):
You know there's that componentand then there's asking
yourself, like, do I still wantto be involved in this business?
Because I also have seenhomeowners or homeowners,
business owners who get boredand they just start tinkering
things that don't need tinkeringwith.
Right, they start messing withthis thing and then messing with
that thing, and they don't needto mess with that.
(45:00):
Like, what do you do?
It's like, you know, it's likehaving one of those super
hyperactive dogs and if that dogdoesn't have a job to do, it's
just going to start tearing upyour backyard.
That's some business owners.
It's like a super hyperactivecreature that just it needs work
to do.
So what does it look like whenyou start to hit these zones?
(45:21):
What do you do with yourself?
Some folks they like being intheir business and they want to
stay in their business.
So now, all of a sudden they'vedone a good enough job that
they work themselves out oftheir job.
Well, now it's time to create anew job for yourself.
(45:52):
You have to be careful in doingthis, because almost everything
that an entrepreneur produceshas to be supported by other
people.
Other people oftentimes have tocome in and you just got done
doing it with this business.
So just realize that you can'tcannibalize your current
business to run off and dosomething else.
Now there might be somecapacity there, but be strategic
about it.
So I've got owners that likeselling.
(46:15):
They like selling.
So I'm just like go sell.
I like super complicatedprojects, super specialty
materials.
I like, okay, go do that.
I want to build out a servicedepartment, go build your
service department.
I want to get deeper intocommercial or I want to get
(46:37):
deeper into niche type products.
So go do that.
Just be aware that the thingthat's affording you the time to
do that, okay.
If you start relying on thatthing to do this thing, then
you're cannibalizing yourbusiness, okay.
(46:59):
So you kind of have to approachit a very similar way as you
did before Start doingeverything yourself, right,
Start doing everything yourself,and then, and then, as you
notice, like you're running outof time because it's beginning
to work, then we can begin tobuild that angle, the same way
we did the last one.
Yeah, so be aware of that,right, some people want to go
(47:19):
start something else.
They're like I just, I want to.
I want to go start a new thing,I want to open a brewery, or I
want to start a bed andbreakfast, or, you know, I want
to go do Amway, I don't knowwhatever.
Whatever's on your mind andyour heart, okay, cool, chase it
.
Okay, chase it.
Just be, just be cognizant of acouple of things.
(47:40):
Number one if you want somebodyto run your business as
efficiently and effectively asyou did, your business will need
to be of a certain size,because those people are very
expensive, and they should be.
If somebody is affording youthe ability to not spend any
time inside this successfulbusiness and you're making money
, you got to pay them, okay, andso finding that right person
(48:03):
and then training them up inorder to create that additional
layer of capacity.
Now, if you're running andmanaging your business, then
whatever that money is, whateverthat piece of the pie is, goes
to you.
So be aware of that.
But, once again, it alwayscomes back to this question what
do you want?
Plan and aim for that.
(48:24):
If you're just out therefloating in the breeze, you're
probably going to knock somethings over For sure.
Know what you want.
Speaker 1 (48:37):
Thanks, nathan, it's been awesome man.
Everyone has to know what theywant.
Build that dream, build thatvision, work towards it and find
the next thing that you wantand the next thing that you want
and the next thing that youwant and go thing that you want
and the next thing that you wantand go and accomplish it.
It's been awesome, man.
Thanks for your time.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast.
(48:58):
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