December 3, 2025 • 23 mins
From a live conversation at Rough Creek Ranch with Amber Little, Chief Human Resources Officer at Nation’s Best, we get real about what it takes to support women in a male-dominated industry, attract the next generation, and turn everyday work into a story people want to join. This is a candid look at leadership you can feel: intentional retreats, strengths-based development, and the kind of fellowship that happens when you make space designed for women.
We dig into Amber’s winding path, from pre-med to industrial-organizational psychology to HR leadership, and why that background makes her a force for practical change. Servant leadership shows up here as more than a buzzword: whiteboards, sleeves rolled up, shared decisions, and a team that trusts the process because they’re part of it. We also confront a looming challenge: as experienced pros head toward retirement, how do we transfer the wisdom only time in the yard can teach? Amber’s answer starts with a mentorship engine, ride-alongs, subject matter experts, and structured knowledge handoffs, so new talent grows faster without losing the craft.
If you sell or hire in the building materials space, the psychology piece will hit home. Tools like CliftonStrengths and the Predictive Index help match people to roles and tailor coaching that sticks. In sales, story beats specs for most buyers. Outcomes, empathy, and clear narratives pull decisions through emotion before logic. Save the deep tech for architects; lead with a story that reduces friction and shows what life looks like after the purchase. That’s how brands become unmistakable in a crowded market.
We leave you with optimism and a plan: reframe recruiting around impact, invest in strengths, and build mentorship that honors the people who built this industry.
Topics we covered:
• Creating intentional spaces for women in building materials
• Focusing on strengths to boost confidence and performance
• Amber’s career path into industrial-organizational psychology
• Servant leadership as a hands-on team practice
• Reframing recruiting with clear stories of impact
• Building mentorship to transfer field knowledge fast
• Using CliftonStrengths and Predictive Index wisely
• Storytelling over specs for better sales outcomes
• Simple advice to ask more questions and keep mentors close
• A 52-week leadership journal for women is on the way
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Amber Little (00:00):
One of the biggest challenges we have is it's a
very male-dominated industry.
And women bring such differentperspectives and strengths to
the workplace.
There are such greatopportunities, but when you tell
somebody, hey, come into thelumber building materials
industry, it's not sexy.
And so it's how do we let themknow how great the opportunities
are?
It's going to recruiting fairs,it's talking it up.
Stefanie Couch (00:22):
I believe that our industry is going to be a
harbor for people that want towork hard, but they also want a
lot of opportunity and they'reyounger.
And there's just somethingabout it that's infectious
because the people are so great.
You never know exactly what'sgoing to happen and you're not
sure where you're going to endup, but somehow you always end
up right where you're supposedto be.
Absolutely.
Welcome to the Grit BlueprintPodcast, the playbook for
(00:44):
building unmistakable brandsthat grow, lead, and last in the
built world.
I'm Stephanie Couch, thefounder of Grit Blueprint, and
I'm a lifelong building industryinsider.
I was raised here, built mycareer here, and now my team and
I help others win here.
The truth is, you can be thebest option in your space and
(01:09):
still lose to someone else whosimply shows up better and more
consistently.
Each week on the GripBlueprint, I'm going to show you
how to stand out, earn trust,and turn your brand into a
competitive advantage thatlasts.
If you're ready to be seen,known, chosen, and become
unmistakable, you're in theright place.
(01:31):
Let's get started.
Welcome to the Grit BlueprintPodcast.
I'm your host, Stephanie Couch,and I'm here today on site at
Rough Creek Ranch in Glenrose,Texas.
And I'm here with Amber Littlefrom Nation's Best.
Welcome to the show.
Thank you for having me.
And we are in this amazing,beautiful ranch.
You have coordinated quite theretreat.
So thank you for inviting me tothe retreat because this was
(01:53):
amazing this week.
What got you excited aboutcreating a women's retreat?
And where did this start?
Because it's the third year,right?
Amber Little (02:02):
It is the third year.
It is.
Well, you know, when I cameinto this particular industry,
um, it's a very male-dominatedindustry.
And I kind of noticed thatthere are a lot of things for
men in terms of fellowship and,you know, things like that.
So, you know, there's huntingtrips and fishing trips and
going to the golf course andgoing to a game or or whatnot.
(02:24):
And women don't traditionallydo those things.
They may get invited, but Ithink they feel uncomfortable.
At least what I've been told isthey feel uncomfortable going
to those things.
So, you know, there's reallynot a lot of opportunities for
them to um maybe build arelationship outside of the
office like that or outside ofthe floor where wherever they're
working.
And so I really wanted to findsomething intentional for them
(02:47):
that was really for them, fortheir lens.
But I wanted it to be superintentional.
You know, these women are, youknow, we expect women to be
everything for everyone.
And so if I was going to takethem out of their everyday,
every everyone for everythingall the time, I wanted to be
very intentional for them.
And so that's why I createdwhat I created.
Stefanie Couch (03:08):
Well, and you started the first year, um, all
of it's been in Texas so far,right?
Yes.
Okay.
But this year you're at thisbeautiful ranch.
We've we've uh been here fortwo and a half days, and there's
about 60 women here, I think.
And you're really seeing themdo activities, and we've had
workshops, and it's reallyamazing, and I know they're all
(03:29):
excited about it.
What do you think the besttakeaway so far from this year
is that you've heard?
I mean, I know you've beentalking to the ladies.
What have they said about it sofar?
Amber Little (03:37):
You know, we always try to do a couple
different things with theretreat.
We do some sort of workshop,um, and then I always bring
somebody from industry in tospeak.
So every year we've kind ofblended those two together.
So this year was all aboutfocusing on our strengths,
right?
And women bring such differentperspectives and strengths to
the workplace.
(03:58):
And so, kind of what I'mhearing from the women this year
is they were really excitedthat we were focusing on
strengths because women justthey're so different.
Yeah.
And so um, I was really excitedto be able to bring that for
them.
And they were just excited tobe able to focus on that.
And they're also excited rightnow that they're out there
competing because they are socompetitive.
(04:19):
They're doing a scavenger huntright now, and um, there's I'm
seeing the points tick up ontheir little leaderboard, and it
it's crazy to me howcompetitive our women are, but
they are yeah.
Stefanie Couch (04:29):
Um, I will literally race anyone on any
game, it doesn't matter.
A recumbent bike, I will try tobeat someone on.
Doesn't even make sense, right?
I love it.
Well, I think it's been a greatweek so far, so I appreciate
you making me be a part of itand letting me be a part of it.
It's been awesome.
When you think about yourcareer, you've done a lot.
You're you're now in a role atNation's Best and you're working
(04:49):
with a team, but how did youget started?
Because I know you've worked ina lot of industries, a lot of
different roles.
You're originally from Kansas.
I am, and you moved to Texasfor a job and you've been here
ever since.
So tell me a little bit aboutyour background and how you got
to where you are now.
Sure.
Amber Little (05:05):
Well, I originally this was not where I intended
to be.
This career was not what Iwanted.
You know, I always wanted to bea pediatrician, you know, from
the time I was little.
And that's where I headed.
I went to Kansas State UmUniversity, um, the Wildcats,
right?
The purple and white.
Um, and I that's what I wantedto do, pre-med.
And then organic chemistrykilled that for me.
So I've heard that a lot overmy life.
(05:26):
It's not for me.
So I decided, you know what,maybe I'll try another medical
field that maybe doesn't have somuch organic chemistry.
So I bounced to nursing andthen dentistry, and I did dental
school for a day.
And I was like, nope, that'snot for me either.
And so I took a summer classthat was industrial
organizational psychology, and Ireally just fell in love with
the business and the psychologypieces together.
(05:47):
And so that's where kind oflife led me.
So I ended up going to get amaster's degree in industrial
organizational psychology.
Such a mouthful.
And most people don't know whatthat is necessarily.
I used to joke that it's theBob and Bob from office space,
but um, you know, obviously I domore than that.
But I love that movie.
But that's kind of where lifeled me.
(06:08):
And I started in a role inTexas.
So that's kind of when I gotout of um grad school, I
actually came to a consultingrole in Waxahatchie.
Okay.
And I learned very quicklywasn't Waxahatchie, it's
Waxahatchie.
So I moved to Waxahatchie umand spent, you know, a year, a
little over a year, working in aconsulting role there.
Um, and then it was aDepartment of Defense contract
(06:29):
that we were working on.
So I was working withsubmariners in the Navy, which
was an interesting experience.
And then I just kind of just asthat door closed, another
opportunity opened.
And I've just kind of been in alittle bit of done a little bit
of everything.
Stefanie Couch (06:43):
Yeah.
Amber Little (06:44):
So, you know, oil and gas and financial services
and hedge fund and medicaldevices, I've just kind of just
bounced around and I've reallyenjoyed being in all these
different industries andlearning just a whole lot.
How'd you end up at Nation'sBest?
You know, I actually umNation's Best had a consultant
working for them that I hadworked for um way back when, um,
(07:06):
Jim Moranis, who I I workedfor, when I was actually
pregnant with my first child.
So I was um five monthspregnant and he was looking for
um somebody to come on and kindof help do HR work.
And it was actually throughconnections that that happened.
I came on and I interviewed,he's like, you know what?
Um I really would like for youto do some consulting with me.
And so we naturally startedworking together and I just
(07:30):
stayed on with him.
And then when I came back fromattorney leave, he's like, hey,
surprise, I'm selling thebusiness.
I'm like, okay, but we're gonnago work for one of our clients,
and I'd like for you to comewith me.
And so that's how I landed itum at Hudson Advisors, which is
Lone Star Funds.
And so I worked for workedthere and we grew that
organization in about 18 monthsby a hundred people.
(07:50):
It was brand new.
Wow.
So we did a lot of work there.
And so I naturally moved onfrom that opportunity, but then
full circle, life brought meback to him.
And um, you know, he hadconnections with Chris Miller at
Nation's Best.
And, you know, uh Chris waslike, I need an HR person.
And Jim's like, let meintroduce you to Amber.
And so that's just how thatkind of happened.
Stefanie Couch (08:11):
That's cool.
It's really fun how life is younever know exactly what's gonna
happen, and you're not surewhere you're gonna end up, but
somehow you always end up, Iguess, where right where you're
supposed to be.
Absolutely.
Tell me about your leadershipstyle because you're leading a
team.
Um, I don't know how how manypeople do you have on your team?
Amber Little (08:30):
I have two HR business partners, I have an HR
operations manager, I have an HRintern, I have an office
manager who's really a plannerbecause he did all of this work.
Stefanie Couch (08:40):
He's amazing, Marcus.
Shout out to Marcus.
Amber Little (08:42):
Yeah, Marcus is amazing.
The only male that got to getinvited on this trip because he
planned the whole thing.
Absolutely.
And they all know they can goto Marcus and he will make
everything amazing for for them.
Um, so so all of thoseindividuals are on my team.
Stefanie Couch (08:55):
Okay.
Well, tell me about yourleadership style.
How do how do you lead?
What do you think is importantas a leader?
What makes a great leader?
Amber Little (09:01):
I'm definitely a servant leader and very
hands-on.
So I am not one that just, hey,I want you to do this, this,
and this, and just hands outdirectives.
I'm in the trenches with them.
So I want to roll up mysleeves, I want to do the work
they're doing, and I want to dothe roles that they're doing,
right?
So I'm in there doing the samework that they are.
I like to brainstorm, I want toput it up on a whiteboard and
(09:22):
you know, let's talk it out, youknow.
So if I'm making a decision, Iwant them to be a part of it.
There's nothing better than awhiteboard.
Oh, I love whiteboards.
Stefanie Couch (09:29):
And lots of colors of the markers.
Yep, absolutely.
Mine is full right now.
Yes, full.
The only bad thing about awhiteboard is you have to erase
it to rewrite on it.
Take lots of pictures.
Yes.
You gotta have those notes.
Well, as you're looking at thefuture of our industry, what do
you think one of the biggestchallenges that we have, just
generally in our industry, um,is that you see with next
(09:50):
generation talent.
And how do you think we solvethat?
Amber Little (09:53):
You know, I think one of the biggest challenges we
have is I guess letting themknow how awesome this industry
is, right?
There are such greatopportunities, but when you tell
somebody, hey, come into thelumber building materials
industry, it's not sexy, right?
And so it's how do we let themknow how great the opportunities
are?
But I think it's just gettingout there and showcasing what
(10:16):
the roles are and how fun theycan be.
Yeah.
And you know, it's going torecruiting fairs, it's talking
it up, it's, you know, invitingthem to come and see what's
happening.
And really, I think going tothe universities and showing
off.
Stefanie Couch (10:46):
Yeah, and tech jobs have become a little less
sexy in the last few years aspeople, you know, hundreds of
thousands of people got laid offfrom these tech jobs the last
year or two.
But with AI, I do think there'sgonna be another wave of that
where jobs that used to be safeor used to be more appealing
become obsolete.
And I believe that our industryis gonna be a harbor for people
(11:07):
that want to work hard, butthey also want a lot of
opportunity in their younger,especially the trades in
general.
I think that's gonna be a hugeplace for the next generation to
thrive.
So hopefully they know that.
And I hope so.
I think that there's a lot ofpeople that are already doing
that.
You know, they call Gen Z umthe tool belt generation.
So hopefully that's true.
Hopefully they can come see us.
(11:28):
I think that it's aninteresting time, though, with
training and development becausewe do have a very large portion
of our business that is older,50, 60-year-old people that have
been in the business, they knowthe business, and they're
retiring soon.
Those new people don't havethat knowledge of 20, 30 years
in the field.
(11:48):
How do you solve that problemof figuring out how to train
those new people to get all thatknowledge from the older
people?
How do you do that in thisswift amount of time that we
have to do that?
Amber Little (12:00):
Definitely a challenge I have not solved.
Um, you know, we're working ona mentorship program right now.
Um, we have not rolled it outbecause we have so many other
things going on.
Yeah.
But I think that's the start,right?
Um, it's really identifying whowants to be to do those roles
first.
And then we have some amazing,you know, leaders in our
organization, those at a bentthat are going to retire at some
(12:20):
point that really want totransfer that knowledge.
They want to share, they wantto train, they really want to
show those people, the nextgeneration, all that they know.
So I think it's really bringingthem in and saying, hey, you
know, it's just tapping them onthe shoulder, hey, I'd love for
you to be a subject matterexpert and work with Joe here or
Susan or whoever it is.
Can you really work with themand share your knowledge?
(12:41):
And you'd be surprised at justasking them, hey, can you spend
some time with them?
Can they do a ride-along withyou or what whatever it is?
They're more than happy to spyou know share that knowledge
with you.
Um, they're amazing.
The people in this industry areamazing.
Stefanie Couch (12:55):
Yeah, it's such a great place to be.
And I think that's one reasonwhy I've obviously been in a
whole whole time that I've beenalive, but I have thought about
doing other things and then youknow, I've been around a lot of
other businesses, and there'sjust something about it that's
infectious because the peopleare so great.
And I think it's really fun toput together something that's
(13:16):
kind of the heart of America.
You're building communities,you're building houses, you're
helping that.
It's a big part of our economy,and it will be, you're always
gonna need housing.
No matter what else changes,that's always gonna be something
that, you know, is needed insome capacity.
And so I love that as a macrothat you're always gonna need.
Absolutely.
Yeah.
(13:37):
Well, you talked a little bitabout your degree, and I love
psychology.
I think it's a huge level upfor people that understand it.
What would you say to someonewho is thinking about getting
into a role and doesn't thinkabout how much it matters what
people say, what people do, whythey're doing it, especially in
like a sales-facing role.
(13:57):
How do you talk to people aboutthat and share what you know
about psychology?
Like, what are some of the bigtips that you give people?
People are starting tounderstand it more and more,
right?
Amber Little (14:07):
You know, I when I worked at SLOR, we trained our
salespeople on psychology.
Um, you know, and once theylearn it and once they
understand that it clicks, yeah,um, they're like, oh, you know,
I can understand what, youknow, the person I'm talking to,
the doctor or whoever I'mtalking to and trying to sell
to, I understand, I canunderstand that they're this
type or this type or this type.
(14:27):
And I I can sell better tothem, I can speak better to
them.
Um, I think once you show themhow powerful it is, yeah, they
get on board super quick.
Um, but you know, I thinkshowing them and showing how
awesome it is, and then spendingtime with them and you know, uh
showing them how you can spendtime with them with learning
from them and speaking to them.
(14:48):
We do a lot of assessments, Ithink, which is really helpful.
You know, we did the theGallup's Clifton Strengths, I
know the then the name haschanged, and I think that is
amazing, you know, and there'spsychology obviously behind
that.
Yeah.
And when people learn how thesethings speak to them and they
can read it and be like, oh mygoodness, that that's me to a T.
Stefanie Couch (15:07):
I wish I could get my customers to all do that.
Right?
Um, because it's soenlightening and it really does
show you what's important tothem and how they make
decisions.
And if you know that, then evenif it's not the same way you
make a decision, you know how tomake it work for them because
it is really about their bestexperience.
How do you reduce friction intheir journey?
It doesn't matter what youlike.
Amber Little (15:28):
I, you know, and I try to try to tell the people
that I work with, trust thetools that you have, right?
You have all of these tools.
You know, we use the predictiveindex, for example, when we're
hiring.
Trust that tool.
Obviously, it's not the onlytool that you have.
You have interviews, otherthings that you're that you're
looking at, but you have thesetools, use them.
There's great psychology behindthem, and it's so important.
(15:48):
Yeah.
So that's kind of the one thingthat we try to preach, I guess,
to that to our everyone we'reworking with.
Stefanie Couch (15:54):
What's always been interesting to me when I
study psychology is we all liketo think we're super logical
human beings.
And we very rarely makedecisions based on pure logic or
even like mostly logic.
Right.
We mostly make them onemotional our gut.
Yes, or some tie back tosomething that we don't even
correlate in our minds.
And I think that's reallyinteresting when you start to
(16:16):
think about that and break thatdown.
I talked a little bit todayabout the power of story and how
we connect with that and weconnect with each other through
those things.
And so a lot of times you'remaking decisions not really
consciously, moresubconsciously, even though you
think it's logical, it's allthose things underneath.
And once you started tounderstand that about people,
it's really powerful.
Amber Little (16:36):
Yeah, it was funny when you were talking about um
the storytelling, it actuallytook me back to Esler again
because when we trained oursalespeople, we trained them to
tell a story.
Yeah.
Stick with the story, tell thestory.
That's how you sell yourproduct.
Stefanie Couch (16:49):
Yeah, I mean, especially in our industry,
there's so many technical specsand products and all those
things.
And you really get bogged downin that, especially if you're
selling to a homeowner or acontractor that just don't care.
Now, the one caveat I will sayis architects do care.
Sure.
They care about the sevenmillion statistics and facts,
(17:11):
but most buyers do not.
And we sell a lot of times, youhear people selling on that,
like, well, it has thesefeatures and benefits.
Let's talk about story andoutcome and watch what happens.
And as a business in general inour industry, I believe we
underplay the value of that ofthat story.
I think if people built brandsthat were around stories more,
they would get a lot morepositive feedback and people
(17:33):
just care more.
They would just watch it more.
Amber Little (17:35):
Absolutely.
Yeah, some of the best brandsout there appeal to your
emotions, right?
Stefanie Couch (17:40):
Absolutely.
If you really want to likenumber one convert, just put a
dog in it.
Absolutely.
Like that is the biggestpsychology psychology trick.
It's just for me, it's goldenretrievers because that's what I
like, and that's what a lot ofcommercials have in it because
they're the all-American dog.
But um, you know, you see dogsin every commercial, yeah, and
there's something to thatbecause you relate to the happy
(18:02):
do.
How can you be mad when you'relooking at a golden retriever?
Even when my golden retrieverdoes something horrible, she's
still so cute.
I'm like, I can't even stay madat you.
So absolutely.
Well, what is exciting to yougoing on right now in your
career, in your future?
What fires you up the most?
So, what are you working onthat's got you lit up?
Amber Little (18:21):
Well, you know, I'm I'm very passionate about
women and leadership.
So, you know, I love working onthings like this at the
retreat.
I'm hoping to continue to beable to do this.
Yeah, working on, you know,leadership development programs
within um Nations Best.
From a personal perspective,um, I'm actually working on a
leadership journal for women.
So I've been, you know, startedout as a journal for myself.
(18:43):
And I'm like, you know what, Iwould really love to share this
with others.
So I'm working on that justfrom a personal perspective.
I just love to work with womenthat, you know, it doesn't they
don't have to be in a formalleadership role, right?
You know, people think, oh,leader, you have to manage
people.
Absolutely not.
There's so you could uh definea leader is in so many different
ways, but you don't have tomanage anyone.
(19:04):
You can be a leader of yourhome, right?
A leader in your community, oryou can lead in an organization.
But that's what I'm reallypassionate about is building
leaders.
Stefanie Couch (19:12):
Okay.
What would you say to25-year-old Amber?
What would your advice be toher if you could go back and
tell her maybe one or two thingsthat you think would really
change her perspective the most?
Amber Little (19:23):
I think I've had some really great mentors um
over my career, but you know, II don't necessarily stay in
contact with them as much as Iprobably should.
And I think that would reallymake a huge difference um in my
career if I would just cling onto them a little more.
Um, but also I think ask morequestions.
As I've gotten older, I'm like,I there's so many, like I said
(19:45):
before, there's so many greatpeople that want to share.
You know, and you know,25-year-old Amber doesn't want
to ask questions.
It's scary.
Yeah.
Right.
And so now I'm like, yes, askthe question.
Um, I don't understand it.
Can you please go back and, youknow, give me some info?
But you know, as 25-year-oldAmber, you're scared to do that,
right?
Stefanie Couch (20:02):
Yeah, what if they judge you for not knowing?
Why don't you know this?
Yeah, it's really hard to knowwhen you're that young that
nobody really knows what they'redoing.
We're all just trying to figureit out every day, and maybe you
know a little bit more aboutcertain things than others do or
whatever, but um, nobody reallyhas it figured out.
And I think that is somethingthat I would tell every person
that I meet, no matter what agethey are, if they don't realize
(20:23):
that is like, hey, even the mostsuccessful people in the world,
they're still trying to figureit out every day because no
one's done all of these thingsthat we're doing.
You've never lived the lifeyou're living before.
You're still learning, alwayslearning.
Yeah, it's a challenge.
Life is a challenge to kind ofsolve, but there's no exact
right path.
Like there's no roadmap forwhat building a business, for
(20:44):
you know, being a leader.
You have to figure out, and Ithink that's why I like Clifton
Strength so much, is becausethat path really is unique to
each person, but you can startto use those tools like that to
say, okay, I lead withinfluencing or I lead with
strategic thinking.
I should be thinking aboutthese things maybe from this
point of view, because it's howI can be most efficient and most
(21:05):
peak performance in my life.
Yeah, it's so powerful.
Yeah.
I love Clifton Shrink becauseit's so specific and it really
is like reading a psychicreading to someone.
It's scary.
If you if you get down to thereport and start to talk to
people, you know, we were atdinner the other night and I was
kind of talking to people I'dnever met before by looking at
their reports and it's kind oflike reading the tea leaves.
(21:26):
But um it's been a game changerin my life and with my team to
see where people should be andwhat to do and um how to talk to
them, how to communicate withthem, and how to challenge them.
If someone is not competitive,giving them a carrot like that,
like a scavenger hunt, if theydon't have any competitive bone
in their body, they're not gonnacare.
But if their competitive ishigh, like they'll do anything
(21:48):
to win.
It doesn't matter if there's aprize or not.
I have competitive as numbersix in mind.
So it's funny to watch how thatlays out in the real world.
Amber Little (21:56):
Absolutely.
And then you put them in a teamwith competitive people and
they're not competitive andthey're getting pushed to be
competitive.
Exactly.
Stefanie Couch (22:01):
They they don't, well, especially if they have
some sort of relationshipbuilding strength where they
want to make everyone happier.
They want to make then thecompetitive person, they're just
trying to make sure they'reokay.
Yeah, it's fun to watch thatand uh from a perspective of the
bystander to see how thatworks.
Yeah, it's been fun.
Yeah, it's been a great week sofar.
Well, I'm excited to have metyou.
(22:23):
Thank you again for invitingme, and I'm really excited to
see what you do next.
Can't wait to see the journal,and when it comes out, you'll
have to send it to me.
I would love to see it.
It's gonna be 52 weeks, yousaid, and a week uh per chapter.
Yes.
All right, and it's gonna befor moms and and women leaders.
Just women in general, justwomen leaders.
Women leaders, and what is thetitle?
(22:43):
Do you know that have a workingtitle?
Um, the inner work ofleadership is what I'm thinking
about so far.
I love it.
Amazing.
Well, thank you for joining meon the Grit Blueprint podcast,
and we will see you on our nextepisode.
Thank you for listening to theGrit Blueprint Podcast.
If this episode helped youthink a little differently about
how to show up, share it withsomeone in your building world
(23:05):
who needs it.
If you're ready to turnvisibility into growth, then
head to gritblueprint.com tolearn more and book a call to
talk to us about your growthstrategy.
Until next time, stayunmistakable.
One of the biggest challenges we have is it's a
very male-dominated industry.
And women bring such differentperspectives and strengths to
the workplace.
There are such greatopportunities, but when you tell
somebody, hey, come into thelumber building materials
industry, it's not sexy.
And so it's how do we let themknow how great the opportunities
are?
It's going to recruiting fairs,it's talking it up.
Stefanie Couch (00:22):
I believe that our industry is going to be a
harbor for people that want towork hard, but they also want a
lot of opportunity and they'reyounger.
And there's just somethingabout it that's infectious
because the people are so great.
You never know exactly what'sgoing to happen and you're not
sure where you're going to endup, but somehow you always end
up right where you're supposedto be.
Absolutely.
Welcome to the Grit BlueprintPodcast, the playbook for
(00:44):
building unmistakable brandsthat grow, lead, and last in the
built world.
I'm Stephanie Couch, thefounder of Grit Blueprint, and
I'm a lifelong building industryinsider.
I was raised here, built mycareer here, and now my team and
I help others win here.
The truth is, you can be thebest option in your space and
(01:09):
still lose to someone else whosimply shows up better and more
consistently.
Each week on the GripBlueprint, I'm going to show you
how to stand out, earn trust,and turn your brand into a
competitive advantage thatlasts.
If you're ready to be seen,known, chosen, and become
unmistakable, you're in theright place.
(01:31):
Let's get started.
Welcome to the Grit BlueprintPodcast.
I'm your host, Stephanie Couch,and I'm here today on site at
Rough Creek Ranch in Glenrose,Texas.
And I'm here with Amber Littlefrom Nation's Best.
Welcome to the show.
Thank you for having me.
And we are in this amazing,beautiful ranch.
You have coordinated quite theretreat.
So thank you for inviting me tothe retreat because this was
(01:53):
amazing this week.
What got you excited aboutcreating a women's retreat?
And where did this start?
Because it's the third year,right?
Amber Little (02:02):
It is the third year.
It is.
Well, you know, when I cameinto this particular industry,
um, it's a very male-dominatedindustry.
And I kind of noticed thatthere are a lot of things for
men in terms of fellowship and,you know, things like that.
So, you know, there's huntingtrips and fishing trips and
going to the golf course andgoing to a game or or whatnot.
(02:24):
And women don't traditionallydo those things.
They may get invited, but Ithink they feel uncomfortable.
At least what I've been told isthey feel uncomfortable going
to those things.
So, you know, there's reallynot a lot of opportunities for
them to um maybe build arelationship outside of the
office like that or outside ofthe floor where wherever they're
working.
And so I really wanted to findsomething intentional for them
(02:47):
that was really for them, fortheir lens.
But I wanted it to be superintentional.
You know, these women are, youknow, we expect women to be
everything for everyone.
And so if I was going to takethem out of their everyday,
every everyone for everythingall the time, I wanted to be
very intentional for them.
And so that's why I createdwhat I created.
Stefanie Couch (03:08):
Well, and you started the first year, um, all
of it's been in Texas so far,right?
Yes.
Okay.
But this year you're at thisbeautiful ranch.
We've we've uh been here fortwo and a half days, and there's
about 60 women here, I think.
And you're really seeing themdo activities, and we've had
workshops, and it's reallyamazing, and I know they're all
(03:29):
excited about it.
What do you think the besttakeaway so far from this year
is that you've heard?
I mean, I know you've beentalking to the ladies.
What have they said about it sofar?
Amber Little (03:37):
You know, we always try to do a couple
different things with theretreat.
We do some sort of workshop,um, and then I always bring
somebody from industry in tospeak.
So every year we've kind ofblended those two together.
So this year was all aboutfocusing on our strengths,
right?
And women bring such differentperspectives and strengths to
the workplace.
(03:58):
And so, kind of what I'mhearing from the women this year
is they were really excitedthat we were focusing on
strengths because women justthey're so different.
Yeah.
And so um, I was really excitedto be able to bring that for
them.
And they were just excited tobe able to focus on that.
And they're also excited rightnow that they're out there
competing because they are socompetitive.
(04:19):
They're doing a scavenger huntright now, and um, there's I'm
seeing the points tick up ontheir little leaderboard, and it
it's crazy to me howcompetitive our women are, but
they are yeah.
Stefanie Couch (04:29):
Um, I will literally race anyone on any
game, it doesn't matter.
A recumbent bike, I will try tobeat someone on.
Doesn't even make sense, right?
I love it.
Well, I think it's been a greatweek so far, so I appreciate
you making me be a part of itand letting me be a part of it.
It's been awesome.
When you think about yourcareer, you've done a lot.
You're you're now in a role atNation's Best and you're working
(04:49):
with a team, but how did youget started?
Because I know you've worked ina lot of industries, a lot of
different roles.
You're originally from Kansas.
I am, and you moved to Texasfor a job and you've been here
ever since.
So tell me a little bit aboutyour background and how you got
to where you are now.
Sure.
Amber Little (05:05):
Well, I originally this was not where I intended
to be.
This career was not what Iwanted.
You know, I always wanted to bea pediatrician, you know, from
the time I was little.
And that's where I headed.
I went to Kansas State UmUniversity, um, the Wildcats,
right?
The purple and white.
Um, and I that's what I wantedto do, pre-med.
And then organic chemistrykilled that for me.
So I've heard that a lot overmy life.
(05:26):
It's not for me.
So I decided, you know what,maybe I'll try another medical
field that maybe doesn't have somuch organic chemistry.
So I bounced to nursing andthen dentistry, and I did dental
school for a day.
And I was like, nope, that'snot for me either.
And so I took a summer classthat was industrial
organizational psychology, and Ireally just fell in love with
the business and the psychologypieces together.
(05:47):
And so that's where kind oflife led me.
So I ended up going to get amaster's degree in industrial
organizational psychology.
Such a mouthful.
And most people don't know whatthat is necessarily.
I used to joke that it's theBob and Bob from office space,
but um, you know, obviously I domore than that.
But I love that movie.
But that's kind of where lifeled me.
(06:08):
And I started in a role inTexas.
So that's kind of when I gotout of um grad school, I
actually came to a consultingrole in Waxahatchie.
Okay.
And I learned very quicklywasn't Waxahatchie, it's
Waxahatchie.
So I moved to Waxahatchie umand spent, you know, a year, a
little over a year, working in aconsulting role there.
Um, and then it was aDepartment of Defense contract
(06:29):
that we were working on.
So I was working withsubmariners in the Navy, which
was an interesting experience.
And then I just kind of just asthat door closed, another
opportunity opened.
And I've just kind of been in alittle bit of done a little bit
of everything.
Stefanie Couch (06:43):
Yeah.
Amber Little (06:44):
So, you know, oil and gas and financial services
and hedge fund and medicaldevices, I've just kind of just
bounced around and I've reallyenjoyed being in all these
different industries andlearning just a whole lot.
How'd you end up at Nation'sBest?
You know, I actually umNation's Best had a consultant
working for them that I hadworked for um way back when, um,
(07:06):
Jim Moranis, who I I workedfor, when I was actually
pregnant with my first child.
So I was um five monthspregnant and he was looking for
um somebody to come on and kindof help do HR work.
And it was actually throughconnections that that happened.
I came on and I interviewed,he's like, you know what?
Um I really would like for youto do some consulting with me.
And so we naturally startedworking together and I just
(07:30):
stayed on with him.
And then when I came back fromattorney leave, he's like, hey,
surprise, I'm selling thebusiness.
I'm like, okay, but we're gonnago work for one of our clients,
and I'd like for you to comewith me.
And so that's how I landed itum at Hudson Advisors, which is
Lone Star Funds.
And so I worked for workedthere and we grew that
organization in about 18 monthsby a hundred people.
(07:50):
It was brand new.
Wow.
So we did a lot of work there.
And so I naturally moved onfrom that opportunity, but then
full circle, life brought meback to him.
And um, you know, he hadconnections with Chris Miller at
Nation's Best.
And, you know, uh Chris waslike, I need an HR person.
And Jim's like, let meintroduce you to Amber.
And so that's just how thatkind of happened.
Stefanie Couch (08:11):
That's cool.
It's really fun how life is younever know exactly what's gonna
happen, and you're not surewhere you're gonna end up, but
somehow you always end up, Iguess, where right where you're
supposed to be.
Absolutely.
Tell me about your leadershipstyle because you're leading a
team.
Um, I don't know how how manypeople do you have on your team?
Amber Little (08:30):
I have two HR business partners, I have an HR
operations manager, I have an HRintern, I have an office
manager who's really a plannerbecause he did all of this work.
Stefanie Couch (08:40):
He's amazing, Marcus.
Shout out to Marcus.
Amber Little (08:42):
Yeah, Marcus is amazing.
The only male that got to getinvited on this trip because he
planned the whole thing.
Absolutely.
And they all know they can goto Marcus and he will make
everything amazing for for them.
Um, so so all of thoseindividuals are on my team.
Stefanie Couch (08:55):
Okay.
Well, tell me about yourleadership style.
How do how do you lead?
What do you think is importantas a leader?
What makes a great leader?
Amber Little (09:01):
I'm definitely a servant leader and very
hands-on.
So I am not one that just, hey,I want you to do this, this,
and this, and just hands outdirectives.
I'm in the trenches with them.
So I want to roll up mysleeves, I want to do the work
they're doing, and I want to dothe roles that they're doing,
right?
So I'm in there doing the samework that they are.
I like to brainstorm, I want toput it up on a whiteboard and
(09:22):
you know, let's talk it out, youknow.
So if I'm making a decision, Iwant them to be a part of it.
There's nothing better than awhiteboard.
Oh, I love whiteboards.
Stefanie Couch (09:29):
And lots of colors of the markers.
Yep, absolutely.
Mine is full right now.
Yes, full.
The only bad thing about awhiteboard is you have to erase
it to rewrite on it.
Take lots of pictures.
Yes.
You gotta have those notes.
Well, as you're looking at thefuture of our industry, what do
you think one of the biggestchallenges that we have, just
generally in our industry, um,is that you see with next
(09:50):
generation talent.
And how do you think we solvethat?
Amber Little (09:53):
You know, I think one of the biggest challenges we
have is I guess letting themknow how awesome this industry
is, right?
There are such greatopportunities, but when you tell
somebody, hey, come into thelumber building materials
industry, it's not sexy, right?
And so it's how do we let themknow how great the opportunities
are?
But I think it's just gettingout there and showcasing what
(10:16):
the roles are and how fun theycan be.
Yeah.
And you know, it's going torecruiting fairs, it's talking
it up, it's, you know, invitingthem to come and see what's
happening.
And really, I think going tothe universities and showing
off.
Stefanie Couch (10:46):
Yeah, and tech jobs have become a little less
sexy in the last few years aspeople, you know, hundreds of
thousands of people got laid offfrom these tech jobs the last
year or two.
But with AI, I do think there'sgonna be another wave of that
where jobs that used to be safeor used to be more appealing
become obsolete.
And I believe that our industryis gonna be a harbor for people
(11:07):
that want to work hard, butthey also want a lot of
opportunity in their younger,especially the trades in
general.
I think that's gonna be a hugeplace for the next generation to
thrive.
So hopefully they know that.
And I hope so.
I think that there's a lot ofpeople that are already doing
that.
You know, they call Gen Z umthe tool belt generation.
So hopefully that's true.
Hopefully they can come see us.
(11:28):
I think that it's aninteresting time, though, with
training and development becausewe do have a very large portion
of our business that is older,50, 60-year-old people that have
been in the business, they knowthe business, and they're
retiring soon.
Those new people don't havethat knowledge of 20, 30 years
in the field.
(11:48):
How do you solve that problemof figuring out how to train
those new people to get all thatknowledge from the older
people?
How do you do that in thisswift amount of time that we
have to do that?
Amber Little (12:00):
Definitely a challenge I have not solved.
Um, you know, we're working ona mentorship program right now.
Um, we have not rolled it outbecause we have so many other
things going on.
Yeah.
But I think that's the start,right?
Um, it's really identifying whowants to be to do those roles
first.
And then we have some amazing,you know, leaders in our
organization, those at a bentthat are going to retire at some
(12:20):
point that really want totransfer that knowledge.
They want to share, they wantto train, they really want to
show those people, the nextgeneration, all that they know.
So I think it's really bringingthem in and saying, hey, you
know, it's just tapping them onthe shoulder, hey, I'd love for
you to be a subject matterexpert and work with Joe here or
Susan or whoever it is.
Can you really work with themand share your knowledge?
(12:41):
And you'd be surprised at justasking them, hey, can you spend
some time with them?
Can they do a ride-along withyou or what whatever it is?
They're more than happy to spyou know share that knowledge
with you.
Um, they're amazing.
The people in this industry areamazing.
Stefanie Couch (12:55):
Yeah, it's such a great place to be.
And I think that's one reasonwhy I've obviously been in a
whole whole time that I've beenalive, but I have thought about
doing other things and then youknow, I've been around a lot of
other businesses, and there'sjust something about it that's
infectious because the peopleare so great.
And I think it's really fun toput together something that's
(13:16):
kind of the heart of America.
You're building communities,you're building houses, you're
helping that.
It's a big part of our economy,and it will be, you're always
gonna need housing.
No matter what else changes,that's always gonna be something
that, you know, is needed insome capacity.
And so I love that as a macrothat you're always gonna need.
Absolutely.
Yeah.
(13:37):
Well, you talked a little bitabout your degree, and I love
psychology.
I think it's a huge level upfor people that understand it.
What would you say to someonewho is thinking about getting
into a role and doesn't thinkabout how much it matters what
people say, what people do, whythey're doing it, especially in
like a sales-facing role.
(13:57):
How do you talk to people aboutthat and share what you know
about psychology?
Like, what are some of the bigtips that you give people?
People are starting tounderstand it more and more,
right?
Amber Little (14:07):
You know, I when I worked at SLOR, we trained our
salespeople on psychology.
Um, you know, and once theylearn it and once they
understand that it clicks, yeah,um, they're like, oh, you know,
I can understand what, youknow, the person I'm talking to,
the doctor or whoever I'mtalking to and trying to sell
to, I understand, I canunderstand that they're this
type or this type or this type.
(14:27):
And I I can sell better tothem, I can speak better to
them.
Um, I think once you show themhow powerful it is, yeah, they
get on board super quick.
Um, but you know, I thinkshowing them and showing how
awesome it is, and then spendingtime with them and you know, uh
showing them how you can spendtime with them with learning
from them and speaking to them.
(14:48):
We do a lot of assessments, Ithink, which is really helpful.
You know, we did the theGallup's Clifton Strengths, I
know the then the name haschanged, and I think that is
amazing, you know, and there'spsychology obviously behind
that.
Yeah.
And when people learn how thesethings speak to them and they
can read it and be like, oh mygoodness, that that's me to a T.
Stefanie Couch (15:07):
I wish I could get my customers to all do that.
Right?
Um, because it's soenlightening and it really does
show you what's important tothem and how they make
decisions.
And if you know that, then evenif it's not the same way you
make a decision, you know how tomake it work for them because
it is really about their bestexperience.
How do you reduce friction intheir journey?
It doesn't matter what youlike.
Amber Little (15:28):
I, you know, and I try to try to tell the people
that I work with, trust thetools that you have, right?
You have all of these tools.
You know, we use the predictiveindex, for example, when we're
hiring.
Trust that tool.
Obviously, it's not the onlytool that you have.
You have interviews, otherthings that you're that you're
looking at, but you have thesetools, use them.
There's great psychology behindthem, and it's so important.
(15:48):
Yeah.
So that's kind of the one thingthat we try to preach, I guess,
to that to our everyone we'reworking with.
Stefanie Couch (15:54):
What's always been interesting to me when I
study psychology is we all liketo think we're super logical
human beings.
And we very rarely makedecisions based on pure logic or
even like mostly logic.
Right.
We mostly make them onemotional our gut.
Yes, or some tie back tosomething that we don't even
correlate in our minds.
And I think that's reallyinteresting when you start to
(16:16):
think about that and break thatdown.
I talked a little bit todayabout the power of story and how
we connect with that and weconnect with each other through
those things.
And so a lot of times you'remaking decisions not really
consciously, moresubconsciously, even though you
think it's logical, it's allthose things underneath.
And once you started tounderstand that about people,
it's really powerful.
Amber Little (16:36):
Yeah, it was funny when you were talking about um
the storytelling, it actuallytook me back to Esler again
because when we trained oursalespeople, we trained them to
tell a story.
Yeah.
Stick with the story, tell thestory.
That's how you sell yourproduct.
Stefanie Couch (16:49):
Yeah, I mean, especially in our industry,
there's so many technical specsand products and all those
things.
And you really get bogged downin that, especially if you're
selling to a homeowner or acontractor that just don't care.
Now, the one caveat I will sayis architects do care.
Sure.
They care about the sevenmillion statistics and facts,
(17:11):
but most buyers do not.
And we sell a lot of times, youhear people selling on that,
like, well, it has thesefeatures and benefits.
Let's talk about story andoutcome and watch what happens.
And as a business in general inour industry, I believe we
underplay the value of that ofthat story.
I think if people built brandsthat were around stories more,
they would get a lot morepositive feedback and people
(17:33):
just care more.
They would just watch it more.
Amber Little (17:35):
Absolutely.
Yeah, some of the best brandsout there appeal to your
emotions, right?
Stefanie Couch (17:40):
Absolutely.
If you really want to likenumber one convert, just put a
dog in it.
Absolutely.
Like that is the biggestpsychology psychology trick.
It's just for me, it's goldenretrievers because that's what I
like, and that's what a lot ofcommercials have in it because
they're the all-American dog.
But um, you know, you see dogsin every commercial, yeah, and
there's something to thatbecause you relate to the happy
(18:02):
do.
How can you be mad when you'relooking at a golden retriever?
Even when my golden retrieverdoes something horrible, she's
still so cute.
I'm like, I can't even stay madat you.
So absolutely.
Well, what is exciting to yougoing on right now in your
career, in your future?
What fires you up the most?
So, what are you working onthat's got you lit up?
Amber Little (18:21):
Well, you know, I'm I'm very passionate about
women and leadership.
So, you know, I love working onthings like this at the
retreat.
I'm hoping to continue to beable to do this.
Yeah, working on, you know,leadership development programs
within um Nations Best.
From a personal perspective,um, I'm actually working on a
leadership journal for women.
So I've been, you know, startedout as a journal for myself.
(18:43):
And I'm like, you know what, Iwould really love to share this
with others.
So I'm working on that justfrom a personal perspective.
I just love to work with womenthat, you know, it doesn't they
don't have to be in a formalleadership role, right?
You know, people think, oh,leader, you have to manage
people.
Absolutely not.
There's so you could uh definea leader is in so many different
ways, but you don't have tomanage anyone.
(19:04):
You can be a leader of yourhome, right?
A leader in your community, oryou can lead in an organization.
But that's what I'm reallypassionate about is building
leaders.
Stefanie Couch (19:12):
Okay.
What would you say to25-year-old Amber?
What would your advice be toher if you could go back and
tell her maybe one or two thingsthat you think would really
change her perspective the most?
Amber Little (19:23):
I think I've had some really great mentors um
over my career, but you know, II don't necessarily stay in
contact with them as much as Iprobably should.
And I think that would reallymake a huge difference um in my
career if I would just cling onto them a little more.
Um, but also I think ask morequestions.
As I've gotten older, I'm like,I there's so many, like I said
(19:45):
before, there's so many greatpeople that want to share.
You know, and you know,25-year-old Amber doesn't want
to ask questions.
It's scary.
Yeah.
Right.
And so now I'm like, yes, askthe question.
Um, I don't understand it.
Can you please go back and, youknow, give me some info?
But you know, as 25-year-oldAmber, you're scared to do that,
right?
Stefanie Couch (20:02):
Yeah, what if they judge you for not knowing?
Why don't you know this?
Yeah, it's really hard to knowwhen you're that young that
nobody really knows what they'redoing.
We're all just trying to figureit out every day, and maybe you
know a little bit more aboutcertain things than others do or
whatever, but um, nobody reallyhas it figured out.
And I think that is somethingthat I would tell every person
that I meet, no matter what agethey are, if they don't realize
(20:23):
that is like, hey, even the mostsuccessful people in the world,
they're still trying to figureit out every day because no
one's done all of these thingsthat we're doing.
You've never lived the lifeyou're living before.
You're still learning, alwayslearning.
Yeah, it's a challenge.
Life is a challenge to kind ofsolve, but there's no exact
right path.
Like there's no roadmap forwhat building a business, for
(20:44):
you know, being a leader.
You have to figure out, and Ithink that's why I like Clifton
Strength so much, is becausethat path really is unique to
each person, but you can startto use those tools like that to
say, okay, I lead withinfluencing or I lead with
strategic thinking.
I should be thinking aboutthese things maybe from this
point of view, because it's howI can be most efficient and most
(21:05):
peak performance in my life.
Yeah, it's so powerful.
Yeah.
I love Clifton Shrink becauseit's so specific and it really
is like reading a psychicreading to someone.
It's scary.
If you if you get down to thereport and start to talk to
people, you know, we were atdinner the other night and I was
kind of talking to people I'dnever met before by looking at
their reports and it's kind oflike reading the tea leaves.
(21:26):
But um it's been a game changerin my life and with my team to
see where people should be andwhat to do and um how to talk to
them, how to communicate withthem, and how to challenge them.
If someone is not competitive,giving them a carrot like that,
like a scavenger hunt, if theydon't have any competitive bone
in their body, they're not gonnacare.
But if their competitive ishigh, like they'll do anything
(21:48):
to win.
It doesn't matter if there's aprize or not.
I have competitive as numbersix in mind.
So it's funny to watch how thatlays out in the real world.
Amber Little (21:56):
Absolutely.
And then you put them in a teamwith competitive people and
they're not competitive andthey're getting pushed to be
competitive.
Exactly.
Stefanie Couch (22:01):
They they don't, well, especially if they have
some sort of relationshipbuilding strength where they
want to make everyone happier.
They want to make then thecompetitive person, they're just
trying to make sure they'reokay.
Yeah, it's fun to watch thatand uh from a perspective of the
bystander to see how thatworks.
Yeah, it's been fun.
Yeah, it's been a great week sofar.
Well, I'm excited to have metyou.
(22:23):
Thank you again for invitingme, and I'm really excited to
see what you do next.
Can't wait to see the journal,and when it comes out, you'll
have to send it to me.
I would love to see it.
It's gonna be 52 weeks, yousaid, and a week uh per chapter.
Yes.
All right, and it's gonna befor moms and and women leaders.
Just women in general, justwomen leaders.
Women leaders, and what is thetitle?
(22:43):
Do you know that have a workingtitle?
Um, the inner work ofleadership is what I'm thinking
about so far.
I love it.
Amazing.
Well, thank you for joining meon the Grit Blueprint podcast,
and we will see you on our nextepisode.
Thank you for listening to theGrit Blueprint Podcast.
If this episode helped youthink a little differently about
how to show up, share it withsomeone in your building world
(23:05):
who needs it.
If you're ready to turnvisibility into growth, then
head to gritblueprint.com tolearn more and book a call to
talk to us about your growthstrategy.
Until next time, stayunmistakable.
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