June 23, 2025 • 20 mins
#146 Having a great team begins with great leadership, requiring strategic planning, delegating effectively, and understanding the true value of both on-site and administrative staff.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
At the end of the day , the team is only a reflection
of you, so the best way to havea great team is to have a great.
You Work on yourself, doself-development, take ownership
, accountability, read book, getcoaching, because if you're
right, everything around you canbe right.
Okay, guys, welcome back toanother episode of level up and,
(00:25):
uh, we are back for anothercracking solo episode today.
So, uh, look, this one iscalled build a great team.
One of the things I get askedreally regularly is how do I
manage to get so many thingsdone and the like.
The only answer I had for thatis because of the team that I
have around me.
One really important thing thatI realized pretty early in my
(00:49):
business was I can't doeverything on my own, so I
really just have to make sureeverything is getting done.
My goal all the time is to makesure that I'm surrounding
(01:10):
myself with people that can dothe tasks that I need done, and
the very important part of thatis having a team around you that
you trust, and I see it'shappened so often now, and even
even in my current team.
If any team member um, I guessgives you any doubt at all about
anything that they do.
It can make you very nervous,can give you a little bit of
(01:33):
anxiety and ultimately it won'tgive you the freedom to trust
that they're doing what you wantdone and so you're always going
to have in the back of yourmind, you're always going to be
thinking about are they doing itcorrectly, are they doing what
I've, what I've told them to do,and all those types of things.
And so for me, it's it's it'sreally about, I guess, helping
(01:55):
my team grow into a positionwhere I do trust them to do
everything, and trust only comeslike.
I think trust is something in abusiness that needs to be
proven, like employers need toprove that they can be trusted
and they can complete tasksaccurately, and they can
(02:15):
complete tasks all those typesof things.
So there's so many parts tothis.
It's a really big one actually,because having a great team
isn't just about employingpeople and taking them for a pub
lunch on a Friday or shoutingthem a few beers every now and
then.
Look, that will get you a littlebit of improvement, a little
bit of sort of culture and teambuilding, but ultimately that's
(02:41):
not what's going to get you agreat team.
You need to be like.
I'm a big believer that youhave to lead by example.
There is nothing that I wouldask any of my team members to do
across all of my businessesthat I wouldn't do myself.
That's not to say that I knowhow to do everything.
Um, I believe, as a businessowner, you need to be the one
(03:02):
that's pulling all the stringsand guiding people in the right
direction.
And, as I said before, to havea good team doesn't mean like I
don't need to be doingeverything, I just need to make
sure everything's getting done.
So it's about having a littlebit of an understanding about
everything across the business,and that includes marketing,
accounting, finances, contracts,everything and I'm a big
(03:28):
believer that you shouldn't justtake everyone's word for things
.
You need to have regularmeetings with each member of
your team with the marketingteam, with the accounts team,
with the site teams, all thosetypes of things and oversee
everything to make sure thateverything's on track.
But coming back to how I'vemanaged to get to where I am and
do everything that I do, once Irealised that I couldn't do
(03:53):
everything on my own.
I've been quite strategic aboutwho I bring into the business,
and it's always Everyone that Ibring into the business, like, I
guess, to go back a little bitlike if you're a trader or a
builder we always think that weneed to have people on site.
We think that smashing out morework, like building the team,
(04:16):
getting more tradesmen, gettingmore apprentices is how we grow
our business, and I know from mypersonal experience now that
that's only got a very smallpart to do with it.
To be successful, you actuallyneed to manage the business, and
so I learned the hard way.
I built up a huge carpentrycontract business, had 40 plus
(04:40):
carpenters for a long time and Icould manage all of them on
site across multiple sites.
I could make sure they had thecorrect tools, I could make sure
they were doing the workcorrectly, but it was the
administration side of thebusiness that I really lacked,
and that is what ultimately heldme back from being truly
(05:01):
successful back then.
Um, like, I ended up with anaccountant.
I had a bookkeeper, but theadministration and all the the
behind the scenes management ofthe business was an absolute
shit show and I didn'tunderstand the value of the
people that were off site.
(05:22):
And, like I said, I was in thattrading mindset and I just
thought that employees were onsite.
They're the ones doing the workon site.
But um, so a big turning pointin my business, in my life and
in my wealth has beenunderstanding that the people
off-site are just as importantas the people on site, and
(05:45):
that's across the board.
Like I said, marketing,accounting, finances, everything
.
And so my business reallyexcelled when I realized that
value and I put administrationfirst and in my office full time
, basically just sitting theretaking care of all the
administration, following upclients, dealing with selections
(06:06):
, helping me do all the pricing,and I saw a big turning point
in my business where everythingstarted to get more efficient, I
was less stressed and thingsstarted to run a lot smoother.
But even then, the challenge forme was I didn't, I wasn't
understanding, I was still onlylike, at this point of time,
(06:28):
we're still doing contract workand to me, the like, the income
was still based on me pricingthe site labor, and so that
administration time was alwaysgetting chewed it like that.
That salary was chewing intowhat I was, um, what I, what I
(06:49):
thought I could charge the teamout on site.
But something I've learned andit's something I focus on there,
it's something I do a lot ofcoaching and mentoring, uh, with
people in my other businessesis, to have a successful
business, you've got to have themoney in the business first,
and this is an area where Ibelieve all businesses go wrong.
If you don't understand youroverheads and your running cost,
(07:12):
you are always going tostruggle to grow your business
because the money to pay thegrowth of the business, the
money to pay new staff members,administration staff, to get an
office space, to have a VA, tohave a bookkeeper, is just going
to slowly keep getting suckedout of your site post, and so
(07:36):
it's really, really important tounderstand your overheads and
your running costs and you canactually allow for the offsite
cost, basically before you getthe work, and that's basically
what an overhead is.
An overhead is everythingthat's off-site, and so what's
really excelled the growth of mybusinesses is when we are
(07:57):
planning for growth.
And we did that same exercise.
I've talked about this a lotShay that sits behind the
cameras here and produces allthese podcasts and does their
marketing stuff.
We did the exact same exercisewhen we made the decision to put
Shay on.
We reviewed our overheads andat the time we put a small
(08:18):
amount of what Shay was going tocost into our overheads that I
took a small pay cut to top upthe rest of it.
And then, as our businessprogressed and that role gets
filled, we kept adjusting ouroverheads to make sure that
Shea's salary was covered, andso you can do that with
everybody in your business.
So if you figure out you need anadministration person or a
(08:42):
bookkeeper or a VA, you put thatinto your overhead costs and
when you price the next job it'sbuilt into the cost.
And this is a really successfulway to grow a business because
you can confidently make hires,you can confidently go and lease
office space and know that thebusiness has the funds coming in
(09:05):
to cover that overhead.
It's not quite as simple asthat.
There's far more to it, butthat's the basics of it.
So you want the money in thebusiness before you make the
hire and to me that is how youcreate a good team and that is
how you take the stress awayfrom it.
So I guess, to give you anoverview of where I'm at now and
(09:26):
what I've done over the last 10years is when, once I realized
that it, it just freed me up.
So my, my goal as a business, asa business owner of multiple
businesses now is, like I said,I don't have to do everything, I
just need to make sureeverything gets done.
So I have strategically placedpeople in all my businesses to
(09:47):
allow me to oversee everything.
So with my building business,we've grown, we've adapted our
overheads.
We now have a constructionmanager full-time, we have a
full-time project manager and wealso have my wife full-time in
the office, which her title is aproject manager as well, and we
also have a full time accountsand contracts manager as well.
(10:11):
So having those people in thosebasis, um, it allows our
business, to our buildingbusiness, to run very
efficiently.
It allows us to run our jobsquite tight schedules.
It allows our jobs to be veryprofitable because there is a
strategic person managing everypart of the business.
(10:33):
And then, obviously, when youget to the site side of things,
we've got lead carpenters acrossour building business.
So every, each one of ourprojects all has a lead
carpenter on that site.
And then those lead carpentershave carpenters and apprentices
and laborers working underneaththem and everybody knows their
roles and responsibilities andeveryone communicates to each
(10:55):
other.
In my other businesses, like oursoftware business, my, my wife
also runs that business.
She's just as busy as I am, um,but we have other staff of va
in that business and that allowsmy wife to be able to do
multiple roles and do multiplethings.
The um uh libel, I feel, isexactly the same.
(11:15):
Like amelia and I have set thatup to have team members that
know their role and look afterbusiness and Amelia and I can be
the face of that business.
We can drive development, wecan drive growth and we can
really focus on making sure thatbusiness is hitting targets.
So that includes having businessplan for the team.
Like so many people put abusiness plan together and it's
(11:38):
just all about turnover and howmany jobs they want to do and um
, those type of things.
But they don't necessarily do abusiness plan and plan for the
staff they need, and it's a huge, huge part of being successful
in business.
You can't just plan forturnover, plan for making profit
and plan how many jobs you wantto be doing.
(11:59):
You need to plan at what, likewhat's going to be the drivers
for you to hire the next person,what's going to be the driver
for you to put on a manager tomanage a certain part of the
business.
So all these little things allhelp you get freedom and
ultimately, if you're a businessowner, that's what you're doing
it for.
You want freedom in life.
(12:20):
You want to be able to have abusiness that allows you to to
do other things in your lifelike I can't be, um looking
around for developments andlooking around for other
business opportunities andworking through da's for
developments and working withjoint ventures if I'm just head
down, thumb up day to day,flunging my ass out on the tools
(12:43):
and trying to run a buildingbusiness.
It doesn't work like that andit never ever will.
Um, so look, that's to me.
That is what like build a greatteam means.
It means sit down and have astrategic plan, um, work out
what you want your turnover tobe, work out what you want your
growth to be, how many jobs andall those types of things.
And but lay out, like numberone, lay out the team.
(13:07):
Figure out how many teammembers you need on each project
.
Figure out how much supervisionthose team members are going to
need, who those who thosesupervisors are going to be.
Like you might be, you mighthave a team currently that you
could be working towards, one ofyour apprentices becoming a
team leader and one of yourcurrent control tradesmen
(13:31):
becoming a manager or a teamleader.
So this is all and whatgenerally happens when you start
to work on these plans andgrowth of a business.
You can start to have theseconversations with your current
team and figure out are theyteam members that do want to
work their way up the chain andhave higher roles in your
(13:52):
business, or do you need tostart putting the feelers out?
So one area where my businessesall my businesses have been
incredibly successful over thelast couple of years is I'm
always listening.
If an opportunity, if someonerings me up and says, hey, a
mate of mine or a friend of mine, they're this, this, this,
they're looking for a job, Ilisten, I take it all in and 9
(14:16):
to 10, I'll say, look, give themmy, my details, get them to
send their resume through and wemight have a meeting.
And I can honestly sit here andsay that in my building
business and in live life buildin the last three months, I've
been able to lean on thoseconversations and those
decisions, go back, look atthose resumes, contact those
people and call them into mybusiness, which has allowed my
(14:39):
businesses to go to the nextlevel.
I wouldn't have been able totake my businesses to the level
that I have now so quickly, if Ididn't, if I wasn't aware that
those people were floatingaround in the universe and
possibly looking for a change indirection or a change in job,
if I was just dismissing thoseconversations because I thought
(14:59):
I was too busy and I didn't havetime to meet people, I didn't
have time to read a resume.
So never, ever, dismiss someonecontacting you for a job.
You may not have the role forthem right at this point in time
, but my advice is always have aconversation with them, talk to
them.
I call it planting seeds.
You hear me talk about it allthe time.
Plant a seed, let them knowyour growth strategy.
(15:21):
And look, you never know.
One thing that I've learned inbusiness is, if you wait enough
to the perfect time, well, thereis no perfect timing.
If you say to someone, look, Ican't do it right now, I need to
do this, I need to get a, Ineed to get more work, I need to
get more jobs, I need to getmore money, those people will be
(15:42):
long gone.
But if you change yourconversation to say, oh look, um
, I'm actually planning onputting on a construction
manager, um, it's, it's part ofour growth plans for the next 12
months or two years.
Um, we've actually got a lot ofwork in the pipeline.
Like I'm pretty confident I'mgoing to be able to employ that
person in two months, threemonths, six months time.
(16:03):
And I've had plenty of thoseconversations where the person
said, oh, look well, look, Ireally love your business, I
love everything you talk about.
Is there a job?
Like, would you have a role forme now?
Like, maybe as a lead carver ora carver, and then we can work
our way up to that.
You can see how I go over thenext six months and, yeah, maybe
(16:25):
I can work my way into thatposition.
I'm like, yeah, look, if that'sa possibility, then yeah, let's
sit down and have a furtherconversation about it.
So, yeah, one bit of advicethere is don't be quick to
dismiss when opportunities getput in front of you, because,
look, I'm a wiggly person.
I believe in the universethrows things at you for all
sorts of reasons.
So if the universe is throwingthose possibilities at you, then
(16:50):
take advantage of them.
Always dig deeper, find outmore information and go from
there.
But look, number one rule isyou cannot run a business on
your own, and to be able to runa successful business, you need
to have a great team and at theend of the day, the team is only
a reflection of you.
So the best way to have a greatteam is to have a great.
(17:14):
You Work on yourself, doself-development, take ownership
, accountability.
Read Bob Skepp coaching,because if you're right,
everything around you can beright.
Speaker 2 (17:24):
Are you ready to build smarter, live better and
enjoy life?
Then head over tolivelikebuildcom.
Forward, slash, elevate to getstarted.
Everything discussed during theLevel Up podcast with me Dwayne
(17:48):
Pearce, is based solely on myown personal experiences and
those experiences of my guests.
The information, opinions andrecommendations presented in
this podcast are for generalinformation only, and any
reliance on the informationprovided in this podcast is done
at your own risk.
We recommend that you obtainyour own professional advice in
respect to the topics discussedduring this podcast.
At the end of the day , the team is only a reflection
of you, so the best way to havea great team is to have a great.
You Work on yourself, doself-development, take ownership
, accountability, read book, getcoaching, because if you're
right, everything around you canbe right.
Okay, guys, welcome back toanother episode of level up and,
(00:25):
uh, we are back for anothercracking solo episode today.
So, uh, look, this one iscalled build a great team.
One of the things I get askedreally regularly is how do I
manage to get so many thingsdone and the like.
The only answer I had for thatis because of the team that I
have around me.
One really important thing thatI realized pretty early in my
(00:49):
business was I can't doeverything on my own, so I
really just have to make sureeverything is getting done.
My goal all the time is to makesure that I'm surrounding
(01:10):
myself with people that can dothe tasks that I need done, and
the very important part of thatis having a team around you that
you trust, and I see it'shappened so often now, and even
even in my current team.
If any team member um, I guessgives you any doubt at all about
anything that they do.
It can make you very nervous,can give you a little bit of
(01:33):
anxiety and ultimately it won'tgive you the freedom to trust
that they're doing what you wantdone and so you're always going
to have in the back of yourmind, you're always going to be
thinking about are they doing itcorrectly, are they doing what
I've, what I've told them to do,and all those types of things.
And so for me, it's it's it'sreally about, I guess, helping
(01:55):
my team grow into a positionwhere I do trust them to do
everything, and trust only comeslike.
I think trust is something in abusiness that needs to be
proven, like employers need toprove that they can be trusted
and they can complete tasksaccurately, and they can
(02:15):
complete tasks all those typesof things.
So there's so many parts tothis.
It's a really big one actually,because having a great team
isn't just about employingpeople and taking them for a pub
lunch on a Friday or shoutingthem a few beers every now and
then.
Look, that will get you a littlebit of improvement, a little
bit of sort of culture and teambuilding, but ultimately that's
(02:41):
not what's going to get you agreat team.
You need to be like.
I'm a big believer that youhave to lead by example.
There is nothing that I wouldask any of my team members to do
across all of my businessesthat I wouldn't do myself.
That's not to say that I knowhow to do everything.
Um, I believe, as a businessowner, you need to be the one
(03:02):
that's pulling all the stringsand guiding people in the right
direction.
And, as I said before, to havea good team doesn't mean like I
don't need to be doingeverything, I just need to make
sure everything's getting done.
So it's about having a littlebit of an understanding about
everything across the business,and that includes marketing,
accounting, finances, contracts,everything and I'm a big
(03:28):
believer that you shouldn't justtake everyone's word for things
.
You need to have regularmeetings with each member of
your team with the marketingteam, with the accounts team,
with the site teams, all thosetypes of things and oversee
everything to make sure thateverything's on track.
But coming back to how I'vemanaged to get to where I am and
do everything that I do, once Irealised that I couldn't do
(03:53):
everything on my own.
I've been quite strategic aboutwho I bring into the business,
and it's always Everyone that Ibring into the business, like, I
guess, to go back a little bitlike if you're a trader or a
builder we always think that weneed to have people on site.
We think that smashing out morework, like building the team,
(04:16):
getting more tradesmen, gettingmore apprentices is how we grow
our business, and I know from mypersonal experience now that
that's only got a very smallpart to do with it.
To be successful, you actuallyneed to manage the business, and
so I learned the hard way.
I built up a huge carpentrycontract business, had 40 plus
(04:40):
carpenters for a long time and Icould manage all of them on
site across multiple sites.
I could make sure they had thecorrect tools, I could make sure
they were doing the workcorrectly, but it was the
administration side of thebusiness that I really lacked,
and that is what ultimately heldme back from being truly
(05:01):
successful back then.
Um, like, I ended up with anaccountant.
I had a bookkeeper, but theadministration and all the the
behind the scenes management ofthe business was an absolute
shit show and I didn'tunderstand the value of the
people that were off site.
(05:22):
And, like I said, I was in thattrading mindset and I just
thought that employees were onsite.
They're the ones doing the workon site.
But um, so a big turning pointin my business, in my life and
in my wealth has beenunderstanding that the people
off-site are just as importantas the people on site, and
(05:45):
that's across the board.
Like I said, marketing,accounting, finances, everything
.
And so my business reallyexcelled when I realized that
value and I put administrationfirst and in my office full time
, basically just sitting theretaking care of all the
administration, following upclients, dealing with selections
(06:06):
, helping me do all the pricing,and I saw a big turning point
in my business where everythingstarted to get more efficient, I
was less stressed and thingsstarted to run a lot smoother.
But even then, the challenge forme was I didn't, I wasn't
understanding, I was still onlylike, at this point of time,
(06:28):
we're still doing contract workand to me, the like, the income
was still based on me pricingthe site labor, and so that
administration time was alwaysgetting chewed it like that.
That salary was chewing intowhat I was, um, what I, what I
(06:49):
thought I could charge the teamout on site.
But something I've learned andit's something I focus on there,
it's something I do a lot ofcoaching and mentoring, uh, with
people in my other businessesis, to have a successful
business, you've got to have themoney in the business first,
and this is an area where Ibelieve all businesses go wrong.
If you don't understand youroverheads and your running cost,
(07:12):
you are always going tostruggle to grow your business
because the money to pay thegrowth of the business, the
money to pay new staff members,administration staff, to get an
office space, to have a VA, tohave a bookkeeper, is just going
to slowly keep getting suckedout of your site post, and so
(07:36):
it's really, really important tounderstand your overheads and
your running costs and you canactually allow for the offsite
cost, basically before you getthe work, and that's basically
what an overhead is.
An overhead is everythingthat's off-site, and so what's
really excelled the growth of mybusinesses is when we are
(07:57):
planning for growth.
And we did that same exercise.
I've talked about this a lotShay that sits behind the
cameras here and produces allthese podcasts and does their
marketing stuff.
We did the exact same exercisewhen we made the decision to put
Shay on.
We reviewed our overheads andat the time we put a small
(08:18):
amount of what Shay was going tocost into our overheads that I
took a small pay cut to top upthe rest of it.
And then, as our businessprogressed and that role gets
filled, we kept adjusting ouroverheads to make sure that
Shea's salary was covered, andso you can do that with
everybody in your business.
So if you figure out you need anadministration person or a
(08:42):
bookkeeper or a VA, you put thatinto your overhead costs and
when you price the next job it'sbuilt into the cost.
And this is a really successfulway to grow a business because
you can confidently make hires,you can confidently go and lease
office space and know that thebusiness has the funds coming in
(09:05):
to cover that overhead.
It's not quite as simple asthat.
There's far more to it, butthat's the basics of it.
So you want the money in thebusiness before you make the
hire and to me that is how youcreate a good team and that is
how you take the stress awayfrom it.
So I guess, to give you anoverview of where I'm at now and
(09:26):
what I've done over the last 10years is when, once I realized
that it, it just freed me up.
So my, my goal as a business, asa business owner of multiple
businesses now is, like I said,I don't have to do everything, I
just need to make sureeverything gets done.
So I have strategically placedpeople in all my businesses to
(09:47):
allow me to oversee everything.
So with my building business,we've grown, we've adapted our
overheads.
We now have a constructionmanager full-time, we have a
full-time project manager and wealso have my wife full-time in
the office, which her title is aproject manager as well, and we
also have a full time accountsand contracts manager as well.
(10:11):
So having those people in thosebasis, um, it allows our
business, to our buildingbusiness, to run very
efficiently.
It allows us to run our jobsquite tight schedules.
It allows our jobs to be veryprofitable because there is a
strategic person managing everypart of the business.
(10:33):
And then, obviously, when youget to the site side of things,
we've got lead carpenters acrossour building business.
So every, each one of ourprojects all has a lead
carpenter on that site.
And then those lead carpentershave carpenters and apprentices
and laborers working underneaththem and everybody knows their
roles and responsibilities andeveryone communicates to each
(10:55):
other.
In my other businesses, like oursoftware business, my, my wife
also runs that business.
She's just as busy as I am, um,but we have other staff of va
in that business and that allowsmy wife to be able to do
multiple roles and do multiplethings.
The um uh libel, I feel, isexactly the same.
(11:15):
Like amelia and I have set thatup to have team members that
know their role and look afterbusiness and Amelia and I can be
the face of that business.
We can drive development, wecan drive growth and we can
really focus on making sure thatbusiness is hitting targets.
So that includes having businessplan for the team.
Like so many people put abusiness plan together and it's
(11:38):
just all about turnover and howmany jobs they want to do and um
, those type of things.
But they don't necessarily do abusiness plan and plan for the
staff they need, and it's a huge, huge part of being successful
in business.
You can't just plan forturnover, plan for making profit
and plan how many jobs you wantto be doing.
(11:59):
You need to plan at what, likewhat's going to be the drivers
for you to hire the next person,what's going to be the driver
for you to put on a manager tomanage a certain part of the
business.
So all these little things allhelp you get freedom and
ultimately, if you're a businessowner, that's what you're doing
it for.
You want freedom in life.
(12:20):
You want to be able to have abusiness that allows you to to
do other things in your lifelike I can't be, um looking
around for developments andlooking around for other
business opportunities andworking through da's for
developments and working withjoint ventures if I'm just head
down, thumb up day to day,flunging my ass out on the tools
(12:43):
and trying to run a buildingbusiness.
It doesn't work like that andit never ever will.
Um, so look, that's to me.
That is what like build a greatteam means.
It means sit down and have astrategic plan, um, work out
what you want your turnover tobe, work out what you want your
growth to be, how many jobs andall those types of things.
And but lay out, like numberone, lay out the team.
(13:07):
Figure out how many teammembers you need on each project
.
Figure out how much supervisionthose team members are going to
need, who those who thosesupervisors are going to be.
Like you might be, you mighthave a team currently that you
could be working towards, one ofyour apprentices becoming a
team leader and one of yourcurrent control tradesmen
(13:31):
becoming a manager or a teamleader.
So this is all and whatgenerally happens when you start
to work on these plans andgrowth of a business.
You can start to have theseconversations with your current
team and figure out are theyteam members that do want to
work their way up the chain andhave higher roles in your
(13:52):
business, or do you need tostart putting the feelers out?
So one area where my businessesall my businesses have been
incredibly successful over thelast couple of years is I'm
always listening.
If an opportunity, if someonerings me up and says, hey, a
mate of mine or a friend of mine, they're this, this, this,
they're looking for a job, Ilisten, I take it all in and 9
(14:16):
to 10, I'll say, look, give themmy, my details, get them to
send their resume through and wemight have a meeting.
And I can honestly sit here andsay that in my building
business and in live life buildin the last three months, I've
been able to lean on thoseconversations and those
decisions, go back, look atthose resumes, contact those
people and call them into mybusiness, which has allowed my
(14:39):
businesses to go to the nextlevel.
I wouldn't have been able totake my businesses to the level
that I have now so quickly, if Ididn't, if I wasn't aware that
those people were floatingaround in the universe and
possibly looking for a change indirection or a change in job,
if I was just dismissing thoseconversations because I thought
(14:59):
I was too busy and I didn't havetime to meet people, I didn't
have time to read a resume.
So never, ever, dismiss someonecontacting you for a job.
You may not have the role forthem right at this point in time
, but my advice is always have aconversation with them, talk to
them.
I call it planting seeds.
You hear me talk about it allthe time.
Plant a seed, let them knowyour growth strategy.
(15:21):
And look, you never know.
One thing that I've learned inbusiness is, if you wait enough
to the perfect time, well, thereis no perfect timing.
If you say to someone, look, Ican't do it right now, I need to
do this, I need to get a, Ineed to get more work, I need to
get more jobs, I need to getmore money, those people will be
(15:42):
long gone.
But if you change yourconversation to say, oh look, um
, I'm actually planning onputting on a construction
manager, um, it's, it's part ofour growth plans for the next 12
months or two years.
Um, we've actually got a lot ofwork in the pipeline.
Like I'm pretty confident I'mgoing to be able to employ that
person in two months, threemonths, six months time.
(16:03):
And I've had plenty of thoseconversations where the person
said, oh, look well, look, Ireally love your business, I
love everything you talk about.
Is there a job?
Like, would you have a role forme now?
Like, maybe as a lead carver ora carver, and then we can work
our way up to that.
You can see how I go over thenext six months and, yeah, maybe
(16:25):
I can work my way into thatposition.
I'm like, yeah, look, if that'sa possibility, then yeah, let's
sit down and have a furtherconversation about it.
So, yeah, one bit of advicethere is don't be quick to
dismiss when opportunities getput in front of you, because,
look, I'm a wiggly person.
I believe in the universethrows things at you for all
sorts of reasons.
So if the universe is throwingthose possibilities at you, then
(16:50):
take advantage of them.
Always dig deeper, find outmore information and go from
there.
But look, number one rule isyou cannot run a business on
your own, and to be able to runa successful business, you need
to have a great team and at theend of the day, the team is only
a reflection of you.
So the best way to have a greatteam is to have a great.
(17:14):
You Work on yourself, doself-development, take ownership
, accountability.
Read Bob Skepp coaching,because if you're right,
everything around you can beright.
Speaker 2 (17:24):
Are you ready to build smarter, live better and
enjoy life?
Then head over tolivelikebuildcom.
Forward, slash, elevate to getstarted.
Everything discussed during theLevel Up podcast with me Dwayne
(17:48):
Pearce, is based solely on myown personal experiences and
those experiences of my guests.
The information, opinions andrecommendations presented in
this podcast are for generalinformation only, and any
reliance on the informationprovided in this podcast is done
at your own risk.
We recommend that you obtainyour own professional advice in
respect to the topics discussedduring this podcast.
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