Pivoting Your Home Services Business From Old School To New School Approaches - Jerry Isenhour - The Trust Tipping Point Marketing Podcast

Episode Transcript
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Intro (00:01):
Marketing in the home services industry has changed so
much over the past few decades.
Now an even more rapid pacethese last few years almost to a
point it's impossible to keep upwith what's trending. Have you
ever felt like marketing intoday's economy is like flushing
money down the toilet? That'swhere we come in and help honest
Home Services companies justlike yours. learn and understand
some of the most effectivemarketing strategies today.

(00:22):
strategies used by some of thetop home service companies
around the world. My name isJavier Lozano Jr. and welcome to
the trust tipping pointMarketing Podcast.

Javier Lozano, Jr. (00:35):
Hey, everybody,

Unknown (00:36):
this is Javier again with the trust tipping point
Marketing Podcast. I've got anawesome guest here. His name is
Jerry Eisen, our he's the CEO ofCVC success group. How you
doing, Jerry?

Jerry Isenhour (00:48):
Man? I am on top of the world today. It is so
good to be here with you. Hey,it's a little bit clouded day,
but we'll make the sunshine.
How's that?

I love it. I love it. And so you come from us
from what part of the countryagain,

I'm located in Concord, North Carolina, which
is right outside of Charlotte,North Carolina. I'm about 30
minutes from the Charlotteairport.

Nice. I love it. I haven't been in North
Carolina before I grew up in thesouth. So I love me some some
country cooking and some sweettea because you can't get that
out here in Colorado. Yeah. Youprobably have some great, great
sunshine, great ocean stuff overthere as well, too. So yeah, I
mean, it's it's amazing. Yeah,

we're located about three hours for three to
three and a half hours from theocean. Okay, the beach. And then
mountains is like two hours, wecan be in the mountains from
right here.

That's awesome. Right on. So Jerry, you
know, tell us a little bit moreabout your background. And just
give us a little bio about, youknow, what you've done. And then
we're going to kind of dive inand let our listeners kind of
learn a bit more about how youcan basically kind of give them
some tips and help them onimproving their home service
type business.

You got a brother. So here's kind of the
story for years and years, upuntil about 40 years ago,
because I am in my latter 60s, Iwas working as an I was
employed, and in a printingcompany. And I was just never a
person that was really intendedto be employed by anyone. I
would class myself as a hardperson to supervise and a hard

(02:17):
person to manage. At the sametime, I was very good at what I
did. I was an offset Pressmanwas actually the job
description. So one night, I wasfrog guy in the shop brought in
a mother earth news. And thenthat mother news was an ad from
a company called Aug West. Andit said, become a chimney sweep.

(02:38):
So I looked at this and thoughtabout this like, hmm, that
sounds interesting. I've alwayshad small businesses on the
side. So you know, I set forsome information hard about it.
I ordered my equipment, and wentinto the chimney sweep business
here in Concord. And withinabout six months, I actually
decided, hey, you know, I likethis, I need to be self

(03:00):
employed. So I turned in myresignation, said, Hey, I'm
done. And I'm gonna start doingthis. Well, after we did that,
we also we had a chimney servicebusiness. We had a retail store
selling first fireplace goods,then we transitioned and brought
in outdoor living, gray grills,outdoor fire pits, furniture,

(03:21):
all those kinds of things. Andwe were operating very
successfully up till the year2010. Well, I don't know if
you're aware of this or not. Butin around 2007 2008, nine, this
country went through arecession, many of the banks
decided that they needed to callin people's loans and get the
money back into the bank. So wewere doing really good. But at

(03:44):
the same time, all of a sudden,one day, the bank sent me a note
and said, Hey, we want all ourmoney back. I got all these
letters. And they gave me fivedays to come up with a bigger a
$1.3 million. Oh, it was verydifficult to even get an
appointment with the banker infive days. So what happened is

(04:06):
we went through this and therewas no stopping the bank. The
bank was going to come out. Theyweren't going to shut us down.
They called our my loans throughthat bank, and which meant we
lost one of our homes. We lostour commercial building. We had
to shut completely ma'am. My Ihad developed a manufacturing
business called RBD, which stoodfor Alan's by design. And I was

(04:31):
sold that to my wife since wehave a Premarital Agreement, we
can operate as individuals inNorth Carolina. So in 2010, I
had to declare personalbankruptcy and it's like the
world is over Brother, you know,I can't find a job. What am I
going to do? So anyway, in 2010,an organization that I had been

(04:51):
present in the past which wasthe national chimney sweep guild
was having their convention inHartford, Connecticut, and they
invited me and they'd said areyou coming, I said beyond, I
really just don't want to gothrough that. Not after that.
And they actually tricked me.
They told my wife that we have aspecial award for him. And we
really need him to come. So mywife sent me this fake story

(05:12):
about why I needed to be there.
So I went. So that night, I wasawarded a Lifetime Achievement
Award for the National chimneysweep Guild, only the second
time I've ever been awardedsince the inception of the
association. And a real goodfriend of mine the next day, he
said, You know, he told me, so Iwant to have breakfast with you

(05:32):
in the morning. And I said,Okay, so we met him for
breakfast. His name's johnMeredith. And as we sat john
sets on, he said, Jay, theseguys need you. They really need
you, you've been a leader in theindustry for so many years, and
you got so much to offer, youneed to become a coach. And as
like, say what he said, You needto become a coach. So as I left

(05:57):
that was on Harper. And as wedrove back to the Boston Airport
to fly home, all at once itstarted coming, hey, I've got a
new opportunity in life, we canturn this around. So we start I
started my coaching business andwith no clients to begin with,
slowly built the client base up.
And since that time, we built avery, I will call it very

(06:18):
successful coaching traininggroup. We work with blue collar
business owners, and so peopleunderstand what blue collar
business owners are, those arepeople that work with their
hands, we specialize with homeservice contractors, and
actually our leading niche ischimney sweeps and chimney
service and hearth, hearthretailers. We also work with the

(06:40):
home inspector industry, we do alot of training we have we do
live training, we do live streaminstructor led over the
internet. And we also have anextremely robust online recorded
platform with about 760 coursesthat people can access online.
So we keep growing, we've gotabout seven people in the

(07:01):
company that do all this now. Sothey're located all across the
country. So we've got virtualpeople that work in this to do a
lot of the back office stuff. Soit's been a tremendous
transition. And so we just keepmoving forward.

Man, that is an amazing story. And you're
giving me so many differentthings I want to dive into, you
know, like, that's great,

right? One of the things that I did after this
happened, part of what you'regoing through when you face this
monumental challenge in life, isyou've got to come to deal with
it. And one of the realizationswas this bankruptcy, even though
at first I blamed the banks, itreally wasn't the bank's fault.
It was my fault. Because I neverwhat I did was in those days,

(07:49):
bank funding was very common forbusiness owners, and Mo, and all
of a sudden, and when they whenthey enacted the Dodd Frank
bill, all of a sudden, you couldnot borrow money on an idea or
concept, it was only able toborrow money on the cash flow to
support it. So one of the thingsI did to get through that, I
don't know if you'd see thisbook properly. This is a book

(08:11):
that I offered into that that Iauthored in 2016. And it's
called the chaos to reinvention.
And this tells the story, I'lltake you through my childhood,
I'll take you through what itwas like, then I take you
through what I call the magicmoments in life, the experience
I just told you and how I canhow I came back from that. So
writing that book was somethingthat I wrote never to get people

(08:32):
to feel sorry for me. Rather, Iwrote it from the aspect of
learn from the errors that I'vecommitted, and enables me to
help others a day. But it wasalso a tremendous thing of being
able to put my words down inwriting so people could
understand, you know, it wouldhelp other people. But it was
also a great, a great, great wayfor me to move passes where I

(08:54):
can talk about chaos in life,and I don't get emotional about
it, because that was a problem,then you got to be able to face
the chaos.

Yeah, no, I can totally relate with what
you're saying there because Iactually started a business in
2008. And that was at the heightof the recession. So my business
opened in August 2008. And thenthe recession was quote unquote,
official in September 2008. AndI just prior to that, a few
months prior, I had actuallysigned a five year lease with a

(09:26):
personal guarantee to a retail,you know, anchor store location
to start a martial arts andpersonal training studio. I
think I would have had I gone ona business, I would have owed, I
don't know like close to$300,000 this is before the age
of 30. And it was and then as inas your business, you basically

(09:46):
you know focused with HomeServices so your clientele base
with like residential homes, andthose homes are foreclosing so
they don't have any money. Andso my business focused on those
same that types of people to gettheir kids involved in martial
arts to get them involved in PRSome training or whatever it is,
well, those people wereforeclosing on homes. And, and
it was scary. And I can onlyimagine how it felt going

(10:09):
through that chaos. Um, goahead.

You know, see, that's all thing today, if we
are recording this in the latterpart of February, and in the
latter part of February, oneyear ago, do you realize that
none of us really realize whatwas getting ready to happen with
COVID. And the pandemic? Yes, Ican remember when the reality of

(10:33):
COVID hit us last year, we wereactually in New Orleans,
Louisiana at a trade show in themiddle of March. And all of a
sudden, this hit big to thepoint ob, we were concerned if
we were going to have a flightto be able to go back on were
they going to stop flying,because all of a sudden, the
pandemic hit. And that's what wesaw in business last year was

(10:56):
utter chaos. And then so this iskind of what we've been going
through in this country ischaos. And now we're having to
reinvent ourselves to go afterthe business of the day. What my
friend Randy Penny, because thenew next, which a lot of people
call the new normal and the waywe do business today, which is
totally different than it wasone short year ago.

Yeah, no, I can't agree with you more about
that, too. Because, you know,it's interesting is is our
industry, you know, we're in thedigital marketing space. And
prior to COVID, not that no one,you know, respected digital
marketing. But some people werekind of like, do I really need
it, I could go to a trade shows,I got this, this is what gets me
leads, you know, I don't need tohave a good solid website, I
don't need to be running ads onFacebook, I don't need to be

(11:41):
doing ads on Google. And thenall of a sudden, COVID hits, and
then it just wipes outeverything they're accustomed to
doing. You know, the industrythat I was in prior to taking
over this job. I was incommercial HVC refrigeration,
our primary business was retailstores. And guess what got shut
down. All the retail stores, oneof our biggest customers was JC

(12:01):
Penney. And guess what, youknow, they basically fell from
chapter 11. And so that put ahumungous hole in our business
at at that company where I wasat for about a year and a half.
And so what I'm getting to is,is that they depended on and
everyone else in the industrydepended on getting their leads

(12:21):
in their business, through tradeshows, through these networking
type of events, and that sort ofstuff. And also they got wiped
out. And some companies didn'tfigure out on how to pivot
quickly, some companies didn'tactually say, Hey, you know,
what we need to diversify andhow we acquire our customers.
And so, you know, in 2020, forour company, anchor wave, they

(12:43):
helped a lot of localbusinesses, like kind of what
you're doing, pivot and make atransition and say, Hey, this is
how and the best way to gettingyour business in front of your
ideal customer is throughdigital marketing, internet
marketing. And it's it's thesedifferent types of things. And
we helped a lot of companies dothat. And so that's, I mean,
you're basically saying the samething too, in the sense that we

(13:04):
got to see what's going onaround us. Like, I know, there's
a new next, but we need to seewhat's going on around us and
then leverage opportunity tosay, Hey, we're not going to
make this thing. hold us back.

What? Well, you know, one example is master
question. Have you ever heard ofa company by the name of Sears
Roebuck?

Yes.

Okay. Have you ever heard of a company called
Amazon? Yes, sir. Okay, so let'stake it. And if you look at it,
if Sears Roebuck had had theireyes open, if Sears Roebuck
would have understood whatneeded to be done, Sears would
be Amazon today. But they willhidden. And when you look at
Amazon, you've got a companythat only started in the 90s out

(13:46):
of a guy's garage selling booksthat now is one of the richest
men in the world. And when youlook at it, how many of our
homes are turning into loadingdocks overnight with the
products that come in today?
buying it online, and it's theshift in the consumer and being
able to anticipate and makethose moves?

Yeah, no, I definitely agree. I mean, I was
listening to a little video, Idon't know where with this guy
named Gary Vaynerchuk. I'm notsure if you're familiar with
him. And so Gary was, wasbasically saying he's like,
Amazon wasn't as big as likeWhole Foods 10 years ago, like
Whole Foods was, you know, thisbig movement and all this stuff.

(14:28):
And then all of a sudden,overnight, Amazon just acquires
Whole Foods and we're like, whatthe heck just happened? And so
the thing is, is that, you know,what he what he was trying to
say is that is that Amazonforesaw the future of where it
was going, and essentially said,Okay, this is where it's moving
towards. This is what's trendingand we're going to put all we're

(14:50):
gonna double down on thisdirection of this you know,
whole like shipping to ourconsumers quickly and all this
other stuff, creating like primeand and expanding Just not just
from books, but expand intoother products and services and
stuff. And I mean, I mean, Iremember whenever I was running
my business, I was ordering abunch of stuff from Amazon,
because I didn't have time to goto the store. So I would just

(15:11):
order stuff and ship it to mycompany. And it was just great.
Because my great bread, I boughta printer on Amazon, it got
shipped to me at the time, mywife was like, you buy all your
stuff on Amazon, because I thinkwe were dating at the time. And
I was like, Yeah, I don't go tothe store. And that was at the,
at the beginning of Amazon kindof introducing the whole prime
concept and all this like twoday delivery. And now it's like,

(15:32):
that's the expectation.

You know, and that's what you've got to do
when you look at it, you know,and it's like Amazon and what
you just talked about with WholeFoods, you take a company like
that, and they see a successfulbusiness model, they're going to
absorb it, they're going to buyit, when you look at it. It's
amazing how many vehicles,trucks vans that Amazon now has
in its fleet. And you look atit, what they did was they use

(15:59):
ups, they use FedEx until theybuild it to this point. And then
they develop their own. It's thesame thing with YouTube. YouTube
was bought by Google, if youlook at it, YouTube and Google,
you know, YouTube and Facebook,their competitors at this point.
And that's no one had to playthe game today to get your
message out through socialmedia. Because this is what you

(16:22):
have to do today, if you'regoing to be successful in a
local business or whatever, isyou have to build your what we
call your community authority.
And the community we're talkingabout is composed of two people,
one is going to be the customeryou're presently doing business
with, that you got to write andmaintain. But you've also got
the people in that communitythat are right for your

(16:46):
business, and you've got to hitthem with the right message to
bring that business in. I mean,it's really funny back years
ago, when I started my chimneysweep business, guess what we
found the number one place tomarket and advertise back in the
early 80s

as a direct mail, or like little coupon
books, or was, you know,

the best thing we found was newspaper ads, but
we had a specific location inthere. Really, I got it. And the
specific location that weadvertised on was the obituary
page, you're kidding me? No,because everybody, and that

(17:27):
time, looks at the obituaries tosee which of their friends that
I could remember my grandmotherwhen I was a small child, my
I've stayed with my grandmothera lot. So every morning at

9 (17:40):
50am, she set her butt right beside the radio, and turned it
down. And it was a local radiostation that had today's
obituaries. And what she wasdoing was listening to see which
of her friends may have diedduring the night in the last 24
hours. So about putting it tothe obituary page. That was the

(18:03):
number one viewed page on thenewspaper, the sports page to a
certain clientele, the socialpages, the you know, women's
section, and all that. But youknow, but everybody looked at
the obituaries.

So let me ask you this, then how long did
it take you to figure that out?
Because that's the part ofthat's the part that a lot of
companies don't understand thatthere's testing and marketing.
It's like,

right, go ahead.
Just the fact of it was an idea.
Let's try it. And we did. And wewere so successful, that after a
while, the newspapers came outand said, you know, only people
connected with the funeralindustry can advertise on this
page, and we lost that ability.

Oh, wow. So then all of a sudden, you had to
go to like a specific like HomeServices section or something
like that. Or

we had to pick other spots. And we would pick
our spots, like on certain like,right hand side is better than
left hand side, experimented.
But yeah, but we went throughdirect mail different ways, and
you know, different ways tobring people in. But what also
happened in those days as westarted, people started moving
away from newspapers. So whathappened? The shock absorber is
a very large circulation, all ofa sudden, they saw that they

(19:18):
were losing it. So they wentinto a direct mail marketing
company to do direct mail forpeople. And that's not but the
secret with direct mail was tohave something that the consumer
kept in their home for a while,you know, and even today, this
is the thing when we marketactually went to a I was
attended a webinar last night,and it was all about Send Out

(19:40):
Cards. And one of the things isthe average consumer holds on to
a piece of mail for 18 days, anemail they hold on for about
four seconds. Okay, now we do alot of email marketing. In our
company we use a system calledInfusionsoft which is like
Constant Contact. on steroids,I'm sure you know what

(20:00):
Infusionsoft is. Yes, sir has alot of capabilities. Yeah,
that's what you got to do. Andyou've got to come outside of
that comfort zone. And you gotto be you got to be ahead of the
curve. Does that make sense?

Totally does. And I'm glad you're
bringing all these things up.
Because that's something thatwhenever I was in the commercial
HVC refrigeration space, a lotof the times people would say,
Well, this is how we used to doit. This is how we used to get
business. And, and somethingthat's, you know, me coming in
as a, I'm not gonna say mymillennial, but you know,
slightly past that. But mecoming in using digital

(20:34):
marketing to find our clientelebase. It, it was kind of like
new to them. It was like, whywould you do that? I was like,
well, because that's how peopleare using the internet today,
they're not expecting someone toknock on their door or on their
business storefront, like, hey,do you want us to check your
your AC unit. And so I'm gladyou're saying these things.
Because a lot of companies arestuck in Whoa, this is what we

(20:56):
used to do back then. And that'sgreat. That's what used to do
back then. But things havechanged. And consumers are
taking things a littledifferently. They're absorbing
their information differently.
And, and they're there, they'reon social media more often. And
they're using it to kind of, youknow, get away and just see what
their friends are doing. Andthen people are using Google to

(21:17):
find stuff, or they're usingYouTube to learn how to do
something, you know. And so Ithink, for us, as a business
owner, we almost have to take astep back and say, Okay, what
are what's what's everyonedoing? And how to find what they
what they're looking for? Like,if they have a problem? What are
they doing? Are they askingtheir neighbors? Are they doing

(21:38):
a Google search, like and thenSo from there, you get to say,
Okay, how can I get in front ofthese eyeballs? And you were
doing that with the obituary?
You know, you're you'rebasically like, Okay, let's try
something, let's, let's just putan ad here and see how well it
does. And then you starttracking it, which not a lot of
businesses do, they don't trackthis stuff, you start tracking
it, and you're like, we got aboatload of business out of

(21:59):
this. And then all of a sudden,it's like that got taken away
from you. But then you had apivot, and you did something
else different. That's what'sgoing on right now. But in the
digital world,

right. And what you got to do when, you know,
over the over my career, I'veread, I've written seven books
at this point. Several of themare books where me and other
authors got together. So one ofthe books I wrote was a book
called The small businessowner's manual. And I wrote that
with a CFO and a human relationsexpert, human resources. So one

(22:29):
of the things we defined is whenyou have when you're going to
start a business and build abusiness, because that's what
that books all about. How do youbuild a business? You got to
decide you got two directions,you can go, no matter what the
business is, there's twodirections. One Direction is,
and we're going to take theexample the mousetrap, are you
building another me tomousetrap? Because on me to

(22:53):
mousetrap is not going todisrupt the market. That's what
Amazon did. Amazon disrupted thebrick and mortar market
completely. And they've beenable to take advantage of that
brick and mortar thing. Oryou've got to come up with a
completely new product. But ifit's just a simple me to, you

(23:14):
got to be able to tell the storyof what makes you different.
What is it about you and that'sone of the things like earlier
this week, I've got in mycoaching group, I had a meeting
on Tuesday night, and we had aguest come in his name was Scott
McCain, Scott is well known asan alternate speaker. He's one
of my personal coaches. So wehad Scott come in, and it's all
about how to build and writeyour story. What makes you

(23:39):
unique, and so you know, wow,the you address the pain, people
buy, for two reasons 70% ofpeople will buy because they
have a pain, and you caneradicate it 30% of people will
buy because they have a desirethat you can provide. So what
you've got to do is understand,what are you doing? How do you

(24:00):
benefit me as the customer? Whyshould I buy you? And do you
understand what I'm looking for?
and able to understand that andprovide that in the way? I want
to provide it because I'm thecustomer?

Yep. You know, and you hit so many
different things here. That'sthat's one of the reasons why we
named our podcast, that trusttipping point. And a lot of
businesses talk aboutthemselves. No one cares about,
you know, yourself, they careabout us like what problem
you're going to solve. Let merephrase that. Customers care
about what problems you're gonnasolve for them. And the best way

(24:34):
of doing those sort of things iseither telling a story of saying
like, Hey, I know how you feel.
you empathize with them, like Iknow exactly where you were. And
what you did. The very beginningof this of this interview is
you, you told your story of likehow you get started, where you
hit the rock bottom, how you gotout of it. And a lot of home
service companies can relate tothat kind of stuff because they
go through that and so they heara story like that and they're

(24:56):
like, wow, that's exactly whatI've been You're asked exactly
what I'm going through, and theyrelate to it. And so if we do
that as a business where we tella story that resonates with our
ideal customer, and solves thepain points of what they're
going through, and then you showauthority on how to solve their
problems, and you give them thebenefit of the doubt saying,
like, Hey, I know that you're,you might think this, but here's

(25:18):
what other people are sayingabout my company, you're taking
them through this journey oflike building trust and knowing
you and then all sudden, theyget to the very top of that. And
they're like, ah, I trust you.
I'm willing to spend my hardearned cash to get a new
chimney. I'm willing to spend myhard earned cash to get a new
fireplace or, you know, to hireyou for something else, you
know. And that's one of thereason why we named our podcast

(25:39):
as because we discovered thiswhole trust tipping point that
buyers are on a differentjourney. And we as businesses
need to understand that Amazondid that. Sears did not.

Right. And it's so common. And that's what we
have to do in business, we haveto determine how our how the
customer because as thecustomer, let's, let's go
through a couple things. I don'tcare how long you've been in
business, I really don't care.
Right? You've been in businessfor 40 years. Great. Or you tell
me you're certified. Okay,great, but everybody's

(26:12):
certified. Or you tell me you'relicensed big deal. If you're an
H V AC contractor, you have tobe licensed. If you're a
plumber, you know, this is aselling feature. What are you
doing? And this is why reviewsare so vastly important. Because
what you if you tell people,okay, just like on this podcast,
I could sit here and tell youall day, how great Jerry is.

(26:35):
That don't mean nothing. Yet,when you say you're doing great
things, that becomes atestimonial and now becomes the
truth, instead of saying becauseI'm sure that before you invited
me on this podcast, that you dida little due diligence research
that I was someone you wanted tofeature on this podcast. Was

(26:58):
that true?

No, it totally is. I did exactly that.
I actually started listening toother podcasts. And then I saw
you I was like, Okay, this guy'sgot some authority. And then I
started digging in a little bitdeeper. So are looking at your
LinkedIn started going to yourwebsite. I was like, Okay, this
person knows what he's talkingabout. He has a background in
the Home Services space. Andhe's now in the coaching space,
but focused on the on the bluecollar type people. And so I did

(27:22):
my due diligence, because Iwanted to make sure I have the
best types of guests that'sgoing to resonate with our
audience,

right. It's like me life said, you mentioned
earlier, I am a john Maxwellcertified coach. I'm also sort
of Bob to Jeffrey get Marshallsales coach. Yep. And then I go
to a lot of coaching conference,okay. And this is the big thing
in the in the coaching world,when you go in, I'm an executive
coach. I'm a leadership coach.
And the people ask me for whatis your niche and I tell him, I
work with blue collar homeservice businesses, and my

(27:51):
number one niche is chimneysweeps and they look at me like,
say What? You coach chimneysweeps? Yes, sir. I coach
Timoney sweeps, that's who Iwork with. That's what our
education program is gearedtowards, for that particular
niche market. Now we do somewith home inspectors also,
because it's a very similarmarket in many ways. And they

(28:14):
need a lot of things that I canshare. But yes, so you know,
when you look at it, I'mprobably you know, the only john
Maxwell certified leadershipcoach that specializes in
chimney sweeps. And there's veryfew of us that actually
concentrate in the blue collarindustries. Like I've got a
really good brand in Georgia,his name is Max story. And Max

(28:35):
story is a leadership coach. Andhe deals with blue collar
service workers. And hisprinciple is, is to teach your
workforce to lead.

Interesting.
And you know, I'm glad we'rekind of now talking about this,
because this is where I wantedto kind of start diving into a
bit more is is, why are you sopassionate about helping the
blue collar space? And then ontop of that, coaching them
because like we said before weactually recorded this, we're
just briefly talking is that Ibelieve coaching is kind of like
that next level of understandingwhat you're doing. So like, you

(29:11):
can be an authority on what youdo you deliver the best service,
etc. But once you become a coachor a teacher or something like
that, that, that becomes alittle bit that's like, it's the
next level of where you trulyunderstand what you're doing.
And this is one of the reasonswhy I love doing podcasting is
because I've been doingmarketing for 15 plus years,
very successfully doing it, andI love it. It's it's something I

(29:32):
truly enjoy. And I was like, youknow, having a podcast is a
great way to again, show thatauthority and then teach. And so
I'm not necessarily teaching,I'm bringing in guests like
yourself that have a lot ofknowledge that are willing and
wanting to share this greatknowledge. And then I'm using
that as an opportunity to coachand speak in people's lives if

(29:53):
they want us to. And so I thinkcoaching is is it's important
and so like yeah, how did youget into the whole blue collar.
I want to help this, you know,help, you know these companies
get better.

You know, that was like I said, that was my
background. I was well knownthroughout the United States,
I've studied chimneys andvending in 17 European
countries, I have visited a lotas represented by the American
chimney winning industry, tothose people. See what you just
said, I'm going to tell yousomething that you're doing with
this podcast that I bet youdon't even realize. Okay, well

(30:27):
take this from the words, Ibelieve. Did you tell me that
you watch Tommy melos podcast?

Um, I'm not sure.

I don't think okay. Well, you really should is
called the home service expert.
And I would suggest if you canget Tommy as a guest, you want
to go there, because Tommy has agreat podcast. And I will I
thought I was on Tommy's podcastabout a month ago. And he's
gonna be on one of mine, one manin just a few weeks. But Tommy
said something and it made somuch sense. And this is what

(30:55):
you're doing. He said, You know,I invite people that come on to
my podcast, so that can learnfrom the you realize how much it
would cause me to have MichaelGerber talk to me, in face to
face, but I get him on mypodcasts. And I learned from all
these experts, all thesedifferent things that I can use

(31:17):
in my business. Tommy is inPhoenix, Arizona, he is in the
garage door business, his garagedoor business did in excess of
$30 million dollars last year,he has built a phenomenal model
out there. And his goal isbecome a $1 billion a year
company. And he has the energyto do this.

Yeah, you know what I want? When I when I
was digging into the homeservices based on podcast, I
found your content with therhino. What was the company
again? Right, it was thecompany's Rhino marketing. I
believe we're to the pointpodcast, I believe, is I think
that's where I might have beenon Tommy's I honestly I forgot

(32:01):
which one because I've beendoing a lot of digging and
researching on people that havedone great interviews, but I see
what you're saying I agree withyou. That's something that when
I listen to podcasts, likethere's one podcast that I
listened to frequently, the theauthor, the person that hosts
His name is Donald Miller. He'sHe's all about telling stories.
And essentially, what he wassaying on the podcast, and it

(32:23):
was hysterical. He goes, I'mbasically getting free coaching
from these leaders and experts.
And he's like, I'm learning somuch, because I'm asking all
these questions. And I agreewith you, like if I would have
called up one of these highlevel people and say, Hey, can
you can you coach me personally,that'd be charging out the
wazoo, bro, all sudden, we putit into an interview format. And
it's like, Hey, can you teachother people some other some

(32:43):
other content on how to improvetheir business and this and the
other, then also, that becomesdifferent. And I think the
reason it's different is becauseboth sides are going to benefit
from it. So you basically willbe getting content from this
that you can use to promote yourcoaching services, you know, and
we'll be, you know, directinginformation to say, hey, if you
if you want to work with Jerry,on getting personal coaching for

(33:05):
your kind of stuff, then, youknow, this is how you can learn
from him. And then the otherside is it helps us, you know,
create that authority of like,Oh, great, this this company,
anchor wave are really good atmarketing. They know how to do
great web design, they know howto do good digital marketing on
the internet with like socialmedia or for Google paid ads and
that sort of stuff. And so ithelps there's a two factor

(33:26):
approach. And that's one of thethings I think why podcasts are
a great way to deliver that. Andagain, like be a coach without
coaching.

Gotcha. So you're dead on the money. That's
what you're doing?

Yeah, no, it's amazing. And so, you know,
when when you mentioned earlierabout coaching, and how someone
told you, you know, you need toget into coaching, was that
something that came natural toyou? Or is that something that
you had to kind of grow intobecause that's, like I said
earlier, coaching is different.
It's it's not it's, it's not thesame like you can be an

(34:06):
authority at what you do.
chimney sweeps and cleaning and,and, and the HVC space are Home
Services space. But then also,when you become a coach, it's
completely different. Like, wasthat a tough transition for you?
websites are dead, but amarketing hub is what will
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Ask yourself this question. Doesmy website have the five pillars

(34:29):
of marketing? You're notfamiliar with that term? Let me
explain. The five pillars ofmarketing are one, brain
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(34:50):
want as a business. So yourcurrent website is missing at
least one of these pillars whichis making your business lose
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playbook with our team at anchorwave.com slash playbook.

Very tough because what you've got to do is
you have to realize, whensomebody decides they want to
engage coaching, that's a veryhard decision. Correct, because
this is the thing that coachesdo. And our people often tell
you this, you have to understandthe following. If your business
sucks, you suck. Okay, now thatmay come across really hard. But

(35:41):
being but that's what you haveto do. You have to tell people
where they suck, and help themand they have to realize that
they suck in these areas. Okay,once they realize that they suck
in these areas, and make adecision that it is all their
fault, because they allowed it.
Yeah, the ones that allow thatto happen. Yes, this point is

(36:03):
kind of like rehabilitation atthis point. Now we got to
rehabilitate, and you got tostart looking at all the things
all all the fumbles all thepitfalls that you're falling
through, and then work throughthem, then you got to prioritize
because you can't fix everythingat one time.

Yes, no. And that makes complete sense. And
that's the other part is like, Ifeel as though whenever you are
seeking coaching, you know, ifme as a because I've had
coaching, when I owned mybusiness, I hired coaches, I've
spent a lot of money, probablynot as much as probably you and
other people. But to me at thattime was a lot of money. But you
have to be, you have to bewilling to take the information

(36:47):
that's being shared to you, youhave to be open to that. And
that's one that's one of thechallenges I believe that
entrepreneurs face a lot. Youknow, because you mentioned the
very beginning, you said thatyou didn't take direction very
well, and that you wanted to bein charge. And that's the thing
is like a lot of people that arein their home services space,
they started their own businessbecause they didn't take
direction very well fromsomebody else. And then all of a

(37:07):
sudden, you've got to shift inyour head. And like, you know
what, if I want to grow thisbusiness bigger, I've got to
almost like, be like, take myego out of this, and, and just
listen to somebody and haven'tspeaking to me. And that's very
difficult.

Right. And so a lot of people want to, you know,
we use a lot of differentthings, different principles
like he met by Michael Gerber.
That's a principle we use in ourcoaching business. We also use
book by the name of traction bya gentleman by the name of Gina
Whitman. And the book tractiongoes over the two basic
psychologies, behavior patternsare a person that runs a
business. One is going to be thevisionary, the visionary can see

(37:45):
he knows where he wants to go,he knows how to get he knows
exactly what he can see he canalmost predict the future. Yeah,
but the problem with thevisionary is a visionary doesn't
have the patience, securitygnome, the visionary doesn't, he
doesn't have the skills, he canenvision it, but he can't make
it happen to reality. And intraction, that the other side is

(38:06):
the what they call theintegrator, what I call the
implementer is the person thatmakes it happen, you know,
sometimes you got to tell thevisionary, you need to roll over
and go back to sleep, okay, thatis ready to jump into that
visionaries go all over theplace. Yeah. And that's one of
the places about teaching peoplehow to use principles such as

(38:27):
mind mapping, and getting thethings out of their head where
they can see it on the wall. Andthat helps them get there.

That's amazing. And I'm glad you're
kind of hitting on those things.
Because that's, that's a lot ofentrepreneurs, they, they they
fall in these categories andbuckets. And I think as a coach,
it's it's our job to help themunderstand where they are, and,
and kind of guide them in thatarea. I mean, like, when I own
my own personal training studioand martial arts studio, when I
would help you know, kids withtheir confidence. You know, it

(38:56):
wasn't just like, Hey, getconfidence, it was you had to
relate with them, and then findout where their problems were,
and then give them theconfidence of like, hey, you're
doing amazing, buddy, this iswhat you're doing great. And
then if it was in personaltraining, it was the same
concept of like, where peoplewould come to us and they say,
you know, I'm overweight and,and I don't have confidence in

(39:17):
myself and I'm not beautiful, orthe stand the other and, and
what you need to do is you needto feed them this ability of
saying you are amazing, you aregreat. And then once you got
them to a level of like theybelieve in themselves. All of a
sudden, you're able to say, Hey,this is how I want you to start
thinking about yourself,categorize this part or
categorize this part. And that'sthat's the, in my opinion,
that's that's that's a learnedskill that takes time, because

(39:40):
you have to have this intuition.
And you have to have this like,almost understanding of the
person you're working with.

You've also got to figure out what you're good
at. And what do you actuallywant to do. I mean, it's vastly
important in business today,that you know your numbers and
if you Don't know your numbers,you don't know where you're at.
You can't track you can'tmeasure, you can't predict you
can't do anything else. See, theproblem is a lot of people,

(40:09):
numbers are not their skill, orthey hate it. Yep. But what you
got to do is you got to bring inexpertise, you got to learn when
it's time to put stuff into yoursuck bucket that doesn't fit
what you want to do, and getsomeone else to do it. And
another problem with smallbusinesses, there's many people
that are doing menial tasks asbusiness owners, yes, and

(40:32):
they're doing tasks that theycan pay someone a whole lot less
than they're worth. And by doingthat they're doing the busy
work. They're just engaged. Youknow, they're working in the
business every single day,they're just as deep and they
are working their tails to deathis sweat, they're just
exhausted. But the problem is,they can't step back and build

(40:54):
the strategy. They can't buildthe systems because they're just
too busy working in the businesstoday. They don't know, they
don't know where they're goingto. And that's where and
engaging the software's that youcan monitor this. And Microsoft
said, being able to track wherethat marketing money is going
to. And what's it bringing me, Imean, you're talking about if

(41:14):
you're doing marketing, well, ifI spend a certain amount of
money with you, I want a certainamount of return. If I'm not
getting that return, if I'mspending $1 with you, and all
I'm getting is $1 back, behonest with you, I'm firing you,
because I'm not getting areturn. I'm just staying level,
if I'm going to spend thatdollar, I need to be getting
1015 $20 for every dollar I'mbest, that's the return on the

(41:38):
investment. And that's your jobas the marketing company. But a
lot of guys, they don't look atthis and gals, they just don't
look at that. And they don'thold accountability with their
vendors. It's like theirwebsites, okay, I engaged you.
They never look at theirwebsites, their websites are
outdated, they have wronginformation on it. It's amazing.

(41:58):
And you go on as like, here's myteam, and half of them been gone
for six months to a year. Okay.
And we got new employees thathaven't been added to the team.
Yeah, when you ask the question,Why just hadn't time to get it
done? Well, this is the problem.
You got to make the time. Yeah,running a business is hard work.

Yeah, I totally agree. I realized that
when I had my company, Irealized that I didn't have a
business, I bought myself a job.
And it was when I was readingthis audio book, I do a lot of
audio books for just, that's howI consume a lot of stuff. But I
was doing this audio book, Iforget who the author is, but
it's called Built to Sell. Samekind of concept as the E myth in

(42:40):
Michael Gerber, his whole wholestory on basic creating systems.
But during that book, as I wasreading, I kind of had an
epiphany, I was like, you know,if I die tomorrow, like my
business is going to go out ofbusiness like that, like there's
nothing for my my wife and myfamily to be okay, you know,
this company is still running anoperating. So then that's when I
started, you know, creatingsystems and processes within the

(43:01):
business that would allow thebusiness to operate itself. And
I started removing myself fromthe stupid tasks that didn't
have to be be done by me. And sowhat I started doing is I
started focusing on the thingsthat, that I enjoyed doing, and
be brought the most profit andrevenue to the company. And so
those things became where I wasdoing a lot of the sales. And I

(43:24):
was doing a lot of themarketing, and those are the
things I truly enjoyed. And theneventually, I started
systemising, the sales processto where I can just say, hey,
this could be duplicated, Idon't have to do it. And then I
would hand it off to a staffmember. And they would do it as
long as they follow the system.
And I focused on basicallyfilling in our pipeline on on

(43:46):
getting more leads into ourbusiness. Where I'm getting to
is, is that I wasn't and I know,I started, you know, basically
when I started the business isto teach martial arts is to
teach personal training and helppeople. But what happened to me
is that I realize I had apassion for the business side of
running a company, and that Iwas more valuable in in getting

(44:07):
in relating to people that needto had a problem and getting
them into the door. And thenhaving a system that was
designed over here that wouldhelp people achieve their goals.
And I believe you might, youmight not know this, but john
Maxwell talks about somethingwhere if you have something that
80 to 85% or so I'm sorry, ifyou if you can get somebody else

(44:30):
to do something that 80 to 85%or 90% of what you're capable of
that you would do, then you needto hand it off. You don't need
to be doing it all yourself. Andthat and I believe a lot of
small business owners HomeServices, it can be anybody fall
in that category of like wherethey they basically do
everything because they thinkthat they have to and that's not

(44:50):
true.

Not only that, if they actually want to
delegate it out, they'll findthere's people better at it than
they are total

I definitely agree with you there. And
that's, and that's the partthat's I think that's where our
II go as entrepreneurs come intoplay. Again, you nailed it the
very beginning, where we don'twant to be, we wouldn't be in
charge. And I think sometimes weneed to take a step back and
say, Okay, what do Where do Ibring the most value, like, you
follow this whole parados law,the 8020 rule, you know, a lot

(45:22):
of people know that rule andunderstand it, but you, you
basically focus on the 20%, asopposed to the 80%. And that 20%
focus is going to bring you 80%of your revenue. And my business
actually did that, without meknowing I was doing that. And
that's something that's reallyimportant that we understand.

(45:42):
And something that you, youknow, you kind of brought up as
well to earlier is, is that youhave two types of customers,
you've got your, you got yourcurrent customers that are doing
business within them, the onesthat you're trying to go after
and get after, there are certainpeople that your current
customers that, you know, if youthat are gonna be high dollar
ticket items, and you put 20% ofyour focus on that, it's gonna
bring 80% of your revenue out ofthat. And so we get to realize

(46:04):
those sorts of things aboutwhere can we put our focus is
going to, you know, increase thebottom line even more.

Right? That's, that's identification of who
your customer actually is. Yeah,it was really interesting. Um,
we, I'm gonna give you a realinteresting statistic, okay. And
that is a service company. Andthis is a service company that
the main business over 30 yearsof medium size, which means they
ran, they run, a medium sizedservice company has between

(46:30):
seven and 10, trucks truck outin the field. Yep. So some years
ago, about 10 years ago, wefound out that you could run
data analysis on companies andpull the data up, and you could
beat it in and check datapoints, and you could figure out
all kinds of stuff. So one ofthe things that was learned from
their data review was that theyhad only serviced in their

(46:51):
market area, seven tenths of 1%of the market, seven tenths of
1% of the code consumers in thatmarket area. Now think about
that for a minute. And they werevery successful been in business
over 30 years. But that's allthey had penetrated to. And

(47:15):
that's where a lot of times,it's like when you go down the
road, and you're dealing withHome Services. How many of those
houses have you been in? Go downthe road? How many houses have
you been in? How many can youconceivably serve? Yeah, how
many customers? Can you get toin a day? In a week? In a month
in a year?

Yep.

And then what is your return on there? And what's
your average ticket that'scoming back from that? And how
can you improve that averageticket? Or are you spending your
time, I got to bust my tail toget out of here, because I got
another job to get to, I got nojob to get to. Yeah, we don't
have time to build trust orrelationship with our customers.

I love that you're saying those things that
building trust andrelationships, because that is
imperative in this space. It'sunfortunate that there's people
that do bad work, and it makesthe industry have a bad
reputation. Because there aresome very reputable home service
companies that truly standbehind what they do. So let's

(48:17):
hit that for a minute.

Okay, because this is one of the challenges
for any business owner, which isthe perceived risk, because
every customer will haveperceived risk. Yep. And this is
what we've got to learn to putthe right words out. So let me
ask you a example. Could theword warranty have a perceived
risk with it?

I mean, not really, honestly have to pay for
it.

Now. Okay. So that's what I'm talking about.
Let's say so many people want tosell on the word warranty for
this product has a 10 yearwarranty, as an example. What's
the customer thinking? When yousay, warranty, they are thinking
about the product that theybought, that had a warranty that

(49:03):
wasn't worth a crap when theyneeded it. So your choice of
words, a better choice of wordsis, yeah, you have my personal
assurance that this is going todo the job for you. And if you
have any problems whatsoever,here's my cell phone number, you
can contact me here. And whenyou have a visible location down
on Main Street, you can stop inand we're open from nine to

(49:27):
five. It's not this invisiblething. So we have to be very
wary about the words that weuse, because words form a mental
image in people's minds. And wecan actually use words that we
think are going to sell for usthey can turn into a perceived
risk for that consumer.

Yeah, in the marketing world, we call that
risk reversal. You know, andit's it's like I agree with you
because now that you're sayingthat like to me sometimes
warranted Mike so this is goingto bust in like five years
because my wife has actuallysaid that but whenever you do
put the put in the hole. I'llpersonally fix this for you or I
personally will give you yourmoney back in, you know, X

(50:05):
amount of time, you riskreversal everything to where all
of a sudden, there's noobjection to that, because now
you're putting your namepersonally on that, you know,
like you're standing behind whatyou do. And that's something
that we used to do actually, inmy business, where, you know, we
would have families that would,you know, sign up for
memberships. And, you know, theywould say, like, well, what if
what if Johnny doesn't like it,I go, you know, what all of my

(50:26):
membership site, I'll even writeit on the top of this agreement,
has a 30 day, no risk to you, Iguarantee you can get out of
this membership. Alright, so inthe first 30 days, if for any
reason, you're not happy, youstill have to pay for the month,
because we're still delivering aservice, but you can get out of
it. So even if you signed a 12month membership, and the first
30 days, you can get out ofthat. And then all of a sudden,

(50:47):
what that did is that it putsthe the family they're like, Oh,
that's great. So we can actuallycommit to this. And if Johnny
doesn't like it after, you know,before, 30 days, or over, like a
day, 29 and a half. He's like,I'm kind of done with this.
Okay, cool, and then made thecustomer at ease?

Well, let me ask you a question. Yeah, as a
marketing person, and marketingthe companies, when a company
gets a bad review, oh, my God,that company owner, their blood
pressure goes through theceiling, for sure what pressure
but they don't understand a badreview is an excellent
opportunity to build trust withthe customer, totally got to do

(51:28):
is, is accept thatresponsibility. We're not going
to make everybody happy. We endup we go into there, we respond
to it, we respond to it, we takecare of the problem. And we turn
a bad review into a good review.
Because this gave us anopportunity to fix it. Not only
that the bad review, in a way isan unpaid coach. Yeah, what you

(51:52):
got is you have heard from yourcustomer, what they're
dissatisfied at years ago, whenI was in the retail business, I
often wanted to put microphonesin my parking lot. Why do you
think I wanted microphones in myparking lot?

Because I bet a lot a lot of customers
would talk to other people andsay certain things. And then
it's or they would shareexperiences. So yeah, I I, I can
see what you're saying.

Right, what I wanted it for, was a man and
woman come into the store. Andonce they walked back out
through that front door, and gotin the car, I would love to be
able to hear what they saidabout the visit. They just went
through. Yeah, you know, theygot our brochure, they throw it
in the floor, did they end up inmy parking lot. They say, you

(52:45):
know, that was the most, thatwas the most obnoxious guy I've
ever talked to in my life.

That's, you know, that's, that's, that's
fascinating that you're sayingthat because a lot of people are
afraid of reviews, they're like,Oh, you know, like, I'm scared
that someone's gonna saysomething negative. And you're
you're hitting it perfectly islike, but that's good. Because
that's an that's an opportunityto get better at what you're
trying to do. And you wanted toessentially, address all the

(53:15):
objections that your customerhad, so that you can adjust
everything to where if they cameinto your retail store, or they
came in to you personally, allthe objections are addressed,
they're non existent. And thenand you have a more solidified
and perfect system that buildsmore trust to your ideal
customer. Right?

That is correct.

That's and so I think that's something that
we all have to have to stand, weall have to accept, we all have
to accept that we live in aworld of reviews, okay? We live
in a world of social media, andwhere people are sharing their
thoughts, and saying good thingsor bad things. Unfortunately,

(53:58):
there's more bad things beingshared than the good things. But
that's beside the point, whereI'm getting to that, we need to
understand that and then we needto find ways in how we can
again, pivot and address it andimprove our processes and
systems. And I'm glad you'rebringing these things up.
Because reviews are a big partof the Home Services space. And
if you have poor reviews, aGoogle does not want to send you

(54:21):
more business because you havepoor reviews. And B customers
aren't gonna want to be doingbusiness with you. So as you
improve your reviews, as youimprove your reputation
management, all of a suddenthere's going to be more trust
being put out there. And ifyou're going to get a bad
review, that's okay. That's thatthat's good because that means
that it's a it's an honestassessment about what's going

(54:44):
on.

Right? Well, you know, everybody goes and they
think I got to have 100% fivestar reviews, which is actually
wrong. 100% five star reviewsare hell questionable because we
all make mistakes on that point.
Let's see. Today's reviews Whatare praise? There's, this is the
prop porch of the 1950s and 60s.

(55:06):
Yeah, back in the 1950s. And60s, in the common in the
evening, people went out ontheir front porches. Yeah, they
sat there. And they watch theneighbors walk by. And they had
something called conversations.
Yeah. And you know, it's reallyfunny. There's a, there's a,
there's a comedian by the nameof Gregory. And whenever he
talks, he talks, you know, oneof the things that right America

(55:29):
is, is the deck, because now weall go sit on that deck, you
know, used to, we sat on thefront porch, and people came
down the street. And this iswhere people had what we called
word of mouth advertising. Andwhat you got to do today is,
wow, social media testimonials,that is word of mouth

(55:54):
advertising the day. So what yougot to do is get your customers
doing what we call, you build acustomer into what we call the
enthused customer. And thenthose customer is a person that
is happy, they are satisfied.
And they're telling everybody,you got to try my god, you got

(56:17):
to call this office, this girlin the office was so
knowledgeable, she took care ofeverything. They were here when
they said they would be here.
They didn't make a mess. Theygot done. Exactly. They were
courteous. They had their maskon they respected our property.
They respected our health. Okay,that's important.

Yeah, yeah.
No, and that's, that's a, that'sa great analogy, because that is
so true that the deck did ruinAmerica, in a sense, because
then we all didn't want to be inthe front, you know, talking to
people, you know, havingconversations, we want it to be
away from people. And I mean,heck, you could even argue that
social media has ruined peoplefrom having conversations. But

(56:57):
then on the flip side of thatcoin, it's open opportunities
where like, for instance, youand I never would have
connected, because I've neverbeen to North Carolina, you
know, but social media hasallowed us to create this
connection. And so the the partthat we ought to understand
that, that we forget that socialmedia, socials, that the

(57:18):
keyboard to that you have to besocial, you have to socialize.
And so as a business, and as abusiness owner, you need to be
social with your community.
That's why it's called socialmedia. And so I think as
business owners, we need to beout there. And we need to talk
to people and and say hello topeople and put stuff out there.

(57:40):
Like what you're doing is isamazing. And I think it's great,
because what is it like you'releveraging the social part of
social media?

Yeah, that's exactly what you do. And that's
what you have to do today, yougot to figure out, how do I
speak to my community. And iftoday, if you are not doing this
in a video format, throughsocial media, through your
website, when somebody goes toyour website, they should be
seeing a video of you speakingto them, speaking to them, how

(58:13):
are you addressing their pain?
yet? What do you got, you know,and that's the power of story,
being able to get in front of acamera, and speak effectively to
people. And that takes practice,and you're not going to be worth
a hoot to start with. LikeZiglar said, you don't have you
know, you don't have to be greatto start. But if you but you got
to start if you're gonna begreat, okay, that's what you got

(58:34):
to do is just like what yourpodcast, the more episodes that
you do, you're doing a great jobas a host, don't get me wrong.
Every time that you do one,you're gonna learn more tricks
and little things about how tobe better each and every time if
you want to excel at this methodof what you're doing.

Yeah, I mean, we've, we've got it, we
got to take advantage of theseopportunities that shows that,
hey, we're human, you know,like, we're real people. And
we're gonna screw up. And, youknow, I'm listening to this
course, where this guy's hosted,you know, several episodes on
his podcast, he said, the first30 episodes were kind of like
garbage almost. And he wastempted to just delete the first
30 episodes in his mentors aslike, No, don't do that. Because

(59:17):
what happens is, is that whenyou get to the top, people are
gonna think that you've onlyjust been to the top. They're
not going to know what thatjourney was. And so when they
it's like, if you follow acertain band before they became
big, it's like, oh, I was Ifound that band before they
become they became big. And youyou follow them and you
appreciate them. And I thinkwhat you're saying is, is that

(59:39):
that, you know, business ownersneed to show that authenticity
of themselves and their journey.
And, and get in front of peopleand yes, it's gonna probably
suck at the beginning. Andthat's okay. You know, because
what it's doing is that at leastyou're putting yourself out
there. No longer do you have tospend several 1000s of dollars
to run a commercial on yourlocal network. You can do it on

(01:00:00):
Facebook, you can do it onYouTube, you can do it like what
we're doing right now. Like,it's it's basically free. And
you just got to be willing toput yourself out there.

Jerry Isenhour (01:00:09):
Right? Well, right now, statistics show that
a video on social media, acommercial video commercial on
social media will outperformbroadcast television. If I go to
my television right now, I gotstreaming TV. I don't even have
any idea how many TV stationsyou can zoom in, in this thing.

(01:00:33):
I mean, we got Hulu, we gotNetflix, you got all this
different thing. But again,we're picking out majority of
shows that we're streaming,there's no commercials on them
anymore. Yeah. Oh, if you getyou know when you do this, but
if you learn how to navigatesocial and learn how to place it
boosted market with it, do theads. And what's happening is

(01:00:54):
people are looking at theirtimelines every single day. But
you got to remember, the averageperson is going as have they
say, 1000s of items on theirtimeline every day. So what
yours is got to do, it's got tobe speaking to them. When they
come out. Ask them. I rememberwhen Facebook started allowing

(01:01:14):
the audio to come over in thetimeline. That was a couple
years ago, and I was scrollingmy timeline one guy, and this
guy said, Whoa, stop now. It'slike, What in the world? Because
Facebook had changed the abilityto where if the person had their
volume on all of a sudden, youheard them speak right there.

(01:01:37):
But I can still remember thatday. It was like, What in the
world is happening here? I got aguy screaming out of my timeline
at me.

Javier Lozano, Jr. (01:01:46):
That's so true. And you know, and that's,
that's why I find the way thingsare shifting. It's fascinating.
And, again, like I think it'slike your story really is
something that's inspiring tome, something I can resonate
with, as well, too. And I hopeit inspires other people on this
on that listen to this podcastis is that, you know, you've

(01:02:06):
seen it all like going back fromwhat you were talking about the
porch thing and going back into,

I can give it to you worse. Okay. Okay, I'm
sitting here talking to youtoday, correct?

Yes, sir.

What is today's date?

It's a it's the 26th of may 26.

sitting in this chair. Yeah, January 20. Guess
what happened was that I had amajor heart attack.

You are kidding me? No,

I'm not. I had a major heart attack. I had said
here. I had to call 911. Icalled my wife and she was at
her other opposite the factory.
Oh my god, I had a major heartattack rushed out of here and
the ambulance went through. Iwent through. And I've a vac
email came through theyinstalled to stance on my heart
that day. And I just had thethird one put in two days ago.

(01:02:55):
But let me ask you a question.
Does that look like that slowedme down?

No, sir. I mean, you were on fire since the
minute we hit record, right?
That's what

I mean. Because that's all about the chaos that
can happen. Now I can make adecision at that point of Hey,
I'm gonna lay here and let theworld look after me. Whatever. I
just feel so bad, whatever. Butat this point, I got the you
know, I've got lifestyle changesthe mic. Yes, sir. Matter of
coming out of this just like Ikayo Believe it or not, I have

(01:03:27):
people right now, contractingwith me to do presentations on
how do you come back from aheart attack and get back and
get back in the groove? Okay,because again, it was chaos. And
I have had to reinvent mypersonal life and everybody's
always calm. Are you okay? Areyou I'm doing great. Okay, I'm
on top of the world right now.
Hey, I've had a new opportunity,a new lease on life to keep on

(01:03:50):
going. So why should I be intofrustration over this? Yeah.
It's like said, in 2010. When Ihad the financial turmoil hit,
best thing that ever happened tome. I'm serious. It made a
dedicated change and enabled meto do something and at this
point, I'm making a dedicatedchange in my lifestyle. Hey,

(01:04:11):
I've got another opportunity. Igot to ride out of here in the
back of an ambulance looking outthe back window at my house
despairing in the distance. Megoing through that crap again.
That is not a fun day. Okay.

Yeah. Wow. I mean, that's that's man, that's
crazy. I didn't know that. And Inever had I never would have
thought that but but I love howyou you take in you embrace the
lows in your in your, you'rehappy for them because it's an
opportunity for you to to createa new high.

That's exactly what you do. And that's what you
got to do. And that goes backagain. If you've got a business
and this was hard to hear forsome people, he said, if you're,
you know, it's like say, and soand I got this from Les Winget,
who's one of the coaches I'vecontracted with over a year. And
Larry put out first time I'veheard of Larry years. Go ahead
guys sent me a note you need tohear this guy. And what he said
was Larry wing it came out andhe said the following. He said,

(01:05:06):
You know, if your sales suck, doyou know why your sales suck?
It's because you suck. Okay? AndI'm serious. That's what you
have to understand is, if itsucks, you're allowing it to
suck. You allowed it to getthere. If your world is
terrible, it's because you'relingering, and you're in the

(01:05:28):
wrong place in life. You'reYou're, you're interacting with
the wrong people, because you'regoing to be a victim to the
people you hang out with. If youhang out with losers, guess
what? You're going to be aloser.

Yes, not a loser.

That's your fault. You made that decision. I
hate to you, I'm sorry, thismight come out, right? I don't I
don't care what your backgroundis. I don't care what your
personal political beliefs are.
Because I believe everyone isentitled to their own personal
point of view. Oh, guys, there,everybody doesn't have to agree
with my point of view. Butthat's how I think if it if it

(01:06:04):
sucks, understand that you'reallowing it to suck, and it's
time to turn it around. And it'sgoing to be tough, it is hard to
make those changes. But that'swhat you have to do is realize
that if it's going to change,it's up to you.

Yeah, that makes complete sense. I'm glad
that you're hitting that too.
Because that's, that's somethingthat I think we have to have
personal responsibility of ourown actions. And, and then we
have to, we have to addressthem, you know, so I feel like
we hit a lot of good stuff here.
And what I was hoping to do is,before we wrap up here is, is
maybe if you can give maybe likeone or two success tips, not

(01:06:42):
that what you've delivered, thefirst hour has not been great,
but something that you know,someone can just implement
pretty quickly.

Sure. Number one, if you're going you have to
be a leader. And one of thethings I recommend is dr. john
Maxwell's book, The 21irrefutable laws of leadership.
I love that book, okay, ifyou're going to lead and you
have to understand there's a lotof analogies in there, like the
law of the lid, and what yourcapabilities are. And Dr.
Maxwell uses real life storieslike the law of the land, he

(01:07:10):
uses the McDonald brothers andhow Ray Kroc came along. Because
the McDonald brothers had alead, they couldn't get past.
Okay, so this is what you got todo. And that's what Ray Kroc
did, he took it past their lead.
Now the whole moral of the storyis Ray Kroc, took the McDonald
brothers to the cleaners when itwas all over with if you ever
watched the movie, the founderand creator of the movie, okay,

(01:07:31):
so you got to go with thosethings, you got to understand
that if the things suck, you gotto just settle down and make a
change. Now overpower yourself,don't overwhelm yourself, sit
down, make a list of everythingyou're wanting to do everything
then is wrong. And then what yougot to do is you got to build a

(01:07:52):
priority list, you can't fixeverything at one time. Now,
earlier, you said the 8020 ruleand see the 8020 rule goes to
business. And they say that ifyou fix 80% of your problems,
20% really don't matter. A lotof people are 100% people, they
cannot deal with any problem, itwill drive them crazy. And I
applaud those people becausethey stay very dedicated. But

(01:08:14):
also realize if you're going tobe successful in business, you
better buckle your butt down andget to work because it ain't
gonna happen. And it ain't gonnahappen out on the golf course,
it ain't gonna happen hangingout in the bar, it ain't gonna
happen. Take it, you know,unless you really buckled down
to this world.

Now, that's, that's, that's gold that that
makes complete sense. I love it.
Well, go ahead.
No. Okay. So Jerry, what Iwanted to kind of see is is that
last part is kind of, you know,what are some ways that people
can connect with you where theycan learn a bit more about your
business, your websites, in theprivate connectivity on social

(01:08:54):
media, because I know you arevery active in everything.

Right. So number one, like I said, I've mentioned
a couple books that I'vewritten, all my books are on
Amazon, if you just type in myname is JERY is n h o u r, if
you type that in, you'll findall of my books that are on
Amazon. They're both in they'rein, you know, ebooks, they're
also they're in there. They'realso in got printed versions.

(01:09:21):
Yep. And from that my website isC as in cat v as in Victor C as
in cat, CBC success. group.com.
And you can email me at Jerry jERY at CVC success group calm.
And on social media. We have aFacebook page is called CVC
success group. You can follow usthere. I'm on LinkedIn, I'm on

(01:09:44):
Instagram, I'm on Twitter, lovefor you just reach out and let's
let's have a conversation. Lifesaid, Hey, if we can help you,
we'd love to do it. Awesome.
Jerry.

I really appreciate this. I learned a
lot. I think our audience got alot of value. added this and had
a great time and you know ifthere's anything I can do to
help you out, please let meknow. But I appreciate your
time. Thanks for joining me onthis episode of the trust
tipping point marketing podcast.
I'm your host Javier Lozano Jr.
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(01:10:17):
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Pivoting Your Home Services Business From Old School To New School Approaches - Jerry Isenhour