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Hey Mike Callahan here I want to make a quick video today about building accountability and reporting in your service business. As we’re growing and scaling our second seven-figure business here i’m starting to think about some of the things we’re putting into place this week and dialing in in my business and I started to looking at accountability and reporting and where i’m going with this is yes a lot of the processes are automated but they still require a human touch and reporting. So if the automation does everything which it normally does people tend to forget to do that follow-up and follow up if something isn’t happening that the automation may have not been able to follow through on. A couple examples of how this would playout I recommend creating a ownership of one person umor each person in the team managing three or four of these responsibilities so probably three’s the magic number but an example is that we are looking at getting a credit card on file a lot of service businesses require a credit card on file to have the service done so in order to get the service done you need to have a credit card on file so now the automation automatically goes out each and every time that we sign up a new person to get that credit card on file. Once that credit card is on file the continued process of scheduling and maybe in design build going out and ordering materials. What i’m recommending is someone in your business either the owner or manager is going to be responsible for two to three people to basically daily report into them so what that person may do is if i am in the office is i’m gonna be looking at credit card received every time we have a new client the schedule was then booked with the credit card on file and if there’s any materials that need to be ordered that’s taken care of so those would be my big three that i would report out to on a daily basis. Dillan on our team is managing an onboarding process of automations that we’re refining in . A lot of the stuff is completely automated but in order to make sure things don’t slip through the cracks Christine and Kevin on the Simple Growth team now are going through and sweeping through a project management board that we have a lot of it’s automated but we still want a physical person to double check and if it doesn’t happen the automated alerts that person that didn’t happen and now we’re holding a physical person accountable to make sure those things happen. The things you may want to look at for accounting reporting is a daily meeting cadence and look at the things that are the biggest pain points that you need so automated process to get a credit card on file someone dials in to make sure that happens once the credit card on file a automation or to-do basically a task in your CRM should tell somebody to schedule that job and then we may have a deadline if that each job needs to be on the schedule or waiting list within 24 hours if that doesn’t happen it physically pulls a person in and that person’s reporting out to their manager that it has happened so we’ve got a checks and balances with the automation. Then the third one may be maybe going out and ordering materials for like a design build job or another while i’m sitting here just thinking about it would be an accounts receivable process so maybe you have an automation like we’ve built in Simple Growth where it goes out and does several warnings and then finally pauses of the service is that physical act of pausing the service happening someone should be reporting on that daily and then when account becomes in good standing again we reschedule that job is there an additional fee for getting the property back into place if a certain time has elapsed? Then the final thing is worst case scenario if they go past a certain point the automation is actually going to trigger a process and system to send the people out to collections so that would be a daily reporting out is there anybody we had to send to collections and was that process take care of? Automations are great but i highly recommend building a weekly cadence or daily cadence meeting where your people on your team that are responsible for certain things to happen report to a manager or owner on a daily basis to make sure what should happen always happen without the business owner having to go in and micromanage it and then that manager if you have someone between you and the ownership group is running those meetings then that’s maybe a once a week meeting to see where we’re at on those key KPI those key performance indicators that the team is going out and doing that. I want to say a big shout out what’s up to Keith, Dillan on the Simple Growth team, Shane , Jim Morrison, Tim – Jim and Tim, boys i’m coming out to your cities respectively sooner or later I think we both need to catch up for a few drinks i haven’t seen you guys in awhile so hopefully all is well. I’m looking at accounting and reporting, assign three things to each team member and have them report out to a manager owner daily so they have ownership. One of the things i learned at Callahan’s is when i kind of took ownership of the reporting and when we got to those daily meetings and weekly meetings some of the team members weren’t exactly prepared the way they should be by forcing them to actually present the numbers to you in a quick five to ten minute meeting whether it’s in person or virtual we call it a virtual 10-minute standing meeting they are going to have ownership and they know when they come to that meeting they’re going to be on the hook to actually report that out. I want to say what’s up to Mike Robinson too long time no see brother hope all is well. So once again Callahan’s Corner – you ask the questions we answer them here live on Facebook. See you again tomorrow with different practices and tips to run your service business and go out and dominate your competition