Video Transcript

00:01
Welcome back to Callahan’s
00:02
Corner where you ask the
00:03
questions. We have some live
00:04
right here on Facebook. So, one
00:05
of the biggest topics in
00:06
Facebook around the service
00:09
industry has been Employee
00:10
Accountability and DESIRED
00:13
Profits. So, how do we take the
00:14
end goal of DESIRED Profits and
00:16
tie in Employee. Accountability
00:18
and bring them all together.
00:20
Well, what I’m going to dive
00:21
into today in Callahan’s
00:22
Corner. This edition when I
00:23
open up the screen is how to
00:24
actually do just that. It’s a
00:25
lot of companies including my
00:26
own wanted to or actually we
00:28
did institute a piece rate
00:29
basis more otherwise known as
00:32
pay for performance in some
00:33
circles but basically, this
00:34
piece rate pay system pays the
00:36
Employee based on the budgeted
00:38
hours and drives Accountability
00:42
with a quality standards. So,
00:44
I’m going to show you how to
00:44
set the foundation of pieces up
00:46
for success and then eventually
00:48
be able to institute this piece
00:49
rate pay system or pay for
00:51
performance but this was
00:51
instrumental in my business
00:53
because what it did is it it
00:54
went in and changed the culture
00:56
of the business. So, the
00:58
employees that we had were
00:58
there for the right reason.
00:59
They weren’t there forever.
01:01
Just trying to keep 40 hours of
01:03
a pulse to get the overtime.
01:05
Now, obviously with Peace
01:06
Raider pay performance. if
01:07
you’re doing it correctly, you
01:08
are going to pay the overtime.
01:09
They’re not looking to avoid
01:10
that but what you’re doing is
01:12
really stacking your Employee
01:13
bench to be on the same team as
01:15
the management. So, no longer
01:17
was the owner of the business
01:18
manager bumping heads with the
01:21
crews saying, you gotta pick
01:21
up. you gotta go fast. You
01:22
gotta go fast. I’d like to call
01:24
it the Wendy’s Frosty Effect on
01:25
a hot day like today up in New
01:26
York that crew might be driving
01:28
halfway across town to get that
01:28
Wendy’s because it’s hot out
01:30
and let’s face it. Well, this
01:31
frosty are damn good but we
01:33
don’t want our employees, our
01:34
team members doing it because
01:35
what that’s doing is eroding
01:36
our bottom line profits. So, we
01:39
need to be able to look at
01:40
certain things such as your
01:41
labor cost effect, labor and
01:42
labor burden on job sites and
01:45
your drive time or non billable
01:47
cost effective at your shop and
01:48
drive time and then we can
01:49
educate them and make better
01:51
decisions but when we either
01:52
pay or their performance into
01:55
equality standard with the work
01:57
they’re doing, that’s where the
01:59
magic happens. So, long story
02:01
short in my business, probably
02:04
about 1516. Years ago, we
02:06
brought in a consultant and at
02:08
this point, I was still on the
02:10
crew for at least half the time
02:11
and with the consultant said,
02:13
is that our crews were only
02:15
about 70% efficient and and I
02:18
said, hey, you you gotta be
02:19
crazy. I’m on these crews
02:20
sometimes but the crazy thing
02:22
is is the gentleman would live
02:23
in a few percent was absolutely
02:25
correct. So, we invested the
02:27
money in getting this piece
02:29
rate pay system with budgeted
02:30
times all set up and
02:31
accountability and then, I’m
02:32
going to show you how we built
02:32
up on that theory and really
02:35
took it to the next level for
02:36
accountability and clarity and
02:37
transparency throughout the
02:39
organization but the main
02:40
takeaway here is we were
02:41
building out an extra twelve to
02:43
$1300 per lawn mowing crew a
02:46
week which was literally
02:47
straight bottom line profit
02:49
without adding extra piece of
02:50
equipment or employees. So,
02:51
this is really important
02:52
whether you’re looking to do
02:53
piece rate or you’re just
02:55
creating Accountability and
02:57
transparency and you want to
02:58
hit your desired profit so you
02:59
can track it daily and weekly
03:01
and we can get our employees to
03:01
have some buying and
03:04
accountability with quality
03:05
standards and then at least
03:07
once, if not, twice a year, we
03:08
can go in ‘cuz some of the jobs
03:10
we’re doing aren’t hitting our
03:11
hourly goals right off the bat
03:12
and some are. So, you may have
03:14
some jobs that are making $100
03:15
an hour and you may have some,
03:16
they’re only making thirty or
03:17
forty but if our goal is fifty,
03:19
we need a non emotional way to
03:20
raise those prices up to bring
03:23
the losers up. So, what you’re
03:24
going to find is in that
03:26
process, you may have a couple
03:27
of lines that you’re going to
03:28
cut through the beginning of
03:29
the year through say July and
03:30
you’re losing $20 every time
03:32
cut the lawn. So like literally
03:34
be easier quicker just to drop
03:35
a $20 bill off the front step
03:36
and we’ll go on your way. So,
03:38
why would you continue that
03:39
bleeding or pain for another
03:41
three to 6 months based on your
03:42
your area and your seasonality?
03:44
Why wouldn’t we go with a non
03:45
emotional way to track that?
03:46
So, what we want to do is on a
03:47
daily and weekly basis track on
03:50
average, are we making our
03:51
money and how can we tie the
03:52
employees in? I’m going to show
03:53
you how to do that in a minute
03:54
and then once or twice a year,
03:56
we want to run a report or take
03:58
a look at things in a certain
04:00
way to be able to raise your
04:00
prices to on average to get
04:03
your hourly revenue goal. So,
04:04
what I find on Facebook and a
04:06
lot of the groups that
04:07
literally drives me me nuts now
04:09
that I’ve been on both sides of
04:10
this equation is a lot of
04:11
people are saying, hey, I’m
04:12
going to raise my prices
04:12
because of gas or inflation by
04:15
three to 5% across the board
04:17
every year or I’m going to
04:18
raise my lawn mowing visits
04:19
five or $6 a cut across the
04:21
board but really what you’re
04:22
doing there is you’re
04:23
alienating your most profitable
04:25
clients. So, the accounts that
04:26
are making $100 an hour and if
04:27
your goal is only fifty, you’re
04:29
making double of what you
04:29
should be making your goal and
04:31
you’re going out and raising
04:33
their price. What you’ve done
04:33
is inadvertently take your most
04:35
profitable clients and got them
04:37
and potentially, it’s causing
04:38
them to shop your pricing and
04:40
shop your service as well. The
04:42
losers where you’re losing
04:43
fifteen to twenty bucks a cut
04:44
on and believe me, I’m sure
04:45
everybody has one in there and
04:47
it’s it’s it’s bound to happen.
04:51
We need to raise those up but
04:52
what you’re doing is when you
04:54
raise the prices on the losers,
04:55
you’re probably not raising it
04:57
enough and those people already
04:58
know they’re getting a smoking
04:59
deal. So, they’re going to stay
05:00
with you because they’re still
05:01
getting a good deal and most
05:03
likely, those problem
05:05
customers, the ones that keep
05:06
playing, you have to go back.
05:07
They’re causing a headache and
05:08
stress at night. Those
05:10
traditionally find when we run
05:11
these reports not emotionally
05:12
are the clients that are
05:13
literally you’re losing money
05:15
on and you’re spending all the
05:16
extra time and what it’s doing
05:17
is taking away from the most
05:18
profitable You should be going
05:20
out and spending the extra time
05:23
taking the garbage cans up to
05:24
their house. Whatever that is
05:24
because our goal is fifty.
05:26
We’re making 100. Let’s spend a
05:27
few extra minutes and just wow
05:28
them and keep them happy. So,
05:30
I’m going to dive in and open
05:31
the screen up and show you how
05:32
to actually track your
05:33
accountability for your
05:36
employees. team. Buy and
05:37
DESIRED Profits and how to set
05:38
the foundations for pay for
05:40
performance or as I call it
05:41
peace rate and this is
05:42
something we did in my company
05:43
for seven or 8 years with great
05:45
success. Now, you gotta check
05:46
with each state and how you do
05:47
it. You need to pay your
05:48
overtime It needs to be at
05:50
least a minimum of time and a
05:51
half on minimum wage but my
05:53
goal is to get my employees
05:55
more than they would be making
05:56
with the regular wage with time
05:58
and a half across the board.
05:59
So, most of our team members
06:01
are making Twenty-two to $2500
06:03
a year or a season more than
06:05
they would have with the time
06:06
and a half and that was another
06:07
way to buy in the buy in.
06:08
Before we get to that, we gotta
06:09
sit lay down the foundation.
06:10
So, I’m going to show you here
06:11
in a second comments or
06:14
questions. Absolutely. Drop
06:15
them in the live viewing or the
06:17
recorded version. I’ll keep an
06:17
eye on this for Twenty-four to
06:19
48 hours. So, some of you may
06:21
have seen this chart before but
06:24
I’m going to really kind of put
06:25
some sheds, some light on it
06:26
based on the time of season
06:27
that we’re in and how do we go
06:28
in and create accountability
06:30
through profitability and
06:31
quality. So, the first thing
06:33
that we are looking at here is
06:34
I want to go in and put the
06:37
budget of time. So, it doesn’t
06:38
matter if you’re using a
06:39
software platform or not. This
06:41
is something that we’ve
06:41
prebuilt out. So, if you’re
06:42
like, hey Mike, this looks
06:43
great. I don’t have the time.
06:45
Build this but I really like
06:46
the idea of this. Let me know.
06:48
We have this built out. So, it
06:49
emails out a form. You fill out
06:51
the form and it kicks all the
06:52
data in here and you get the
06:53
daily and weekly results and
06:54
the numbers. I’m going to show
06:55
you how to use it. So,
06:56
absolutely take, I’m lifting
06:57
the hood on what we’ve built
06:58
for people but go ahead and
07:01
manipulate this and build it
07:02
yourself. This is the key to
07:02
Accountability and in my
07:04
opinion. So, let’s just say
07:05
this crew was budgeted for 18
07:09
hours. So, it’s a two-man crew.
07:12
We have a total of 18 hours
07:14
budgeted. Okay. We’re going to
07:15
go in and say they got to the
07:17
shop and this is key. It’s not
07:18
when they start the first job.
07:18
It’s when is your payroll
07:19
liability starts. 7 AM We are
07:22
paying them for the drive time
07:23
and everything except that
07:24
maybe the state mandated breaks
07:26
but this is where a lot of
07:27
companies will look at it and
07:28
say, hey, we’re really doing
07:29
good. We’re 80% efficiency.
07:31
That’s all we need. Well, I’m
07:32
going to tell you right now at
07:33
least in my opinion, telling
07:35
your employees that you only
07:35
need to hit 80% efficiency is
07:37
probably going to be the first
07:38
and last mistake you make
07:39
because you’re setting the
07:40
precedent that they only have
07:41
to give 80% not 100%. So, I’m
07:43
going to show you how to hit
07:44
100% efficiency and track it
07:45
each and every time here. So,
07:47
start time is 7 AM and we’ve
07:51
automated all this to report as
07:52
well but I really, honestly, if
07:53
you’ve watched the videos, I
07:55
love to automate everything. I
07:56
like the manual version of this
07:57
because it causes you to feel
07:59
the wins and losses and pains
08:00
of this. So, 7 AM to, let’s
08:01
just say 5 PM. If math serves
08:04
me correctly today, that is
08:06
going to be 10 hours and let me
08:10
fix that in here. So, you or
08:13
your office or even your
08:14
virtual assistant. So, a lot of
08:15
our clients work with pink
08:17
collar and they actually fill
08:18
this out for them and then, the
08:19
owner gets the daily and weekly
08:21
reports. So, it’s really huge
08:22
even if you don’t have time to
08:24
do this yourself. So many
08:26
organizations be doing this.
08:26
So, like I said, platform
08:28
independent. We can do this.
08:29
We’ve automated it through
08:30
service autopilot. We have this
08:32
standalone option. If you’re
08:33
using service autopilot to
08:34
track and automate this as
08:35
well. So, I’ve got 10 hours.
08:37
Let’s say we got a half hour
08:38
lunch for you guys. We can put
08:40
put our crew members names
08:41
there in the automated report
08:42
that would automatically merge
08:43
and we got a Two-man crew What
08:45
happened here? Just on this 1
08:46
day is I’ve got gross hours of
08:48
20 hours and I’ve got 1 hour of
08:50
lunch. So, half hour times two
08:51
guys, my work hours, my payroll
08:54
liability from shop to shop
08:55
minus lunch is 19 hours. Okay?
08:58
So, we budgeted. we give him
09:00
eighteen that number up here.
09:01
So, we are are literally 1 hour
09:04
over budget So, let’s imagine
09:07
that you are breaking even at
09:09
forty bucks an hour. That is
09:10
cost you an extra $80 of
09:12
expense just on that 1 day. So
09:13
you kind of start backing these
09:14
numbers and you can kind of see
09:15
the the pain of that now where
09:18
I say that it’s probably not a
09:20
good idea to tell your crews
09:21
they have, they have to get 80%
09:22
efficiency because of that
09:23
billable drive time or shop
09:25
time. Let’s figure all those
09:26
budgeted times in there
09:27
including drive time and non
09:28
billable time and create 100%
09:30
efficiency. So, we’re 1 hour
09:31
over budget right now. So, the
09:33
sheet here, you can see spells
09:35
out 94%. So that’s an easy
09:38
conversation. So, how do we get
09:39
Employee Accountability into
09:40
the system? Well, we go to the
09:42
guys and girls on the crew and
09:43
say, hey with your quality
09:45
standard plus a minus system
09:47
based on compliments
09:47
complaints. I’ll get that but
09:48
let’s just talk about
09:49
accountability for production.
09:51
First, you only gave 94% today.
09:54
So, that’s an easy conversation
09:55
to talk to one of my crews or
09:57
put on a big dry erase board or
09:59
TV in the shop. It doesn’t
10:00
matter if you’re budget of 50
10:01
hours or 5 hours this week.
10:02
It’s the same percentage. It’s
10:04
apples to apples. You do not
10:06
want to show all the crews the
10:07
budgeted hours that each one
10:08
work that’s going to create
10:10
animosity. If it’s too hot,
10:10
they’re going to **** they got
10:12
too many hours. If it’s cold
10:13
out and they want to make
10:14
money, they’re going to they
10:15
didn’t get enough hours but a
10:16
percentage is a non amo
10:18
standard with a plus and minus
10:19
system for accountability and
10:21
quality. I’ll talk about the
10:22
quality in a minute. Easy
10:23
conversation here though. Hey,
10:25
Dave and Joe, you only gave 94%
10:27
today with the quality
10:28
standard. You didn’t do your
10:30
job. Very, very easy
10:34
conversation and everybody can
10:35
recognize that even our
10:36
bilingual teams that spoke
10:38
mostly Spanish understood that
10:39
very simply. It was a basic
10:40
number. Let’s change that
10:42
eighteen to nineteen. So they
10:43
did it in 19 hours. We gave
10:44
them 19 hours to do it. That
10:45
number goes up to efficiency
10:49
Once again, very easy
10:50
conversation. Hey, you guys
10:51
gave 100% today and you hit the
10:53
quality standard. You did your
10:55
job. You hit the hit the total.
10:57
Now, let’s say we gave them 20
10:59
hours. and
11:07
did it in nineteen. So, they
11:08
were 1 hour under budget. So,
11:10
it’s 105%. So, technically,
11:11
they were 5% under the budget
11:13
in time they needed to be at
11:15
but now I can tell the guys and
11:16
girls, hey, you gave 105% with
11:18
a quality standard that was
11:20
acceptable. You kicked butt.
11:20
You did a great job and now we
11:22
have public Accountability. So,
11:23
how we’re going to track this
11:24
is in these times going each
11:26
and every day and we know the
11:27
total number for each crew.
11:28
This is crew number one. we’ve
11:31
got crew number two. They
11:33
failed miserably. They’re at
11:35
67% but let me tell you when we
11:36
go in and we worked with
11:37
hundreds of businesses doing
11:39
this over the last three to 4
11:40
years as well as my own
11:41
business seven Business is a
11:43
million and beyond. If you’re
11:44
not doing this, you’re missing
11:47
the boat. This was instrumental
11:48
in my business after we broke a
11:49
million really before we hit a
11:50
million and if you’re looking
11:51
to scale a million with
11:52
predictable Profits,
11:53
Accountability in my opinion,
11:55
you really need to be doing
11:55
this process. So, if you don’t
11:56
have time to build it out, drop
11:58
me a message. I can show you
11:59
how we do this and automate
12:01
this to you and it’s
12:01
Accountability. So, if you
12:04
don’t do your homework by 2,
12:05
PM, the system will Email or
12:07
text message you. If you don’t
12:08
do it by 5 PM, it’ll Email and
12:09
text message message you. So,
12:10
it’s key performance
12:10
indicators, KPI. Plus,
12:12
Accountability. It’s not only
12:13
that enough to do and build
12:14
this but you need to do it
12:15
daily and weekly. So, we built
12:17
Accountability into the system.
12:18
So, we’ve got crew, one, two,
12:21
so on. So, we’re tracking each
12:23
crew individually so we know
12:25
wins and losses on each crew.
12:26
What you’re going to find is
12:27
that you’ve got certain crews
12:29
that are literally carrying
12:30
your company on their back and
12:31
you got other crews that are
12:33
literally bleeding you dry. So,
12:35
honestly, in my company when
12:37
the the guy running my business
12:38
blew out his Achilles tendon
12:39
and I was actually working and
12:40
filling this out and track
12:42
every day, there’s a video of
12:43
me running around like a wet
12:45
dog like literally in the
12:46
headline of the video is I
12:47
failed my team but it was so
12:49
painful to see the budget at
12:51
times floating around that 65
12:53
to 67% that it forced me to get
12:56
out of that crew and retrain
12:58
that crew because there was no
12:58
one else to do it because the
12:59
main person who did it out
13:00
injured but this is the idea we
13:02
want to be able to track the
13:03
wins and losses every day and
13:04
every week on average are we
13:07
making money on average? what
13:08
based on our desired goal and
13:09
at the end of the year, how
13:11
much money we need to raise or
13:13
keep the prices based on each
13:15
exact count because they’re
13:17
even in this one here where
13:17
we’re beating the budget of
13:19
time. I will guarantee you
13:19
there’s a just defined winners
13:21
and losers. So, we need to go
13:22
out and be able to track that.
13:23
Not emotionally. Let’s not
13:24
raise the price by three to 5%
13:26
or charge an extra five to $6 a
13:28
cut guys, we’re we’re we’re
13:30
hurting ourselves and we’re
13:31
hurting our most profitable and
13:33
loyal clients by doing such.
13:35
So, as you can see, we’ve got
13:36
multiple crews here
13:37
potentially. So, what you have
13:38
is your daily for each crew and
13:39
your weekly and then you have a
13:42
running average here on the
13:43
left of how many minutes are or
13:45
how many hours over under your
13:46
as a a company as a whole. So,
13:49
in this fictitious example, the
13:50
company right now for the first
13:51
day of the week is over budget
13:53
4.3 hours. Now, I’ve got which
13:55
crews winning and losing and as
13:57
a company as a whole on
13:59
average, are we over under
14:00
budget? So, this is how we’re
14:01
going to track this now, we
14:02
talk about quality. How do we
14:04
do quality with this process?
14:06
So it’s going to be a
14:06
combination of plus and
14:08
minuses. So, I’m going to
14:08
recommend defined amount of
14:12
quality control internally for
14:14
you, a manager, somebody to go
14:15
out and have certain criteria
14:16
was the weed wacking done is it
14:19
is are the beds a weed free
14:20
appearance If it’s a landscape
14:22
maintenance but in mowing
14:24
proper weed, wacking clippings
14:25
are out of the beds, no clumps
14:28
and stick edging looks good.
14:29
You have some like AA scale
14:31
that you’re going to do so it’s
14:32
not emotional. A one to ten or
14:33
one to five scale. So you’re
14:34
going to go out and sample five
14:36
or six accounts each and every
14:38
every week for each crew and
14:39
then any compliments or
14:41
complaints will come in as a
14:42
plus or minus and if there’s
14:43
damage, it may be a double
14:44
minus You gotta define a
14:46
system. It’s going to take too
14:47
long to get the exact process
14:48
we did in my company but you
14:49
get the idea. So, you’ve got a
14:51
production standard and a
14:53
quality standard and the whole
14:54
idea is to get them to beat the
14:55
budget of time with that. that
14:59
process with the quality
15:01
standards. So, if you’re on a
15:02
performance or piece of a pay
15:03
system, this crew is getting
15:05
paid for the 20 hours while
15:07
they only work nineteen. So,
15:08
each guy or girl would pick up
15:09
a half hour of extra pay that
15:10
they didn’t really work.
15:11
They’re getting the job done
15:13
with a quality standard. That’s
15:14
the accountability. That’s how
15:15
now we’re on the same team and
15:17
how can I help my team members
15:18
be more efficient with a
15:20
quality standard to go out and
15:21
crush those goals. That’s
15:23
that’s the key right there.
15:24
Production with quality now on
15:26
average are we making money and
15:27
budgeting time for and as a
15:29
company, as a whole. Now,
15:30
second part of the equation
15:32
here is we gotta pull out all
15:34
the data. So, Twenty-five or
15:36
thirty cuts for lawn mowing.
15:37
Let’s say for each crew and for
15:41
each client, I’m sorry. So,
15:41
pull out your twenty or thirty
15:42
visits for each service. for
15:45
each client and we’re going to
15:46
go in and take a look at this
15:48
here. So, we’ve got the price
15:49
per cup was $54.28. A lot of
15:52
people say, hey, Mike, we’re
15:53
looking at this. Is that
15:54
include tax? No, we we must
15:56
have lost money and not hit our
15:57
hourly goal on this account.
15:58
So, we raised it to the Penny
16:01
5428. So, based on our start
16:03
and stop times, we have actual
16:06
revenue per man hour So, on
16:09
average, we were averaging
16:11
$57.30. If our desired goal is
16:14
sixty and we’re $2.70 the good,
16:16
then we don’t have to raise the
16:18
Or actually, I’m sorry, we’re
16:19
$2 and seventy sets lower than
16:22
our goal so we’re not hitting
16:24
it. We’re making 5730 on
16:25
average and this will be over
16:26
Twenty-five or thirty cuts but
16:27
if we plug in $60 an hour, we
16:30
need to raise the price. $2.56
16:32
without a motion. So no longer
16:33
we raise as a percentage across
16:35
the board or X amount of
16:36
dollars per visit. We are only
16:38
raising the clients that the
16:40
average to the penny that we
16:42
need to hit our hourly goals.
16:43
So, let’s just say our goal is
16:44
55 Christ doesn’t go up this
16:47
count now is a winner. So, we
16:49
can go out and not emotionally
16:50
raise those prices and have a
16:52
very candid conversation with
16:53
the client. Why are we raising
16:54
your prices or not raising your
16:56
prices and now we’re only
16:58
raising let’s say the bottom
16:58
five to 10% like Jack Welch GE
17:01
when we could turn that over
17:02
and fix that very easily but
17:02
then when you get rid of the
17:05
least profitable clients, you
17:06
replace them with more
17:07
profitable clients. Your bottom
17:09
line profits continue to go up.
17:10
So, industry averages for
17:12
profit margins for the lawn
17:13
care and landscape maintenance
17:15
which is about four to 6%. last
17:16
time I checked in my opinion,
17:18
if you’re not really making
17:18
double digits, 10% or greater,
17:20
it’s not worth being in
17:21
business or taking your trucks
17:22
out but how do how do companies
17:25
take those marginal values of
17:27
five to 6% and we’re seeing
17:28
some twenty to 25% net. They’re
17:31
systematically raising the
17:32
prices on the losers and they
17:33
tracking it and raising the
17:35
prices twice a year. Middle of
17:37
July is the best time to raise
17:38
the prices. If you’re losing
17:39
money, you’re saving a half a
17:40
year of loss and when you raise
17:43
the price, there’s a good
17:44
chance your competitors aren’t
17:45
going to return the calls or
17:46
even get them an estimate.
17:48
You’re good. They’re not going
17:50
at it. We have done this and
17:51
raise prices twelve to fifteen
17:53
bucks on accounts that we
17:54
didn’t realize they had Maybe
17:56
put a fence gate and that was
17:56
smaller or planted a whole
17:58
bunch of different landscapes.
18:00
The client didn’t say anything
18:01
but we knew on this report that
18:03
something had changed either
18:04
the guys were do in it or
18:06
conditions at the side of
18:06
change and they were conditions
18:08
of the site at that size
18:09
business. We didn’t realize
18:10
that the guys didn’t
18:12
communicate which they
18:13
should’ve but this allowed us
18:14
to go in and raise the price
18:15
and salvage that account and
18:17
the profitability halfway
18:18
through the So, the main thing
18:20
is that we want to look at
18:21
Accountability with DESIRED
18:23
Profits and let’s align them in
18:25
a parallel run. The company
18:27
employees together. So, we need
18:28
to raise our prices to the
18:29
penny. each year, July and
18:31
November and December and we
18:33
need to have some kind of KPI
18:34
key performance indicator with
18:36
accountability and track the
18:38
budget of time versus the
18:39
actual time and be able to have
18:41
accountability on the shop
18:43
whether they give 100% 105% or
18:45
90% and anything below 100.
18:47
They didn’t hit their budget of
18:48
time. anything 105 is the 5%
18:51
under budget but those are very
18:53
visual things with a plus and
18:54
minus for internal and external
18:56
quality control that will drive
18:58
Accountability and Profits
18:59
throughout your business for
19:00
the rest of the year and the
19:02
years to come. So, hopefully
19:05
you take this. This is really
19:06
lifting the hood how we do it,
19:08
Build it out yourself if you
19:09
don’t have time or don’t want
19:10
to do it, hit me up or hit
19:13
Dylan on the Simple Girl team
19:14
and this is something that we
19:15
can help you with no matter the
19:16
software program you’re using
19:17
if you’re using autopilot. We
19:19
have automated reports and no
19:20
matter the program you’re
19:22
using, we can go out and drive
19:24
a automated response where you
19:26
can plug it into this format
19:28
through a form with
19:30
accountability and if you don’t
19:32
do your homework or someone in
19:33
your team or virtual assistant
19:34
does do homework by 2 PM and 5
19:36
PM, it sends you a text or an
19:37
Email saying, hey, get your
19:38
homework done, 5 o’clock, you
19:40
haven’t done your homework or
19:40
get your homework done but
19:42
that’s going to hold you
19:43
accountable because we need to
19:43
look at it each day and then
19:44
the following Monday, we need
19:46
to look at the previous week so
19:47
we know we’re at so we know
19:49
where we’re going. So, comments
19:51
and questions, drop them below.
19:52
Callahan’s Corner. You ask the
19:53
questions. We have some live
19:54
right here on Facebook,
19:56
Employee. Accountability with
19:57
DESIRED Profits and how do we
19:59
align the management team with
20:01
your labor team and dry
20:03
predictable Profits. Labor is a
20:05
tough thing right now but I’ll
20:05
tell you folks if you can
20:06
change the culture where you’re
20:08
your production team and your
20:09
management team are on the same
20:11
page and we’re driving to put
20:12
more money and less headache on
20:14
your field staff, This is the
20:16
key to rate or pay performance
20:19
system. I’ll see you again
20:20
tomorrow. Callahan’s Corner
20:21
where you ask some questions.
20:22
We answered live