Transcript:
0:02
Corner. Were you asked a
0:02
question? We had some live
0:03
right here on Facebook. Had
0:04
another great messenger
0:06
question submitted last week.
0:08
Um I’ll paraphrase it here but
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basically, a gentleman is
0:11
saying that Mike, I hardly ever
0:13
get time to have one-on-one
0:14
meetings with my office staff,
0:15
my crew leaders, and some of my
0:17
managers and what I do have
0:19
these meetings, I’m not really
0:21
sure what to talk about and
0:23
they seem to, if I’m
0:24
paraphrasing here, be all over
0:26
the place with no organization
0:27
and if I’m reading between the
0:29
lines here, probably don’t have
0:29
a of value in the managers, the
0:33
crew leaders, and the office
0:34
staff really don’t enjoy them
0:36
and there’s really no need to
0:38
have these unless they’re
0:38
organized. So, this is
0:40
something actually we’ve been
0:41
working with and going to be
0:42
instituting in the Simba Girl
0:44
Scout Group where we have
0:45
one-to-one coaching with
0:48
business owners under a million
0:50
dollars in our over a million
0:51
dollar basically consulting
0:53
group is our masterminds group
0:55
but I’m going to open up the
0:56
screen here. So, if somebody
0:57
owns a service business, this
0:58
is pretty much what we in my
1:01
service business as well. Um
1:02
and feel free to take a look at
1:04
it and you know institute this
1:06
in your own business here. So,
1:07
let me flip the screen over
1:08
here and pop this open. So,
1:10
this is something if you’re in
1:11
the scout group with Simple
1:12
Growth with the one-on-one
1:14
consulting two and a half hours
1:15
with our seven-figure business
1:16
experts. Uh you’re going to be
1:18
seeing here shortly but this is
1:19
something we used in my
1:21
business here and this is what
1:22
we’ve been looking at on a
1:24
weekly basis. So, on the far
1:26
left here, we’re going to be
1:27
walking through and this is a
1:28
10 to 15-minute exercise with
1:30
some things off to the right
1:32
that need to be prepared before
1:33
the meeting. Uh top of mind,
1:34
things we should talk about.
1:35
So, you’re actually engaging
1:37
this and the employee, not the
1:40
managers filling this out to
1:41
have ownership. Uh priority
1:43
since we last met, what have
1:44
you been working on? Uh
1:45
priorities until we meet again.
1:47
Top things you’re going to be
1:49
focusing on from now until the
1:50
next time we meet. Positive
1:52
things that went well this
1:53
week. Recent wins and positive
1:54
news. We’re going to frame it
1:56
with positivity and see what’s
1:57
going on. Uh next thing is our
1:59
Challenges. Roadblocks and
2:01
concerns that we can work we
2:02
can work out. And last thing is
2:05
feedback, recognition, and
2:07
suggestions for improvement. So
2:09
whether it’s a crew leader for
2:09
a landscape maintenance
2:11
company, a cleaning tech with a
2:13
multi-person crew, a manager,
2:15
or the office. This all
2:17
basically on the left hand side
2:18
fits in perfectly. Now, what
2:21
we’re looking at here on the
2:21
far right is probably going to
2:23
be more for a manager or
2:25
business owner. But this is the
2:26
things that we should be doing
2:27
on a weekly basis. The things
2:29
on the left here even as the
2:30
business owner, I have a
2:32
personal coach that I meet with
2:33
every Friday for an hour, not
2:34
cheap but we have these types
2:36
of accountability. So, these
2:37
are some of the things that I
2:39
actually do in my current
2:39
business as well as the lawn
2:40
care business. So, on the left
2:43
here, or in the middle, we’re
2:45
looking at employment
2:47
recruitment in virtual bench.
2:48
If you ever heard me talk about
2:49
stacking the virtual bench, we
2:50
should always be interviewing
2:52
at least twice a week.
2:53
Traditionally, Monday,
2:54
Wednesday, and sometimes
2:55
Friday. We’re stacking the
2:56
virtual bench. So, when we meet
2:57
an employee and we we don’t
3:00
have a basically a virtual
3:02
bench set almost like a farm
3:04
team for a sports club. It’s
3:05
too late. So, we need to have
3:07
those people already readily
3:08
available on screen before we
3:10
go out and hire. So, what I’m
3:11
going to recommend is go out
3:12
and interview two to three
3:13
times a week and we should be
3:15
tracking this for our cadence
3:16
to see where these interview
3:17
people coming from or
3:19
applicants are coming from. So,
3:20
this Thursday for the scale
3:21
group, we’ve got a whole hour
3:22
about going out and doing paid
3:25
advertisements for in in a in a
3:28
recruiting process to go out
3:30
and get employees when you need
3:31
them but also to stack that
3:33
virtual bench. So, we’re
3:34
going to put the date of the
3:35
week in here. How many
3:36
interviews were booked? How
3:38
many showed? How many were
3:39
hired? And then how many were
3:40
qualified to go on that virtual
3:42
event? So, what we’re doing is
3:43
creating a cadence of
3:43
accountability throughout each
3:46
week tracking your employment
3:48
process. I’ll tell you folks,
3:50
including myself in the early
3:51
days, we did not do this and
3:53
man, when we we stopped doing
3:55
this, we got in trouble. So,
3:56
really need to go out right in
3:58
my opinion, several times a
3:59
week and go out and recruit
4:00
even if we don’t need anybody
4:01
because you’re going to find
4:03
these applicants that you may
4:05
be able to use. So, the
4:06
gentleman who ran my company, I
4:07
found him about a year and a
4:08
half, two years earlier than I
4:09
needed him but it was a perfect
4:11
applicant. So, we moved some
4:11
money around and made it happen
4:13
but like I said, when you’re
4:14
going out to find that person
4:15
when you need them right in
4:16
that time and then, BDC, you’re
4:18
not going to find it. So, we
4:19
need to go out and recruit
4:19
beforehand. So, I’m suggesting
4:21
that our weekly meeting summary
4:23
from the following week for the
4:25
previous week, we go in
4:25
interviews interview showed,
4:27
hired, added to the virtual
4:29
bench. And then the final thing
4:30
based on the position, this
4:32
would be great for crew leaders
4:34
as well. Uh, in the field and
4:36
managers is the week of the
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total budgeted hours for either
4:40
that crew that they’re in
4:42
charge of or the whole entire
4:43
division or company if they’re
4:45
managing that whole entire
4:46
company depending on the size
4:47
of it. But we want to know the
4:48
total budgeted hours, total man
4:49
hours work, and over and under
4:51
man hours. Now I would also
4:53
suggest here in the space
4:54
below, we have something about
4:56
quality because production that
4:58
is not aligned with quality
4:59
work is not going to be a
5:01
benefit. So, I would go in and
5:02
probably put some kind of
5:04
internal ranking like we did.
5:06
We did internal QC test and
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then, we also had a portion
5:10
that based on the clients
5:11
calling in compliments or
5:13
complaints. So, those are the
5:14
things I I’d suggest you be
5:16
looking at but a quick summary
5:17
here, top of mind, things we
5:18
should talk about here.
5:20
Priority since we last met,
5:21
what have we been working on?
5:22
Priorities until we meet again.
5:24
Top things you’re focusing on
5:24
from until the next time we
5:27
meet, things that went well
5:28
this week, recent winds and
5:29
positive news and then we’re
5:31
looking at our challenges,
5:32
roadblocks, concerns, and ways
5:33
we can work them out and then
5:35
feedback, recognition, and
5:38
things for improvement. So,
5:39
these are the things that I
5:40
would suggest on your weekly
5:41
meetings with crew leaders,
5:43
managers, and office personnel,
5:46
a version of this is going to
5:47
be in, and then whoever’s
5:48
responsible for your
5:49
recruiting, right here, weekly,
5:52
how many interviews you were
5:52
booked, how many showed up, how
5:53
many hired, how many stuck
5:54
filtered to bench that were
5:56
qualified and then production
5:58
wise, budget, total hours work
6:01
over and under budget and I
6:01
would have a quality thing in
6:03
here and the final thing that
6:05
I’d be looking at off to the to
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right here that is not on here
6:08
yet is I’d be also looking at
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total client count, total
6:12
cancelled clients, new clients,
6:14
and net new and those are
6:16
going to be metrics across a
6:18
service business. I’m going to
6:19
recommend you look at on a
6:21
summarized weekly basis. So, if
6:22
you’re wondering how to go out
6:23
and tackle weekly one-on-one
6:28
meetings, this is what we do.
6:29
Every every week at Simple
6:31
Growth, every Tuesday, the
6:32
second half of the day, I’m
6:32
doing one-on-one meetings,
6:34
creates clarity, and we can go
6:35
in and better support the team
6:36
members and in a turn, better
6:38
support our customers. So,
6:40
comments, questions, drop
6:41
below. Callahan’s Corner. You
6:43
ask the questions. We answer
6:44
them