Videos

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welcome back to Callahan’s Corner were
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you asking questions we had some live
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right here on Facebook got a User
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submitted question from the service
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autopilot User Group uh Chris wanted to
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know
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um where a certain column in a report
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populated so I’m going to do is open
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this up and Chris is referring to direct
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costs um and this is a massive and
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massive confusion Point inside service
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autopilot so uh this is Chris’s thing I
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give up where does the column populate
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he’s looking at direct cost uh Chris
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you’re going to be looking at actually
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direct cost and indirect costs there’s
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two different areas that will be
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populating there and how they populate a
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lot of people have the misconception
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that it actually drives from the
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estimate but actually that is going to
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be driving from the actual employee
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setup and the mobile or tablet when
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they’re clocking in and out of the job
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so uh Chris we’re gonna be messing with
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you the direct cost and the indirect
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drive time cost effect here so in order
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to set that up we need to go into
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service auto pilot we’re going to go
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into team teams not or actually team and
1:01
employees my bad
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and we’re going to go in and go into our
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employees and we need to set up under
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the edit we need to go in and look under
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the edit tab under labor
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um job costing so if you are looking at
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your
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um user settings for your role you need
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to have access to payroll job costing
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now uh this fake employee here in my
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test account uh let’s say they’re making
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20 bucks an hour this year we’re
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updating that what we need to do is go
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into something like the simple growth uh
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essay setup or deep dive blueprint that
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we actually provide with that we need to
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go in and actually set in their
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um their FICA their unemployment
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and obviously I’m making these numbers
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up here as we go
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um as a percentage of the dollar
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and workman’s comp
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and let’s say this is 0.03 so all these
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need to be as a percentage of the dollar
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if they apply you’re looking things such
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as uh fic unemployment workman’s comp
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Unemployment Insurance liability
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insurance vacation holiday pay if any of
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these apply they need to be figured out
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uh but what we’re doing is taking that
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and then plugging in
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the 20 an hour net 23 and 35 are the
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number that we need to put inside
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service autopilots we’d go in and put
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twenty dollars an hour the labor with
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labor burn is 23.80
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right here
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and over time with overtime rate is now
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35.70
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and when you hit save that will now
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automatically calculate the cost that
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Chris asked about here of the direct
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cost so that is the labor with labor
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burden for the employees specifically
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clocked into that specific job and Chris
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must have highlighted or de-highlighted
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it there’s another one of drive time
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cost effect that’s in there and that
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will actually calculate the drive time
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all the particular employees clocked
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into the drive time or shop time or
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non-billable time on there so that’s how
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you attack it we go into our employee
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settings under the edit we need to go to
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payroll job costing
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right here if you don’t see it you need
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to set up your user rolls rights hourly
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rate goes in here labor with labor
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burden normal time and over time so
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that’s how you tackle it Chris and when
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you do such you will have your direct
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and indirect costs and it will let you
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know where you’re hitting your cost on
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your on-site and off-site time
3:38
Callahan’s Corners you ask the questions
3:39
we answer them live or right here on
3:41
Facebook

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welcome back to Callahan’s corner where
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you ask the questions handsome live
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right here on Facebook got another User
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submitted question uh in one of the
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Facebook groups for service autopilot um
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actually the client asking the question
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is actually a simple growth client so
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good news is we’ve already gone into
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taken care for him after reaching out
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first thing within uh probably about 20
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minutes this morning before uh 9 A.M so
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uh the question is a good one though so
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I wanted to actually go in and answer
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the question live here so I’m going to
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do is open up the screen and dive into
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this quick question
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um but sometimes a little tricky so if
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you’re not a simple growth client uh
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where we actually take care of manage
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update and provide all the content that
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you can customize inside your
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automations TurnKey uh this is probably
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a good question that you would actually
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want to see so uh question here is uh
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does anyone know how I can change the
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name that is showing up where the blue
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line is in
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um
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parentheses uh the name of the
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salesperson is no longer with us and
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she’s not listing the sales person or
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CSR an account can’t figure out where
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it’s populating so a great great
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question here what we need to actually
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do is go into the actual automation
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itself and click on that email and as we
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go in here it’s actually the user first
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name and last name
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um so that is what we’re going to do is
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go in and update that good news is I
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talked to Chap and I’ve had the simple
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growth development team actually go in
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and update that for him if you’re
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looking to find the actual codes if
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you’re doing it yourself we’d select
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select into an email document and body
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um otherwise we would go in and Link
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that in and then all the edits are
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happening on the document itself so it’s
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going to avoid you and your team having
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to go into the automations risking the
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chance of breaking them so once again if
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you’re looking to update on an email
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being sent out of an automation uh where
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who it’s being sent from we need to go
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into the automation itself see the email
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document body that is connected to but
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user first name and last name that’s
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being sent to is going to be updated
1:53
there not on the actual document level
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so questions or comments please drop
1:57
below uh Callahan’s corner you ask the
1:59
questions we had some live right here on
2:01
Facebook

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welcome back to Callahan’s corner where
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you got some questions we have some live
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right here on Facebook got a User
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submitted question here in the service
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autopilot User Group
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um and I’m going to pull this up here or
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actually read it off the screen uh
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question is uh Jeff asks does anyone
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have a report that they used to figure
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out paper performance for employees not
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sure how we would share but looking for
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ideas so uh Jeff’s talking about paid
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performance or uh probably date myself
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here a little bit but also considered or
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called piece rate pay now uh before we
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dive into us if people have never heard
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about peace rate or uh the new term that
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you’re using now uh P for p
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um that Mike Andes has introduced in a
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lot of the ecosystems over the gust of
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lawn care uh piece Raider P for P or pay
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for performance
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is a pay system
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um that has not only been adopted in the
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lawn care industry but as well as the
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home cleaning industry uh one of the
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leading experts in the home cleaning
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industry Debbie sardone has also
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introduced uh pay for performance in her
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Consulting area so whether you’re doing
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lawn care home cleaning this is going to
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be applicable if you’re using essay and
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I’m going to show you some examples in
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sa but before we dive into it I really
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want to talk about what is Pace rate or
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pay per performance uh so the idea here
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is that we are going to pay the employee
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on a uh percent or on the actual
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budgeted time on the job with a quality
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control uh that’s going to be the most
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important part there because when we
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introduced uh piece rate pay in our
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company uh we’re focused more on just
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production and not just
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um production with quality now the
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second option here that has been
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introduced lately in the last five to
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six years has been uh paper performance
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or piece rate pay on the percentage of
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invoice so a lot of people want to know
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how can I run this report inside service
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autopilot for
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not only the budgeted time as a per or a
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percentage of invoice so my personal
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opinion is we dive in here I’m going to
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show you what this looks like in an
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actual uh pre-built report for lawn care
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and home cleaning
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um is that when you’re going to
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Institute uh piece rate pay we want to
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base it on the budgeted hours now
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there’s two or three different reasons
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why I suggest this but the reason why we
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want to do this is that
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um we can now compare our employees on a
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public accountable chart or dry erase
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board or TV in the office or shop
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um so we’re basically comparing apples
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and apples the second reason is is we’re
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doing uh based on budgeted hours the
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employees now or team members do not
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know what you’re charging for every one
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of your accounts so
2:27
um not being paranoid but that may not
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be something depending on their level
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that you want to share because at one
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point in my company we lost about a
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third of the employees overnight
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and they went out to literally start
2:37
their own company and take our clients
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uh long story short we we ended up very
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quickly with some legal injunctions and
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um contacting those clients but those
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are some of the risks if you’re doing a
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percentage of the invoice amount uh
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especially if you have 1099
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subcontractors
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um so I wanted to open up the screen
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here and talk about what Jeff talked
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about here is his question around paper
2:59
performance so without any delay here
3:02
I’m going to pop in and show the screen
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here uh so this was Jeff’s question that
3:06
was submitted uh anyone have a report
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that we they used to figure out paid
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performance employees not sure how uh
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but should look for some ideas so what
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I’m going to do here is pull open
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um the first example that we built for
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CBF members cleaning business
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fundamentals this is Debbie sardones
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this is part of her business in a box
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that we build for her members but
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whether it’s lawn care home cleaning uh
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this is a great example and then I’m
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going to show you a lawn care uh Slash
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home cleaning example that we built uh
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before we started working with Debbie
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um that works an essay as well but
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really what you’ve got here is uh Carla
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and I are two individuals two separate
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Crews that have actually gone in and
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done uh this job
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and we’ve got a area here of checking
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the clock time the billable time the
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budget hours so I’m going to talk about
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the dispatch Board of the closeout day
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screen to make sure we have good data in
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good data out because that is going to
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be one of the most important things also
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an essay no data in no data is your
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Achilles heel as well so we just got
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done with the simple growth two-day free
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live training event in New York here
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about a week ago uh going to be
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continuing those throughout each quarter
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but um the big thing here is is we found
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that data is not
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um really your friend unless it’s good
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data so we want to make sure we’ve got a
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good clocked in the little hours
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budgeted time and job amount and what
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you can see here is we’ve got three or
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four different pay levels we go up to I
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believe about eight different pay levels
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in our report uh that we actually create
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for service autopilot but what you’ve
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done is you’ve set either a percentage
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and once again I’m not recommending that
4:36
we do the percentage but some people
4:37
asked on this so 35 44 49 and 53 these
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are the numbers you would plug in as
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you’re paid a percentage of invoice and
4:45
based on that uh billable hours uh Carla
4:48
came in before I did uh with her clocked
4:51
in time of 11 30 to 12 21 and I came in
4:54
at 12 to 12 34. so uh the idea is if we
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did like a spring cleanup or multiple
5:00
jobs or multiple crews are coming in we
5:01
can pay those people on that crew as the
5:03
percentage of budgeted time or
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percentage of invoice they’re actually
5:06
there so Carla picked up 60 of it I
5:09
picked up 40 based on the pay level uh
5:12
these would have been the actual pay
5:14
amounts here that we would have gotten
5:16
paid individually on that job so that’s
5:18
the idea we want to be able to break it
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down as a percentage of invoice or
5:22
budgeted hours so what I’m going to do
5:23
is open up the screen here and take a
5:25
look at
5:26
the report Center here and this one here
5:29
is uh our version of our pay for
5:33
performance or piece rate based on an
5:36
actual dollar amount so you can see the
5:38
pay rates here that we have have shrunk
5:40
down the four but we go up to eight uh
5:42
16 20 22 and 24. that’s the hourly rate
5:45
that the employee would be making and
5:47
we’re going to multiply that by the
5:48
budgeted hours or the percentage of
5:49
budget hours that they actually would
5:51
incur now you may look at this and say
5:53
Mike there’s a lot of red on the screen
5:54
well you’re absolutely right so what
5:57
we’ve done is built some logic into this
5:59
report so if you’re going to run this
6:01
report for payroll uh obviously
6:03
important to make sure we’ve got good
6:05
data so we’ve done is built in some
6:07
logic into this
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um
6:09
to make sure if it the data does not
6:12
look right that we actually can go in
6:14
and show you uh the areas you should
6:16
look at before you run payroll so uh in
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this test account uh we’ve got clocked
6:22
in times over here that we’re not done
6:24
uh and we’ve got some budgeted hours
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they’re missing now we do have a dollar
6:28
amount so that’s okay
6:30
um but the idea is we’ve got our levels
6:31
of pay and then these would be the
6:33
payouts based on the percentage so if
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you want to walk into your service
6:37
autopilot account and have this
6:39
automatically emailed to your payroll
6:41
company your payroll person every week
6:43
or bi-weekly
6:45
or be able to have your team members or
6:46
managers go in here on a daily or weekly
6:48
basis to create public accountability we
6:50
need to make sure we have good data in
6:52
here so what we’re going to be doing is
6:52
looking at the dispatch board
6:55
um and there’s some things in here in
6:56
this test account here that we are
6:58
looking at so the first thing we’re
7:00
looking at here is under columns uh just
7:02
like we showed in our live training
7:03
event we want closeout day screen and we
7:06
want variants and I want actual hours
7:08
and once we click those in we have that
7:11
ability I’m going to suggest that you
7:12
save a view here and do it for each
7:14
cruise and go in each day and double
7:16
check this and if you’re running a
7:19
reporter or an analysis that is going to
7:21
be driving this automated email to you
7:23
one of your five automated reports
7:26
um all these areas should be green as
7:29
they are here in the screenshot right
7:31
here so this is what it should look like
7:33
in order for the good data to be in
7:35
there
7:36
and all the data we need several things
7:39
here so we need to start and stop time
7:40
that makes sense we need budgeted hours
7:43
and we need a dollar amount if all three
7:46
of those apply then when we come back to
7:49
our piece Raider pay for performance
7:51
report and service autopilot all these
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areas should be green and we can be able
7:55
to pay out on the different level of pay
7:56
or
7:58
um in Debbie sardone’s model the paper
8:00
performance with percentage of invoice
8:01
uh Debbie does also do a percentage of
8:04
dollar as well as budgeted hours and I
8:07
believe Debbie also recommends the uh
8:09
based on budgeted hours so we’re not
8:12
giving away our pay rates here but uh
8:14
either way that’s what it’s going to
8:15
look like inside service autopilot uh we
8:18
want to go in and build that in
8:20
and make sure if we’ve got bad data that
8:23
um
8:23
it is going to highlight it in red and
8:25
let us know so we can have an admin or
8:26
somebody check that and now the business
8:28
owner has clear great data they can
8:30
provide to the team members and actually
8:32
do that if this is something you’re
8:34
interested uh hit up the simple growth
8:35
team we do have a done-for-you model but
8:37
if you’re building yourself this is what
8:39
it actually looks like uh this probably
8:40
took two and a half three months of hard
8:42
work and testing to actually get this
8:44
dialed in but once it’s dialed in uh we
8:46
had one company that took about 30 uh
8:49
Cruise team and basically for their
8:52
payroll it took two and a half to three
8:53
days to literally calculate this a week
8:56
for payroll uh once this report was
8:58
dialed in it was 15 to 20 minutes so two
9:00
and a half to three days worth of work
9:02
to about 15 to 20 minutes so this is
9:04
going to give you the data that you need
9:06
um and ideally if you’re building a
9:08
shelf it’s going to look like what we’ve
9:09
done here with Debbie’s example here
9:12
um for paper performance so if you’re a
9:13
cleaning business fundamental I remember
9:15
uh definitely give us a call uh this is
9:18
something we’ve got already pre-built uh
9:20
for Debbies with her methodology as well
9:22
as her whole complete estimating
9:23
production rate system uh but you do
9:25
need to be a CBF member to have access
9:27
to that otherwise if you’re building
9:29
yourself or you want something based on
9:31
our original reporting for lawn care or
9:33
home cleaning we have our simple growth
9:35
report but this is how you build it
9:37
yourself so comments questions drop
9:39
below but remember uh piece rate we’re
9:41
paying on budgeted time
9:43
we need to have a quality control
9:44
standard with that piece rate and it is
9:47
not to avoid or uh get past time and a
9:51
half or over time that is needs to be
9:53
paid legally in 99.9 percent of the
9:55
states so we need to be paying our
9:56
overtime Most states it needs equivalate
9:59
or be equal to
10:01
um time and a half at minimum wage but
10:03
the idea here is that
10:05
um when you run those reports they
10:07
should be making well over the overtime
10:10
rate
10:12
um with pay uh piece rate or paper
10:14
performance so comments questions
10:15
dropped below this is how you break down
10:17
paid performance or piece rate reporting
10:19
with production and quality based on the
10:22
budgeted hours or if you opt to do
10:24
percentage of invoice but I do recommend
10:26
sticking with paying on the budgeted
10:28
hours because we can have public
10:30
accountability we can show the hours and
10:32
it’s an Apples to Apples comparison
10:33
based on uh percentage so comments
10:36
questions dropped below Callahan’s
10:37
corner you ask the questions we answer
10:39
them live right here

0:00
welcome back to Callahan’s corner you
0:02
have some questions handsome live right
0:03
here on Facebook got a great User
0:05
submitted question here in the service
0:07
autopilot users Facebook group you’re
0:09
gonna pop up on the screen uh Marcus
0:11
says I could use some help on signature
0:13
boxes for accepting proposals in the
0:15
photo attached it shows the instructions
0:16
of the way the client is used to accept
0:19
and sign the contract estimate uh there
0:22
would be a purple box to click and
0:24
accept and sign an initial uh looks like
0:26
Marcus is potentially missing some of
0:29
the main areas here he’s got this red
0:31
box uh Chadwick here on the simple grow
0:33
team has actually just answered this
0:35
question here a few minutes ago uh to
0:37
help the user actually figure this out
0:40
um through some written text but I
0:41
wanted to make a quick video so Marcus
0:42
and everyone else having this question
0:44
going into the season uh could
0:46
understand the basics of how to do this
0:47
here so what do you do is go into
0:49
service autopilot and break this down so
0:51
the first thing we want to do is go to
0:54
the gear icon estimate settings this is
0:56
where most of the things are going to be
0:57
living here so
1:00
as we go in we go to estimate settings
1:02
and we’re going to go in and set the
1:04
allow signature capture on my view my
1:08
proposal that’s going to enable that
1:10
feature of the electronic signature
1:12
almost like a DocuSign uh no extra fee
1:14
in there but it’s going to capture that
1:15
picture
1:16
um and put that in so once we have that
1:18
set up uh we’re going to go into the
1:20
gear icon and go to the document editor
1:23
I’m not going to go into details this
1:25
morning of it but there are three main
1:27
parts to a document workflow we need an
1:29
estimate email where they click the link
1:31
to actually open up the estimate I mean
1:33
the estimate document where they check
1:34
the services with the pricing and do the
1:38
electronic signature and then the third
1:40
piece that goes in is the actual
1:41
estimate acceptance email so if you’re
1:43
building this out Marcus or anybody else
1:45
watching this you want to make sure that
1:46
you’ve got those three pieces now uh
1:48
when we go in I’m just going to go right
1:50
from scratch here we’re going to go in
1:52
and select a document type of an
1:54
estimate we’re going to name it
1:59
and we can put our
2:01
description in here and our subject so
2:05
when I talked about the estimate email
2:06
and estimate confirmation email this is
2:08
where we would actually select those
2:10
documents
2:12
um and literally go in and
2:14
uh connect those documents here so we
2:18
would select the appropriate document
2:19
here I’m just going to grab here for
2:21
some documents just
2:23
for time’s sake here but the idea is
2:25
we’ve connected the estimate email
2:27
estimate confirmation if we want a PDF
2:29
we do that here we hit save that’s going
2:31
to open up that blank document
2:33
and the question or the piece that
2:34
Marcus was missing here is the actual
2:36
email signature component
2:39
um so I’m going to use a blank template
2:40
just you can kind of see where this is
2:41
all going to come into so the document
2:44
editor is a drag and drop Builder here
2:46
and we just kind of drag these
2:48
structures over as I’m sure he has
2:50
already done what we would probably do
2:53
is go in and add some text and an image
2:55
up here for the header and then we would
2:57
go in and grab our Dynamic content
2:59
that’s where our pricing would live and
3:01
we’d click in here and select the
3:02
appropriate
3:04
um grid so we can show that and then the
3:06
final piece is
3:08
where Marcus is talking about here we’d
3:10
go into content grab our text and this
3:14
is where we would go in and
3:16
[Music]
3:16
um
3:18
contract terms
3:23
billing terms and then
3:26
um something click and
3:29
sign below and this is where the
3:33
estimate line would come in so we go
3:34
into merge tags
3:36
whether using a Mac or PC PC to be the
3:39
command or control F is what I’d
3:41
recommend here
3:43
and grab that and if we just type for
3:46
signature
3:51
signature line is the one you want and
3:53
that is what’s going to go in there now
3:55
if you know you want the signature line
3:56
you can actually go at and then just
3:58
start typing signature and
4:02
as you scroll through that would
4:05
actually give you a shortcut to the
4:07
signature line
4:08
so both are the same you’d only want one
4:11
obviously but once you have that in
4:13
there that signature line is dynamically
4:15
going to go in for them to sign print
4:17
their name and hit accept and then once
4:20
that’s done that is going to give us the
4:23
ability to Marcus’s question how do we
4:25
get the time and date stamped IP address
4:27
on here so if we go in and click into an
4:31
estimate
4:32
um this is exactly what we were talking
4:34
about here so you got signature
4:35
information time and date stamps with IP
4:38
address and under attachments we’ve got
4:41
a PDF that’s printable of the exact
4:43
estimate here uh in this test account
4:45
that was signed here
4:47
and then all the way down at the bottom
4:52
you’ve got the signature so for
4:54
collections Court pesticides that’ll get
4:56
you covered so Marcus great question
4:58
about estimate signature lines inside
5:00
service autopilot Callahan’s corner

0:00
back Mike Callahan here um been getting
0:02
a lot of questions uh coming in through
0:04
simple growth about hiring here if
0:06
you’re coming the up the upcoming new
0:08
season and I couldn’t think of anybody
0:10
better to bring in but Dan Ralph’s from
0:12
the simple growth coaching team uh where
0:14
Dan helps coach businesses from Seven
0:16
figures to eight figures going from that
0:18
million to three million to 5 million to
0:20
10 million and Beyond
0:22
um
0:22
area so again if you want before we
0:24
really open up into this question that
0:26
Chris submitted
0:27
um you want to get a little background
0:28
on yourself of people haven’t met you
0:30
through the simple real scale group or
0:31
the simple growth masterminds group
0:33
where we take those seven to eight
0:34
figure businesses on the on the journey
0:37
um to where they’re going this is
0:38
awesome like one of the things that I
0:39
love doing is coaching companies like
0:41
you said who are at that seven figures
0:43
trying to grow to ten uh or 10 figures
0:46
sure 10 figures uh for there are a
0:49
million trying to go to 10 million and
0:50
Beyond we’ve been I’ve been coaching
0:51
those companies for literally
0:53
it’s been 10 plus years where I’ve been
0:56
working with that kind of company and
0:58
I’ve had the chance to be inside and
1:00
chat with hundreds of different million
1:03
dollar CEOs and their businesses and
1:05
being really in depth to them my
1:07
favorite thing that happens when I work
1:08
with companies is when they get uh some
1:11
kind of Award right when they become a
1:13
top a great place to work when they’re
1:15
in the top 10 great places to work in
1:17
the state of Idaho for example with one
1:18
of the companies that I’ve been working
1:19
with
1:21
um that to me is the funnest part is
1:23
when we’re building a company that is
1:24
just absolutely an incredible place for
1:27
the staff to be and the truth is Mike
1:30
don’t you think it’s true that most
1:31
people want to be the kind of company
1:33
where their staff love being there I’ve
1:36
met very few CEOs are like I don’t care
1:38
like pull out the whips and like make
1:41
people feel miserable coming to work I
1:43
think most people want their staff to be
1:44
super happy and so it can be super
1:46
frustrating when we have questions like
1:49
the One You’re Gonna present yeah and it
1:51
would just uh just coming back from
1:52
Phoenix this week we we saw a couple
1:54
gentlemen that were basically either
1:56
CEOs or the head of people and in the
1:59
their stories were so enlightening
2:01
because it really wasn’t about a
2:04
paycheck but it was about some of the
2:05
things we’re gonna be diving into today
2:07
um so whether you’re a million dollar
2:08
company and looking to scale to three to
2:10
five or ten million Beyond or your itty
2:12
bitty or you’re 250 to 250 000 the
2:15
things we’re gonna be talking about here
2:16
Dan is really applicable to any size
2:18
business because the whole way we go out
2:21
and hire and bring people on and on
2:23
board and retain them
2:25
um it’s a new way that we have to
2:27
approach it well it’s not necessarily a
2:29
new way it’s a proven way but it’s new
2:31
for the service industry for most folks
2:32
in November the first time that we met
2:34
uh it was mind-blowing to me that wait
2:37
um it’s not just about the paycheck and
2:38
what you can do for me as an employer
2:40
but all the other things you’re going to
2:42
bring in so Dan if it’s cool with you
2:43
I’m gonna actually pop my screen up and
2:45
show the question and we’re gonna break
2:46
this down how to actually go out and
2:48
hire in this new way of hiring
2:50
let’s do it all right so here is a
2:52
question it’s gonna be a little hard to
2:53
read on the screen so I’m actually going
2:54
to read it
2:55
um I am new to the service industry and
2:57
getting hit with my first two terrible
2:58
hires one quit after one week and uh one
3:02
has terrible attendance what are your
3:04
suggestions to attract and retain
3:06
quality employees uh we are in the
3:09
residential service industry
3:12
um and some of the questions here
3:14
um very similar to what we see in the
3:15
group stand um you’re going to be going
3:17
through this motion forever
3:18
um I suggested hey there is a better way
3:20
and I’m going to bring in one of my top
3:21
coaches Dan Ralphs to actually talk
3:23
about the solutions
3:25
um
3:26
and Jeff mentioned that hey uh we’ve got
3:29
about 35 employees I have our key 10
3:31
plus or minus employees who’ve been with
3:33
me over 10 years however
3:35
um
3:37
uh he is running with one or two
3:39
employees who always be facing this it’s
3:40
inevitable part of the gig
3:43
um and Jeff in the early days I would
3:44
have definitely agreed with you
3:46
um but unfortunately you know most
3:49
people have not been introduced to Dan
3:50
or these systems that we used at
3:52
Callahan’s lawn care now it’s simple
3:53
growth um or the 65 to 70 people on a
3:56
simple growth Master Management Group
3:57
that are starting to get acclimated
3:59
um and Amanda says hey Mike did you ever
4:00
do a video on this subject becoming very
4:03
dire any suggestions of welcome we offer
4:06
top dollar is there and there is a clear
4:08
shortage of people in my area we have
4:11
many friends across the industry and
4:12
everyone is struggling it’s depressing
4:14
while the ad is no longer about the
4:17
client but what to put about the
4:19
potential higher only uh we have we all
4:22
have plenty of work
4:24
what we don’t have is the people to help
4:27
us do the work so Dan let’s break this
4:28
down and see what we get into here
4:31
yeah first of all it is getting
4:32
increasingly competitive it’s getting
4:34
increasingly difficult to be able to
4:37
find people who are willing just to come
4:39
in and do good work especially the kind
4:42
of work right that in the service
4:44
industry we’re offering and so it
4:46
becomes importantly more strategic for
4:49
us as As Leaders to make sure that we’re
4:51
absolutely nailing
4:53
um creating an environment that is that
4:55
will attract and retain great talent and
4:58
so uh maybe there are lots of ways to
5:00
think about this let me give you one way
5:02
to kind of begin to think about this
5:04
so back in your human psychology day
5:06
psychology classes there was a guy by
5:09
the name of Maslow we remember Maslow
5:11
that he talked about five fundamental
5:13
needs that we all have as human beings
5:14
and
5:15
um even though there’s some discrepancy
5:18
about Maslow for the most part people
5:20
still agree these five things are people
5:22
things that everyone needs and as
5:24
employers we have to get better and
5:26
better as time progresses about meeting
5:28
all of the needs of our human beings and
5:30
when we have a place that both meets the
5:33
needs of human beings just just not not
5:35
just an employee but a human being when
5:37
we have a place that meets the needs of
5:39
the human being
5:40
uh not only will we retain the talent
5:42
why would I go anywhere if all my needs
5:44
are being met and two we will begin to
5:47
attract great talent because we’ll have
5:49
something truly unique and truly
5:51
worthwhile to be able to help them so
5:52
let’s review Maslow’s hierarchy of needs
5:54
the number one is I have to take care of
5:56
my physiological self
5:58
so most of us many of us I shouldn’t say
6:01
most many of us are basically operating
6:04
when we think of employees at the
6:06
physiological level meaning I’m going to
6:08
give you money to eat and house yourself
6:11
and that’s all we’re gonna do if you’re
6:14
only at this kind of first tier of
6:17
caring for your employees where it’s
6:19
just transactional then I’m not going to
6:21
build any loyalty in other words if all
6:24
I care about is how much I’m getting
6:26
paid
6:27
then as soon as I get paid one dollar
6:30
more one penny more I’m gonna transition
6:33
to some other position I’m Gonna Leave
6:34
the company and go find somebody
6:36
someplace else to do it it’s also true
6:38
if my only
6:41
um if it’s just a transactional
6:42
relationship where I can get this pay if
6:45
I get if I do this little bit of work I
6:48
I mean we’re programmed from very early
6:50
days in elementary school in high school
6:52
and Junior High all the way through our
6:54
educational experience to do as little
6:56
as possible for the a
6:58
right like were you that way Mike it was
7:01
like absolutely I was like let’s do as
7:03
little as possible to get the a and so
7:05
in a similar way if all I if this is
7:09
just a transactional relationship where
7:11
I get this if you give me this
7:13
uh
7:15
or yeah if I give you this you’ll get
7:17
this right if it’s transactional then at
7:19
the end of the day I am going to do as
7:21
little as possible to get my maximum
7:24
paycheck
7:25
and that’s kind of pre-programmed in us
7:27
and if we’re operating this first tier
7:29
which is simply a physiological
7:31
transactional tier that’s generally
7:34
where we’re going to hang out so tier
7:35
one but by the way we have to do that
7:37
right if we’re not competitive in our
7:39
pay if our paychecks aren’t showing up
7:41
on time if there are moments where
7:42
people are like distrusting whether or
7:44
not they’re actually going to get paid
7:45
what they deserve then we’re in big
7:47
trouble we’re not even meeting their
7:49
fundamental human need of physiological
7:51
need but that’s hopefully where those
7:53
are table Stakes hopefully we’re all
7:54
getting that right the second level is
7:56
Trust
7:58
do I trust the people that I’m working
8:00
beside do I trust the person that I’m
8:03
leading
8:04
um do we have a kind of culture where
8:06
there’s gossip and backbiting do I have
8:08
a kind of culture where where there’s a
8:10
lot of like I’m not going to chip in and
8:12
help you and because you’re not going to
8:13
chip in and help me so I need to be in a
8:16
position where I have General trust that
8:18
I’m going to be safe and secure
8:21
so the second masterless higher
8:22
Community is safety I’m I want a place
8:25
where I can feel safe when I come to
8:26
work and so this is where sometimes the
8:30
first thing we have to do to create the
8:32
kind of culture that will attract
8:34
employees ironically is getting rid of
8:37
some of the bad ones
8:40
because a lot of times the reason people
8:43
will leave companies is not because of
8:44
the leader and not because of the
8:47
company or the culture or the pay it’s
8:49
because the person I’m working side by
8:51
side is a vindictive
8:54
Etc fill in the blank and I’m not
8:56
interested I’m not interested in working
8:58
with them every day and so I’m out of
9:00
here and so we have to evaluate we have
9:03
to look throughout our company and find
9:04
out are there people within our
9:06
organization
9:07
that are violating fundamental trust
9:10
rules are they’re making people feel
9:12
unsafe
9:13
and and unsafe can show up in a lot of
9:16
different ways it could just be they’re
9:17
always super cranky and everywhere we go
9:21
they’re just jerks because at the end of
9:23
the day do you know the number one
9:25
reason people will stay at a job is
9:26
because they have a friend in that job
9:28
and you know the number one pre reason
9:30
people will leave a job is because there
9:32
are people around them that are toxic
9:34
and so you got to get rid of the toxic
9:36
people and have a safe environment where
9:38
people come into work they know that
9:40
there aren’t any things jumping out from
9:42
around corners they’re the employees
9:44
working around them they’re leading work
9:46
around them is going to treat them
9:47
fairly
9:48
and that’s level two if I can get to
9:51
level two I’m already ahead of the game
9:53
a little bit but again I don’t know that
9:55
I I mean that’s kind of what I hope a
9:57
job will be and so I’m more likely to
9:59
stick around a little bit longer when it
10:01
comes to retention but I’m still have
10:03
three levels of human need that might
10:05
not be being met
10:08
now if you can get to level three do you
10:10
know what level three is Mike by chance
10:11
on Maslow’s not off top of my head but
10:14
I’m resonating transactional because hey
10:16
we got to get that right and B uh a lot
10:18
of times people will leave a great
10:19
company because the manager is just
10:21
toxic
10:22
um so I mean this this hits the quick
10:25
base in my lawn care company in the
10:26
early days this this could happen
10:29
not CEOs they don’t quit companies they
10:31
quit bosses and so if you have a boss
10:33
where you see a high level turnover you
10:35
should be like ooh that is a great sign
10:37
that maybe this boss isn’t doing the job
10:39
right it’s not a 100 corollary but it’s
10:42
it’s a good sign
10:43
and then level three is community so I
10:47
as a human being we have a fundamental
10:49
human being to be a part of something
10:50
bigger than ourselves
10:53
to be a part of something bigger than
10:54
ourselves and most of the time
10:58
uh if I’m showing up to clean buildings
11:01
or I’m showing up to molons or I’m
11:03
showing up to do some basic task
11:05
I don’t feel part of something
11:08
I feel like kind of like disappointed
11:10
and like it’s like like I don’t feel
11:12
like oh man look what I get to be a part
11:14
of there’s a great example out of
11:16
Seattle if you’ve ever been to Pike’s
11:18
Fish Market
11:20
um Pike’s Fish Market did an incredible
11:22
job of transforming a job
11:24
from a drudgerous job to an amazing one
11:28
so they have a fish market there and the
11:30
job of the fish market people are to
11:33
wander down to the wharf pick up the
11:35
smelly gross fish
11:38
4 a.m in the morning bring the Grody I
11:41
don’t like fish reading the Grody
11:42
smelling fish back to their fish market
11:44
and place it in cases and then sell it
11:47
throughout the day that’s the job it’s
11:49
not glamorous it’s not glorious and for
11:52
years and years it was just a job
11:55
but then they decided I don’t know who
11:57
decided whether it was the leader or
11:59
someone within the organization said one
12:01
morning they woke up and they said you
12:02
know what we’re gonna have fun
12:04
we’re gonna have fun dang it and they
12:06
started throwing fish around and they
12:08
started like laughing and joking with
12:10
each other and the next thing you knew
12:13
Pike’s Fish Market is now world renowned
12:17
world-renowned people come from all over
12:19
the world just to watch them work
12:22
in a stinky smelly job because they
12:26
created something that was bigger than
12:27
themselves so if I’m sitting at home and
12:29
I’m like well how do I go about creating
12:31
something bigger than myself in my
12:33
little lawn care company or my cleaning
12:35
company you start with two fundamental
12:37
elements three fundamental elements
12:39
really the first one is purpose
12:42
you need to add a reason why you do what
12:46
you do
12:47
to to the day-to-day grind of the job
12:51
and so one lawn care company that I’ve
12:53
I’ve consulted said you know Ry is to
12:56
save Lawns and Elevate people and so
12:59
every morning when we wake up we’re out
13:02
there saving Lawns and there’s a little
13:04
bit more reason why we do what we do
13:07
and I can tell you that that Lawn Care
13:10
owner reported recently to me
13:14
uh he said our people are
13:17
two times more productive since we’re
13:19
like I don’t know if it’s two times but
13:20
they’re like we had we lost forty
13:22
thousand dollars last January we made
13:24
five thousand dollars this January and
13:26
it’s off season and it was harder and
13:28
was because our guys were just fully
13:29
engaged they’re waking up in the morning
13:31
super excited and I know that sounds
13:33
simple but as that begins to seep into
13:35
the way we act and operate way we talk
13:38
to new potential hires
13:41
Etc we get in a position where all of a
13:43
sudden this matters the work we do
13:45
really really matters we’re and and
13:47
that’s why we do what we do when we wake
13:49
up every morning
13:50
um there’s the old story of like the
13:52
NASA engineer uh the NASA janitor who
13:55
when asked what do you do all day he
13:57
says as he’s mopping the floors it’s
13:59
like what are you doing he’s like I’m
14:00
putting a man on the moon and when we
14:02
can connect the day-to-day work that
14:03
we’re doing with a much bigger cause or
14:06
purpose it satisfies a fundamental
14:08
humidity and Mike I know you’ve done
14:10
this work and so in simple growth what’s
14:12
the purpose why do we do why do we do
14:14
what we do it’s simple growth we help uh
14:16
business owners take their life back
14:17
from their help we help business owners
14:20
take their life back from their business
14:22
yeah so so Mike can say to people in
14:25
grindy jobs in his business hey there
14:28
are people out there who need us who’s
14:31
struggling to hang hang on to their
14:33
lives who have trouble taking their kids
14:34
to drop them off at the bus stop because
14:36
their business is too overwhelming like
14:38
it matters the work that we get to do
14:40
and so
14:42
and so the first thing you can do is do
14:43
is purpose the second one you can do is
14:45
values so values is a list of behaviors
14:48
or attributes uh that we believe and
14:51
we’re gonna have everyone live by so
14:54
again the second that some fundamental
14:56
need is community and so if I feel like
14:58
I’m like other people around me I said
15:01
before the number one reason people
15:02
leave is because there’s toxic things
15:04
and the number one reason people stay is
15:06
because I feel friendship I feel kinship
15:08
with the people around me and so if you
15:11
as a as a leadership team or you as a
15:12
leader can Define this is who we are
15:15
around here
15:16
and this and so if if you’re if you’re
15:19
this way you’re gonna fit in around here
15:21
if you’re not this way you’re not going
15:22
to fit in around here and so then I can
15:25
be very intentional my hiring process I
15:27
can be very intentional in my firing
15:29
process to make sure that we have people
15:31
that fit in with us so for example my
15:34
family we have a set of core values and
15:36
there are things like we work hard we’re
15:39
responsible we dream big so we have this
15:41
list of core values that kind of
15:43
describe who we are as a family
15:46
and when cultures get this really right
15:48
like people will come like what was one
15:51
of my favorite Corvette oh is the core
15:52
values from a lawn care company the
15:53
other day that I was talking to and they
15:55
said one of our core values is we
15:56
embrace the suck
15:58
and I was like oh I love that like we
16:00
embrace the suck and they’re really
16:01
clear if you’re not willing to embrace
16:03
the suck you’re not going to fit in
16:05
around here but if you do Embrace suck
16:07
then man this is the place for you right
16:09
and so we want to Define these core
16:11
values that are going to talk about the
16:13
type of people that that fit in and so
16:16
if you brought someone into a culture
16:18
that embraced the suck who didn’t
16:20
they’re going to be spit out they’re
16:22
just not going to fit in at all and so
16:24
to Define that we can say this is who we
16:26
are this is what our tribe is this is
16:28
what our community is and again that’s
16:30
fun one of the fundamental human needs
16:32
we have is that community and then the
16:34
last piece is this idea of
16:37
um
16:39
uh oh is a mission or a cause that we’re
16:41
about so uh same lawn care company that
16:44
breaks the suck they said we’re going to
16:45
be the best in the valley we’re going to
16:47
be the best lawn care company out of
16:49
anyone else in our in our community
16:51
we’re going to be number one and that
16:53
kind of mission or cause again allows
16:55
them to be a part of something bigger
16:56
themselves so purpose values Mission are
16:58
all ways that we communicate to our
17:01
staff hey you’re part of something
17:03
bigger than yourself and that satisfies
17:04
of just a fundamental human need it’s
17:07
not unique to any culture it’s like
17:09
across the board everyone needs that
17:11
does that make sense Mike yeah Dan a lot
17:14
of people maybe listen to this and I’ll
17:15
be honest the first time I was listening
17:16
and it feels to kind of touchy feely I
17:18
don’t know these are these are guys and
17:20
girls in lawn care or cleaning
17:22
um but I will tell you that uh right
17:25
down to those five needs they’re just
17:27
basic to any person that’s trying to
17:29
join an organization
17:30
um and it what kind of clicked to me and
17:32
when I really bought into it was it was
17:33
kind of like a sports team that
17:34
Community we’re driving towards a common
17:36
goal
17:37
um if you don’t have good work ethic
17:39
you’re not a team player you’re not
17:40
going to fit on the team but how do
17:42
world-class sports teams get these
17:44
people on their team and want to play
17:45
for them
17:47
um these are all the foundational things
17:49
so if you’re thinking well you know I
17:50
own a lawn care home cleaning company
17:52
this isn’t going to work
17:53
um it’s the same thing in a sports team
17:55
it’s the same thing in business and Dan
17:57
I’ll tell you we can’t afford we can’t
17:59
afford to get people at 100 000 salaries
18:01
right we gotta win in another way if
18:04
we’re gonna get good people to come and
18:05
good people to stay and and so it’s like
18:08
we can’t just try to win with
18:12
um
18:13
Mike froze up but we can’t just win
18:15
right with uh
18:18
our ability to like pay well and outpay
18:20
someone else we have to win in in a way
18:24
where we’re really talking about culture
18:25
and figuring out culture and so it’s
18:27
even more important for us to do that
18:29
all right last two things and then and
18:31
then we’ll be about done so the the
18:33
fourth of Maslow’s hierarchy of needs is
18:36
the need of esteem
18:38
so meaning I am not only a member of the
18:41
community but I’m a valued individually
18:45
for my contributions
18:47
so as an as a human being I need to know
18:50
not only am I part of this but my
18:53
contributions are unique and they matter
18:55
and so we got to find ways to
18:57
communicate to our staff hey your unique
18:59
contribution matters
19:01
and that is done with great leadership
19:03
that’s done with great management uh
19:06
it’s done like most employees I forget
19:08
the percentage most employees in the
19:09
workplace feel undervalued and
19:11
underappreciated and it’s not because
19:13
they’re not getting paid it’s because
19:14
nobody says hey good job you did a good
19:17
job let me communicate how awesome you
19:19
are with the work that you’re doing and
19:21
so whatever you can do to especially
19:23
individually celebrate honor reward
19:26
congratulate uh endorse uh the work that
19:30
individuals are doing within your
19:32
organization the more likely you’ll be
19:33
to have them again to stay and then the
19:37
fifth level is
19:38
um is the level of self-actualization
19:42
now this may seem odd in an in service
19:44
industry but let me recommend a book to
19:46
you it’s the book is called the dream
19:47
manager and the dream manager
19:49
articulates a company that went about
19:52
trying us it’s a cleaning company that
19:54
went about trying to create an
19:56
environment where uh where they help
20:00
their employees to self-actualize
20:03
and they basically said How do we get
20:06
employees to stay asking the same
20:08
question they started asking questions
20:09
to their staff what can we do what can
20:10
we do at first it was like man I don’t
20:13
have a ride from my house to the office
20:15
and they’re like oh sweet we’re gonna
20:16
put together a shuttle bus and we’re
20:18
going to shuttle people in well they
20:19
just kept asking until eventually the
20:22
question was what are your dreams what
20:24
are your aspirations what are your goals
20:27
in life and can we help you fulfill
20:29
those dreams by being a part of our
20:31
organization
20:33
and they eventually hired a dream
20:35
manager now my my background I used to
20:38
be the dream manager for a software
20:39
company where literally my job was to
20:41
help identify articulate and accomplish
20:43
personal dreams
20:45
and if you can get to this tier this
20:47
level
20:49
um so good first step would be just read
20:50
the book The Dream manager by Matthew
20:52
Kelly but um I talked to in one of our
20:55
former employees at this company two
20:58
days ago or today actually
21:00
and she said Dan I remember you being
21:04
our Dream manager and you helped my
21:06
dream come true I was starting a little
21:08
uh restoration business with my husband
21:11
and you helped me find the right places
21:13
to talk to and you helped me connected
21:15
me with the right marketing guy and and
21:18
you helped me get the stream going and I
21:19
remember how loyal I was to that company
21:22
in fact I worked harder I put in more
21:25
hours I worked weekends and then she
21:28
went on to tell the story of a company
21:29
who didn’t care for their employees that
21:31
way and she said man I was fair with the
21:34
company meaning I did all the work that
21:36
they asked me to do but it stopped there
21:40
and so when we can help people meet all
21:42
of the hierarchy of needs
21:45
so we’re paying them fairly we’re
21:48
creating a safe work environment that to
21:50
work in we’re creating a culture where
21:52
they can be a part of something bigger
21:53
than themselves we’re showing that we
21:55
care about them individually we’re
21:57
esteeming the work that they’re doing
21:58
and then finally we’re helping them to
22:00
self-actualize I mean we’re going to
22:02
create a formula where people are
22:04
getting all those needs satisfied now if
22:06
you think about it if you looked across
22:08
the landscape what are how many of those
22:10
needs are your competitors meeting
22:12
I don’t know Mike one maybe two one
22:14
maybe two very few are even getting to
22:17
level three of meeting the the needs of
22:19
the human beings that they get to work
22:21
with and interact with and so the the
22:24
outcome is you have this opportunity to
22:28
go be really unique in your industry and
22:30
when you are unique and you can meet
22:33
more needs than your competitors
22:35
um word is going to spread like wildfire
22:38
amongst these communities of workers and
22:41
and people are going to start flocking
22:42
to you they’re going to start showing up
22:44
at your door now obviously there are
22:46
other really great techniques to make
22:47
sure that we’re sending or marketing
22:49
well we’re promoting our employee brand
22:51
but the very most important thing we can
22:53
do the first thing we can do
22:55
is we have a product we’re selling we
22:58
have and meaning we have an employee
23:00
environment and culture that is
23:02
absolutely drop dead sexy worthy people
23:05
it’s just like man this culture is
23:08
amazing and when that happens what
23:10
you’ll come to find is first of all
23:11
you’re going to plug the holes in your
23:13
bucket meaning people are going to stop
23:14
leaving
23:15
and second of all you’re going to be
23:17
able to really create a culture that is
23:18
magnetic to the right kind of people the
23:21
author of The Dream manager
23:24
or the story of the dream manager I’ve
23:26
talked to the actual owner of the
23:27
business that ran the dream Management
23:28
program and she said that her employed
23:31
churn rate which was about 200 annually
23:34
when you think about that as a huge huge
23:36
number it dropped to
23:38
I wanted to say 20 annually so it
23:41
dropped dramatically in the cleaning
23:43
industry
23:44
and so these are the kinds of things we
23:46
can do when we can meet human needs
23:48
people are more likely to stay and I
23:50
know that sounds kind of like froofy but
23:52
it’s just the reality the reason that
23:54
people are leaving is because I’m
23:55
leaving for something better and the
23:57
reason I’m leaving for something better
23:58
is because my needs aren’t being met
24:00
awesome Dan can’t thank you enough so if
24:02
you’re listening to this get
24:03
uncomfortable be different go find those
24:05
employees create that Community
24:07
um what we’re seeing it day after day uh
24:09
with the coaching clients that we’re
24:10
working with that are adopting this so
24:13
um Dan any closing thoughts we wrapped
24:14
up here I know you’ve got a very
24:15
condensed schedule today but I really
24:16
appreciate hopping in and sharing this
24:18
because this is at the heart of all the
24:20
major issues we’re seeing in all the
24:22
service Industries particularly uh lawn
24:24
care right now with a lot of folks we’re
24:25
working with
24:26
yeah the truth is
24:29
um it’s it’s not as hard as it seems uh
24:32
but you probably need help and support
24:34
and coaching and training and so like go
24:37
find resources go find people that can
24:40
help you put these things in place so
24:42
that you can start uh to really have
24:45
that strategic Advantage meaning it’s
24:46
going to take time uh but you can do it
24:49
and you can make a huge difference not
24:50
only in the your own life right you’re
24:52
gonna have better results but honestly
24:54
in the lives of your staff which is what
24:55
really matters awesome dad thank you
24:57
okay thank you enough definitely gonna
24:59
have to get you back here on these
25:00
Facebook lives answering these tough
25:01
questions how to handle the people
25:03
issues in these businesses so uh until
25:05
next week we’ll see you again here uh on
25:07
Facebook live answer your questions with
25:09
Dan Rouse
25:10
thanks guys

0:00
morning we ask the questions handsome
0:01
live right here on Facebook had a couple
0:03
users in several different uh Facebook
0:05
groups for
0:07
um the lawn care industry
0:09
um reach out and actually want to know
0:10
Mike do you have a cheat sheet to
0:12
actually create pricing matrices so
0:14
whether the software they’re using
0:15
already has a pricing matrices and they
0:17
haven’t dove in to actually look at it a
0:20
hundred percent
0:21
or
0:23
um the software they’re currently using
0:25
doesn’t have a pricing matrices is there
0:27
a tool that you could either give away
0:29
or sell well obviously in the mindset of
0:31
abundance here at Callahan’s Corner
0:32
we’re not looking to sell it uh so we’re
0:34
actually going to give you or give away
0:35
the ability to use this uh free pricing
0:38
matrices tool that we’ve created so uh
0:41
before I give you the information on how
0:43
to actually get the tool
0:45
um I’m going to actually show you the
0:46
tool and then at the end I will show you
0:48
a way to actually get the Tool uh for
0:50
free to build out your pricing matrices
0:52
for this season so I’m gonna open up the
0:54
screen as we normally do in normal
0:56
fashion and we will go from there
0:58
so this is going to be the simple growth
1:01
uh price estimator tool so as we go in
1:05
here we’ve got several different
1:06
versions of it
1:08
um but this is the Master Copy here as
1:11
we’re diving in so what we’re doing here
1:13
is we’re going to go into the price and
1:16
product information page and look at the
1:20
two different test Services we hear or
1:22
this is where we would enter in the
1:24
service name so first thing you want to
1:26
do when you use this tool is go into the
1:29
upper top here I’m going to make this
1:30
bumped out a little bit we want to enter
1:31
our hourly dollar per hour Revenue goal
1:34
so this is how much we’re charging per
1:36
hour per individual on the team so
1:39
whether it’s lawn care home cleaning
1:40
fertilization this is revenue per man
1:42
hour per person so in this example here
1:45
I’m going to say we want to get sixty
1:46
dollars an hour
1:47
and our Breakeven costs uh what it costs
1:51
us to operate before we make a profit
1:54
um let’s say we are at about 51 uh so
1:58
we’re seeing that anywhere from about 50
1:59
or 38 all the way up to uh low 50s is
2:03
what we’re seeing with our uh deep Dives
2:05
and Essay setup clients so
2:07
um you would need to know your break
2:09
even for per number here but we first
2:11
we’re putting in the dollar per Revenue
2:12
goal and our cost per man hour and then
2:14
what we’re doing is actually building
2:15
out this sheet so if you’re just joining
2:17
us this is something we’re going to give
2:18
away for free here at the end of the
2:19
video uh we’re going to show you how to
2:21
get this but a lot of people said hey
2:23
we’re using a product that we don’t
2:24
understand the matrices or uh the
2:26
product the CRM the custom relationship
2:28
management software you’re using just
2:29
doesn’t have a pricing matrices so
2:32
um what we’re going to do is I’m going
2:33
to use the example of lawn mowing here
2:34
so I’m going to type in lawn mowing is
2:36
my service
2:38
and starting price to show up so this is
2:40
the base price what are you what’s the
2:42
minimum to show up that you’re charging
2:44
so I’m going to say our lowest price at
2:46
55 bucks per cut and the maximum area
2:49
you’re going to cover in there uh let’s
2:51
say we’re going to do 5 000 square feet
2:53
up to 5055 bucks and I think that that’s
2:57
going to take one person about 20
2:59
minutes so uh how many minutes to
3:01
perform that so we can type the minutes
3:03
right in there
3:04
and the square foot variable or range
3:07
after the base price so what we’re
3:09
saying is from one to five thousand
3:10
square feet is a minimum to show up 55
3:13
bucks uh what this is asking here is
3:15
it’s 33 minutes to do the base price and
3:17
then how many square feet after that we
3:20
charge it so I’m going to say every
3:21
thousand square feet after the 5 000
3:25
um and how many minutes is it going to
3:27
take to mode blow and Edge that so I’m
3:28
going to say
3:30
um
3:31
it’s going to take about three minutes
3:33
on that so what we’re doing is just
3:36
putting in the price to show up how many
3:37
feet are included in there how many
3:39
minutes to perform it and then how many
3:42
square feet are covered after that base
3:44
price of 5000 on how long based on one
3:46
person and the sheet is going to go in
3:48
and actually calculate off your hour per
3:50
hour goal and your cost per man hour so
3:52
that is what you do you would set this
3:54
up once and then when you go back to the
3:58
estimate creation tab
4:00
your services here are automatically
4:03
loaded so lawn mowing is our first
4:04
service and then we would measure online
4:06
or look at a property and see how big it
4:08
is so if we went in and put 6 000 square
4:10
feet uh the sheet automatically
4:12
calculates it so the price should be 58
4:14
it should take 0.6 man hours it’s going
4:17
to cost you thirty dollars and sixty
4:19
cents and your profit is 27.40
4:22
and your percentage uh with these
4:24
numbers we gave you is a 47 profit
4:26
margin so uh step one when you get the
4:29
sheet you want to set up your two
4:30
services and the matrices here once
4:33
only and then every day we’re working
4:36
the estimate creation sheet
4:38
um and what that has here is budgeted
4:40
hours budget profit projected profit
4:43
um and some other information here so
4:45
this here I’ll update this formula here
4:47
because it looks like it got pulled over
4:49
but we’ve got the top line here uh the
4:52
other thing I want to show you here is
4:53
if our other service here is let’s just
4:55
say uh mulch installation
5:03
we have a parent child service
5:05
relationship that is uh built out inside
5:08
this
5:10
cheat here for you guys so I would say
5:12
the mulch installation part and then uh
5:15
let’s just say we’re gonna do a uh
5:18
delivery fee
5:20
per yard
5:22
okay so the prices show up let’s just
5:25
say we have a one year minimal but
5:26
obviously going to suggest you have a
5:27
two to three yard minimum off the bat
5:28
but for Simplicity here I’m going to say
5:30
that we’re charging 110 dollars
5:33
per yard installed
5:36
and then the maximum area covered at a
5:39
three inch depth is going to be 100
5:40
square feet
5:42
and it’s going to take 60 minutes
5:46
and the area after the first hundred
5:48
would be every 100
5:51
and the minutes to do that each hundred
5:53
after that would be an additional 60
5:55
minutes so what we have is the ability
5:57
to go in for mulch installation right
5:59
now and if we had it at
6:01
200 square feet
6:04
it’s got our calculations driving
6:07
through here
6:09
and as we go back to our product and
6:11
information sheet
6:13
we’re going to go in and set up our
6:15
delivery fee so we can go in and put in
6:18
how long or what do we want to charge
6:20
for the delivery fee and let’s just say
6:23
there is a 65 delivery fee
6:27
and every let’s say our dump trailer or
6:30
dump truck cover uh 300 or 3 yards is a
6:34
maximum as an example so that would be
6:36
every 300 square feet
6:38
would be an additional
6:41
uh 65 bucks and let’s just say it takes
6:43
30 minutes drive time per load and then
6:46
every 300 square feet which basically
6:48
would be three yards would be an
6:51
additional 30 minutes so the ability to
6:54
add multiple Services here and have them
6:57
Drive In
6:59
to the sheet here
7:02
it’s going to add that all up for you
7:04
and give you a total cost for parent and
7:05
child services so if this is something
7:08
you’re interested in what you can do is
7:09
go to our website
7:12
simplegrowthsystems.com go to the bottom
7:15
left hand chat here and type in uh to
7:18
one of our live chat agents between uh 9
7:21
A.M and 5 PM Eastern and ask for the
7:24
simple growth
7:27
um estimate blueprint and they will be
7:29
able to email that out to you to make a
7:31
copy of the master so uh comments
7:33
questions drop below but a lot of people
7:34
have been asking about how to actually
7:37
build out a pricing matrices especially
7:39
if your software does not have one yet
7:42
um or doesn’t plan on making one this is
7:44
something a free tool that we’re giving
7:46
you you need to fill out the production
7:48
right here on the back first
7:50
and then once that’s done uh you simply
7:53
go in your estimate creation sheet and
7:56
update the square footage of each
7:58
property and based on the data you gave
8:01
here it will drive that and
8:03
um
8:04
that will actually get you information
8:06
and I will add up or before we launch
8:09
this year I will get you a new projected
8:11
profit percentage there because that
8:13
looks like it was off when I made a copy
8:14
this morning but otherwise this should
8:15
work for you free simple growth estimate
8:18
copy uh sheet from Price matrices just
8:21
simply go to our website
8:22
simplegrowthsystems.com uh type into the
8:25
chat here between 9am and 5 PM Eastern
8:27
and ask for the simple growth matrices
8:30
blueprint and we’ll email that to you
8:31
for your charge comments questions drop
8:33
below Callahan’s corner you ask the
8:35
questions we had some live right here on
8:36
Facebook

0:00
welcome back to Callahan’s corner where
0:02
you ask the questions we answer them
0:03
live right here on Facebook gotta user
0:06
commit uh submitted issue
0:08
um in one of the user groups here for uh
0:10
service autopilot kind of read just a
0:12
snippet of it
0:13
um I don’t believe this is actually the
0:15
user’s error
0:16
um but I am going to be talking about
0:17
some best practice how to avoid this
0:21
um and actually go out and uh hopefully
0:23
give Kelly some safeguards how to
0:25
protect herself and anybody else
0:26
watching this when you’re sending out
0:28
bulk emails of several thousand emails
0:30
Plus or text messages
0:33
um obviously want to make sure they’ve
0:34
opted in appropriately but I’m going to
0:36
talk about how to do this so she said
0:38
that uh Kelly said we sent out a
0:40
marketing email yesterday to
0:41
approximately 4 000 leads they’ve
0:43
gathered since 2017 so congrats Kelly
0:45
love the fact that you’re going out and
0:47
Gathering your leads and snap and
0:49
segmenting we’re going to talk about
0:50
that later in the video how we talk
0:51
about where they’re at in the customer
0:53
life cycle
0:55
um after a few hours people started
0:57
contacting your back and I’m
0:59
paraphrasing here but basically uh it
1:01
looked like this email blast had gone
1:03
into somewhat of an infinite Loop not
1:05
sure the details on it
1:07
um but obviously not a great situation
1:09
here so we want to be able to go in
1:10
Kelly and everybody else watching this
1:11
how do we send automated emails not
1:14
necessarily in the email blast it was in
1:16
Kelly’s situation but in an automation
1:18
to go in and protect yourself and adhere
1:21
to life cycle marketing and be able to
1:23
talk to the clients where they’re at in
1:25
the customer life cycle and they have an
1:26
automated but personal conversation and
1:28
it’s going to be the segmentation and
1:30
tag naming conventions here when I open
1:32
up my screen they’re going to actually
1:34
allow you to protect yourself uh no
1:37
matter the software you’re using whether
1:38
it’s service autopilot
1:40
MailChimp uh co-pilot any of the other
1:43
software’s out there that have these
1:44
automations as well as even jobber uh
1:47
this tag segmentation is going to
1:48
protect you as a business owner to make
1:51
sure that if the software got into an
1:53
infinite Loop and started sending out
1:55
emails um that you would be protected so
1:57
I’m going to recommend uh in most
1:59
scenarios we don’t want to do a an email
2:02
blast but what we really want to do is
2:05
set in automation with uh segmentation
2:07
by tags and this would protect you
2:09
um now and in the future so I’m gonna
2:11
open up my screen and kind of uh lift
2:13
the hood of what we do for several
2:15
hundred actually more than that people
2:16
on a yearly basis with automations and
2:18
this is a secret to uh what
2:21
I was doing in my lawn care company uh
2:25
believe it or not probably nine or ten
2:27
years ago
2:28
um and now we have SIMPLE growth that
2:30
actually helps people go out and do this
2:31
in their business so I’m going to kind
2:33
of just give you the foundational areas
2:34
so as we’re looking at a business the
2:37
first thing we want to look at before we
2:38
get into the segmentation is what are
2:41
the core areas in our business that we
2:43
can actually automate um this is going
2:45
to make a little more sense on the next
2:46
screen because we’re going to create
2:47
naming conventions and tag segmentation
2:49
to go in and protect you when you’re
2:53
sending out these
2:54
um email blasts or text messages so the
2:57
first areas that we’re looking at is
2:58
Marketing sales fulfillment finance and
3:02
the fifth one there is internal slash I
3:04
like to call HR so that’s the five areas
3:06
in most service businesses we can
3:08
actually go out and automate
3:11
and the next piece we’re going into here
3:13
is
3:14
um going in and talking about
3:15
segmentation so Kelly uh went in and it
3:18
sounds like she may have segmented some
3:20
things but I’m guessing there may not
3:21
have been the complexity of the tags and
3:24
Kelly if no one’s shown you this there’s
3:26
no way you would know so I’m going to
3:28
break it down for you step by step how
3:29
we do this it’s simple growth
3:31
um first thing we want to do is go in
3:32
and segment so we want to go in
3:35
and talk about the client life cycle or
3:38
life cycle marketing uh new term now
3:40
they’re using out there is life cycle
3:41
automations
3:43
um but what we need to do is take a look
3:45
at it and we want to go literally
3:46
through tag segmentation I’m going to
3:49
show you some naming conventions you can
3:50
actually copy and use that we use in my
3:52
business
3:53
um but we want to talk about a prospect
3:54
who say is interested in uh let’s just
3:57
say Holiday Lights that’s one of Kelly
3:58
Services and then we have a prospect
4:01
that is submitted an estimate that needs
4:03
to be uh finished for holiday lights and
4:05
then we have a prospect with an estimate
4:09
that is not accepted or denied that so
4:11
this is the segmentation that we’re
4:12
looking at then we either have a person
4:15
who’s accepted the estimate or is not
4:17
and if they’re not a current client we
4:18
have a client or a loss estimate or a
4:20
loss lead now why this is important
4:24
is this segmentation is going to have
4:26
done correctly with the tags and things
4:28
I’m going to show you will all not allow
4:30
an automated email or text messaging
4:32
system to get into an infinite Loop type
4:35
situation because the segmentation is
4:37
going to go in and pop those in certain
4:39
areas so in the early days of when we
4:42
automated on service autopilot in the
4:44
beta area we would actually be able to
4:46
tell their developers when they’re
4:47
building the automations where there was
4:49
a bugger it was broken before they could
4:51
actually see it in the source code based
4:53
on the um Clarity of these tags and
4:56
these tags are going to protect you so
4:58
once you have a one client a one a
5:01
client now and a loss estimate or a lost
5:03
lead we have a canceled client
5:06
as well so those are the segmentation
5:08
and then eventually we’re going to talk
5:10
about database segmentation of what I
5:12
think Kelly was trying to do is go in
5:14
and upsell some services and we’re going
5:15
to talk about best practice
5:17
um if you missed my talk at serve Edge
5:19
uh conference
5:21
we talked about this in detail but as we
5:23
segment them the benefits here is we’re
5:25
going to be able to go and educate the
5:26
specific Services they’re interested in
5:28
and overcome any sales or Price
5:30
objections that specific service
5:32
um and then we’re gonna be able to sell
5:34
on a a very personal level and go in and
5:38
follow up in a process we call 20 days
5:40
to close and that’s going to be the
5:41
perfect mix of sending automated emails
5:44
based on that life cycle
5:46
um to follow up on each and every
5:47
estimate if you’re not following up on
5:49
your estimates at least five or more
5:50
times statistically you’re missing out
5:52
eighty percent of sales in your local
5:54
market so this is really really
5:55
important
5:56
um but once again I’m going to suggest
5:58
for most scenarios we want us to keep
6:00
away from this email blast because they
6:02
can get you in trouble but if we’re
6:04
segmenting our database right from
6:07
Prospect all the way through canceled
6:09
client that is going to protect us and
6:11
create an automated personal
6:12
conversation so now we dive into naming
6:15
conventions
6:17
and this is where the key to this is
6:20
um and this is where a lot of times when
6:22
people talk about simple growth why do
6:24
we pay monthly support and update fee
6:26
part of it is this one as I’m actually
6:29
showing here so we can actually go in
6:31
and track these different statuses and
6:33
if there’s an issue uh within minutes we
6:36
can actually go in but we’re looking at
6:38
thousands of hours that have been
6:39
invested into building this out
6:42
um but if you’re building it yourself I
6:43
want to be able to give you the ability
6:44
to actually track this now to my
6:47
knowledge in the service industry area
6:49
there is no other automation company
6:51
that goes to this detail but that’s the
6:53
secret to the success that we’ve had at
6:55
simple growth in my lawn care company so
6:57
what we want to do is basically create
6:59
five categories
7:01
of tagging conventions now if we go back
7:03
three screens here remember there’s core
7:06
areas of automations that we can
7:07
automate in your service Business
7:09
Marketing sales fulfillment finance and
7:11
internal slash HR now we want to create
7:14
tags to be able to track that customer
7:17
Journey so the first one is literally
7:20
zero one dot space that the actual
7:23
status and that is a naming convention
7:26
in a a standardization that is really
7:29
really important when you do this
7:31
um but the 01 status is basically where
7:35
is somebody in your campaigns so in the
7:37
first example of that customer Journey
7:39
they have requested an estimate for
7:42
holiday lights or lawn mowing but they
7:45
haven’t received it yet and then once
7:48
the estimate is received we have an
7:50
estimate received but it has not been
7:52
won or lost those are the statuses we’re
7:54
looking at so it’s o1 status and that’s
7:56
literally zero one dot space the status
7:58
that you have the next thing is O2 his
8:01
history where have they been so we have
8:03
the status of where they’re at and the
8:05
last place they’ve been so in Kelly’s
8:07
scenario uh if there was a confusion in
8:09
the software
8:11
um and she had called us most likely we
8:13
would be able to go in based on those
8:15
history tags and actually stop
8:18
those automated emails from happening
8:20
based on the segmentation because we
8:22
know where they’re at and where last
8:23
place they’ve been we know where they’re
8:25
at so we have some logic built in to be
8:27
able to kick them out
8:29
so that is where you’re at where you’ve
8:31
been and that’s going to follow you
8:32
throughout the whole automated process
8:34
profile keeps track of data not stored
8:37
on uh stored in a custom field so if
8:40
there’s anything we want to keep on the
8:42
profile is profile customer profile lead
8:45
profile canceled customer so in Kelly’s
8:48
case if she wanted to have separate
8:50
communication based on the customer
8:52
profile that was not stored in a custom
8:54
field that would end up on our O3
8:56
profile tag so the fourth one is a to do
8:59
or if you’re using service autopilot
9:01
this would actually be a ticket at this
9:03
point so uh Dave long I believe it was
9:05
in a day or two ago asked a question
9:07
about how do we go from the manual
9:10
process of taking a website request that
9:13
goes to my day screen and now I have to
9:14
prove and do some manual work what we
9:16
would do here is actually go in and
9:19
create the V2 or V3 form on an auto
9:22
create or update lead that would
9:25
automatically create the lead in the
9:26
system and then based on an o4 profile
9:29
tag which is now a to do or basically a
9:32
ticket that profile or the to do tag
9:35
would be applied through an Automation
9:37
and create a ticket assign a specific
9:39
person with a deadline for
9:41
accountability they could be tracked
9:42
through the filtering so now we’re
9:44
starting to manually avoid these manual
9:46
tasks and we’re going to Leverage The
9:48
Power of the software to automate these
9:50
systems now
9:52
the fifth one is our 05 or zero five
9:55
system tag it tells essay or whatever
9:58
the automation platform what to do and
10:01
what happens here is it literally is our
10:04
automated start and stop button so those
10:07
are our when we go into build an
10:08
automation depending on your platform
10:10
whether it’s service autopilot co-pilot
10:12
or keep
10:14
um
10:15
this tag is going to be our trigger to
10:17
start or stop now what we’ve done is
10:20
been able to track the status of where
10:21
they’re at they hit or the status of
10:22
where they’re currently at the history
10:24
of the last place they’ve been the
10:26
profile any data that is on the client
10:28
that’s not stored a custom field any
10:30
tickets or to Do’s that are triggered
10:32
and then system tags literally are kind
10:35
of the analogy of when you were a kid
10:36
going to the carnival or an amusement
10:38
park that’s your ticket to get on and
10:40
off the ride or the Automation and
10:42
that’s how we stop uh the system from
10:45
inadvertently going out and pushing out
10:47
multiple communication points to the
10:48
same person in error and if that happens
10:51
um that’s one of the benefits 99 of the
10:53
time if you’re working with simple
10:55
growth we can actually go in and figure
10:56
that out and stop that repetitive cycle
10:59
that uh happened to Kelly by mistake and
11:02
I don’t think that was Kelly’s fault um
11:04
but I’ve never seen the inside of that
11:05
automation the email blast but from what
11:07
she said
11:08
um
11:09
you know we definitely need to be able
11:10
to stop that this is how we would be
11:12
able to stop that filtering down on
11:13
these tags and segments so the last
11:15
thing here is now that we’ve got our
11:17
five areas that we can automate we’ve
11:19
got our five sets of tags that are based
11:23
on
11:24
the main areas here of status history
11:26
profile to do in system all around our
11:29
five areas of Marketing sales
11:30
fulfillment finance and internal H are
11:33
what do we do to actually name these
11:36
automations
11:38
now like I said don’t really recommend
11:40
using email blast because it’s really
11:41
hard and that’s where some errors are
11:43
going to happen but if we have those
11:45
areas in our business we can automate
11:48
um you can notice the tags here was
11:50
0102030405
11:53
and now our tags here are 10 20 30 40.
11:56
these are the naming conventions for the
11:58
actual campaigns I’m sorry campaign
12:00
areas is going to be 10 dot marketing 20
12:03
sales 30 fulfillment 40 finance and 50
12:06
HR those are the five areas that we can
12:08
automate and now what we’ve done is
12:10
segmented our database to not only uh
12:13
where the leads or clients are cancel
12:15
clients but now we have segmentation of
12:17
our campaign so once again the ability
12:19
to go in quickly if there’s ever an
12:21
issue we need to update these we can go
12:23
in and see all our plays for Marketing
12:25
sales fulfillment finance and internal
12:26
HR these are the keys to success in a
12:30
fully Automated Business and once again
12:32
a email blast is going to be really a
12:36
manual process so I’m not really
12:37
recommending another manual process that
12:40
if you delegate it potentially could be
12:42
an error so as we’re looking this on a
12:45
very very high level people may ask Mike
12:47
where does this all play out um and this
12:50
is an older version of our automations
12:51
here but
12:52
um I want to just touch on at a high
12:54
level because this is where the magic
12:56
will happen
12:57
um so just like David talked about
12:59
earlier in the Facebook group this week
13:01
website request here up on the upper
13:03
left
13:05
vh33 form with duplicate check and we
13:07
automatically create that lead and we
13:09
enter them into your software program or
13:12
if they come in through the office we
13:14
get them in first thing we want to do is
13:16
automatically now automated but personal
13:18
a lead letter these are five or six
13:20
reasons why your business is different
13:21
why people want to work with you
13:24
um as a professional no sales pitch it
13:27
is literally just differentiating you
13:28
now
13:30
word email blast would be really tough
13:32
to do here we have an automated
13:33
segmentation based here and it’s called
13:35
short-term education and what that is is
13:38
that is going to educate them to the
13:40
specific service they’re interested in
13:41
and now that we’ve segmented them based
13:43
on those tags and naming conventions
13:46
um and the different automation types
13:49
we’re able to have a personalized but
13:50
automated communication through this
13:52
based on the specific service they’re
13:54
interested in so in Kelly’s example if
13:57
they’re talking about holiday lights
13:58
something they do in the fall
14:01
we’re able to talk about how a
14:03
professional company sets up the holiday
14:05
lights why we’re probably using LED c9s
14:08
how we’re using mini lights in the trees
14:10
so on and so forth what happens if a
14:12
light bulb goes out what happens if I
14:15
have an issue all those things are
14:16
addressed here so what we’ve done is
14:18
created you as the expert and we talk
14:21
about the questions they have so we’re
14:24
talking about
14:26
what if it’s inclement if the weather is
14:28
not good are they going to hang the
14:30
lights that day
14:31
um what if somebody falls off the roof
14:33
is the insurance going to cover that or
14:36
is it the homeowner’s insurance but all
14:37
those concerns they have we address
14:38
through education up front so we’re
14:40
going to shorten that sales cycle
14:41
through education we’re going to create
14:42
a higher perceived value next spot over
14:45
here is going to be our estimate
14:46
follow-up so once again not really used
14:48
any email blast but basically when the
14:52
estimate is submitted to the client or
14:54
lead if it’s not accepted we file it for
14:56
20 days through automated email text
14:58
message
14:59
and something called ringless voicemail
15:01
bomb hits the cell phone on file looks
15:03
like a missed call and it’s a personal
15:05
call or message saying hey it’s Mike
15:07
from Callahan so sorry I missed you just
15:09
followed up in the essence we dropped
15:10
off two days ago you have any questions
15:11
call me back at this number or feel free
15:13
to accept the online estimate once again
15:15
though if you’re not following up five
15:16
or more times over multiple
15:18
communication channels uh fancy term for
15:20
it is Omni Channel marketing you’re
15:22
missing out on about 80 percent of the
15:23
sales in your local market next thing is
15:26
our one process here so this is once
15:28
again we’re segmenting them based on
15:29
where they’re at in the customer life
15:31
cycle and that’s done through those tags
15:33
status and history tags and potential
15:36
that profile tag
15:38
if we’re sending out a welcome package
15:40
that would also be uh that basically to
15:43
do uh or ticket tag as well that I
15:46
showed you in the naming conventions of
15:47
someone’s on the hook to do that but
15:49
we’re going to do is send an automated
15:50
email welcome them and acclimate them to
15:53
working with your company and if we
15:55
require a credit card on file automated
15:57
we’re gonna have a V3 or I mean a PCI
15:59
Compliant credit card form automatically
16:01
emailed now once again with the tags
16:04
based on status and history we just
16:05
talked about
16:06
we’re gonna go down to the next area
16:08
here with the 30 60 and 90 day follow-up
16:10
so uh if the profile on the service
16:13
they’ve stun is a reoccurring service
16:15
we’re going to follow up 30 60 in 90
16:17
days with an automated email that looks
16:19
personal from your office if they signed
16:21
up for a one-time service once again
16:23
that profile and some of the other tags
16:25
we talked about are going to segment it
16:27
we’ll know it is a one-time service so
16:29
we only follow up so that is how we’re
16:31
going to start to make sure we do not
16:33
have multiple emails going out for a
16:35
one-time service database segmentation
16:38
with fairly clearly defined tagging
16:40
structure next thing is happy holidays
16:43
we’re going to go in and wish them a
16:45
happy holiday around your New Year’s Eve
16:47
Labor Day Memorial Day veterans day uh
16:50
and then following to that is our
16:51
newsletter campaign we’re going to go in
16:53
and educate them what they need to be
16:55
doing in their yard or home the month
16:56
advance so going into the spring season
16:58
here we should have already sent out if
17:00
we do fertilization we control a
17:03
pre-emergent newsletter about how we
17:05
actually
17:07
um the the difference between
17:08
pre-emergent and post-emergent and why
17:10
it’s important to get those
17:11
pre-emergents in the lawn and the
17:12
landscape beds at a certain timing no
17:15
sales pitch or educating but a lot of
17:17
times that transitions into a sale uh
17:20
and then the next thing we’re going to
17:21
do is go into our process over here and
17:24
I’m going to recommend to be five and
17:26
eight upsells now I think this is where
17:29
um Kelly did that email blast
17:31
and not no fault to her own but if we
17:34
had done it through an automated system
17:35
uh it would have been able to go in and
17:37
only go out once and if there was an
17:39
error on the software system she was
17:41
sending it in based on those history and
17:43
Status tags uh someone should have
17:46
probably been able to go in and actually
17:47
stop that for her um but the idea is we
17:50
want to be able to go in and the secret
17:52
sauce is here automated uh but personal
17:55
so what we do is we look at several
17:57
factors when we send these upsells do
17:59
they have an estimate in play for this
18:01
service has it been performed in x
18:03
amount of days because if they had just
18:05
had the service done we’re not going to
18:06
upsell it would look foolish uh the next
18:09
one we’re going to do is go in and see
18:11
do they already have the service if they
18:13
have the service is it on a waiting list
18:14
or on a schedule there’s a few others
18:17
that we dive into but those are the big
18:18
hitters and the key to this is when we
18:20
go in we want that automation to trigger
18:23
within minutes if not almost immediately
18:27
before the automated email goes out and
18:30
that gets that personal that automate
18:31
did capability
18:34
and it sweeps through those statuses and
18:36
the history and the profiles and if it
18:38
meets the criteria we go out and we’re
18:40
seeing 60 to 80 estimate requests in 24
18:42
to 8 to 48 Hours on these upsells
18:45
massive massive return on uh investment
18:48
with the automations now why I can speak
18:51
to this is if you need to stop those
18:54
automations it can be done
18:56
um and we go out into three different
18:58
upsell Communications per uh upsell of
19:01
the five to eight we recommend
19:03
so this would have avoided Kelly’s issue
19:06
because a lot of our clients have such a
19:08
return on the first one or two
19:11
Communications they will literally email
19:13
us or hop into our chat or call the
19:15
simple growth office to say Mike and
19:17
team please turn off the last
19:20
communication for the upsells because we
19:22
have literally hit our capacity in the
19:24
spring for say aeration or overseeding
19:26
or pruning or mulching not uncommon uh
19:30
we’ll see people in the first 24 to 48
19:33
hours if they’ve got a decent lead base
19:35
like Kelly does uh to get 60 to 80
19:37
estimate requests
19:39
um we have literally sold 250 to 300
19:42
aeration jobs in the fall for clients
19:45
um in about a week week and a half fully
19:46
automated off these upsells the point
19:48
where they don’t have the capacity to
19:50
meet the demand that their client base
19:52
has so they will call or message us and
19:54
say hey please turn off the third
19:56
communication if you follow what we
19:58
talked about in the beginning of the
19:59
video based on your tag segmentation in
20:02
the naming Convention of your automated
20:03
Asian campaigns or plays you can easily
20:07
go in
20:08
um
20:09
and stop those Communications that’s
20:10
something that Chad and the simple
20:12
growth team and our launch and support
20:14
team do all the time so if you follow
20:17
the naming conventions here I’m going to
20:18
hop back quickly just to show you uh
20:20
we’re looking at the categories of tags
20:22
status history profile to do which if
20:25
you’re using essay now is tickets and
20:27
system tags and then we want to go in
20:29
and set naming conventions around the
20:31
different campaigns or plays of
20:32
Marketing sales fulfillment finance and
20:34
internal HR those are the keys to have a
20:37
personalized but automated system that
20:39
is totally TurnKey that does not revolve
20:41
around the business owner or manager
20:43
or owner’s spouse or husband and that
20:47
will allow you to have success so once
20:50
again email blasts are great but they
20:52
can open up yourself too some danger
20:54
because it’s a click it and kind of Let
20:57
It Go with the automations when they’re
20:58
built out flushed out
21:01
um that is going to avoid a lot of those
21:02
issues and it would give you ability in
21:04
most cases to stop any communication or
21:06
error on the software as well
21:08
um to get that out because the
21:09
segmentation would be able to be sorted
21:10
by the software company or somebody like
21:13
simple growth to actually filter down on
21:14
those tags and stop it so Callahan’s
21:16
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21:18
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0:03
here on Facebook had a User submitted
0:05
question uh in the service autopilot
0:07
users group how to best Define and track
0:10
budget versus actual time in their Lawn
0:13
Care in-service business so what I’m
0:15
going to do is open up the screen and
0:16
give you a quick rundown of what an
0:18
expert play looks like how to actually
0:20
track your budget versus actual and
0:22
there’s a lot of misconceptions of what
0:23
you should be looking at on a daily and
0:26
weekly basis and the keys to success
0:27
that actually go into the old saying
0:29
good data in good data out well really
0:31
at this point we’re looking at no data
0:33
in no data out in some scenarios so I’m
0:35
going to open up the screen uh demystify
0:36
the system and give you a quick workflow
0:38
for one to two minutes per crew each day
0:40
to make sure you’re hitting your times
0:42
um and as a bonus I’m going to show you
0:43
the foundations of how to use this for
0:45
repeat for P or piece rate pay system so
0:48
what we’ve got here is
0:50
um some slides that we broke down in the
0:52
symbol scale group we have monthly
0:54
webinars how to actually uh break this
0:56
down as well as one-on-one coaching with
0:58
one of our seven figure experts but as
1:00
we’re looking at this here
1:02
we’ve got our closeout day screen what
1:05
we want to do is go to columns here
1:07
um this view that you’re looking at is
1:09
not the exact view that you’re going to
1:10
be seeing inside service auto by Pilot
1:13
by default so right off the bat we’re
1:15
going to go in and click the button to
1:17
add the closeout day and we’re going to
1:20
go in and add the variance and we’re
1:23
going to add the actual hours and that’s
1:25
right under this column here where we
1:26
can actually go in and select that so to
1:28
answer the question directly and I’m
1:30
going to hop back and actually
1:32
um kind of demystify some of the other
1:33
things in the data how this actually
1:35
will go in and show you how to raise
1:36
your prices with no motion as well so on
1:39
a very simple basic we should go in and
1:41
do a resource for mocrew one two three
1:44
four five six seven eight and under
1:46
dispatch board we can create and save
1:48
view so we can hop in and check that uh
1:50
step by step there’s three key elements
1:52
that most people miss when they’re
1:54
actually looking at this
1:55
um so the first thing we want to do once
1:57
we’ve set up under the columns here
1:59
close out day variance in actual time is
2:01
we want to make sure there’s a good
2:02
start and stop time for every job here
2:05
if that makes sense and it looks good uh
2:07
the guys and girls haven’t clocked in
2:09
out under an hour
2:10
um we have good start and stop dancing
2:12
good foundational data if not stop here
2:15
and update the data because this will
2:16
affect your reporting and everything
2:18
else in the system next thing is budget
2:21
hours will automatically populate if we
2:24
do not put actual hours it will be very
2:27
very confusing because it will only show
2:30
the time for one person this is a
2:32
two-person crew so with the actual hours
2:35
um it will go in and
2:37
give you the total time so right now in
2:40
this view we’ve got 8.7 hours but really
2:44
when we put the actual hours in there it
2:47
would be 17 uh and change so that is the
2:51
difference and I’ve left it in this here
2:52
uh as an example of what we’re
2:54
potentially missing here so there’s
2:56
another column here that’s going to say
2:57
actual hours
2:58
um at the end of this I’ll walk in the
3:00
service autopilot live just to show you
3:01
what that looks like so main things
3:03
start and stop times budgeted hours and
3:06
a dollar amount a lot of people are
3:08
doing installment payments and not
3:10
connecting the contract to the job um if
3:13
we need we need to do that and then
3:14
associate the dollar and budgeted time
3:16
per job so that is the first thing that
3:18
we are going to be looking at
3:20
next thing we’re looking at is going in
3:23
here a little bit uh farther here and
3:25
showing you the actual things you need
3:26
to be clicking on so uh these are the
3:29
settings that we need to be going in so
3:32
once again close out day screen variants
3:35
and actual hours and by doing such that
3:38
will give you the keys that you need to
3:39
look at for Budget versus actual uh and
3:42
it will automatically calculate the
3:43
actual hours based on how many guys or
3:45
girls around the crew finally I looted
3:47
in the screen before but this is how we
3:49
actually do it we need to go in and
3:51
create a view once we’ve hit the
3:53
resource and have the closeout days
3:55
coming for each one so this is speed and
3:56
simplicity for each uh admin or manager
3:59
of each division to be able to walk
4:00
through and do that in a very quick
4:02
fashion
4:04
so as we’re going in here uh there is a
4:07
few other things that we want to be able
4:08
to look at employee job costing data so
4:11
that is going to go in and marry up
4:12
parallel to your budget versus actual
4:14
time so we need to do is go in and build
4:17
out a sheet like this here uh that we
4:19
traditionally do in the simple growth
4:20
coaching but we’re doing is getting our
4:21
labor burdens our company unemployment
4:23
workman’s comp FICA a few other things
4:26
there what you’re going to do is get a
4:27
percentage so this is the cost per
4:29
dollar of payroll
4:31
um that’s added on there and what we
4:33
need to do is go into the team employees
4:36
and on each employee you should update
4:38
this every January so their hourly rate
4:40
goes here
4:42
labor with labor burden uh goes over
4:45
here and we figured out through that
4:46
equation that’s a 19 labor burden so
4:49
once we have all that data in here
4:51
um we’re going to be able to create a
4:54
report
4:55
um based on the clock in and clock out
4:56
and we should be clocking in and out of
4:59
the drive time as well as each job so
5:01
what that’s going to do is give us our
5:03
direct cost off-site and on-site and you
5:06
can see in this example here
5:08
from one of our automated reports it is
5:11
going to be able to show us that the
5:12
data is okay on the clock in a clock on
5:14
this particular job but we’d have all 15
5:16
or 20 jobs of the day per crew but we’d
5:18
have a labor cost
5:20
um and that is our labor with labor
5:21
burden for the individuals on that
5:23
particular crew and a drive time cost
5:26
effect so it’s really important to get
5:27
those Crews to clock in and clock out so
5:29
budget versus actual and in addition we
5:32
want the reports to start pulling in our
5:33
label with labor direct cost and
5:35
indirect cost as we drive in we set up
5:38
the settings here and as we save each
5:40
view by creating a view uh each person
5:43
that logs in has to do this but you’ll
5:45
have the set defaults that you need and
5:48
then that is going to drive into the
5:50
actual closeout day screen here now the
5:52
closeout day screen screenshot that I
5:53
have uh does not have actual clicked
5:56
Under The Columns as we suggested in
5:58
this screen but the idea here is that we
6:01
can go in and take our budget versus
6:03
actual
6:04
and actually look at that and that’s
6:06
going to be the keys to success as we
6:08
drive in here now the key to these daily
6:10
verse budgets we want to be able to give
6:12
the guys and girls instant feedback and
6:14
raise our prices so usually the week
6:16
after the Fourth of July in November we
6:18
raise our prices and this comes from the
6:20
data of the closeout day screen so uh
6:23
not directly asking the question but
6:25
very very important so we’re going to be
6:27
able to in a screenshot here show you
6:28
how to actually show your team’s budget
6:30
purse actually to get buy-in for piece
6:31
rate or paid for p
6:33
um but also we want that data to flow in
6:34
so this is an export of an automated
6:36
report that we’ve made but we’ve got our
6:38
two mowings here at 54 bucks a cut and
6:41
on average from the closeout day screen
6:43
clock in and clock out we’re making
6:45
57.30 and if we were desired to make
6:49
sixty dollars an hour and we’re only
6:51
making 57.30 the report now will tell
6:53
you to raise the prices on just the
6:55
losers not hitting your hourly goal so
6:58
this 54 cut now goes to 56.84 on average
7:01
we need to raise the price not
7:03
emotionally that’s the key non-emotional
7:05
price change to 2.56 so the question
7:08
originally was close out day screen for
7:10
daily and weekly tracking this data now
7:13
flows into a report for you to not
7:15
emotionally raise your prices at least
7:16
twice a year so now that we’ve got that
7:18
set up
7:19
and we’ve got these views saved we’re
7:22
going to go in and look at a new version
7:24
of how to actually report out on this
7:26
automatically so what you’ll see here is
7:29
the idea of this uh export that we used
7:33
to have to do with service autopilot now
7:34
can be automated in a report so you will
7:36
get when you come in tomorrow you would
7:38
get yesterday’s work budget versus
7:40
actual and you’d get the whole week the
7:43
following Monday and this is the idea
7:45
here so we’re gonna as we talked about
7:47
the closeout data screen there’s three
7:48
data points I said that you need to
7:50
check every day two to three minutes a
7:51
day per crew clock in clock out budgeted
7:54
time and a dollar amount for each job
7:56
what we’ve done is created logic in this
7:58
report that the clock in times good the
8:00
budgeted time is good and the dollar
8:02
amount for the job is in there
8:05
and what we’re going to find then is 100
8:07
is hitting your budget so this is the
8:09
key for tracking your daily versus
8:10
actual and Reporting anything above 100
8:12
is beating uh is under budget anything
8:15
below is over budget so you can tell the
8:17
guys hey you gave 100 with quality hit
8:19
it uh you get you you have 120 today you
8:24
did great you kicked bot and that would
8:25
actually be 20 of your budget this
8:27
report now will automatically daily and
8:29
weekly give you a summary of each
8:30
previous day and the previous week and
8:34
125 this example they were 25 under
8:37
budget
8:38
um and then with the new updated version
8:39
This Crew here would have a summary
8:42
um for all their jobs that day or that
8:44
Weekly be able to easily sell as a
8:45
percentage and what happens there
8:48
um
8:49
is it’s a non-emotional way to compare
8:51
the budget versus actual now the next
8:53
thing we want to look at here is
8:54
automatic job costing reporting so this
8:57
is where we went in
8:58
um and looked at
9:00
how much we’d have to raise the price
9:02
and not raise the price this is the
9:04
automated version of that
9:06
um so on this average here we’d have to
9:07
raise the price by five bucks per cut
9:09
there’s bad date in here and it’s red so
9:11
obviously we would be raising a mowing
9:12
by 1200 and then the bottom example
9:15
um you did not have to raise the price
9:17
so the ability to run a automatic
9:19
automated non-emotional data report for
9:22
daily budget versus actual previous last
9:24
week and raising your prices to the
9:26
penny on average those are the keys to
9:28
success and the final piece I want to
9:29
leave you with here is crew buying and
9:30
public accountability uh the percent of
9:33
budget here is going to be in her crew a
9:36
quality score so we have production with
9:37
quality and we can load post this up on
9:40
a TV or dry erase board in the shop and
9:42
this is the foundations of piece rate
9:43
and pay through P performance so
9:46
comments questions drop below uh main
9:48
thing that was asked here is as we go
9:50
through here what we need to do on the
9:52
closeout day screen these are the
9:54
settings we need we want to save the
9:55
views once we do that we need a good
9:58
start and stop time budgeted hours
10:01
in a dollar amount um and when we click
10:03
those buttons here we will have a actual
10:09
um hours right here and when that’s
10:10
clicked it will calculate based on how
10:12
many guys or girls around that crew um
10:14
so we compare the actual hours to the
10:16
budget hours and we can see exactly
10:18
where we’re at and then once we have
10:19
that we want to run a automated report
10:23
um just like the simple road kpi report
10:24
where this is emailed to you daily for
10:26
the previous day and then the following
10:27
Monday you get the previous week summary
10:29
and a job cost report how to raise your
10:32
prices with no motion and anybody not
10:34
hitting your hourly threshold for
10:36
example in this one here the desired
10:37
Bill hours 55 bucks per man hour and
10:39
then finally we drive that data daily
10:41
and weekly into a public accountability
10:44
chart like this with production and
10:45
quality to align those for uh piece rate
10:49
and P for p so those are the foundations
10:51
the budget versus actual hopefully it
10:52
was helpful and uh we’ll see you again
10:54
at Callahan’s Corner we ask the
10:55
questions we answer them live right here
10:56
on Facebook

0:00
Mike Helen here want to make a quick
0:01
video had a lot of people talking over
0:03
the weekend uh about
0:05
processes and systems and how to create
0:08
Simplicity in your business and how to
0:10
take these manual tasks and eventually
0:12
automate them and delegate them to the
0:14
people inside your business so as I’m
0:16
looking at the service businesses we did
0:18
probably about 12 13 years ago in my
0:20
lawn care business we looked at a very
0:23
simple process so first we want to go in
0:25
and organize
0:26
automate and grow and if we go into the
0:29
organizational phase a lot of people
0:31
rush into automating their processes or
0:33
delegating them way too soon so I want
0:36
to spend a few minutes this morning
0:37
literally going in and talking about
0:39
something as simple as payment
0:41
processing and how uh complex a lot of
0:45
business owners make it in which
0:47
ultimately hurts their cash flow but
0:49
also also goes in and creates a
0:51
bottleneck for growth and inability to
0:54
automate and delegate so as we’re
0:56
looking at the six pillars of a simple
0:58
business one of those pillars that we
1:01
talk about a lot at simple growth and
1:02
simple growth coaching is creating a
1:05
simple business we’re going to talk
1:06
about a simple uh process here of
1:08
payment processing and how uh complexity
1:11
that you may be adding maybe hurting
1:13
your growth and the inability to hire
1:15
train and onboard admin staff I know
1:17
that’s a major issue on a lot of the
1:20
platforms we work on so in normal
1:22
fashion here I’m going to go in and open
1:24
up the screen
1:25
and show you what we got cooking here so
1:27
uh once again we’re talking about
1:29
payment processing here is an example of
1:32
a simple business and a lot of times we
1:34
get really complex and that bogs down
1:36
our onboarding cash flow and everything
1:38
else in between in our business so all
1:41
we’re going to do is break this down
1:42
here into normal uh fashion here just to
1:44
show you what it looks like so what I’m
1:47
using here is a flowchart uh tool that
1:49
we use inside the business to create
1:52
um basically manual processes to
1:54
actually say uh what’s involved them in
1:57
a 40 000 square foot View and how do we
1:58
actually document them
2:00
so what we’ve got here is this is going
2:02
to be our trigger or our start and the
2:04
job
2:07
is
2:10
complete and that is going to be our our
2:13
triggers the job is complete or
2:16
basically we’re ready to uh bill out the
2:19
invoice for the service so as we looked
2:22
about it at the simple growth
2:23
masterminds live event in uh North
2:25
Carolina
2:26
um in Mooresville uh Lake Norman area we
2:29
looked at this on the wall with a lot of
2:31
businesses so this is why it is so fresh
2:33
in my mind and I think it’s really
2:34
interesting uh something to look at here
2:36
so what we’ve got is the job is complete
2:40
and then the next step here uh where
2:42
complexity is going to hurt your
2:44
business is
2:45
um we’re going to go into something we
2:47
call a decision Diamond here and this
2:49
decision diamond is going in
2:52
and really going to create some issues
2:54
here for us because a lot of folks are
2:56
servicing different types of businesses
2:58
so you have commercial residential and
3:01
maybe
3:02
um government uh facilities in different
3:04
towns and things like that so there’s
3:05
different ways we’ve built we’re going
3:06
to keep this uh a little bit more simple
3:09
we’re just gonna do a commercial
3:10
residential because you’re going to see
3:11
here in a few minutes
3:13
um this will actually get kind of crazy
3:16
so off to the top here we’ve got our our
3:19
resi
3:22
it’s going to be short for residential
3:23
and I’m going to pull down my
3:26
commercial
3:28
so those are the two options I’m now
3:29
servicing two different types of people
3:31
that’s going to add massive complexity
3:33
to our billing and cash flow and they’ll
3:34
be able to train and onboard not only
3:36
their admin staff but our actually
3:38
accounting folks so what we’re doing now
3:40
is going in saying okay based on this
3:42
decision Diamond here if we are going in
3:46
and having a commercial uh property here
3:52
we’re also going to go in and actually
3:54
let’s uh
3:56
create another decision Diamond not to
3:58
make this any more complex than it needs
4:00
to be uh but this decision Diamond now
4:02
is gone for residential commercial and
4:04
now the decision going in to this
4:07
residential commercial uh decision here
4:10
is going to be
4:12
another question so a lot of folks I’ll
4:15
have multiple ways they actually go out
4:17
and charge for
4:19
um the services so one of the biggest
4:21
ones we saw at the simple growth
4:23
masterminds over last weekend was uh we
4:26
have hopefully credit card uh that’s the
4:29
one we’d recommend uh the next one we
4:30
saw a lot here
4:33
was check
4:36
and in addition we had a lot of people
4:38
going in
4:40
and actually using uh venmo or something
4:43
to that effect
4:45
so what we’ve got now is created three
4:48
triggers of complexity
4:52
and then there is a process around this
4:54
here so in addition we found a lot of
4:57
people going in
4:59
off of that decision and actually see
5:01
going in and saying hey uh well now that
5:03
we’ve got this credit card process and
5:05
what is the frequency we’re actually
5:07
going to go in and Bill is it daily
5:09
weekly monthly or potentially is it
5:12
installment so once again as you can
5:15
kind of see is this is starting to drive
5:16
here uh it’s creating a ton of
5:20
complexity
5:21
for the office staff to be able to
5:23
actually
5:24
scale the business so
5:31
we’re going to go in and add this in
5:33
here
5:42
and the arrows aren’t working perfectly
5:44
but you get the idea the job is complete
5:46
is it residential commercial it’s
5:47
residential we go in are we charging
5:49
credit card venmo check so the idea is
5:51
we want to get really simplistic and I’m
5:53
going to show you what a simple model
5:54
looks like here but I want to just spell
5:56
out
5:57
um what this kind of looks like here
6:00
just from one uh residential area and
6:05
obviously this is going to be duplicated
6:07
all the way around
6:10
as we continue to get bigger here so
6:13
this is just it’s it’s crazy in my
6:15
opinion uh how complex we make our
6:17
businesses
6:20
based on just something as simple as a
6:22
payment process so as you’re coming in
6:24
the job’s complete residence commercial
6:26
we go in and we paint credit card venmo
6:28
check and then the next decision is
6:30
going to literally be
6:33
um is it going to be
6:36
daily weekly or
6:38
monthly
6:40
billing so we’ve got daily
6:45
we now have a weekly option
6:52
and we’re going to have monthly
6:58
and potentially the way we see it there
6:59
is a fourth option of billing frequency
7:03
um going in and actually billing on into
7:05
monthly installment so we’ll leave that
7:06
under monthly but the installment
7:08
process is is definitely a different
7:10
process as well in there
7:12
um so as we’re going in now
7:15
we’re going to just go in and say you
7:16
know what
7:18
um if it is a weekly process then we’re
7:20
going to go in and
7:24
build that out here and I’m going to
7:26
grab our
7:28
Arrow over here
7:31
and as we go to our weekly process
7:46
then if we’re running credit card and
7:49
it’s weekly then we actually have the
7:52
final process of running the cards
7:55
now I’m going to assume that we’re only
7:58
using One credit card processor
8:04
but this is the complexity a lot of us
8:06
have built into our businesses we need
8:07
to actually create some simplicity so
8:10
what we’ve got here is really this this
8:13
craziness here that we’ve gone in
8:19
and literally created a process now
8:24
that is not scalable and is extremely
8:27
complex
8:30
so I’m just going to build one of these
8:32
out so we can all kind of see what this
8:33
looks like but this is something that
8:35
when we got live into the Carolinas
8:38
there uh last week that some business
8:40
owners were like wow we’re making our
8:43
life way more complicated than we want
8:45
need to be and a lot of people were
8:47
looking at it well you know how come we
8:49
can’t
8:50
um onboard a new employee and create
8:52
predictable cash flow well this is the
8:55
the problem at hand guys that we’ve got
8:57
uh way too much complexity in our
8:59
business
9:02
and so I’m going to recommend is we we
9:04
take a product here like lucidchart or
9:06
something and start to build out all the
9:09
processes here so this is what it
9:11
actually looks like here
9:13
um in here so if you’re running credit
9:14
card and Checker venmo or
9:17
if you’re literally just running
9:22
credit card and check only
9:25
this is the complexity you’ve actually
9:28
built into your business
9:30
and if you’re having a hard time scaling
9:32
this is really
9:34
um probably
9:35
what the issue is
9:38
if we go in here we’re gonna
9:40
see we can attach this here and bring
9:43
this guy up here
9:51
so what we’ve got here is
9:54
um if we leave venmo out of the scenario
9:56
we’re just doing residential work only
9:58
you’ve got one process
10:01
here and then we’ve got based on these
10:04
other two you’ve got two three four five
10:07
six seven different processes that are
10:10
built out just to run your collections
10:13
based on just on residential now if we
10:16
went in
10:18
uh we didn’t include cash so that was
10:20
another option we had in here as well so
10:22
let’s just say most businesses even if
10:25
they’re not taking memo have this here
10:27
um this whole area now is like literally
10:30
killing it this is why we are not
10:32
scaling our businesses you need to
10:33
create a simple business that is uh
10:36
scalable here
10:38
and what I’m going to do is copy this
10:39
out
10:42
and just show you the example so if
10:43
we’re accepting cash
10:49
this is
10:54
the next issue we’re running into
10:57
So based on residents not even
10:59
commercial you’ve got
11:00
uh three different processes credit card
11:03
cash and check that you can collect and
11:04
what you’ve done is created uh one two
11:07
three four five six seven eight
11:10
different processes need to be trained
11:12
and tracked for accountability and
11:13
simplicity what I’m going to recommend
11:15
and then if you added commercial and you
11:17
probably have at least a monthly and
11:20
installment in there so you’ve added at
11:21
least another four to five different
11:24
processes so what if we just went in and
11:26
said hey the job is complete we service
11:29
only residential
11:31
and we went in and built this out and
11:34
there is no decision necessarily because
11:38
all we’re servicing is residential
11:41
like it was up above
11:48
our decision is residential
11:51
and all we’re doing here
11:53
is we’re going into the process
11:56
here in our next decision
12:02
is going to be literally uh filling out
12:05
on a weekly or daily basis for
12:07
Simplicity
12:08
so let’s just say it is weekly
12:15
and the way we’d recommend doing this is
12:17
everything we did last week gets billed
12:19
out on the following Tuesday so if
12:21
there’s any refunds rain delay or issues
12:23
it’s all built out we’ve handled that
12:24
before we handle a client some other
12:27
businesses in uh cleaning and
12:29
maintenance will actually do it on a
12:30
daily basis but let’s simplify it I have
12:32
one standard wide way and then what
12:34
we’re going to do is run the card
12:37
that is what we’ve created now
12:41
is a two-step process we’re only doing
12:44
residential so we cut through here there
12:46
is no decision uh it’s weekly and we run
12:49
the cards that really is a uh if you
12:51
look at it from this basis it’s really a
12:53
two-step process if we went in and did
12:55
residential work only uh not including
12:58
commercial we did credit card cash and
13:00
check is payments we’ve got one two
13:02
three different Avenues and then we’ve
13:04
got another three here three here and
13:06
three here so that’s nine different
13:09
processes technically
13:12
10 11 12 processes or steps versus a
13:15
two-step process so what I want to
13:17
encourage you is take a look at the
13:18
things you’re doing and look at all the
13:20
steps along the way and how do we create
13:22
a simple business that can be trainable
13:24
and delegatable and in this instance
13:26
create predictable cash flow now once
13:28
we’ve mapped this out hopefully in this
13:30
two-step uh very simple process we can
13:33
go out and actually create an automated
13:35
process to run those credit cards either
13:37
automatically depending on the software
13:39
or create a ticket or a to-do in the
13:42
system to assign somebody on a weekly
13:44
basis to run those cards with about
13:45
three clicks of a button depending on
13:47
the credit card process so Callahan’s
13:49
corner you ask questions we have some
13:50
live right here on Facebook I want to
13:52
talk about a creating a simple business
13:54
in the processes that go behind that so
13:56
if you haven’t simplified uh the things
13:58
in your business I recommend using a
14:00
product like this creating a flow chart
14:01
actually to see what are the steps to
14:04
complexity and this is where you’re
14:05
having issues I would imagine onboarding
14:07
training and creeping
14:09
um
14:10
employees but something as simple as
14:12
collecting payment and going to just a
14:14
weekly billing on credit card only no
14:16
other payments we’ve got a two-step
14:17
process if we are like most the
14:20
businesses we see right now uh we’re
14:22
serving uh residential and commercial
14:24
but if we stick just to the residential
14:26
uh we have three different options here
14:28
of processes so three and then daily
14:31
weekly monthly so four five six seven
14:35
eight nine ten eleven twelve different
14:38
possible steps versus two steps when we
14:41
simplify the business so hopefully this
14:43
helps you want to organize automate and
14:45
grow or scale your business Callahan’s

0:00
corner you ask questions live right here
0:02
on Facebook had a User submitted
0:03
question about what is the best practice
0:05
to actually go out and update the
0:07
budgeted time for job cost reporting on
0:10
existing reoccurring jobs such as lawn
0:13
mowing or home cleaning um in addition
0:15
there was a secondary question of how do
0:17
we go in and ensure if we’re using a
0:19
subcontractor or a vendor to get them
0:22
actually in the list to actually apply
0:25
jobs to them so something we did in our
0:27
company
0:28
um Callahan’s lawn care we actually had
0:30
several uh subcontractors have the
0:33
ability to log in and out of the mobile
0:35
to basically expedite their hourly
0:38
billing and be able to get the
0:40
information in the system uh to be able
0:42
to pay them on a weekly basis so uh
0:44
we’re gonna open up the screen here in
0:45
common fashion as we do here and show
0:47
you
0:49
um
0:50
basically what we’ve got here so what
0:52
we’ve got here is a test account
0:54
um and the first question is what is the
0:55
best practice to go in and update the
0:57
budgeted hours on a job uh year after
1:00
year if you don’t have the right numbers
1:03
in there or you’ve changed your hourly
1:05
goals if we went from 80 to 85 now we
1:08
need to update those budget hours to
1:10
reflect that
1:12
um hourly goal so first thing we do is
1:13
we’re going to go in here and I’m going
1:15
to go into a one-time lawn mowing but
1:16
this would be a reoccurring mowing uh
1:19
but same idea here so right now
1:21
currently we’ve got a mowing at thirty
1:23
dollars here and budgeted hours is 0.4
1:25
man hour so the first thing you want to
1:27
be aware of is budgeted hours is based
1:28
on only one person on the crew one the
1:30
crew is dispatched it will divide by how
1:32
many people are on the crew and give you
1:34
the appropriate hour so if that was
1:35
dispatched it was a two-person crew
1:38
um it would make that point two man
1:39
hours budgeted so we want to do is be
1:42
able to go into gear icon edit budgeted
1:44
override this is what we want to do on
1:45
every job
1:47
at least once a year or if you haven’t
1:49
updated your budgeted hours and you’ve
1:51
gone through some job costing and
1:52
financial work with the simple growth
1:54
team this is what we recommend doing on
1:56
previous stuff before we worked with you
1:57
something comes up at least once or
1:59
twice a week where people ask this
2:01
question so I’m going to go in gear icon
2:03
edit budget override hours on its
2:05
existing Mower on on this existing
2:07
mowing let’s say I want 85 dollars an
2:09
hour so I’m going to click down and
2:11
that’s going to take the 0.4 and I’ll
2:13
make it 0.35 so I’m going to click that
2:15
and then that applies it right here
2:18
and I would go down and hit save now if
2:21
this is a reoccurring job the upcoming
2:23
jobs would be here and all the new
2:24
upcoming jobs would be based on a new
2:26
0.35 so once again we want to go into
2:29
every job that’s reoccurring moving
2:30
forward or the new hourly rates or if
2:32
you haven’t updated these and you’ve
2:33
kind of guessed edit budgeted overhead
2:36
hours we plug in the dollar amount 85
2:38
bucks an hour we click down and we’re
2:41
going to hit .35 and that applies to
2:44
0.35 here and we’d hit save so now
2:46
moving forward we have accurate budget
2:48
all our jobs based on our hourly goal
2:50
second question that was asked how do we
2:52
actually go out and set a vendor up in
2:54
the system
2:56
to be able to have them log in and out
2:58
of the mobile or maybe you have a
3:00
temporary work solution where you’ve
3:02
hired a secondary business for temporary
3:05
work and you have one of these temporary
3:07
workers working on your team so want to
3:09
set them up here as a vendor so we go in
3:13
and under the team vendors I’ve got Al’s
3:17
maintenance here as a vendor in my test
3:18
account so what we’re going to do here
3:20
is there’s certain settings we need for
3:22
this to work so we’re going to go into
3:24
user settings and we’re going to show
3:26
account selection list calendar list and
3:28
field clock they’re not a full essay
3:31
user they’re running around with one of
3:33
our crews or if it was a subcontractor
3:35
and they’re using it they could be a
3:37
mobile user only to be able to have them
3:39
clock in and other jobs as we did for
3:41
some of the hourly cleanups we subbed
3:43
out uh that allowed for quicker billing
3:44
and quicker payment to the subcontractor
3:46
so the next thing is once we set this up
3:49
the first two selections have to be set
3:51
for this to work under details vendor
3:54
type so this is where it doesn’t show up
3:57
unless you set this up we need to go in
3:58
and actually set them up as a contractor
4:01
once we hit save now we’d also need a
4:05
resource code
4:13
once we go to our scheduling dispatch
4:15
jobs then then we do have a selection
4:18
here under assigned teams uh our L’s
4:21
maintenance is here as an assignable
4:23
resource to pull in
4:24
and when we go into team teams which is
4:28
our cruise we can go in
4:32
and when we go under assignments we can
4:35
add the resource the Al’s maintenance
4:38
right here as a subcontractors available
4:40
inside service autopilot so those are
4:43
the two big questions we’re hearing a
4:44
lot about as people are using temporary
4:46
labors Solutions right now in the spring
4:48
to get through the heavy wet season and
4:51
not carrying somebody the whole year as
4:52
an overhead uh so that’s how we get them
4:54
in and we also want to make sure we have
4:55
accurate job costing so in order to have
4:57
accurate job costing uh we need to have
4:59
accurate budgeted hours so that’s how
5:01
you go and update those as well so any
5:04
other questions feel free to drop them
5:05
as a private message or an email where
5:08
we answer the questions here live on
5:09
Facebook Callahan’s Corner give us a
5:11
question to answer them live right here
5:12
on Facebook

0:00
questions you answer them live right
0:01
here on Facebook well over the last few
0:04
weeks here I’ve been having a lot of
0:05
questions around co-pilot CRM uh founded
0:09
by Mike Andes uh particular question
0:11
that was submitted over the weekend was
0:14
about the V2 document editor updated in
0:16
copilot so wanted to take a few minutes
0:19
dive in and actually give you some
0:20
expert tips of the V2 document editor
0:23
has just been updated now the V1 uh
0:26
document will still be there for a while
0:29
for sure as Mike said uh in his release
0:31
notes but a lot of people are looking to
0:33
get into the new shift on the co-pilot
0:35
document editor so I’m going to do is
0:37
open up the screen and show you as we
0:39
traditionally do here on Callahan’s
0:41
Corner how to actually use new features
0:43
of different CRM for the lawn care and
0:45
Landscape industry as well as the home
0:47
cleaning industry so as we’re going into
0:49
copilot here we’re going to be looking
0:51
at the new layout here we’re going to be
0:53
going into
0:54
the dashboard on the left here what
0:57
we’re going to do is go into the
0:58
marketing area here not hitting on
1:00
automations today but we’ll be building
1:01
some more videos around copilot
1:03
automations as they continue to evolve
1:05
with the advanced automations but we’re
1:06
going to be looking right now is under
1:08
the emails area here uh once again if
1:10
you’re watching this video this was just
1:12
a recent update
1:13
um so we’ve got the traditional editor
1:16
here with email templates and the scent
1:18
history
1:19
uh but what we’re doing here really is
1:21
we’re going to go in and dive down uh
1:23
instead of selecting a template here
1:25
we’re going to go and switch to the
1:27
email template V2 Builder uh so this is
1:29
brand new if you’re watching this this
1:31
week uh for copilot and Mike Anderson
1:34
the team has done quite a great job here
1:36
uh as you slide down here this may uh
1:38
look familiar to some of you but there
1:40
is some additional areas in here that we
1:43
do want to point out in copilot so uh if
1:46
you’ve never seen this this is a drag
1:48
and drop Builder so we’re going to be
1:49
doing it going into rows and actually
1:51
creating some rows here
1:54
um so as we’ve gotten these rows we can
1:56
go in with different uh columns here and
1:58
sizes so the full size
2:00
um in different widths and different
2:02
options that are available here
2:04
um what I’m going to do over the next
2:05
few minutes is break down how this
2:06
actually works inside copilot so once
2:09
we’ve built the structure here we have a
2:11
desktop and a mobile view
2:14
so we definitely need to be checking her
2:15
I would suggest checking as you’re using
2:17
this so first thing we’re going to be
2:19
doing is going in here and uh dragging
2:21
in an image so what we can do is drop
2:23
that image there and browse off to the
2:26
right we have the ability to build
2:27
folders here you’ve got a couple that
2:29
are by default and once we can do what
2:32
we can do now is go in and actually
2:35
bring in some folders or bring in some
2:38
images and once you have those images in
2:41
your folder you can actually click on
2:43
those images and get those uploaded so
2:47
I’m going to go in and bring in these
2:49
simple growth document here or logo
2:53
and insert and that is going to bring my
2:56
image in here now if it on a uh an email
3:00
you may want to be able to go in and
3:02
change the width of this so for instance
3:05
if we had taken the logo and stuck it in
3:07
two or three different blocks and we
3:09
wanted just the image off to the upper
3:11
right hand size by clicking this little
3:13
button here we can go in and manually
3:16
adjust the width
3:19
and we can also put full width on mobile
3:22
so these ability to go through both of
3:24
those on the co-pilot document editor
3:27
now the next thing we could be looking
3:29
at here is going into our content so
3:32
we’re going to be looking at we can
3:33
throw in a text block and this is just
3:36
literally a drag and drop here
3:38
and
3:42
we can drag our row up
3:45
and once that’s in there I can drop that
3:47
in there so now I’ve got a new title
3:49
block so the ability to go in now with a
3:52
interface to actually go in and
3:55
manipulate the documents as if you were
3:57
in a Microsoft Word or Google doc that
4:00
gives you the ability here and then
4:01
eventually it gives you some merge here
4:04
so first name last name company last
4:06
name so if we said hey customer first
4:08
name
4:12
comma
4:14
and then we could start our text in here
4:17
so that gives us the ability to go in
4:18
and drag in uh this content as a title
4:22
paragraph or list and as we’re in here I
4:24
haven’t tested this but this would be a
4:26
good test here so if I put in the word
4:28
at that actually starts to populate this
4:31
list and I start to type it out instead
4:34
of having to go into Verge tags it acts
4:36
as a shortcut for the document editor in
4:38
copilot so those are some of the things
4:40
you’d want to be able to do so and plug
4:43
those in
4:44
as we’re diving in off to the content on
4:46
the left once again we’ve covered the
4:48
image all the tough text options the
4:50
next one is here is a button dragging
4:51
this in here and we can go in and drop
4:54
multiple buttons but if this was in an
4:56
email right here we could go in and type
4:59
right over this call now
5:03
and as we go in it is going to make a
5:08
call and we would put our office phone
5:10
number in there our next button could be
5:16
text now
5:18
and uh test but text
5:22
and we can go in and make a
5:25
send an SMS to this message with it with
5:29
a message so the idea is we can go in
5:31
and customize inside copilot all of
5:34
these different buttons and as we go in
5:36
uh if you want to go in and customize it
5:38
to your company color and branding the
5:40
area here can also be updated not only
5:43
the box but the color and some of the
5:46
functionality of the shapes of these as
5:48
well here so a lot a lot of
5:50
functionality in here as you start to do
5:52
this here with the different padding and
5:54
different directions so video here is
5:56
not to go too deep we’ll make some more
5:58
videos on some expert tips for copilot
6:00
and how to actually do that but
6:02
um next one here is we’ve got our social
6:04
and we can drag that in so if we need to
6:07
go in and build our social we can drag
6:08
in another row once again this is a drag
6:10
and drop Builder and we would drag in
6:12
our social and once we click in there it
6:15
allows us to enter the URL of our social
6:18
uh final thing I’m going to leave with
6:20
you here today is once again
6:23
um
6:24
we’re going to go in and drag in another
6:26
area and content menu
6:30
and we can go in and add a new menu item
6:33
here and the text is uh
6:38
test menu item
6:42
and we can have that send an email call
6:44
or SMS or open a web page so if we had
6:47
that in here we could go in and have
6:50
that go into our website
6:53
growth
6:56
.com so these are some of the things
6:58
that you’re going to want to be able to
7:00
do and the target is our current page or
7:02
new page in open or where we want to go
7:05
here so this is some of the high level
7:07
ideas that are in here in copilot love
7:09
the document editor I’ll view something
7:12
very similar in some several different
7:13
crms uh I’m going to be diving in about
7:16
video and some other areas in a further
7:18
video but I want to give you a high
7:19
level overview of the new document
7:21
editor in copilot and getting a lot of
7:23
private messages uh from people working
7:25
with simple growth how would you use
7:27
this how does that work inside copilot
7:29
so feel free to drop your questions
7:31
below or drop me a private message or
7:33
I’m going to continue dropping uh how-to
7:36
videos on the different crms we work
7:38
with Callahan’s corner you ask the
7:39
questions we had some live right here

0:00
Corner were you asking questions we had
0:01
some live right here on Facebook gotta
0:04
know the User submitted question
0:05
regarding co-pilot CRM by Mike Andes
0:09
um as we’re starting to dive into the
0:10
system and assist some people uh with
0:12
some of the workflow and automations as
0:14
the system continues to evolve
0:16
um there’s a lot of General use
0:18
questions that are getting submitted in
0:19
through the simple growth help desk so
0:21
as usual fashion is we help with many
0:23
different crms we want to go out and
0:25
actually provide free value and workflow
0:28
inside uh copilot as well as other crms
0:31
that we work with so in copilot
0:33
um the basic workflow that we’re looking
0:35
at today and open up the screen is using
0:38
property measurements and how to
0:39
actually take the square footage of
0:40
linear feet or say this number of small
0:42
medium large shrubs and how do we take
0:44
that variable inside copile and save it
0:47
to the lead or customer record so I’m
0:50
going to pop the screen open and kind of
0:52
uh answer the question of how do you
0:53
deal with custom fields and potentially
0:56
property measurements here so
0:58
normal fashion here when you log in to
1:00
co-pilot here uh we’ve got in and you’ve
1:03
got customer detail uh so up top we’ve
1:05
got some information here on the client
1:07
contact information invoice
1:10
um area here and uh Auto creating or
1:13
invoices we’ll talk about some of these
1:14
questions that we keep getting submitted
1:16
here on a regular basis but the area
1:17
that I’m looking for today here is
1:19
custom Fields so right now in this test
1:22
client we have the number of small
1:24
shrubs and turf square footage so we’re
1:26
going to talk about how to how to create
1:27
a custom field for say Turf square
1:29
footage or the number of small medium
1:31
and large shrubs getting ready for the
1:33
pricing matrices as Mike Andes has
1:35
talked about on his Facebook lives that
1:37
are coming uh in the future
1:39
and how to get set up for success and
1:41
get the system ready for those new
1:42
features and functions when they come so
1:44
uh first thing I’m going to do here is
1:46
uh not necessarily do anything on the
1:48
customer screen but uh very similar what
1:50
we’re going to do is always start with
1:51
our custom field so uh when we go in we
1:54
go into resource custom Fields this is
1:56
the area that we’re living in to build
1:58
out your custom Fields inside copilot so
2:01
we’re going to go in and add a field
2:03
this button here now these custom Fields
2:06
can apply to a whole bunch of different
2:08
things such as assets chemical tracking
2:10
chemical app customers equipment
2:11
estimate quotes events jobs invoice and
2:14
vendors so I’m going to recommend as
2:16
we’re diving into creating custom fields
2:18
in a brand new software let’s blueprint
2:20
it out before we go in and act
2:22
absolutely crazy and start putting a
2:23
bunch of different custom fields and
2:24
let’s think about on a high level what
2:26
this looks like now and when we scale
2:28
how do we create a naming convention how
2:30
do we create uh the ability so since
2:33
custom Fields can apply to such
2:34
different things in here what I’m going
2:36
to recommend is if we’re building them
2:37
out for custom made our customers let’s
2:40
have some kind of a naming convention is
2:41
maybe our customers are o1 DOT space
2:44
Turf square footage uh our assets are
2:47
maybe O2 so maybe employees uh first
2:50
things I would probably start with is
2:51
the 01 for
2:54
um customers O2 employees and then maybe
2:56
O3 assets and then as we continue to go
2:58
we have a naming convention so we know
3:00
what type of custom field we’re looking
3:01
at who it pertains to so uh that’s just
3:04
kind of a pro tip that we do with our
3:06
naming conventions but I’m going to say
3:07
we’re going to apply this to customers
3:09
uh field name here in this methodology
3:12
here is I’m going to say this is an 01
3:14
which would be a customer space
3:17
um
3:20
driveway
3:22
square footage and that would be for
3:24
maybe snow removal or pavement ceiling
3:26
now the field type here a lot of
3:28
different options checkbox date decimal
3:31
um we’re gonna go for decimal and that
3:33
is going to be the area here now uh
3:35
transferable field this means it can
3:37
transfer to different areas if you’re
3:38
questionable One You’re Building this
3:39
yourself take a look but it allows the
3:41
data to be shown in multiple workplaces
3:44
throughout the system so we’re going to
3:45
click yes here for best practice and
3:48
we’re going to save the field so once we
3:50
have this area in here
3:52
we can go in uh to the calculators and
3:55
do the aerial measurement
3:57
um and what we’ve got here is
3:59
I’m going to clear all the areas here so
4:02
we have our potential area here that we
4:03
want to take a look at so one area that
4:06
I’m going to be looking at here is
4:08
um and I’m going to go back to the
4:09
client record real quick so when we
4:10
reset reset the custom fields that pulls
4:13
in the new custom Fields here so now
4:16
that we’ve got all three uh we’re going
4:18
to go in and measure the driveway square
4:20
footage and the turf square footage so
4:22
I’m going to go back to our calculator
4:23
aerial measurements and go in inside
4:26
copilot and start to drive out the
4:29
ability to measure this property now
4:32
this property here uh is a little bit
4:34
different so I want to kind of show you
4:36
some of the functionality of this so
4:38
what we have is area here here
4:41
um and that is our first area so we’re
4:42
going to click in here and add our
4:43
second area
4:56
and drive that down
4:58
and now we’ve covered that area so we’ve
5:00
got 2 900 square feet in the yellow and
5:03
we’ve got uh 5564 now you can also go in
5:07
um and change those colors so everything
5:08
is in that same yellow color as well
5:11
here and be able to update those areas
5:14
but the idea is we’ve got two areas now
5:16
and they’re measuring up for 85.09 now
5:19
what if we had a mulch bed per se in the
5:22
middle of this lawn area or a pool we
5:24
could go in and label this area the pool
5:28
area or beds
5:31
and maybe we didn’t want to include for
5:33
this fictitious bed in the middle of
5:37
the property
5:40
so right now it’s adding up those areas
5:43
here
5:44
total but really what we want to do is
5:47
subtract that area that bed or that area
5:50
we don’t want included so if we’re doing
5:52
parking lots or large areas where
5:54
landscape beds or pools we can go in and
5:56
subtract that area here and then that’s
5:58
going to go in
6:01
and this is going to be subtract from
6:04
area and that’s going to give us the
6:07
ability to go in and subtract from
6:09
different areas as well so those are
6:12
some of the functionality pieces in here
6:14
within the system so let’s say we’ve got
6:16
this 8509 here we’ll get rid of the bed
6:19
just so uh there is no confusion there
6:22
so we’ve got eight thousand uh sixty
6:25
four
6:27
the turf area so what we’d want to do is
6:29
take the 80 80 60 go to the client
6:32
record and put that in for the turf
6:35
square footage and the next thing you’d
6:38
want to do is maybe go to driveway
6:40
square footage
6:41
and go in and put this instead of
6:43
building this is our driveway for
6:45
plowing
6:51
and what we’re going to do there is go
6:53
in and
6:55
add our driveway so we have multiple
7:01
measurements and we can also go in and
7:04
subtract from if that’s applicable in
7:07
those so we’ve got our driveway now at
7:10
us 1268.
7:13
and we could put that in there at 12.68
7:16
so uh main idea here is we want to be
7:19
able to go in first thing on the client
7:21
record we want to set up these custom
7:24
fields
7:25
before we do that we need to go in and
7:27
go into resource custom Fields add a
7:30
field
7:32
and as you’re adding the field we’re
7:34
going to select what it applies to we’re
7:36
going to use some of naming convention
7:37
hopefully for o1 say a customer to o1
7:40
stands for customer O2 stands for
7:42
employees we can put in red linear feet
7:46
and the type would be decimal
7:49
and we’d want to transferable and hit
7:52
save once we set that up we’re going to
7:54
go right back into copilot under
7:56
calculus aerial measurements measure
7:58
these folks up get the square footage
7:59
and then hop back to your client page
8:01
and add them in and save custom Fields
8:05
um and then as we scroll down we have
8:07
our save custom field which eventually
8:09
will drive into our price matrices ones
8:11
those those services are available
8:14
so comments questions drop below
8:15
Callahan’s corner you ask the questions
8:17
we had some live right here on Facebook