The Home Service Expert Podcast - Understand Your Company's Performance Metrics with These Tips (Brigham Dickinson)

Episode Date: March 9, 2026

Brigham Dickinson is the co-founder and president of Power Selling Pros, a company that helps home service businesses turn more incoming calls into booked jobs through world-class customer service and call-handling training. After years of studying top-performing service companies, Brigham developed proven systems that help CSRs and office teams deliver exceptional customer experiences that drive revenue and loyalty. Today, Power Selling Pros works with contractors across the country to improve call conversion, increase bookings, and build cultures centered on the "Pattern for Excellence." Brigham is also the host of the Service MVP Podcast, where he interviews leaders across the home service industry about leadership, growth, and delivering remarkable service. FOR MORE GREAT EPISODES: The Mello Millionaire - https://open.spotify.com/show/1jsZaiMgWe0EGaPfLtelDW?si=3de6091af58d41b4 Chapters 00:00:00 Cold Open 00:00:15 Title Sequence 00:00:35 Show Notes VO 00:01:20 Intro Into Interview 00:02:45 Power Selling Pro's Testimonial  00:03:33 Interview Resumes 01:03:02 Outro Check Out My Social Media: Tiktok _https://www.tiktok.com/@officialtommymello Instagram - https://www.instagram.com/officialtommymello/ Facebook _https://www.facebook.com/thomasmello/

You hold your team individually accountable at least twice a month, coaching them, letting them listen to their own phone calls, and provide feedback and coaching and practice over and over and over again. This is the most important thing you need to do in 2026 for your business. Welcome to the Home Service Expert, where each week Tommy chats with world-class entrepreneurs and experts in various fields, like marketing, sales, hiring, and leadership, to find out what's really behind their success in business.

Now, your host, the Home Service Millionaire, Tommy Mello. Before we get started, I wanted to share two important things with you. First, I want you to implement what you learned today. To do that, you'll have to take a lot of notes, but I also want you to fully concentrate on the interview. So I ask the team to take notes for you. Just text notes, N-O-T-E-S, to 888-5-26-1299. That's 888-5-26-1299. and you'll receive a link to download the notes from today's episode.

Also, if you haven't got your copy of my newest book, Elevate, please go check it out. I'll share with you how I attracted and developed a winning team that helped me build a $200 million company in 22 states. Just go to elevate and win.com forward slash podcast to get your copy. Now let's go back into the interview. Welcome back to the Home Service Sex for it. Today I got an amazing guest. He's a great buddy. And if you guys don't know, Brigham Dickinson has been in the game for a long time.

He's got a big heart. He's here to coach us on a lot of things. I use him. There are times in my life that I thought I had figured out, call center technician training. And every time that we parted ways and didn't work with power selling pros, it was obvious in the call booking. It was obvious in the technician performance.

So he's based out of South Jordan, Utah. He's the president and founder of power selling pros. Brigham is the founder of, of Power Certification Program, call handling and field training that holds teams accountable for booking calls and creating wow experiences over the phone and in the home. Brigham started power selling pros in 2009 when he saw that call handlers were struggling to consistently convert calls to bookings. This led him to create Power Certification Program to help home service companies improve their CSR and tech programs and successfully convert more leads into sales.

What I wanted to start out, the first time ever in the podcast, is there's a testimony that Brigham shared with me of a company that went from $3 million to $30 million. And one of the biggest things he talked about was the technician training in the field, getting consistent with meetings and feedback. So let's go ahead to listen to this testimonial real quick. One thing that we found that's helped to create consistency is Brigham Dickinson and his team over at Power Selling Pros. They've just been phenomenal business partners for us and helping with the evolution of our business. from $3.5 million annually to quickly approaching $30 million in revenue this year. One of those things that's really become the most important is our technician's coaching process. And we work with Brigham and his team over there at Power Selling Pros to build this program out.

One of the quickest things that can discourage a team or create backwards momentum within your team is a lack of consistency. And with Brigham and his team at Power Selling Pros, it's our way of ensuring that doesn't happen. I would encourage you guys if you haven't explored any options with him to help support your leadership team and create consistency. reach out to the team at Power Selling Pros, and couldn't thank Brigham and his team enough for all the help that they've had with us through our growth periods and looking forward to the next growth period. All right, guys, back to the podcast.

This episode's thesis is how Brigham turn regular CSRs and technicians into certified professionals and transform call centers to improve their accountability, culture, and wow experiences at scale. Brigham, welcome back. Thank you. It's good to be back. I love this stuff.

Everyone asks me, they're like, so you use lace. You know, now we use Phil Spark in the field, but why do you still use Ringham? Why do you guys still use power selling pros? Well, it's because the data is really good, right? The insights are fantastic, but that doesn't change a human behavior, right? They still need to be, your team still needs to be held accountable. They still need to be coached. They need to have the opportunity to listen to their performance, right?

Listen to it on a regular basis. And then self-evaluate, right? Use a good judgment, be genuinely curious about what they're doing in the field or what they're how they're sounding over the phone. If you're not utilizing the data, it's really kind of pointless. You need to use the data to hold your team accountable. So it's just a matter of finishing that loop. And without Power Slelim Pro's, without somebody holding your team accountable,

you either got to do it yourself. You've got to have somebody like Power Silling Pros do it. So last year we experienced 20% growth just because people have the data now. They have the insight. They've got their team under a. magnifying glass and they don't have the time of the way withal to hold their team accountable on a regular basis, which is why we're here. Yeah, you know, it's, I think I mentioned this to you before, but the technicians get a lot of

my time. I mean, they're the ones shaking the client's hands. They're the ones getting the reviews. They're the ones driving out there. But I get really upset when a technician gets a zero, but yet the calls get missed all the time. And I've been saying this for the last decade, Brigham, the money that if I invested in your company, the vast majority of it's going to be done in the call center. I should say contact center, because now lead forums, the lead aggregators that land on your website

that go to Yelp and Angie and Thumbtack and everywhere else. And the speed, the lead, you could set up all the tools in the world, but interestingly enough, you know the guys at Ciro and Rilla, and you know the guys at Lace and Avoka and broccoli and same day. We use them all.

And the fact is, what do they know about their clientele? They're not going to re-up. Well, they know their AI, and they all say that their AI works better than the other. And because we work with all of them, we kind of get a feel for which one's working, which one's not. And they're all about the same. Yeah. Right?

It's like Tuesdays in between Milwaukee and DeWalt. Yeah. They're both good. Yeah. They're both great. The question is, is how are you using it to build your house? Right. And you're unique in that you are extremely good at training your technicians on our

basis. You set the standard every week. That's just not what happens outside of A1. I mean, yes, you use it for the call center because your time and your effort is focused in on your technicians. So yeah, it makes a whole lot of sense for us to be working with your CSRs to help kind of provide that feedback to them. And I mean, you've got 62, what? 62 now, more than that? 62, 65. It's, yeah. A lot. So you spending most of your time on text and how many texts do you have? It's over 500. So that's why you're spending all your time on technicians, and that's why we're here to help with the CSRs.

Everybody else outside of you, believe it or not, they don't have these weekly meetings with their technicians. They want to. Sometimes they have them, but usually it turns into like a product education type of music. Yeah, I've seen those, and they're not useful. Not at all. Not at all.

You need to be setting a standard. I mean, just give me an example. In December alone, I went to three companies. I've been doing ride-alongs with technicians for the last four years. Went through technician training. In fact, here in Phoenix, went through a three-week program and learned a lot about it. It was awesome. But just in December alone, I asked them, okay, guys, how are you setting the standard for what you want to hear over the phone, as well as what you want to hear inside the customer's home?

And they go, well, that's why we hired you. Okay, cool. But how have you been doing it thus far? He says, well, we haven't been doing these meetings. We haven't set the standard at all. So we're not only just, out of necessity, we're helping them facilitate these weekly meetings. We just jump on a webinar and we go through

and you start the meeting out with mission statement, company purpose, core values. And then you do breakthroughs. What happened last week that changed your perspective on your job, the way that you approach it, the way that you approach the customer? And usually everybody's got something to say there. And then shoutouts, an opportunity every week where proactively you're shouting out other people who went above and beyond inside the organization.

If you do that on regular basis, what are you building? You're building culture. And this sort of thing, common knowledge for you, perhaps common knowledge for everybody else listening, but it's not common practice. Right. So the goal is to, metaphorically speaking, hold their hand, say, okay, let's do this meeting. let's set this standard and it's going to make the coaching a whole lot easier. I mean, sometimes when we coach, we're only coaching twice a month one-on-one. And it's not enough, right?

That standard needs to be set as a group. And so what do you do for the bulk of that meeting? Well, you practice. You go over real phone scenarios, real in-home scenarios and practice it. And what I would do is I would cross-train. I'd have the CSRs and the technicians in that room and let them practice each other's role and what they should be saying each other's role, just so they have a better understanding of,

what goes on inside the office, right? What goes on inside the call center, as well as what goes on out there in the field. If you do this on a regular basis and at the end, right, bulk of your meeting is spent practicing. Yep. You teach, you demonstrate your practice over and over and over again. And again, you do this well.

The thing is, does not everybody else does this well. They need to be doing it. With or without somebody from the outside, they need to be doing it. At the end of that meeting, you want to reward for the behavior you want. So you have a lot of cash in your pocket.

And you say, hey, look, you got a five-star review. Here's 10 bucks. right, hey, you turned a plumbing call into a heating call. That was awesome, right? And in your case, there's other things you've got going on in addition to garage doors. You know, say, for example, clean water or what happened, right? So if I'm a CSR and I take that call that was a garage door call and I also turn it into a water quality call, I should be compensated for that.

And you reward them right in front of everybody. but you turn that call into a water call, water quality, water consumption, so on and so forth, you should reward them for that right from everybody. And then lastly, if you take it, say, for example, in heating and cooling or plumbing, if you take a service call and you turn it into a replacement call, and it's super easy, hey, Mr. Jones, how long have you lived in the home? Oh, about 20 years. Cool.

When's the last time you replaced your system? Oh, I've never replaced my system. Oh, well, even if they're installed correctly, they last about 12 years. So you've gotten some great life out of a system. You've got an extra eight years out of that system. That's amazing. Have you ever considered just upgrading it, getting it back under warranty?

Is that at some point, one of those parts and then another and then another is going to go bad and there's no point in calling it as much as we like each other. Right. I know you like me. I know you don't like like me.

And so let's do this right the first time, right? And so we, and then if I can turn that service call into a replacement call, man, I should be compensated for that. And so those things at the end of those meetings I mean, I just gave you a model right there. Yeah. If you follow that outlined every week without felt, whether it's busy or not, whether calls are coming in or not, you're going to be very successful with your team in the call center as well as your team out in the field.

We do a daily morning mojo call six days a week. They started doing it on the seventh day. We do an hour and a half meeting upstairs on Thursdays in every market. What do I give myself on the feedback? the D-minus. What do I get myself? We're a training organization. We train, train, train, role play,

ride-alongs, record every conversation. Still a D-minus. The evolution of this business is the firm feedback in a fragile world mentality. It's, and here's the biggest thing. I'm building these forms that are one-on-one forms weekly.

And we're going to take, this is straight out of the power selling pros playbook. Five calls, we've taken them apart. And it doesn't matter. They're random. They're good or bad. It's not you were successful, unsuccessful, they're random. And we're going to say, look, the one thing we want to get good at this week.

Not five. All we're looking for is increasing conversion rate. So let's make sure your profile is set up and service type. Let's make sure you offer coffee on the way. Let's make sure you didn't start your first estimate in three minutes because you didn't even get to know the client. Little things that go into conversion rate. Now, if you got that, you got this is green. We're going to go into, did you even ask the customer if they thought about a better investment for their home?

the anyway dollars. You're going to spend the money anyway. You've got an uninsulated door. You're letting cool air go out in the summer, warm air go out in the winter. Just all you got to do is mention it. So that's all I'm looking for. Then when you do that, are you selling Max Lives?

So I got if then than this. And if they don't do it, there's kind of this whole recipe. I want you to go listen. We're building a library of successful calls of how to get the conversion, of how to sell Max Lives, of how to sell a door. And they're like three to five minutes each. I'm going to have you listen to these on your way there.

and all I'm looking for next week is in your recordings on Phil Spark. I'm going to be listening to these five calls. All I'm looking for is this, this phrase, have you ever even considered a new door? That's it. That's all you've got to say. And then we'll take it from there. But I need to be doing it weekly.

I mean, one one-on-one per week per tech on top of a mojo call every day, on top of a Thursday training, on top of ride-alongs, on top of coming back to Phoenix and training. That's a lot. It's a lot to handle. But what's going to happen? What do I care the most about? These guys make $200 grand a year.

Yeah. Look, I don't care if you get big tickets. I want you to make more money for your family. Look, we're going to do good no matter what as a company. That's like, I've figured that out. But what about you? What about you paying off your car? What about you getting out of credit card debt?

What about you getting your teeth fix? And that's why, like, would you want me to call you up? Call you up? I'm not calling you up. I'm calling you up because I know you have more inside. of you. So look, if we work on this together, all I want is your commitment that you're committed to becoming better. And if you're committed, I'm committed to helping. And look, if we don't get to this spot by this date, what I end up might have happening, Brigham, is you might be better off

installing. You might be better off as a maintenance stack. If you show me you got a willpower, I have a position on the bus for you, but if you can't be successful in this position, you're not doing you, your family, or us any favors. So that's the conversation. So that's the that we need to be having. Wow. That's huge. That's huge. And I keyed in on something in the beginning there.

You said, we are a training organization. Yeah. I'm not sure I've ever seen or heard anybody in the home service industry say that. And that is huge. Because at the end of the day, that's what you need to be. You need to be. It's 62 guys here last month. 62 brand new techs.

62 guys graduated. I mean, you have to be. It's trained, train, when you're done training. you're training again. And I always say this, and you'll like this analogy. I played football. I was a left tackle. We did two a days, five days a week to play one game.

We practiced 10 times more than we played. We knew every single play. I mean, literally, and if you weren't performing, they were going through your hole, left tackle and the guard, they go through my hole. I was called out of the game. I knew this, like, I respected my coaches, and they were there to win

because they asked you want to go undefeated this season. then we're going to have to play some Iron Man football, or we're going to win. We did win. We went undefeat it. The fact is, that practice, I never seen it in the home service. It's like you're going to ride with my best guy for two weeks

and you're on your own forever. There's going to be no feedback loop. And the guys, you know, Victor Ranker has this story about how he quit Champion Group and went to this other company, was paid more, but no camaraderie, no brotherhood, no meetings, no open book management. And he goes, this sucks. Yeah.

He goes, that's why Champion Group is so good because Leland was sharing. We got to learn from a, other. There was not this. There was camaraderie versus I'm the best. So they shared. That's what we have here. We're going to share. This is great. Just because you win, bring them and you're writing big tickets and getting high conversion rate and five-star reviews and selling memberships. Doesn't mean I can't. We could both win. You don't make more or less money if I do well. We all win together. It all goes into a pot called the advertising budget. And we're going to be doing more TV and endorsements and affiliate stuff. So until everyone is doing this,

the thing that we're talking about right now. without Parsley and Pros. In my opinion, nothing else matters. This is the most important thing you need to do in 2026 for your business. You've got to create a training organization. You need to see your organization as a training company because that's really what it is. In order for you to grow, that's absolutely what it is. And I really loved what you said earlier, just focusing in on one thing. If there was one thing I could help technicians with, it's to slow down. Customers, they're trained by Amazon. They're trained by McDonald's. just get it done quick.

And their mindset initially is comparison shopping. Well, your goal is to build trust over the phone and help them realize that it's not about just getting by. It's actually about doing better. So if we can just focus on one thing at a time, and if it's me, you go into the home. Do not go into the crawl space. Do not go to the thermostat.

Just slow down. Talk about what's going on. How is the customer living? What are they experiencing? If you can get, if you can just get inside that front door and just talk for a minute, as uncomfortable as it may be in the, in the beginning, because usually technicians just like to go and fix stuff. Just slow down. Use a good judgment. Be genuinely curious about what's going on inside the customer's home and sincerely care about the situation.

If you can do that, you can reassure them, you know what, what you're dealing with. We can absolutely help you with this. And then just educate on what their options are. And then ask. If you were to do those things In fact, if you worked on the first thing, okay, slow down. I want to see you slow down, at least spend five minutes inside that front door talking about how they live.

Just do that. Then once they have that down, okay, now be generally curious about what's going outside the customer's home. I want to ask you just a few questions, demonstrating how curious you are about them and their living circumstances. Right? Because technicians, they get in their mindset, hey, I got to maintain their quality of life. No.

Your job is to go in and enhance it. anybody can maintain a quality anybody can go in and fix it and get it working again but your jobs to go in and see what's happening you see a human like an inhaler on the table let's talk about that right you see a portable humidifier sitting there

they have to fill with water every day let's talk about it right so step by step one thing at a time is brilliant and it should be something that you look forward to you know Jack tester right yep of course um first thing is the first page is what's going on in your life. Like I want you to report to me. I want you to tell me what did you do well this week? How would you rate your performance? What are you

working on? What's new in your life? What what's happening at home? What core values did you exemplify this week? Let's go over the mission vision. Are you living that? Are you living that in and out of work? And so it should be, so you're teaching them leadership skills. You teach them how to communicate better. And if you do this right, they're going to get better in and out of work. They're going to be, they're going to be better human beings. And that's something to hang your head on. Like when you work here, you're going to become a much better human being. Totally agree.

So, you know, the call center is where you started out and the call centers where all the money's made. I mean, so many people right now, it's a broken record. They're complaining about marketing. The opposite of COVID is like, I can't hire fast enough. And there's always these ebbs and flows. I need more people to run calls. I need more leads.

And right now we're definitely everyone, the liens are getting expensive. Google's getting harder. ChatGBT's out there, the LLMs. There's a lot of money to spend. And I'm watching people fall and fail left and right. I mean, we're hearing the summers aren't hot enough. Last two summers stunk. We're hearing now like Lenox and Goldman or Goodman, you know, they're coming out with

these reports. And this is why like we're not selling a lot of units. People are a lot more price conscious. They're not doing as well. I mean, I think the economy's turning around. It's getting better, but history repeats itself. Yeah. This happened in 2008.

So when I first started, when I first started, I was doing digital marketing as a subcontractor for a company called Usul. And we did pay-per-click and SEO, right? And Troy calls me in and he says, hey, this is 15 years ago now, right? He says, hey, your leads are no good. I said, what do you mean my leads are no good? Well, they just want a ballpark price. They just want to know what should charts come out. talk to a technician. I said, but Troy, they're talking about eating or cooling. Their leads and

besides, what kind of, what other calls you're getting? Well, I'm not. It's 2008. These are, these are the only calls I'm getting. Okay. So then you shouldn't fire me, right? You shouldn't put this on old. You should actually train your team on how to book these types of calls, right? Same thing's happening today. Okay, cool. We have less calls or at least they're more expensive. Train your team. hold them accountable because every one of those calls counts. Can we agree that every one of those calls count? Great. They're more expensive than they've ever been. Great. History repeats itself. We've been here before. So what do you do? First things first, you tell them, you teach them to slow down that conversation. Hey, I want a ballpark price. Great. Tell me more about your situation. What's going on?

Well, I've got this air conditioner that's blowing hot air. My gosh, that's terrible. How long's he been doing that? Oh, last couple days. Well, look, we can totally help you with that. When would you like us out? Oh, this afternoon would be good. Right? Initially, they wanted a ball Park Price. But by the time I was done, it took me 30 seconds. They realized they went from a mindset of I need to compare you to another guy or a bunch of other companies to, you know what, I trust this person. Right. And we become their last call. That's the objective. If you're in the call center, your objective is to become the last call of that customer. Creates such an amazing experience over the phone that that's your, that's your outcome. You know, this is pretty interesting to me

because now I got all this data. And I call Boris all the time. He stays in my house. It comes in about a once a month and we go over. And I kept asking for more data. I'm like, I need to understand same day cancellation. I need to understand why people are canceling. And customer resolved themselves.

BS. Yeah. I got someone out quicker. Everything that the reason why I'm in 91% right now instead of 93 or 94 is 100% because of capacity. So here's something very interesting that I just started doing, and I think you'll dig this. I wanted to know cancellations per CSR. I got some people at 17% cancellation, some people at 3%.

So now at the CSR level, I take their booking rate minus their cancellation rate, and that's the number we look at. Interesting. Because, you know, I have my conversion cycle. So I said booking rate, conversion rate, average ticket and cost per lead. Now I've got to take in the cancellation rate into that. So why are we getting so many cancellations? And if I'm going to get cancellations, I don't want to get the people that are stuck in a garage

that say, I'm going to pay whatever it takes to fix this. Right. I would say that with those individuals, if we can create an amazing experience over the phone, we can keep them on the hook, right? It's not just about booking the call. People look at booking rates all the time, and I love that you look at cancellations rate.

cancellation rates. And I'm going to make a mental note of that because if the experience is awesome, they'll wait. Now, how do I know that? Well, because I've been to Disney before. And in Disney, what do you do? You pay more and you what? You wait. You wait in lines like never before. So if they can do it, and guess who else can do it? Chick-fil-A. You mean, you have the same problem chick-fil-a has. Their biggest problem is keeping people in the line. So what do they do? they double down and triple down on the amount of people that are ushing you through the line. Of course, they take your money way back, mile back in the line so that you're hooked, you're in.

But it is, for you, it is absolutely all about creating the experience for the customer to keep them on. If they're canceling and if their cancellation rate is high, I'd want to listen to that CSR and figure out whether they're just focused on booking it or whether they're focused on creating amazing experience for the customer. Pretty smart because I didn't even think about that. Because me, if my air conditioner is not working, and unless I really believe and I've seen A1 or whatever company I'm going to call, I want this fix now. My family's, it's 100 degrees outside. I'm going to get somebody that could be out of here the next hour.

My car is stuck. I need to get to work. So my theory, and I want to run this by you, there's two ways they came up to fix it other than trying to make sure the call's extra special. They trust us and they're willing to wait. The first one is I could pay. the customer something to wait. I give them a $100 gift card. I can say, listen, I know this is a convenience because we can't get out until tomorrow. Because capacity is capacity. So I'm working on expanding capacity. The other one, is that enough, but the other one's even better, I call it, you know when you

order an Uber and let's say you're at a football game. They call it surge. You're going to pay more because there's so much demand. Right. And you're going to pay it either way. So what if I built a search program that went out to 33% of my top technicians. And they have five minutes to claim that job. And they'll get an extra $100 just to ring the doorbell. I like that idea better. Yeah. Me too. In addition to having an understanding that our end goal is threefold over the phone. Number one, the customer needs to feel understood. If they don't feel understood, trust me, they're going elsewhere. Right. Remember, they called you not because they called you for because they don't want to do it or they don't know how. That's why they called you.

all right so your goal is to show them that they are understood show them that you care and reassure them that they've called the right place so they need to feel reassured cared about and understood if you do that in the first 30 seconds first 30 to 50 seconds you're going to change everything for that customer yeah you have to do those things first if those things aren't being done we're working way too hard we're not creating an amazing experience for that customer that when they hang up they don't call anybody else and they're willing to wait happily Right. The type of customers we are going for are the ones that will advocate for us, right? Pay our price, happy to wait and tell all of their friends about us.

So for that to happen, we have to have an amazing experience over the phone as well as an amazing experience in the home. You know, I was talking to my buddy, Matt, owns a really big company doing $250 million of EBITA. And what was interesting is the infrastructure they built. Like, we always want to be efficient, right? We want to make sure we're pushing every dollar, every dime. every penny. But what I realize is so much, you do need this infrastructure. And it just kind of dawned on me as we're talking that I need more infrastructure. I need to be listening. You're listening to a lot of calls. I should be happy at 91%. But yet I'm not. There's something probably wrong with me. Yeah. You gave us a D-minus.

I'm not happy about that. No, no, no. Not you. I'm giving myself on the technician side. Not the call center. The call center is absolutely phenomenal. Yeah, we're all one team. A one team. Yeah. Yeah, no, it's, look, I'm very satisfied. I, well, what's crazy to me is you're just hearing so many people complaining out there. This is hard.

You know, you know what's crazy. I was telling a couple guys yesterday as the roofers. I don't know how much you've worked with roofers. But I have these roofers that come do shop tours and I talk to them at HSF and I'm like, so what are your core mission, vision, core values? I don't do that shit. What is your booking rate? What's a booking rate?

Well, when a person calls in and they need a roof, how many are you booking? Well, sometimes we just go out there for free estimates. I don't really know. So you get every single one of them? Well, I don't know. It's super high. But what do you convert when you're face-to-face? What's the decimal point?

We've got that, but I don't really have that on me. How much are you doing? We're doing three or four million of EBITA. And I'm like, if you were in the garage industry, you would be doing $100,000. of revenue. The fact is that once they start systematizing that industry, you're going to watch guys doing 20, 30, 40 million to be able to like that. No question.

And I love finding these industries that are still the wild bomb busted. They haven't used data. They haven't really know. They've got this great big boat and there's holes on the boat, but they don't know where the biggest holes are. They don't know. Imagine going in on Monday, bring them. And you're like, I don't know what I'm going to do today.

There's going to be a lot of problems. I'm a firefighter. but I don't know where I'm going to focus because I really don't know where I should be focusing. And that's where a great CRM having great systems in place to see KPIs, not just performance KPIs. Here's another big one I've learned. How many jobs are we showing up to on time? Because the only job you can show up on time, guaranteed is the first one.

How many are we closed? Like these are not performance metrics. They're operational metrics. And we've got a coach that comes from Kortech. that said, I want you to start focusing on these operational. You guys are so good at performance metrics. But capacity will be opened up if you get the guys out of AMAR, reloading quicker.

Because if your average load time is an hour and 33 minutes, what if we get down to 23 minutes? Wow. That'll give an extra hour and 10 minutes back to them a day. So that way you're not losing all these jobs. What is the only time my technicians are making money? When they're in the garage talking about that's right. That's right.

So we've got to get rid of all the other time. at the time I'm not willing to settle on. Here's another interesting thing. My managers, my complete leadership team came to me a year ago and said, we've done the math. We've got evidence to show you, Tommy. If we cut the meetings and one meeting a month, here's how much more money we'll make. I said, there's not an effing chance. I said it'll be great for three months.

And then we'll have everybody leave, they'll quit. They won't. There's no camaraderie. They're all eating next door right now. You've got to protect your culture. At all costs. And this is what PE does. They go in and they're like, less me, da, da, da, da, da, da, da, and they have the best year ever.

And then all of a sudden a mass asset, exodus. You're right. Everyone quits. You know, it's something you said earlier about how contractors are kind of complaining how things are right now. Well, it's because 2021 was so amazing. Yeah. I mean, we probably had a couple of years that we may never have again in the industry. But in order for us to understand what's amazing, we also have to experience bitter.

every once in a while, right? We got to bootstrap it and go to work. So it's all right that we had some good years. We need to recognize them for what they are. And today, we've got to take some steps as a training organization. Because what you're talking about, Tommy, the things you're talking about, I mean, for most people listening, they're not even close to where you're at right now. What you're describing is amazing.

It's incredible, right? Operationally, performance-wise, it is, it's, it's, it's, it's, it's, it's, it's, it's, It's awesome. It really is. But contractors need to start somewhere. So where do they start? Well, the first thing is I got fortunate in 2014 to have Adam. And Adam was everything I'm not. He was good at dialing in the CRM to make it do its job. I don't care if you're on job or a house call pro or service date or whatever it might be. Orkeys, they're all good. But they got to be programmed in a way to get the data. I mean, I'm a software company now. I'm not a girlfriend. We're a software company that does garage drawers. I mean, the data is that important to know what's going on. So you got to have the data. And you got to be able to read a balance sheet income statement.

You know, I will tell you, L. Levy taught me, you better know, you better know those financial statements better than your CFO. I wouldn't say I know the better than my CFO, but I know the numbers. We're closed out from January. I've got to look by January 30th what we're going to close on. By the first, I have a wrap by the fifth. it's locked in. Most people say closed by the 15th.

That's where I think people are missing is they don't have the data. Why is my, why is my cogs so high in this market? Why is my indirect labor so high? Like, well, you've got to be able to look at these and spot these out. And I know a lot of people listening are like, yeah, it's easy for you to say, no, I'm 20 years into this thing. And by the way, you'll hear me say I got a D-minus.

You'll hear me say there's work to be done. You'll hear me say there's a treasure in every corner of this business. So much money being left. left on the table. Do you think I say I've made it? No, I say we got to work harder. We've got to get better. There's so much opportunity in this business. I don't think we've arrived. So I think at at least get data you could trust. That's where I think you start. And that's where, like, how are you going to guarantee 85% booking rate when you have no idea what the booking rate is? You don't even have anything to know your booking rate. Right. Like, how could you say,

Because Power Signing Pros, you guys have this amazing, bold guarantee to get to 85%, which is nutty. Yeah. But if you don't have the data, how do you get there? We don't. We need the data. Yeah. We need the data. You don't cancel the data, right?

You need the insight. And you leverage the insight to improve the performance of your team over the phone and in the customer's home. You absolutely need that. but you're also probably the first home service company that wants to achieve a billion, right? So that's why you're where you're at. That's why you're talking crazy numbers and so on and so forth. And for the rest of us, right, we need to just take those baby steps into a training organization. Well, here's something I just did a Facebook live when I walked into the office, where I walked into this office.

I said, you know what the secret sauce is? And I had this epiphany late at night. I'm sitting in bed and I go, I'm a coach. You know, I've never seen a coach to say, hey, I'm going to go make this play myself. I'm going to go be the quarterback on this play. You know, I've never seen, you know what I see the coach to is they say, I need the best defensive coordinator there is. I need special teams.

I need the defensive coordinator. I need the best recruiter. And here's the epiphany I had. I'm talking to R on a podcast last week. And he goes, you know what the problem with most companies? the leadership's bandwidth. I go, well, that can't be true. What about Elon Musk?

You think he's running Tesla? You think he's really in there doing everything at SpaceX? You think he's doing everything at X in his AI company and this and this? Or you think he's got a way to bring on the world's best? I have a guy that works for me at the family office. He's the only guy to ever win this award three times in a row at GE. He is a savant. I go, if I had five of him,

Do you know what I'd be able to do? Just one of him changed my life dramatically. So now I'm going, how do I get talent? How do I get people that could run circles around me? You're so right. I like, who not how? And I just had a great interview. Weekly, I do this with my top recruiter named Sophie.

She's a machine. And I said, how do we get more talent? How can you help me get more? What can I do better? What do I need to do above and beyond? How do I, how can I be, I give myself a, a six, how do I become a 10? And that takes a lot of humility

because I don't think I'm better than anybody. I think I want to be the worst one here, actually. I want to say that person's better. Because my ego is now my amigo. And that's one thing I've learned is a lot of people won't hire people that are the next level. They don't want to feel stupid in a meeting. They want it their way or the highway.

They don't want to make the changes. So I'm like, man, we're going to have to change. We're going to dramatically have to change. if we're going to go to where I'd like to see us go. And it's better for everybody. And your objective is to put the right pieces in place to achieve the goal that you want to achieve. And it doesn't matter who does it, right?

Well, there's a lot more money to go around. You could pay crazy salaries, give equity, give all these crazy bonuses. If you got a really high booking rate and a really high conversion rate and a really great average ticket, you're getting five-star reviews. Like, you could get,

I just had both endorse, when you think about the radio. And these guys do, endorsements. And I talked to my buddy Cameron that just sold for $100 million, best control. He goes, you know what blew it up for us? And they started inviting all these endorsers to football games and baseball games. And they talked about me all day on the radio.

Wow. So I was on my best behavior. They came to dinner. I'm making them laugh. We're having a blast. I'm like, you guys are going to the game with us. And I'm like, I went to my neighbor's house by my dad's, my old neighbor. And she goes, John Holmberg talked about you for an hour straight on the radio today.

I was like, it's working and I only met these guys once. But I'm not doing it maniacically. Like, I really like these guys. They're funny guys. They're great to hang out with. They're like connected. And they're like, I learn a lot from them. But I'm like, Tommy 3.0 is like doing that kind of stuff, making sure I'm recruiting the right people and being the culture guy.

Working smart, not just hard. Yeah, that's the key. So tell me about this 85% guarantee. Well, it's simple. Usually when we go into a shop, they're not used. using their CRM properly. Right? See, for example, they have service tight.

And then there's what, in fact, the one company who provided the testimonial. When we first looked at their CRM, it said that they were booking 30% of their phone calls. We knew that wasn't true. So we went in, we modified it. We made sure that it was set up correctly. Sure enough, it was like 65%. Double what they thought it was. And that was the kind of the impetus for hiring us.

Oh, we're at 30%. We got to fix this. And so when we switched it to 65 and showed them, it's actually 65. they're like, oh, that's a whole lot better than we thought it was it. Well, you still have to work with us. So we actually started to work with them, and now they're, now we're in the 90s. Most of our companies are in the 90s. That's why we say 85.

It gives us a little bit of a cushion to work with. But if you're doing the right things, holding your team accountable, at least twice a month, we coach them one-on-one, twice a month using their own phone calls. And if they're listening, caring, reassuring in the beginning of that phone call, in fact, 90% of the outcome is determined by the first 30 to 50 seconds of that call. I would say the same thing is true. in the field. That first couple of minutes inside the customer's home, if they feel better, see, the goal is to help them feel better, whether it's over the phone, whether it's in the home, help them feel better. If they feel better, you don't, chances are you don't have to do anything with the system or anything with the garage door or anything at all. You just, you know what,

this guy is amazing. There is, believe it or not, there's one time where we went into a customer's home, we condemned the furnace. Now, if you contem the furnace, the customer's probably going to be upset, probably going to be frustrated. probably going to be like, hey, can't you do something here? Well, no, it was complete opposite. They gave us a $100 tip. Yeah. For condemning the firmist. It was an incredible experience. In fact, the technician was like, dude, this is amazing. In fact, you wanted to split it with me. I was like, no, you don't need to split it with me. This is my job. This is what I do. But it does all start over the phone. When it comes to 85%, it's easy if you have the right

system in place. And what's the right system? Make sure you have your data. Make sure you're leveraging it to hold your team accountable one-on-one twice at least twice a month. And if you don't have time to do that, then get somebody like PowerSelling Pros to do it for you. If you do that consistently and well, you'll see you'll see 85% easy. What I always look at like return on investment in marketing is called return on ads bend. And if I was to invest, which I do invest in Power Selling Pros, I would imagine on a low, end, the investment you're making to reduce turnover, if you really looked at it like completely all in, it's probably a 20 to 1, but I guarantee anybody not getting a 10 to 1 is just not

buying into the program or not listening. So I always look at, I look at power selling pros, not as a cost, but an investment into my people because they make more money. My clients, my marketing dollars go further. My guys get actually. way more work. That's one cool thing about working a one. You go to another company, they'll offer you, all my guys get offered equity in the small business, but they got no jobs to run. They're sweeping the floors all day. I'm like, guys, I'm going to keep you slammed. And so when you think about that, you know, do a lot of people, do you hear that this is costing money? Do you hear that from certain companies? Like, this is, I'm paying too much money for this, or this is not an expense I want to pay?

No, because when you do the math, I mean, it's, it's easy. In fact, you've done this math before. I've got videos of you're doing this math, right? Where you, with, for every one percentage, it's an extra $3 million, right? Call conversion. How does that math work? Well, basically, take your revenue, right? So if I do $315 million, 1% of that's $3.15 million.

So there you go. That's 1% getting better. So if I get to 92%, that just brought 3.1.1%. to 3.15 million. Now, we're going to do 400 million this year. So now 1% is 4 million. So if you're doing 10 million, it's 100,000. It's just simple.

Take your revenue from last year and say, if I increase, if I did 10 million and I do 20% more on the booking rate, as long as I keep control of my cancellations, I want to do $2 million more. Now, if you're a growing company, but you got to remember that your marketing dollars are going way further, too. So there's all these buy products, And then the turnover, I heard this stat recently.

That it costs somewhere around 62% of the person's annual salary to replace them. Yeah. Because by time you bring them on, train them, get them accustomed to it. And then you're paying, you know, if you fire somebody, they're still going to get their, they filed unemployment. You pay that. So when you look at the burden costs. So I think about a lot of these things. And I'm like, I want to work with these.

Like, you guys see the potential in people. And you've probably brought somebody that was at 45% to 90% by just taking the time and listening to them. If they, the main reason why people lose CSRs is because they don't feel like they belong. If you can help them feel like they belong with training, if you have someone that is talking to them on a regular basis and the first couple minutes, hey, how are you? How's your family? How are things? Great. As we get into it, we listen to a couple of phone calls and if something's off, hey, what's going on?

It sounds like something's off. when I took that call, something happened that day. Oh, well, what happened? This is what happened. Whoa. Well, I can only imagine. I can imagine that you wouldn't be having a great day. How do we take steps to make sure that regardless of what happens outside of work that you

are on your game every time you go into work? Oh, you're so right. All right. So let's refocus here. Let's take some steps now so that next time that occurs, you're proactively prepared so that you can handle that call and attend your job like a champ every time, regardless of what's going on outside of the office. When they get that kind of attention, they feel like they belong.

And when they feel like they belong, they're going to stay a whole lot longer. They're going to perform a whole lot better. If an owner were to listen to the calls, you know, let's say I had time to listen to a few, three a week. What should I be looking for? It would ruin your day. Get somebody else to do it. No, I know.

But like, I've listened to some of the calls. and I get very frustrated because I never want to get angry at a customer. I never want to be like, no, like if the service fee's too much, hey, what part of town are you in? Oh, what are your cross streets? Well, I got a technician in that part of town today, I'll tell you what, if I could get rid of this service call and you could, and he's got the stuff on the truck. And you're happy with everything he's got to say, are you willing to get the work done? Absolutely. So that's awesome.

but you can't script that. You could try, but you need to get them to the point where they are proactive. You see, this is why we like to teach principles and not just scripts. You teach them the correct principles and you allow them to govern themselves, right? Use good judgment, be very curious, sincerely care. If you can teach the principles, and I know that there's a lot of people listening going, how do I get my team to do that? You teach them correct principles, not just scripts.

Scripts are a launching pad. It's a starting point. Use this to get started. But once you get them started, then you start talking. talking about active listening and empathizing and reassuring and asking the right questions and creating value, being grateful. If you can do those things, you're going to be able to think quickly on your feet just like you described, just like you demonstrated over and over and over again.

So it really comes down to training. For CSRs to do what you just demonstrated, it's going to take time, it's going to take practice, it's going to take them learning the principles behind the script. So let me ask you this. This goes for technicians and CSRs. I just told you the number one thing going forward is going to be the way in which we recruit. It's very hard to take somebody that's never smiled, that's depressed, that might be going through a divorce, that's angry, that's a video game or whatever their issue might be. Video gamer is just, they kind of, to me, they're a little bit robotic.

They can sit there all day. I'm not saying they're bad people. I've played video games. I play Golden T a lot, you know. So I will say if you could be a magnet for people that are just automatically happy like my mom was and wants to have a conversation, it goes, oh, honey, are you kidding me? I am so sorry to hear that. Like, what do you look for when you're recruiting people? And what does that interview look like? So the attitude's got to be there, right? They've got to have a good attitude. You can train for a process.

Here, follow this process. But if the attitude's not there, it's very difficult for you to get the outcome that you want. So first thing, right out of the gate, has to be attitude, right? And how do you interview for attitude? Just the way they sound in the beginning. And sometimes they can fake it, right? That's why you have a 90-day clause. But that's what you look for first and foremost.

And what I like to do is role play right out of the gate. So I give them a very quick scenario. Hey, customer calls in and they just want to know what you charge to come out. Are you ready? Yes, I'm ready. And let's just see how they do off the cuff. Yeah. If they have a natural ability to actively listen over the phone,

if they have a natural ability to kind of slow it down and talk about the situation, sincerely care, be genuinely curious about what's going on, right? What is happening? And if you can see that without. having to teach it at all, you're on to something. Now, have you had a scenario where you went into a call center? And you just noticed that a lot of the people just gave up on themselves. And I know this is hard to say, how could it be that many people?

But when you were like, you talked to the owner or the leader or the call center ops person and you said, look, we're going to have to probably rebuild this team. Okay. So I do go into a lot of shots. and I find one of two things that need to be better. Either the expectation is extremely high, but because there's no love in the room, I don't know how else to put it, right?

Genuine desire to take care of the people inside the room. If they don't feel that love, there's a culture problem. And that's the reason why they're giving up. And they're giving up because they feel like everybody else has given up. And when you think about this, there's just this sense of apathy right if you don't care why should i care right it's that's that's

that's it's that mentality and that usually happens when the expectation is extremely high and the company's good right the company is usually able to get to who knows five 10 million but if they want to get into the 30 million 50 million range they're going to have to increase their love and so i sit down with them and say hey look it looks like you've really done a good job of setting the expectation for what you want to hear with the phones as well as what you want to see in the field. What I'm feeling, though, from this group is they're not feeling, they're not feeling that they're getting a lot of attention, that they're cared about. Let's talk about improving that. Okay. Most of the time, though, in this industry, it's they have a ton of love and zero expectation.

So the love's there, right? Nobody's getting fired. It's funny how I go to an event and every contract without fail, they act really tough. They say, hey, if you don't do what I say, you're off my bus, right? You go back to their shop. They are puppies, okay? And admittedly, so am I. Yeah. Guilty.

Okay, I keep people on longer than I should. 100% guilty and I need to work on it. But it's easier for me to go into a shop and go, okay, this is what's going on. You've got a lot of love going on. You're putting up with a lot of crap, right? And it's because you've probably hung out with these people in the weekends. You know what's going on with their families. Okay, you've got to protect the,

whole as opposed to anyone individual. Right. So I'm either having one of two conversations where either the expectation is too high and there's not enough love or the love is way too high and there's not enough expectation. My goal is to create a balance between both. If you can have a balance, you can have a beautiful, healthy culture. You can get rid of the toxicity and have a company that's ready to grow. How important is performance pay?

Vital. Do you go into call centers that are just straight hourly, no performance, no perks, no? Yeah, all the time. And what they need to do is they need to set a base, right? And then give them the opportunity to make as much money as they want to make. So if they sell a service agreement over the phone and it's simple, Mr. John's, the military notes, I notice you don't have a service agreement with us. You can call it a club, you can call whatever you want to call it.

I'm wondering why not. Oh, well, I just haven't thought about it or I didn't think to do it when you guys were out here last. Well, the cool thing about it is, is it prevents things like this, the thing that you're doing with right now from happening. If you want it, I can get you going on it right now. Well, how much is it? It's $29 a month. The best part about it is, is that we take 20% off of all the services you provide

and you get priority service. If you want, we can get you going on it right now. Now, if I do that on every phone call and I get $10 for that, man, I'm going to make as much money as I want to make. Okay, so let's say I sell two a day. That's $20 a day. Five times, it's $100 a week. Okay, 100 times $50.

weeks, that's $5,200 a year. You just gave yourself a $5,200 raise. You should absolutely compensate for a service agreement sales, for cross-selling. Okay, if you turn a service call into a replacement call, technicians do this all the time, right? That's our best lead is a technician set lead. Awesome. Why don't we also have our CSRs do the same thing? Hey, Mr. Jones, I'm looking at your notes. I noticed that you've had a system we've been working on for the last 12 years, right have have you ever considered replacing it getting an upgraded getting it back under warranty as opposed to just fixing it if i book a replacement call as opposed to service call right should i not be compensated for that and if you can create that process where you have the salary and you

have a way for them to make as much money as they want to make guess what they're going to stay there in that seat longer they don't want to move up usually a CSR wants to move up they want to move into accounting they want to dispatch yeah exactly they want to fill some sort of progress But if you can show them they can make a career being in the call center, they're going to stay there longer, much longer. As you've seen companies grow from like the 5, 10 million to actually really getting significant growth. What systems matter the most? Well, you've got to have data, right? We've talked about this.

You've got to have the insight. Now, the insight doesn't equal change in performance. You've got to leverage that data to hold your team accountable over the phone and inside the customer's home. if you don't have the time of the wherewithal to do it yourself, then get help. It's just like what you said. Find the right people who do it, specialize in it and get it done. Make sure it's being done with or without Paraseling pros. Make sure you do it.

Make sure you have a training organization. Bar none, that is the most important thing. How many clients do you guys have currently? Over 400? 400 clients. That's crazy. Was one leadership habit that you see top performing service companies do consistently? their culture is beautiful right you've got a great culture Tommy um when the culture is good good things

can happen right i was just in ohio at simpson salute with chad and and steve and these these guys are probably one of the best duos i've ever seen they just work really well together um just just had a an acquisition event right they were uh bought by cela really cool experience um it's because they've built an amazing culture, a culture where there's training, people are being held accountable on a regular basis, and it's just great to be a part of groups like that.

De Hart's another good one. Lawrence is an absolute stud in Kansas. There's others, Mountain View in Portland. It's because the culture is awesome. It's almost as if when you go there, you want to pack up your bags and move there and start working with that company. When I feel that way, I know that the culture is pristine.

It's hard to get. It's hard to get as the company grows. You know, I think about the company when it was 20 technicians. I knew their wives. I knew their kids. I knew their birth dates. And now it's like sometimes I feel really awkward. Yesterday I went to the waste management open.

And this gal comes up to me. She goes, hi, I've been here for six months. My name's JJ. I'm like, oh my gosh. I've heard so many good things about you. I'm so sorry we haven't met. I'm like, let's get lunch on the books. But it's so hard for me because I'm jumping.

I mean, the calendar, the one thing I can't get is more time unless I delegate more. And it's so hard because those relationships are so important, but it's harder to create relationships when your time. So you've got to teach other leaders how to create those relationships. I mean, there's companies that run 75,000 people. The CEO doesn't know all of them. The founder doesn't know all of them. So you've got to continue to create.

create leadership that they could create those bonds all the way down. And I think it would be foolish for me to realistically think I could get to know everybody. Well, that's just it. If they feel like they belong, right? And you do this one way or the other. If it's you, great. If it's not you, have someone there spending one on one time with them on a regular basis, asking about how they're doing, what's going on, what are their goals and how are we going to get there, right? Give them ways, mechanisms, and practice with them on a regular basis, hold them accountable so that they can actually make a difference on your team, right? So help them feel like they belong. If you do that, you're going to be very successful. Is there any good books that you've read recently that you

want to tell the team about or the audience? Well, listen, if you haven't read the scriptures lately, it's time. And listen, I can I can rattle off any number of books and their chances are there books that you've heard. Yeah, they're always the same. But the one thing that I feel most people are either afraid to talk about or they don't talk about, they don't think about, is sitting down at least taking 10 minutes. Before you open up a business book, before you pull up the news, right, take 10 minutes, read your scriptures. I think the Bible, the Bible app is great, pops up on your phone. The crazy thing.

So this is two years. No, last year. I'm at Barrett Jackson. Oh my gosh. I just buy this beautiful Mustang. And the Bible verse pops up. And I'm telling you, I was sitting there. I just got done.

And I got a screenshot of it, but you would laugh so hard. It said, like, don't fall into the, like, material. things in life and like this stuff. Yeah. And it was like a verse and I'm like, it was funny. But it was just spot on and I showed my buddy and he was just laughing. Well, when you bring up the Bible app, the really cool thing about the Bible app is that there are several different versions you can choose from, right?

There's the NIV. There's in other words, there's a third grade level version where you can pull it up and you can actually understand what you're reading. Because you read the King James version, it's, it's brutal. It's a tough read, right? It's a 12th grade. I like a student Bible more. Exactly.

It's a 12th grade reading level. So if you can choose, and there's levels from third to fourth grade, six to seventh, and even on up. And the cool thing about this is you can finally begin to understand what you're reading. And guess what?

It's a free app. Okay, just buy it. Yeah. Just buy it. So if you haven't picked up the Bible, pick it up. Pick it up. You know, one book that,

I told Yano to read recently is die with zero. And the reason I like that book is because when you take a trip when you're 20 is different than when you're 75. Like, you can just do more things. And when a lot of people, they don't ever give. Like, they want to accumulate all this wealth. And then when they die, it goes to the charities and everything else. What if you could see your dollars go to work?

And what if you could, instead of like, you've reached the pinnacle of where the wealth, compound interest will be enough, you can start spending it, it could go down a little bit. That's fine. And you can find worthy causes. Like, I think that book really spoke to me is like, live your best life today. Continue to go on these great vacations, build these great relationships, spend the money where you see a need in the world the most. I would say that comparison is the thief of joy. It really, really is. Right. So our goal is to learn from one another without comparing ourselves to one another, right? The bottom line is, is as you work on yourself and your team, you're going to have success, right? Now, your success may not be equal, right, to Tommy's success,

or this guy's success or that guy's success. Elon must success. But the bottom line is, is if you apply yourself, work hard, study hard, you're going to be successful, right? You're going to be successful. And when you are, the next step is, all right, so how can I serve? How can I give. How can I, how can I, uh, die with zero? Jim Carrey said it the best. I wish everybody was super wealthy and super famous and then they'd realize that's not the answer. Yes. And it's just this world of Instagram and TikTok. I think we live in. What can we do for the audience? They reach out to you. What's the best way to reach out? Is there something you could do like a free analysis or something for them? So the most important thing for you to do is recognize that you

are a training organization. Okay. We should, in my opinion, opinion, we just end the way we started. You are a training organization. You need to have data. Don't cancel the data. Okay. Leverage the data to hold your team accountable. Make sure that you're setting a standard every week for what you want to hear over the phone inside the customer's home. Do this without fail. Okay, whether it's busy, whether it's not busy, you have that weekly meeting. Step two, you hold your team individually accountable at least twice a month, coaching them, letting them listen to their own phone calls and provide feedback and coaching and practice

over and over and over again. If you do not have the time or the well with all to do that, definitely call Power Selling Pros. You just go to power selling pros.com, right? P-O-W-E-R-S-E-L-I-N-G, P-R-O-S dot com. Click on the free demo. Let's talk. Let's talk about building a coaching program

where we're leveraging your data. And it's just, if it's just CSRs, great. We'll work with your CSRs. If it's technicians and comfort advisors, great. We can do that, right? We can absolutely do that. Just make sure you have the data so that we can leverage it. And it really doesn't matter where it comes from.

Okay, they're all pretty good at this point. The most important thing is, is that you leverage it. If you don't have time or the wellwithal to leverage that data, let us do it. We'll provide that feedback. We'll coach them one-on-one, whether it's CSRs, whether it's technicians, whether it's comfort advisors. And if you need help with that weekly meeting, that group meeting, we'll absolutely help you facilitate it using the same outline we went over earlier.

So why wouldn't somebody reach out? It's not the right time. inertia. Anertia. It's one more thing you've got to do. But here's the thing. This is actually one less thing you have to do. You know you have to do this with or without us, right?

You've got to have a training organization with or without us. Let us take that off your plate. Let us be one less thing you have to do. I love it. Close us out, brother. One final thought for the day. I would say more than anything most important thing is to remember not to compare yourself to anybody else.

Open up your scriptures. Chances are you haven't done it lately, do it. Okay. In due time, chances are morticians are going to have an identity crisis, right? So consider that. Consider what's coming. Consider what might change the next, who knows how many years.

But the scriptures will definitely help you with that. Other than that, you guys, build a training organization. If you know in your heart of hearts, you can't do it on your own. Let us help you. All right, Brigham Digginson, ladies gentlemen. Thank you guys for listening. Hey there, thanks for tuning into the podcast today. Before I let you go, I want to let everybody know

that Elevate is out and ready to buy. I can share with you how I attracted a winning team of over 700 employees in over 20 states. The insights in this book are powerful and can be applied to any business or organization. It's a real game changer for anyone looking to build and develop a high-performing team like over here at A1 Garage Door Service.

So if you want to learn the secrets to help me transfer my team from stealing the toilet paper to a group of 700 plus employees rowing in the same direction, head over to elevate and win.com and grab a copy of the book. Thanks again for listening and we'll catch up with you next time on the podcast.