Your Transformation Station - 61. "True Crime" DO NOT Touch the Bodies and Global Franchising Nick-Anthony Zamucen w/ Favazza

Episode Date: October 26, 2021

(Nick-Anthony) has assembled an elite "success group" based around "crime and trauma scene cleanup". He has created bar-none, the most intensive, informative, and educational franchise in the world. Support the showPODCAST INFO:Podcast website: https://ytspod.comApple Podcasts: https://ytspod.com/appleSpotify: https://ytspod.com/spotifyRSS: https://ytspod.com/rssYouTube: https://ytspod.com/youtubeSUPPORT & CONNECT:- Check out the sponsors below, it's the best way to support this podcast- Outgrow: https://www.ytspod.com/outgrow- Quillbot Flow: https://ytspod.com/quilbot - LearnWorlds: https://ytspod.com/learnworlds- Facebook: https://ytspod.com/facebook- Instagram: https://ytspod.com/instagram- TikTok: https://ytspod.com/tiktok- Twitter: https://ytspod.com/x Learn more about your ad choices. Visit megaphone.fm/adchoices

So this is a little off topic here. Do you listen to any true crime podcast at all? Any true crime podcasts? Yeah, that's correct. No, no. I don't. I don't listen to the true crime podcast. I would, the reason why I asked, just because of your original, like with doing the cleanup,

I thought maybe you might be listening to that as you got a suit on and everything. you're just picking up body parts, put it in bags, like, God damn, is it how it happened? Like, did you ever try to predict a murder or some shit? No, here's why. And it's a, you know, it's a good question. It really is. It's a relevant question.

How can you create a transformation in others if there's no transformation in yourself? Join your host, Greg Favaza, as your voice. on the hard truths of leadership, your transformation station connecting clarity, to the cutting edge of leadership. As millennials, we can establish change, not only ourselves, but through organizational change, bringing transparency that goes beyond the organization and reflects back into ourselves. Extracting, extracting, actionable advice, and alternative perspectives that will take you outside of yourself.

Well, Nick, welcome to your transformation station. Let's jump right into this. You are the founder of Best Option Restoration, Bio1 Incorporate, the only successful franchise crime scene cleaning company. That is interesting. Please tell me how you started this. You know, I can tell you, I just sold that company about two months ago. to a private equity company.

But the way I got into crime scene cleaning was it was actually from the church. I had, it was a, it was a process of the pastor had stood up and asked a few of us or said, a few people in the audience, or at least one guy in the audience had taken his life. And he didn't see his wife in the audience. So we wanted to find out if some of us would go see how she was doing after church. And we went over and saw that this lady was sitting. on a couch and this man had taken his life in the bedroom and we uh you know she she looked at me directly at me and said they said i had to clean at myself and you know i was young kid in my

20s early 20s very early 20s had no idea what i was going to go do and i walked through what she pointed to and opened the door and saw what you what most people in life shouldn't ever see or wouldn't ever want to see i quickly shut the door uh told some of the people from the church, why don't you get her out of her, take her to watch and me and a buddy of mine will stay back and do this. And, you know, there was no business model. There was no thought of charging her. I mean, Bio1 originally started from the church and just kind of expanded from there.

We just decided, you know, what happens to these things, you know, in situations like this when when people were, you know, loved ones are told, you know, I guess you'll have to clean it yourself. So we started the company and 20 years later, again, I just, I just sold it a couple months ago. It's kind of an odd feeling to be for almost two decades of your life doing something. And now I don't own it anymore. But it was a good transition. Wow.

That's really interesting. And we're going to go deep into this. But how does it feel to just kind of give that off? well you know it's it's it's it's it's it's it's it's relieving in some sense um but i mean but in some sense it's uh you know when you see things because bi one was was the only company called to do uh any major uh what what they considered uh domestic terrorism issues i mean buy one was the only company uh the FBI is registered with or whether it's registered with the FBI. So like, you know, when Manilae Bay happened in Las Vegas and Bio one got the call and our

franchises went out there and took care of that, you know, 17 acre mass tragedy, you know, you see it on the news and it's nice to be able to sit back for these last two months and not think tragedy and who's going to get that call, you know. So it's not that, not that I want to see tragedy or or wish it upon anybody, but it's kind of a natural reaction that you have for 20 years of of you know it's going somewhere and you know obviously competitions popped up over the probably last decade that we were franchising and and you're always curious of who's going to get it so now it's more on the lines of not so much who's going to get it it's it's you can actually you know sit back and have a little bit more empathy and not think the business and think you know and think

like anybody else normally would yes no that that's really that's really interesting let's Let's transition this for a little bit. Tell me about what you're currently doing. You also have a couple other businesses, right? Right, right. I mean, I've been in the franchise space for, you know, basically two decades now. This is my fourth, you know, Buywin was my third franchise organization. I had a, I mean, I've been all over the board with franchise and I sold them all to private equity companies.

There was a pizza right here. It was a pizza franchise. There was a, it called Uncle Beatles Pizzeria. There was a home care franchise called St. Home Care. or buy a one, which I just recently let go of. And my current franchise is called Best Option Restoration. We just simply call it four. I've had that for about five years now.

I think that will be my last franchised organization. What I kind of enjoy doing more than anything, it's not the actual work in the franchise. I enjoy taking young entrepreneurs or just young business owners and showing them how to create a successful company that's sustainable and exitable in a very short amount of time. And I, you know, I've just throughout years developed a model and a plan for doing so. And franchising just fits right in. So I'll probably, you know, there's 30 or 40 boards running around the country. And I'll probably do the same thing I do with buy one, get it to a couple hundred. And then, you know, so to a private equity company. Again, it's, you know, the same thing I teach them is the same

thing I do. I just do it in a practical sense and do it every day. Well, can you go ahead? and walk us through that, how you are able to build such a well-developed franchise. Yeah, well, I can tell you this, man, it comes from culture. It's company culture. You have to love people. You have to enjoy watching other people's success, something I do. I mean, I've always been a fan of the more successful I am, the more successful I can help other people. I mean, you don't go to someone who's, you know, you can't go to someone who's never sold a company to $50 million.

and say, how do I build a $50 million business? They have no idea. So, I mean, these people come to me and say, I want to build a million, $5 million, whatever their range of success is. I want to build this X amount of company. And I say, great, well, here's what you need to do. Follow these steps. Let's talk about what steps you have to be, you know, to be doing on a daily basis,

what your vision has to be and how soon do you want to get there. I mean, for me, it is, it's all about company culture. I can tell you, like last night, we have, we have three new franchises sitting literally two, you know, two always behind me in our, in our office. And I was just in there talking to them. The brand new franchise is just getting started. One's in New York or I should say New Jersey. One's coming out of Canada going to Dallas and one's going down to Pennsylvania.

And, you know, we're sitting in Denver, Colorado right now. So they're all in class. And, you know, day number one is always the jitters for people. They just spend $100,000 to get into this franchise. And for a lot of people, you know, that's a good chunk of change. That's their life savings. So they're nervous. And so what did I do?

You know, yesterday, what did I do? You know, the Nuggets were playing the calves. I said, you know, let's go take into a ball game. So we sat down. We weren't quite courtside because I couldn't find him that quick. But, you know, I went ahead and bought nine tickets and had all nine people sit. We were in a big row. And we sat there in the third row and just enjoyed the basketball game.

and built what I call the community, the rapport, the family, as I like to call it. Because without that, you know, it's just another business. And I think that's one thing that a lot of franchisors or just companies in general, they talk a lot about culture and they want culture, but they just don't really understand how to build it. It's still all about when you have to make decisions based on monies that are the wrong decisions. When you no longer are basing decisions off money, you can actually make the right

decisions, build slowly and correctly and do the right thing by people. So, you know, I like to go out with the franchises. Like I said, day one, take them to dinner, take him to a basketball game and just have a good time and just hang around and be boys like you live with your best friends. Okay. So what I'm hearing from you, it's almost it's the same way we build ourselves. It's with developing character. Now, it's having character within the organization. Right. It's a, it's a, it's a common uniformed effort that everyone is, everyone is rooting for everyone else at all times. I think, you know,

in society, especially today, there's a, there's a ton of it. And it's thrown at us, you know, Instagram, Twitter,

Facebook, there's self-centeredness is almost applauded and taught and recognized as a good thing. You know, we snap Instagram photos of, of whatever because, you know, we're trying to show that we're living alive that,

that most people aren't anyway, you know. And what we try to do in any of my franchised organizations and Boar specifically now is applaud your neighbor and your franchisee, root them on because, again, it's a team effort. I mean, no one does it alone. No matter how much we like to see, we do, I mean, there are things I am not good at. I hire people that are much better insert. I'm not a spreadsheet guy. I'm not a spreadsheet guy.

That's what you have to do. I agree. You have to detach yourself from the business and look at it objectively. You can't be a do-it-yourself on all avenues. And I like that, the fact that you can step away and say, I'm not good at this. I need somebody who can do this. Well, I think without recognizing, truly recognizing your weaknesses, you fail.

I mean, you try to micromanaging man doesn't work. You hire the talent. You let them do their job. Know what you're not good at. because if you don't know what you're not good at, shit, there's probably a lot you're not good at. And you're trying to be good at everything and you're mediocre at everything. And then you wonder why things aren't working well. Know what you're not good at.

Find people who are, hire those people or at least help them or get them to help you so you can do what you are good. I'm good at training, developing, and building relationships. What I'm not good at is sitting behind a desk, doing a spreadsheet, and filing taxes. I don't do that. I haven't touched my taxes in 23 years. I couldn't tell you if I'm a C-Corp, S-Corp, LLC. That doesn't matter to me. I can barely tell you what's in my bank account because I just don't focus on that.

What I focus on is, again, is building successful entrepreneurs that don't get tunnel visioned on just one. I mean, you know, you talk to people all the day. Success is not just how much money did I make or what did I do. It's a it's a way of being, man. It's spiritual and mental and physical and, you know, and finding outlets that make you feel fulfilled, not just rich. Rich is easy. I mean, I hate saying it to people. Rich isn't hard to do.

You want to bust your butt, sit down and do nothing besides work all day. If you got a good model, you might be rich. But to be fulfilled is something that we're all striving to. And I can tell you, that's something I teach. And I believe very much fulfillment is what I'm after. It's not being rich was, I mean, that was great. a decade ago. Now it's life fulfillment and passing that on to people that I want to do that as well.

So then how do you build company culture within a remote setting? You know, that's one of the hardest things. So you have to really, it's got to be intentional. You know, a lot of people want to do that company culture. Again, they talk a lot about it. But if you're not intentionally taking acts, like yesterday, jumped on, you know, Ticketmaster. Let me see if I can find some ball games because if you're, those magic moments don't, don't just happen. You know, it's kind of like I have three kids.

And I intentionally, every Sunday, you know, we go to church, we go to lunch. I spent time with them after school from 6 to 9 p.m. every single day, I'm with my family. I'm very intentional about what I do. So I think to build culture, there has to be major intent. It doesn't just happen. And it's not like falling in love and you meet somebody, oh, it's magic. No, this is something that is buildable and there's a model to do it. But without intention, without actually trying to do it, it happens almost never.

You have to be very intentional about what you're doing. Can you explain to me in layman terms? What model do you use and that you apply to make such a successful corporation? I think when it comes to building a company or building culture, the intentional things for me is I like to find out specifically what makes a person tick. So when I'm on the phone with somebody, let's say they're talking about buying branches. And, you know, I'm thinking I want to bring them in the organization. I don't ask them, so what business experience do you have? What's your background?

Where did you go to school? I get to get two craps about it. I don't care. I don't care. Here's what I care about. Are you married? Do you have kids? Do you spend time with your kids? What do you do for a hobby? Can I sit down? If I can sit down and have a beer and dinner with you, man, you're in because you're my kind of guy or you're my kind of gal. I think it's important to, again, I'm going to go back to intention, to intentionally ask people the questions almost like it sounds kind of crazy, but. It's almost like the beginning date. Find out everything. So when you're in front of them, you can really, you know, I found out like one of my guys or two of my guys in there right now. Two of my guys are huge sports fans.

So what's we're going to go to a basketball game. They don't care what kind of sport it is. We're going to go to a basketball game because why? Am I a Nuggets fan? No. I'm a Warriors fan. I'm from San Francisco. I am not from Denver.

But these guys and me, they just like sports. So let's just go watch a game together. So it's finding out the detail of the person, not just the broad strokes, not the background. I can read a resume, but I want to get to know you. And that's the difference, I think, in the organizations that I build, why I call it the family, versus what a lot of other people try to do. Wow. Okay.

Now, that says a lot of character. And the process that you do, that you go through to figure out the type of person they are is something organizations need to start implementing. What would you tell organizations, people that are in charge, anybody that's in HR, somebody that is a leader, what exactly can they do to refine themselves in their own professional manner? Well, I'll tell you, I've never worked for anybody. I've always been an entrepreneur.

I've never had a corporate job. I'm told by more than one person that I'm an HR nightmare, which is probably a job. grow. So I don't know what I tell HR. But what I would tell a business leader is take the time to get to know people on a personal, they're not, on a personal, they're not just boxes. They're not just boxes that you check. They're not just people sitting in the cubicle. I mean, these are people with lives that, with emotions, that care, that love, that have families. And you have to be willing to invest in them. And I don't mean financially. That's the, again, that's the easy part. I mean, get to know them. When's their birthday? When's an anniversary? What are their kids

names? What are the kids enjoy doing? What sports do they play? If you don't know these things, then you don't really know your people. And if you don't know your people, they don't know you. And frankly, if they don't know you, they don't care about you. I've always found, again, like a family, I get to know people, you know, I can tell the funniest thing. So my guys show up, I'll give you a little quick story that just happened yesterday. Guys show up, you know, one of my guys comes from New Jersey. He walks in, you know, he's like, hey, Nick, how you doing? He sticks his hand out for a handshake.

Man, I give him a big old bear. I'm like, what's happening, man? And it threw him off. And I could tell that it threw him off. But the funny thing is, because it made him uncomfortable, I held just a little bit longer. Just, just to me you. Dude, this is how we are around here. Funny thing this morning, you walked in the door, what do you do?

Slat my hand, gave me a hug. And he said, I'm normally not a hugger. I'm like, I know, but you are now. So it's getting, it's breaking through walls almost, again, intentionally and making people uncomfortable to the point of their comfortable being in the family. This isn't a, you know, we don't have to, we don't have to handshake and nice to meet you. How was your morning? Oh, man, it was, it was, it's a hug and a, man, a slap on the ass and let's get to work.

Because we got, we got things to do. It reminds me my high school days. during playing some varsity football. No, that's awesome. With the listeners who want to begin their business model with franchising, what's the process and what is the difference between an entrepreneur and a franchiser, in your own opinion? Well, I mean, I can say entrepreneur, a computer commuter.

There's no doubt about me. I'm an entrepreneur. I just happen to pick franchising. The franchise model itself, there is a lot of rules, a lot of regulations, a lot of red tape. You know, one of the first things you have to do is you need to find a competent, competent, more than competent and excellent. Let me say that. An excellent franchise attorney. And a franchise attorney is not a, you're run of the mill. Hey, I just sit behind a desk and I sue people or I write

papers. Franchise attorney is a specialty. It's a special. It's like, you know, you don't go to a general practitioner for, for a heart surgery. You just don't do it. You know, you go to the, you go to an actual heart surgeon. Franchise attorneys are specialists. So you need to go out and find a good franchise attorney. And they're everywhere. You've got to do some research, first of all. You know, there's this thing called the franchise disclosure document.

It's called the FDD in the industry. What that is, it's simple when you buy a stock, you're buying your, you know, they send your perspectives. It's everything about that company. That's what you have to build. You have a very legalized, formalized doc, the state registrations. Man, would I recommend franchise? Let me pretend like you asked me that question. Probably not. Here's why. If I could build an

organization and do what I do without having all the rules and regulations of a franchise system, man, I'd probably do it. The problem is, is what I enjoy doing is building what I call micro companies and I enjoy getting a piece of it. That's why I franchise because I'm going to invest fully, give my 100% as if I owned that franchise company. And then I'm just going to take 7%. And I'm going to do it perpetually. I love royalties. They're due on the 16th.

I tell everybody all the time. So I love my royalties. But at the same time, I love building the businesses with the franchisees. Because franchising to me gives me a model of learning different parts of the country, different laws, rules and regulations. I love the hunt of the game because I get very, as an entrepreneur, I get very bored. I get very bored quickly, except for with my wife. I get very bored with everything else in life.

And I can tell you, in franchising, it allows me to open up a new company here and a new one here and a new one here. And it's the hunts of the game. It's the getting big because once they're at a certain level, once they're doing a million dollars a year, it's on autopilot. And I'm, yeah, it's just boring. That's why I had so many franchised organizations because I build them. I'm bored. I hire a management team. I go do something else.

I mean, buy one, for instance. It's the one I just sold a couple months back. You know, I didn't work for that company for five years. It was an investment for me. I just sat back and the company was running and I'd take, you know, dividends and I'd be done with the company. I wasn't doing anything. I was building Bore. And once Bore hits a certain level and I will hire a management team, I'll step away.

And even though I don't think I'm going to build another franchise organization, I think I'm going to go more in the philanthropy world. But, you know, it's, I'll build it. hire, I mean, I have a model. Build it, get it to a certain level, hire a team, step away, let them take it over. Because once a company hits a certain level, it needs that corporate structure that I don't have. You can't walk in and, you know, you know, it gets to a point where you can't walk in and just be yourself, which me means a lot of swear words and a lot of high-fiving. It's like being in a locker.

When you're around me, it's like being in a locker room. That's all it is. It's just always. I got the feeling happening. How do you know when to step away from an organization? How do you know when when it's time? When it's reached that peak. Bortem.

When I don't find the thrill of doing the everyday, when it gets so big that I don't have that personal relationship anymore or not as close, for me it's usually about 50, 55 franchises. and then because at that point there's so much going on in a corporate setting or in a franchise setting I need the franchise structure needs a corporate setting

and I'll hire and then let them blow it up to a couple hundred franchises and then I'll exit like right now I mean I exited by one and the management team still stay there I mean there's no reason and they have jobs no reason for them to leave it was just time for the entrepreneur to move on just cash in your chips and go and that's what I've done you know three different times

and I'll again I'll do it again at some point It's a feeling. To answer your question directly, it's a feel. I like that. Do you listen, so this is a little off topic here, do you listen to any true crime podcast at all? Any true crime podcasts? Yeah, that's correct.

No, no, I don't. I don't listen to the true crime podcast. Yeah, I would, the reason why I ask, just because of your original, like, with doing the cleanup. I thought maybe you might be listening to that as you got a suit on and everything.

You're just picking up body parts. Put it in bags like, god damn, is it how it happened? Like, did you ever try to predict a murder or some shit? No, here's why.

And it's a, you know, it's a good question. It really is. It's a relevant question because here's why it's relevant. In bio one, when these franchises are out there, It's very easy to get emotionally involved.

And people want to become almost detectives. They want to know what happened. What I've found, and one of the things that I've had many franchises do throughout the years is they will take family photos and they'll turn them around. They just don't want to be emotionally involved in it. They want to take care of what's in front of them and get out. You can spin yourself into, and I think it's human nature. It's curiosity, you know. You can spin your.

self into all these thoughts. The problem is, is you got to go home and you got to be able to be compartmentalized of here's what I do for a living, you know, as a franchise. And here's what I, now it's time to be dad or or father or husband. You can't, you got to be able to leave it somewhere. And I always tell people, leave it in the garage. Once you pull into it, your day is over. You go, you go take care of what you need to take care of. That's actually important, you know, to you. So no, I, I try, I used to taught, I used to tell, try to train the franchises, do not get emotionally involved or overly emotionally involved because, you know, your mind can take you to bad places. No, that's, that was, I was very curious with my next question, if you've experienced anything

like that, that kind of trauma, that law enforcement and military deal with going into that kind of situation. I never personally have, and I think it's just some people in the industry or in industries like that, I think they've kind of learned to compartmentalize very quickly. And it's just something that kind of came second nature to me is just leave, you know, leave that out there. And it's not, unfortunately, I've never had to experience any kind of PTSD or anything like that. Like, you know, some of these poor military law enforcement go through. We're usually there to see a mess. You know, the bioling people are there to see a mess. Very rarely do they,

very rarely do they see the body? Very rarely is there a body part? It's very rare. It's just more of a mess that just needs to go away. So, I mean, they're glorified janitors is what they are. That's frankly it. I can say that now that I don't own the company. I like that.

So with a large network of employees as well as franchises, of organizational, what type of organization? organizational leadership principles did you use to keep your teams engaged? Oh, man, I'm just real. I mean, that's just all there is to it. When you screw up, you're going to know. When you're doing great, you're going to know.

I have a structure of just no BS. I mean, I'm not going to, again, I've never worked for corporate. I don't know what it's like to sit down and have somebody say, you know, well, let's, I mean, let's start off positive. And then let's have annual meetings or quarterly meetings and tell you what you're doing. Let me start off by saying what you're doing good. And let me tell you, I think of the word is, here's opportunities for improvement. No, man, you screwed this up, dick. Don't do that.

And you do this over here because that's the way the company runs. And if you don't like it, hey, totally cool. There's a lot of people hire it. This is not a democracy. This is me. This is how I run things. If you like it, cool. If you don't hit the road, Jack, I'm fine with it.

A lot of people need jobs. So I just, I am just not, I'm not a BS or because here's a thing. I love you. You're part of the family. You keep screwing up. I'll cut you like the pig you are. It's, it's just the truth. I'm not easy.

This is why I don't have an HR department. I am the HR department. So, you know, again, this is, this is just how I work. I'm not saying, I'll say that. I promise you, and you can tell by this interview, I am not always eloquent. but I will tell you what I am really really effective and so I think people people like working with me because I'm authentic I'm just who I am and they know that's just Nick or and to love it you know me is to love me or it's to hate me I'm very polarizing I understand I love that that just the direct bold

response like that is that's literally how I try to live my life I mean you got me going you remind me myself, like when I was managing a team. Like, you got to be directive. You got to just tell them to fuck off when it's done. You can't do it anymore, Dick. Get out of here. That's right. You've done enough.

I mean, you're either, hey, congratulations. Go take. Because here's the thing. I've always had a, I've always had a thing with management. Because people are like, well, you know, what hire somebody? One of the guys, one of the things that they'd say is, well, I mean, vacation time. Can we talk about packages? I'm like, yeah.

I mean, you're going to get a 401k in profit sharing plan. benefits and I'm going to pay for all that shit. Well, they're going to say, what about vacation time? I don't know. I mean, you know what job needs to get done. So, dude, I don't get the shit if you're doing it on the beach or if you're doing it in your house or you're doing in the office. You know what needs to be done and work.

So get it done. I don't care. Take as much time off if you've worked as long as you're getting your work done. So it's not a, it doesn't have to be this, oh, you get two weeks off and we're going to write on the calendar and you're going to have to approve it. Man, if you got to go to your kid's best basketball game or soccer game, go. because that's what's important. This shit is just work.

This is just a function of profit. What's important is your family and your wife and your kids and taking care of weight and getting mental breaks if you need it. But we all know what days things need to get done, when things are due and what we expect. As long as you hit those things, I don't care what you do. And that's the part of working. That's the, if there's a good part, if there's a good part, that is good working with me because total autonomy.

As long as you do what you're going to do and I do what I say I'm going to do, we're great. Beautiful. No, I like that. That's just being direct, being straightforward. Like, I live that. That's fantastic. We've got two more questions and then we'll wrap this up and call it. So tell me about, no, I'm going to hold that one.

What is the number one tip for success when it comes to designing your business well? You got to be able to, you got to know exactly what you want. I mean, that's really it. I think people go into it. If you don't have the target that you're hitting or you're trying to hit, and it's a moving target, it's never, I mean, it changes on a daily basis. You know, if you don't, if you're not intentional, once again, intention, if you're not intentional about what you're what you're trying to achieve and be open to, you know, a fluid, a fluid mixture of what needs to get, you know, how it needs to get done, then you're never going to hit it. I mean, some people get into business because, you know, I'm so sick of working for somebody else and I want to go do it on my own. And great, what's the outcome?

Are you building to sell? Are you building for legacy? Are you building to, you know, why are you building a business? Is it just a form of income? Is it to set your family up? Is it so your kids work in the business? Is it, I mean, you have to be very intentional and at least have a, in my opinion, a very strong idea of why you build what you build. I will tell you this.

I, in every franchise, I mean, again, I was just talking about yesterday in class. I'm building this company to sell. You will not see my son come in and run this company. No, no, no. I got about 10, 12 years left. And I will bust my butt for you and be your biggest cheerleader for 10 to 12 years. Then a private equity company, like the last company, will come in and buy it. And that's just how it will be.

Again, I have a very goal-oriented mind when it comes to what I want to do. and how I'm going to get there. And then I just kind of get there. And again, it's a, it may be a moving target. It could be 10 years, could be five years, could be 12 years. And the most likely it will be a decade. But, you know, if you don't have an intention, a real strong vision for what you're trying to do, you're going to miss a mark. Or you just, you're, it's like getting into plane and flying and not knowing where you're landing.

I just like to fly. Well, shit, you got to land at some point. And you're going to run out of gas, man. You know, that's the way I look at it. Stupid analogy, it is. But, again, it's effective. I like that. Yeah, it's effective.

With leadership that are, they're training new employees, what advice could you give them to, employees are going to stay at a job forever? Like, you illustrate that very well. What could they do to be the best leader that they can be and set them up? for success, for life, for their next job, for the next job, to make a better individual while they're there at the company. What could they do? Focus on what they're good at and not what they're not.

I think a lot of people are constantly trying to change what they're not good at. Again, I can sit down and learn Excel and, I guess, take a CPA license and get good at doing taxes. That's not my skill set. That's not my passion. And again, I don't, time's, time's short. I mean, the hourglass, man, we never know how much time we have. So focus on what you're good at. I should say, focus on what the employee is good at.

Put the employee in the position to succeed, not to try to improve. Because if you're trying to improve an employee in my position, the way I look at it, if you're really trying to improve them on something that they're really not good at, then maybe you've hired the wrong person for that role. Find someone who is good at that and hire them and promote what, again, what they're great at. So in my opinion, when I talk to a new franchisee or a new employee that I hire, I tell them directly, again, here's exactly what I want you to do. People tell me I'm too direct sometimes. The reason why I'm direct, it's not because I'm trying to be an asshole at all points.

It's because I don't ever want you to misunderstand what I need. So I'm overly direct, sometimes my wife says, I'm overly direct about here's what you need to do. I'm going to walk you through like you're two years old. And if you have a question, come to me and I'll fix it for you. That's why they call me Uncle Nick. Uncle Nick's going to take care of it. You do the best you can do because I'm going to put you in the position of winning. I'll put you in the position to win.

It's up for you. I mean, it's kind of like, look. me is the big coach. And we talked about football a few minutes back. I'm, I'm the coach. I'll sit on the sidelines. I'll run them. I'll call the plays. You go run them because I've taught you how to run them. You know how to run them. You wouldn't be on the team if you couldn't run them. So go score. And I'm going to put you in the position to do so. So with a manager that needs to show somebody or to make them better in life, be honest with them, be direct with them. And both ways. If they're not good at something, don't focus so much on let's try to improve this. Maybe that needs to go to

somebody else. And if they're not good enough to be in that position, remove them so you don't kill their soul by having them constantly think they're terrible because if you hang around me too long and you're not good at something, you're going to know what you're not good at and I'll definitely tell you what you are good at. And sometimes you're good at taking the fucking trash out and just getting in your car and going home. That's okay. Everyone needs a job. I couldn't agree with you more. Like when an employee quits a job, they're not quitting the job.

They're quitting their management. Right. Yeah. And I think sometimes it goes both ways. Sometimes you do need to trim fat. And, you know, I'm okay with that. Because, I mean, I do all the hiring and firing because because of people that work for me, I really want to take care of and they become part of my family, you know.

And so, again, that's why I do all the hiring. firing. I fire, I don't fire very often because I don't, I don't feel like I hire incorrectly. Because if I, I, I'm a big fan of having that, you know, everyone has that BS meter. Mine's, mine's pretty, pretty in tuned. And so, you know, somebody comes in, like, you know, like the guy from Jersey that wanted to, you know, let me shake hands. Oh, man, I'm going to get a big bear hug because I'm going to love you 100% even if it makes you uncomfortable because eventually you're going to become comfortable and you're going to understand the company culture us again, family and commitment and doing what you say you're going to do.

And again, everyone's got a job to do. So let's do it. So we all make some money and we're all happy at the end of the day. I get why you do that and it makes sense because you're establishing a psychological safe place where people can be open and up front if there is a potential problem that they notice that they got to come up and tell you. Right. Well, I mean, I can tell you this. I had somebody that works for me the other day just say, look, you know, I have no problem.

I want them to tell me they're wrong. I mean, I want them to tell me I'm wrong. If I'm wrong about something, you know, she came in. She's very nice. She's very sweet. She's a very cool girl. She walked in and she was like, I think we're, you know, I think we may have made the wrong decision.

And I said, what do you mean? And she was telling me the situation. And I said, so I'm wrong. She's like, wow. I mean, I'm like, no, no, go ahead and say it. I look when Nick was wrong. She's like, I don't think you were wrong. I just don't like the decision.

I'm like, but you do think I'm wrong or else you wouldn't be in the office. So now I want you to say, you're fucking wrong. And she got, she's got beautiful blonde here and she got bright red. And she's like, you're asking wrong. And I wouldn't let her go. She said her for 10 minutes. She had to say the F word. And she's fucking wrong.

There it is. There it is. God love you. Nothing wrong with it. I disagree. But no, it's good. I mean, I want people to have that freedom to be themselves because without authenticity, and we're all just wearing masks and it's a bunch of bullshit.

I don't like that. That's just not the way I roll. Spot on. I got nothing else. Like you hit everything on the fucking head. Nick, I appreciate you coming on the show. Is there anything you want to leave our audience with? I can tell you the fifth book.

One last thing. I, you know, I'm a writer in my spare time. My fifth book is going to be coming out probably first. quarter of 2022 working title is the keys. I would, I would hope people might want to check it out. It's, again, it's just me. It's my thoughts. It's a couple, you know, 10, 14 essays on what I think about, kind of what we were talking about here today. So if you think it might be entertaining, it just might be, because I write the way I speak. Then go check it out. Where can they go to pick up their book? Oh, gosh. I mean, for me, I mean, you know, the global

leader and conquer of the world, I would say Amazon's probably the best bet. You know, it's pretty easy to type in my last name, Samison, and things pop up all the time. So just be prepared for what you're going to see. Beautiful, beautiful. Nick, I do appreciate you coming on the show. Cool. I appreciate it, man. Thanks a lot. You've been listening to your transformation station, your voice on the hard truths of leadership. We hope you've enjoyed the show. We hope you've gotten some useful and practical information.

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