Adam (00:11):
Welcome to Masters of Home Service, the best podcast for home service Pros like us. I’m your host, Adams Sylvester, and I want you to crush it in business. Is your business doing 20, 30, $40,000 a month, maybe 250 to $50,000 a year? Do you want to get to a million dollars? If you do, then we’re going to give you strategies for that because here’s the thing, to get to a million dollars a year and two or $3 million, it requires different systems in place, different leadership. You have to become a better leader. You have to hire differently and market differently, all these different things, you have to have a game plan for that. It’s not just going to happen naturally. And here’s the thing, I own two businesses. I have a six figure business and a seven figure business, and I enjoy the seven figure figure some more. It’s more exciting and more fun for me. So that’s you and you want to become a million dollar business. Today is your day because my two guests are great at this. They’ve done this before, they do this now, they’re million dollar guys and they’re going to give you a plan for how to start building your business to a million dollars in revenue. So why don’t you guys introduce yourselves and tell us who you are and what you do. Jeff, you go first. 

Jeff (01:11):
My name is Jeff, the 360 electrician. I actually started my personal brick and mortar electrical contracting company in Los Angeles 20 years ago this year. And I always tell the story of my guys got tired of me and said, Why don’t you retire early? And so during COVID, a lot of my systems changed, and I decided to move to Missoula, Montana, got bored, and opened up my second brick and mortar there within a year of being there. So now I operate two electrical contracting companies in two different states, and I saw the void. There was nobody doing electrical contractor content, so I decided to get on board. Social media we’re the number one social media channel for electricians that want to become electrical contractors and for electrical contractors looking to level up in their business in everything from zero to 360. 

Adam (01:56):
Sounds great. Thanks for being here. That’s awesome. 

Jeff (01:57):
It’s a great ride 

Adam (01:58):
Forrest 

Forrest (01:59)
Yeah. My name is Forrest Derr. I’ve got a company called Derr Consulting. I’m a fractional chief operating officer. So my niche is helping businesses do what you’re talking about, scaling their business to get over that million-dollar mark, to get to the 10 million, to the 20 million. A lot of these entrepreneurs, I tell everybody they have built their business with brute force. Now it’s time to make it easier. Now it’s time to build the systems in place to build that business, since that’s where I focus my time. 

Adam (02:23):
We scrape and we claw and we grind. You can only get so far by doing that. So we’re going to talk about how to sustainably build a business and boost profits, and that kind of stuff. What would you guys say is the biggest misconception that people have in getting to that size? We’re talking about getting a million dollars and above. 

Jeff (02:42):
I think the biggest misconception is that it’s super hard and it’s impossible, and they don’t think they can do it. It’s a blocker from the beginning. The big thing I preach and teach now is we’re not doing it like our dads and our grandfathers did. That’s huge. We have social media now. We have software, we have consultants and coaches. And if you’re not taking advantage of that, you’re doing it like dad and grandpa, which is brute for scratching and scraping, why not take the easier road?

Adam (03:06):
Yeah, work smarter. 

Forrest (03:07):
Yeah, I totally agree, especially with the automation and the social media aspect of it. But it seems like a lot of the people that I talk to have pride and they don’t want to ask for help. And if they would just take that step and just ask for a little bit of help, it could make the road so much easier.

Adam (03:22):
You could either swim around the ocean looking for this random fish, looking for the answer, or you could listen to this podcast, get the answers you’re looking for. So let’s give our listeners the answers, the checklist of systems they need. Because here’s the thing, I think it starts with us, John Maxwell’s Law of the lid is like your organization’s potential is capped by the leader you, you’re the lid of the organization. Do you think it starts with a leader and how so? 

Forrest (03:46):
I absolutely think it starts with the leader. A lot of times the leader is the bottleneck in the business and they were the person that was driving every decision and pushing everything to happen. They were the person out on the truck when they were the one man chucking a truck on getting it started. And they’ve got to come to a point where they’re ready to accept that they can let things go and delegate those things to other people. So absolutely. 

Jeff (04:09):
Yeah, I think all the new people that are starting out, you’re building your foundation. We’re all construction people. How big a base are you going to build? How big is your structure going to be? And if you’re thinking small, you’re building a small foundation. It’s going to get really hard to scale and grow. So I tell everybody, dream as big as you can. And then exactly like Forrest was saying is reach out. And if you got that end goal, a lot of people start their business and they say, oh, I was great at the trade, but I always say that you probably suck at business, which is it’s okay because you can get someone to help you run the business. You can’t get somebody to teach you the experience of doing it. You got to go through that. I think it’s really important that they sit back and they actually think of the end in mind. 

(04:52)
I usually call it the middle. It’s not the end unless you’re dead or you sell out. So you’re always going to be in your middle. Did I ever think I was going to do a million-plus-dollar electrical projects by themselves? That was like, are you crazy? So you never know where your end is. So I always say in your middle, but if you lay out that foundation and then you specifically say, Okay, look, I know the first year is going to be tough. I’m going to do this. I’m going to do this, get that roadmap. But on that roadmap should be, I know I don’t know. I know what I don’t know. You got to write it down. And when you get to that point, reach out to the people that do know 

Forrest (05:20):
Building an exit strategy. And that’s one of the first questions I ask clients is what is your exit strategy? And most people don’t have an answer, but if you don’t have an end in mind, how are you going to get there? How are you going to know what that is? 

Adam (05:31):
So if someone’s listening, they’re doing $250,000 a year, they’ve got two helpers, what do they need to do now to start building that future towards a million dollars? 

Forrest (05:43):
They’ve got to think about what that endgame is. So they got to look into the future and say, in five years I want to be at this revenue. If in five years you want to be at this revenue, how many trucks does that require? How many employees does that require? What kind of tools do you need? So you’ve got to think about the end in mind, much like a project, you’ve got a project management, I use a Gant chart. What’s the furthest point where I want to go? What are the incremental steps that I need to take today to get to where I need to be in five years? So you got to have that end in mind and know where you’re going. 

Jeff (06:13):
Yeah, look, if you’re doing $250,000, I’m proud of you. That’s a great milestone. I love that number because it gives you enough cash flow, hopefully profit that you can now afford to really scale. I hate it when I see the guy saying, million dollar service company, bro, let’s get you to a hundred grand. Let’s get that money. Let’s get to 250 and then at 250 we can probably talk about a million. But I always feel like that’s the point at 250 is a sweet spot where you have the resources, you can analyze what worked, what didn’t work, and then again, reaching out, whether it’s coaching like me, Forrest, or any of these guys. Also, the proven track record. You want to start following people that are showing you, I believe I show. So if I say, Hey guys, let me show you how I sold this million-dollar project. I better be on a million-dollar project. And that’s the important part. And then whoever resonates with you, whoever you bind with, whoever you go with, go all in that 250 range. You should be spending at least 10 to $20,000 in investing in coaching. 

Adam (07:15):
What does the marketing plan look like? So you’re 250,000 and you need to want to get to 500 and then 750, then a million. It’s different once you start getting bigger and bigger and bigger. So how does it change? What do you guys think? 

Forrest (07:25):
I think from a marketing strategy, what I find talking to people a lot of times is they don’t have a defined target market. And when you’re at that a hundred thousand, 250, you’re just taking any business you can get. Just whatever you can grab, you’re going to take it. And so to be able to scale and get past a million dollars, you really got to define what that target market is and figure out where those people are. Defining the target market is a challenge sometimes because a lot of people are stuck in, I want to get any business I can. But once you define that and really clarify who they are, then you can start building a marketing strategy around how to go find those individual people. 

Adam (08:00):
I think if you’re sloppy small, you’ll be sloppy big. 

(08:04)
And I think that when you’re at $250,000, it’s a great time to pause and think, all the headaches that I have right now, all the problems, all of the frustrations, you guys where I’m going with this multiplied by four x, I’d be miserable, right? And they’re not going to go away on their own. In fact, they’ll even get worse. And so I wish that I had done this. I wish I had million dollar systems when I was a quarter of the size because if you don’t, then you’re going to get to a million dollars. Everyone’s going to be direct to you, all the problems are going to float up to you and you’re miserable. You kind of wish you’d just gone back. You’re taking on too much work that’s not in your wheelhouse. There’s so many things that people do at two 50 that are just bad decisions. You got to weed those decisions out now and course correct now so you actually enjoy the ride. 

Jeff (08:51):
Absolutely. So it’s funny you mentioned marketing. So in electrical on my channel, I have the ultimate marketing for electrical contractors. I spent money in advertising and marketing only in the first four years of both my companies and I have not literally spent a dime without a direct target. Sometimes you’re going to sponsor something or we have a lot of veterans in Montana that aren’t going to be on the phone, so we have a very specific marketing for that. I don’t because I’m talking about all the… 

Adam (09:15):
Google ads and TV

Jeff (09:17):
I’ll say the bad words, Yelp and Angie’s List, and all those. I didn’t do it because I told people, there was a point where I realized that every single client I go to is a gold mine, a potential gold mine. There was a nugget there, you found a nugget, they called you, you got in the door. You spent all this time, money getting there, whether it is from Angi, Yelp, and all those, I don’t care. When you’re starting out, you got to get anything and everything. Once you know that there’s nuggets in that home, my whole game plan for all my technicians, all my SOPs, everything changes to you start getting that shovel and you start digging and digging and you make sure that you’re staking that’s a mine and you’re looking for more gold, which is your referrals. Plain and simple. I tell everybody, don’t pay for leads. Be the lead and who’s going to be your biggest cheerleader, your existing clients. Everybody wants to kind of follow the herd. 

(10:06)
Let the herd do the same advertising, let them be there. You just go with what you know is solid gold and that’s your existing customer. So that’s how you’ll scale immensely fast. I always say it, and I can count really fast to one to three, three to nine, nine to 27, after that. I don’t want to do the math, right? But imagine, and that’s how I 10x my client base very, very fast. I’ve used this method I call the upside-down pyramid, but it doesn’t take a lot of money at all. It just takes a little bit of planning, systems and train your techs. They are the face of your company no matter what. Every person you own has to be the biggest cheerleader for your company. Give them some incentive, and you’ll go a long way with marketing. It’s really not that hard. 

Forrest (10:45):
It’s amazing how many people are afraid to ask for a referral. Oh, unbelievable. You’ve got a customer that’s happy with you, they’re pleased, they think you did a great job. They may give you a good Google review. Just ask ’em, Hey, do you know anybody that’s having challenges with what I helped you with?

Jeff (11:00):
Yeah, can I do something really fun right now? 

(11:01)
This is here. Okay, so I usually don’t have cash in my pocket. I’m in Vegas to do this. Okay? This is what I do when I go to a customer. Now I’m not really ripping hundreds, okay? I’m not that rich. But here’s the analogy. Listen to this. This is serious marketing. You guys are going to be blown. This is my number two, number three question in all coaching. I go to Adam, thank you so much for being such a great client. I want to give you a little gift and your friends and family a gift. Would you pass that on for me? Okay. And you go, okay, great. And I go, okay, Adam, here. Here’s the I’m ripping half a hundred. There’s one for your mom. Here’s one for your coworker, and you know what? Here’s one for you next time, okay, we’re done. So you got three half hundreds. 

(11:40)
I’m taking the other half. If your people call me, I’m going to apply that to a service call. Whatever it is, I want to make sure all your friends, family or customers for life, I leave. If you don’t do this and I leave. The same thing happens. Life takes over. Adam gets a call from the IRS, heaven forbid, and you’re being audited. Your wife calls your significant, your partner calls, something’s happened, your kids fell. Life’s going to instantly take over and you can care less that that plumber cleared your toilet. You can care less that the air conditioned filter was changed. You can care less that I put in recess lights because life took over. I don’t even know what I had for lunch yesterday. So when you come back from life and you don’t have ripped up hundreds, life took over. But if you come back and you see three ripped up a hundred dollars bills, what’s going to happen? Adam? Whatcha going to do with those 300? You’re going to remember the whole story that you had. Not only you, but you’re going to be like, Hey mom, this crazy guy called the 360 electrician just gave me half hundreds. Put that on your refrigerator and you better believe I’m going from one to three to nine to 27 every single time. 

Adam (12:38):
I love that. That’s a great visual. That’s great

Jeff (12:40):
It just so happened I have the cash. How lucky was that? I’ll tell my wife it’ll be gone by the time I get home

Adam (12:43):
That’s great. I think what you’re touching on guys, is in the beginning you’re focused on one layer of marketing and then once you get some breathing room and you’re like, okay, we’ve kind of exhausted that channel, whatever it is, yard signs, then we do the next layer of marketing, and maybe it’s Google ads, maybe it’s more advanced, more complex once you get to a million dollars. I personally have never experienced a company that can thrive just on a referral. Maybe you actually Jeff, but after that it’s so hard. You can sustain three to four technicians on referrals like minor marketing, but after that, you just kind of hit a wall. At least that’s what I’ve seen for many clients, many companies. And so I think there’s a point where you have to excel your marketing to keep fueling the sixth, seventh, eighth technician for most companies.

Forrest (13:27):
Yeah, you can’t just rely on one thing, but referrals to his point are absolutely huge. I mean, especially if you can stack the referrals and get referrals on referrals. 

Adam (13:35):
Yeah. 

Jeff (13:35):
I mean a little bit agree to disagree on that because again, what is the number one guaranteed almost sale? It’s referrals. So I understand. So again, I’ve got the upside-down pyramid, and the point of that is an upside-down pyramid is like a funnel. You want to throw every single thing you can, from ripping hundreds to magnets. I heard the podcast before this about wrapping your van with whatever you want. The whole point is when you dump it in that big funnel, you really are only still going to get trickled down as much as you can put in there. So a lot of people want to do it. The upside-down way, and I know we’re going to talk about this hopefully later, is they want to go with one three. Like I just said, that’s just one of my 20 different ways. So I absolutely agree, but also this is a million-dollar company plus is going to spend, I want to say a minimum of 20 to $50,000 in advertising minimum. I would say that’s right. If you really do take half of that and give it back to your team and just spend some time training on, again, get a sales guy in, I get hired all the time by plumbing, electrical companies, and they say, our electrical’s dying, Jeff, can you come and boost it? I said, I’ll boost everything. Get someone in, pay them for it, and then give the balance of that back to your guys’ incentives as a booster. I personally think you’re seeing two, three customers a day. 

(14:50)
I don’t care what, say, how many dollars am I going to put into advertising to get three customers a day? Probably not. It’s going to be 10. So give it back to your guys, your company, and then you build that team. Again, I’m very unique. I get it. I sold golf balls when I was eight years old. 

Adam (15:06):
Did you go in the water and pick up, pull them out of the water?

Jeff (15:08):
The point being is when me and force were talking outside, I’m thinking, oh, I know. And then I’m like, whoa. He just took me to a different level on something I didn’t think about. And if I’m in that place right now, that’s exactly what I would do. So that’s why we’re coaches. That’s why we’re doing this, and that’s why we’re probably on this podcast. 

Adam (15:26):
Guys, this is a great conversation. I do want to pause for a minute to talk about Jobber and how Jobber can actually help business owners get $2 million through processes and systems. Jeff, from your experience, how has Jobber helped you build those systems into your business to make it scalable? 

Jeff (15:39):
All my systems are Jobber within Jobber. So I am a helicoptering, Jobber. I can sit at home in my pajamas and helicopter, but every single one of my technicians, I give them the authority as team leaders and to invoice to schedule and to see everybody else and see what they’re doing so that they need help. They can bring in. I mean, Jobber AI, forget about it. It’s unbelievable. You cannot scale a business to a million dollars without having field software. Ours is obviously Jobber by choice. 

Adam (16:07):
Jobber is the best one. 

Jeff (16:08):
Jobber is the best one. 

Adam (16:09):
You heard him say it. Jobbers the best one. If you don’t have a software at all, you definitely need one. So go to jobber.com/podcastdeal, start using Jobber today, get that exclusive discount and baby scale, baby scale.

(16:20)
Forrest I want to get into the operation side of the business and making sure that we build a business that we enjoy that’s sustainable, that our technicians are happy, those kinds of things. What are some of the things, the checklist, if you will, that we have to really make sure that we’re dialing in or else we’ll just be miserable when we get bigger? 

Forrest (16:37):
Yeah, accountability. You’ve got to make sure that you’ve got clear roles and responsibilities with the team members so that there is a clear chain of command for each one of those team members to know what they’re responsible for and who they’re responsible to. Otherwise, you’re going to be the owner that’s getting every single phone call. My goal is to help owners get to where their phone doesn’t ring. It’s okay if a million-dollar customer calls and wants to get a sale, but I want to get your phone to not ring from your team members. You need to get to your business to where you are not getting called to make every decision, the $500 decision, empower your team member to make that decision. 

(17:14)
If they make a $500 mistake, they’ll learn from it. It’s a teachable moment and they’ll probably never do it again. But if you demand perfection and that your team members can’t make a mistake and can’t make decisions, then they’re never going to make decisions. 

Adam (17:28):
You’re just going to suffocate. 

Forrest (17:29):
Yeah, so accountability is, I would say, number one in my book as far as a checklist. You’ve got to get that squared away.

Adam (17:35):
And Jeff, earlier, you mentioned training your people, training them on the craft of the skill. They’re learning, obviously. How else do you need to train them so that you can actually sustain this business in the long term? 

Jeff (17:46):
I mean, labor’s really tough right now in the trades, we’re down, and there’s a big gap that’s coming. So, I like to say if you have a big turnover, then you’re not training correctly. Number one, I feel like if your team’s equipped in all aspects of running the business, then you’re just going to have a better team. And exactly what Forrest says, the phone’s going to ring less because they have the authority, the knowledge, and especially the foresight to make sure that mistakes don’t happen. But training is super important. So a lot of people will concentrate. Again, my coaching clients will call me, and they say, Well, I’m worried about theft, I’m worried about this. I’m worried about, well, they’ll know the numbers. I can’t tell ’em what I charge. They’ll know that, and I go, maybe you got the wrong employees. Do you want to be that glorified handy? I can’t say handyman because handyman are great. My brother’s a handyman, but as an electrical contractor, you’re kind of not a handyman. Are you in this thing to be an electrical contracting company, a business, or are you just going to be your most highest paid employee? 

Adam (18:41):
Are you building an asset or are you building a job?

Jeff (18:43):
Yeah, I want to own the trains. I don’t want to run the trains every day. Not that I’m degrading anybody. I did it, but my job, I feel, is to make sure my team makes the most amount of money, puts as much food on their plate, gets to do the vacations, everything I want to do. The funny part is I get paid less than any individual person that works for me except I have 20 of them. So I have the collective that really is the team part of it, and I get to step away completely teach ’em sales. Sales is the most important part. No lying, no cheating, not even a smell or hint of it. Otherwise, that’s instant termination. My hiring process is probably where the training starts. I have the worst. You don’t want to know how I hire. I’m in LA, the most litigated state in the world. One bad hire is bankruptcy. I’m not joking, if you’re just starting out, that’s just the way it goes. So my hiring process is where the training starts. I’m going to make people sweat, and it’s a very uncomfortable situation, but that’s your first training. If you can’t handle and pass that test, you’re not going to work for me. There’s just no way to do it. 

Adam (19:44):
I also think that you have to make sure that your technology scales with you. I used to think, Oh, I’m the smartest guy in the world. My two people aren’t nearly as good as I am. They could never invoice, and they’re literally the ones at the house. They know exactly what they did, why can’t they invoice? And so now all my people send invoices every single day. It’s probably happening right as we speak. And that was a big mindset shift for me. I thought there’s no way they can invoice, but they could. But I can’t imagine being 5 million and have me seeing all the invoices. That’s Looney Tunes. And so you had to make sure that your processes, especially around technology, really scales or else the technology will become a burden, not a blessing. 

Forrest (20:21):
If they’re invoicing in the field, guess what? They can collect money in the field. 

Adam (20:24):
Exactly 

Forrest (20:25):
Right. So they can take credit cards through the application. 

Jeff (20:28):
I’ve got a huge smile on my face. Huge, huge again. Okay, so here’s the scenario. So you have a qualified journeyman master electrician on the field. This is the way I did work for a company very briefly before this, and this is how it worked. So you’d go on the field as that technician, you would have to call the office so that already you got to have someone that is going to price for all these overheads. Oh my gosh. What are the, okay, so we are all in the trade. I put people on the spot. If you are bidding an electrical job, so we’re in the studio and we need to put like 20 lights and run a couple of outlets. If you got to call me, I’m the boss. I’m the bottleneck, and I’m going to give you a price there. This is a universal language for the trades, right? HVAC, plumbing. There are two questions I can ask you 10. One of it be is how’s the customer, are they a pain? Is it hard to get to what’s, but there is two universal questions that must be answered for me to give you a price. You guys know what that is? Think about that. 

Adam (21:28):
Not sure. 

Jeff (21:28):
Okay. I show up, I analyze it, I look at it, I call you and I say, Hey, how long is it going to take? Perfect one and the next one?

Forrest (21:35):
What materials are you going to need? 

Jeff (21:36):
Boom. You see what I’m saying? 

Adam (21:38):
How smart are we? 

Jeff (21:38):
I know smart guy. So check this out. If I’ve trained my guys and for example, dude, one technician one day is $1,000 labor rate, and when they call me, what’s the, how long is it going to take? Why are you calling me? It’s going to take one day. You already need a thousand. My tech is going to tell me what it is. If he says three and a half days, three and a half thousand, why are you calling me? Okay, material, some type. You got 10 wholesale houses. You got friends, have them make a list, call up and say, what is this material going to be? About 800 you can, you see what I mean? So I just empowered them to not call me. 

Adam (22:11):
We are really ruffling some feathers right now because there are people listening. There’s just no way. You don’t, they don’t trust us. I’m special. My business is different in my industry, this and that. And yes, your industry is different than what maybe electoral cool, but it’s the same if you trust your people to go out in the field, people’s homes, put on those little things on your feet, walk into their house, talk to the client and fix their house or cut their grass. You should trust them to invoice. Give them an incentive. Maybe there’s a language barrier maybe, but I think a mindset shift is really important here. 

Jeff (22:43):
And your frontline technicians are going to be people. Persons you’re not going to put That’s right. I have non-people, persons, too. They make amazing panels. They never call back. They’re not my frontline and incentivize that. What’s the incentive? Look, you bid it for three and a half days. I’m going to incentivize that, but if it takes four and a half, hey bro, something’s wrong. Let’s talk about that, ya know?

Adam (23:01):
Forrest, how important is it as we close out to have repeatable documented processes that are the same, whether it’s John or Joe, whether John’s in a good mood or a bad mood, whether he got sleep last night, it doesn’t matter. The same result is produced every time. How important is that? 

Forrest (23:19):
It’s vitally important. I mean, if you go into a fast food restaurant and go in the kitchen, there’s repeatable processes, documented out visual diagrams. They don’t document every single thing, but it’s the 80/20 rule. It’s what are the 20% of the things that get 80% of the results. Those are the things that you have to document and you have to document them as simple as possible. One of the challenges I see is people over document 

Adam (23:44):
Ok

Forrest (23:45):
And I ask them, show me your processes. Well, they pull it out of SharePoint or Google Drive or whatever, and it’s a 20-page document. Nobody’s pulling that out and look at it. It’s overkill. So everything that you do, look at the 20% that produce 80% of results and get that simplified as easy as possible. And the three steps is get it to 20/80, right? 

Jeff (24:04):
Yeah, I agree. And work with your team. Again, in my trade, I have to be an electrician. I’m a master electrician and a journeyman electrician, and I have two unlimited contractor. You can’t get anything by me. I’ve been there and done that, but I still get my team in there. Sometimes when I’m building a new system, especially if I got a system that has to be run my way, I have to do it on a higher level. I don’t really want them to get involved. Everything else, I get them involved. And I always find them saying, Oh, but Jeff, what about this? And then get your system. And now they’re in, they’ve bought into the system. 

Adam (24:37):
They bought in, and now it’s their system, not Jeff’s.

Jeff (24:38):
I had a very interesting situation happen two weeks ago. Well pump three-phase motor for all you electrician geeks out there. Nobody wrote that. It was a three-phase motor. They all thought it was a single phase. So one of my lead guys, Joseph, love him, love you guys. He comes and his head’s low like He’s got it. I said, No, no, no, no, no. He goes, well, come in three minutes before the meeting or usual three minutes. I think we’re going to need longer than that because I said, No, no, no, we’re not getting three. I said, and bring our job flow chart with you. And he goes, okay. He came, he puts the paper on the table and I just said, just point where you messed up. He went, oh yeah, obviously it was between A and B, let’s just say. I said, do you know what you did wrong? Absolutely. You going to do it again because now you hell. Oh, heck no. Okay, done. Three minutes, we solved it again. We did lose some money on that job. I don’t say lose, we broke even. 

Forrest (25:26):
But it wasn’t a 20-page document, was it? 

Jeff (25:29):
It’s one single sheet. That’s the point. It’s one. Now, I’m a social media guy. I could talk 28,000 steps to that, but you’re right, you’re going to lose them. 

Adam (25:38):
I’ve got three actual items I think our listeners can do right now to start getting to a million dollars. Number one is you have to have a goal and know what the goal is. If your goal is a million dollars and what is that a month per week? Per day, is that eight grand a day? 10 grand a day? You need to have a visual of what you want your business to be and look like and then work backwards from there. Number two is you have to train your people, your people, the most important part of your business. You got to train ’em, empower them, trust them. Don’t make them call the office every five minutes. Ask them this question, that question, empower them. Say, Hey, you make the decision. If you make a mistake, we’ll learn from it and you’ll get better moving forward. And number three is processes, repeatable, documented processes. You have to have a simple, maybe one sheet that explains something that you’re doing. That way they mess up. You can say, Hey, you missed number three, and it’s accountability and it empowers them to do the job, right? You need to have a documented process so that whether it’s John or Joe or Louise, they’re doing it the same way every single time. 

Jeff (26:38):
Absolutely. I love those three. And of course, I think it’s super important to find a coach, to find a program, a system that shows you the end game, the actual results on the field, not just on a piece of paper or a whiteboard that you resonate with in your trade, your company, or where you want to go. I think that’s the winning trifecta right there. 

Adam (26:55):
Well, you guys are crushing it in business for us. Appreciate you being here, Jeff. You guys are both dominating it. Just thank you for the impact that you guys are having in our space. It really means a lot. 

Forrest (27:03):
Yeah. Thanks for having us. Appreciate you. Thanks for having us. 

Adam (27:05):
Forrest, how do people find out more about you? 

Forrest (27:06):
You can find me on derrconsulting.com, DERR consulting.com. Fill out a contact form, be great, and talk to you. 

Jeff (27:12):
So me, it’s super simple. My calling card I tell everybody is just go to YouTube and end the search bar, type in electrical contractor. I’m going to apologize to you and your family. They’re going to see this face a lot on there, but that’s my niche. And also everything I do is at www.the360electrician.com. All my social media channels are at the 360 Electrician. 

Adam (27:33):
Great. Well, thanks for being here, guys. Really appreciate it. 

Jeff (27:35):
Thank you. Thank you. 

Adam (27:36):
And thank you for listening. I hope that you heard something today that’ll help you get to a million dollars in revenue. I’m your host, Adam Sylvester. You can find me at adamsylvester.com. Your team and your clients and your family deserve your very best, so go give it to ’em.