Leadership Lounge with Jack Tester
Leadership Lounge with guest Randy Kelley
, this Jack tester and welcome to another edition of leadership lounge. Uh, my current situation right now is I'm in Saint Paul, Minnesota and uh, sitting across the desk from me is Randy Kelly. How are you doing Randy? I'm doing great. How about you Jack? Doing good. Doing good. What brings you to town? Little a intro to digital marketing. I, the little workshop you got going on. We absolutely eight of your closest friends. Eight of the closest friends. Absolutely. That's awesome. That's good stuff. Good. Well we're glad you're here and I got to know you a little bit more this year. You went pheasant hunting with me. I did. That was an awesome time. We had a good time and we spent some time in the clubhouse after the hunt talking and in the field talking. And you've got a fascinating story and journey through this industry that's typical in many ways, but atypical and kind of the success you've achieved. So I thought it'd be fun to just sit you down and talk about your journey. Cool. I appreciate it. Thank you for having me. So, um, you got your start in this industry, you probably came right into ownership, didn't, you know, how'd you tell us how you started, how you started? Well, um, graduated high school in 83, moved to Garland in 84. Garland, Texas in 84. Um, met my wife. Um, she wasn't my wife at the time obviously, and uh, her dad introduced me to this fellow and uh, started as a parts runner and a helper. All right. Right at the lowest level of entry-level I should say. Didn't know anything about the business. Yeah. Parts runner. Yup. Technician. Yup. So parts owner helper kind of worked in the office. Um, became, uh, the service manager quit. Yeah. And then, so I kind of filled that role, uh, for a little while until they hired another service manager and service manager in this business back then was the guy that, you know, he answered the phone, right. Scheduled the call. There's a price. We're about 12 hats. So absolutely all parts, all that fun stuff. You should live learning the business doing that though, didn't you? Oh yeah, absolutely. You know today, if you come in a parts runner, just a technician, you got, you got to do it all. Yeah. It's a, yeah, it's a diff, definitely a different beast today than it was back then. For sure. Yeah. So became the jet, um, ran service for awhile. Service managers quit. Again, I'm trained in the service managers in the meantime and I just, I told the guys, I said, I don't want to be the service technician on my life. Yeah. So July of 88, I became the service manager. Cool. Yeah. Well let me stop you right there for a minute because I think it'd be good. A lot of people know you'd, a lot of people don't. Um, I think it's always good for context to kind of talk about where you are today. So let's, and we'll come back to where you stopped being the service manager. Is that fair? Absolutely. So tell us about your company today. The name size, just to give us a sense of place. Okay. So in 2019 we finished the year at a little over 12 million. Okay. Um, we're right at about 75 80 employees. Okay. Um, having a good time, man. That's cool. And you're in the, in the metroplex. Dallas Fort worth metroplex. Yes. I'm weeding plumbing, heating, air, plumbing company names on time experts. Okay. Um, we kinda kind of do the whole metroplex. That's cool. Yeah. But$12 million business and a lot of that's come in recent years hasn't it? It has, yeah. Yeah. So in, um, we grew 73% in 2018, so that's a lot. Yeah. You still, you still got a smile. Yeah. That's why I have all this gray hair. Yeah. A lot of that too. Yeah. Yeah. That's, that's amazing. We'll get to that story though. Yeah. Okay. That's good. So, so I want to give people an idea of kind of who you are and who I'm talking to and sure. It's going to provide a little more context and color to tell your story. Is it? Absolutely. Your service manager, 88 88 in business. And uh, what if I can ask, what was the name of the company? Unique. Indoor comfort. Okay. In Dallas. In Dallas. All right. And you ran that. Oh, you're, I'm sorry. You're an employee of that for a long time. Correct. How long, how long did you work there? Um, I've been there my whole life, my whole working life. It's the same companies. You never laughed, you never, never left. That is so cool. Yeah, that is so cool. And so tell us about your, uh, tell us about your growth through that business and the business. How it did. Okay. Okay. Yeah, absolutely. So again,[inaudible] became the service manager doing all that fun stuff. Um, but in the meantime, just not just being a service manager, I was also in sales, so I would actually go through the files, find old equipment, send letters, follow up the letters, generate sales calls, seq missions were selling back then as well. And I would go install condensers. So I would do a lot of different things. And then, you know, just, we did that for seven years, eight years. And um, in 95, I was promoted to president of the company. Oh, so graduation. Oh yeah, they weren't owner though. Right. You know. Well there was a time in, um, I think it was like 89 or 90. The owner of the company allowed me to, um, gain some ownership. Um, just a small amount. Yeah. I guess he saw something in me that he allow, he said, well heck, you've got something going. So anyway, so yeah, he allowed me to have some ownership at the time and then I bought more ownership as the years went on. Okay, so you bought more sweat equity or, yeah. Well, sweat equity and then actually I actually had to fork over some cash. Why did you do that? Why did, what, what caused you to want to do that? I said, you're a good employee, obviously, probably pretty well paid, I imagine. I don't know, but I'm assuming so. Well, I mean, I don't know back then, you know, it's a lot different than it is today. Why is that? Heck, I think back then I, you know, as, as a serviceman, I was making$7 an hour. Right? I mean, today you start, you're not starting at$7 an hour. Um, so anyway, it's, it's just, that's why I think it's different because it's, things are more expensive today than they were then, that kind of thing. Right. But anyway, so I'm president of the company making sales calls, doing that, having fun. What drove me is I always wanted to be successful. Why that? Mm. I don't know. I mean, I, you know, I wasn't real successful. I shouldn't say we didn't have a lot when I was younger. Um, my dad was a, uh, general contractor kind of guy. He was a painting man, you know, he painted a lot and he was a remodeler, you know, and then he drove a truck, you know, that kind of thing. So I didn't have a lot, I always wanted more. My, my real ambition though was to be a pro, a professional baseball player. Oh really? Yeah. So, and that didn't happen cause I had elbow problems in high school, but you know, well, my put, my goal was to be a pro golfer when I was a young guy. Yeah. That didn't work either. So here we are, here we are. Here we sit then. So cool. Right. So anyway, 95, again, become president of the company. Um, and yeah, just had the ambition to actually, my goal, I told him at the time I wanted to own one of the unique indoor comforts one day. There's a number of those around. Okay. Yup. Okay. See that was your goal. That was my goal. Okay. So you see, you got some fractional ownership. You're still in you're president of business now. How'd the business do? Tell us about that. We grew, I mean, we grew from, I don't remember the actual numbers had been so long ago, but, um, we, it's really funny because we stagnated at about 3.2 million for a really long time. You would have to understand the ownership. I mean, it was, it was a tumultuous year relationship, his relationship with everybody. Okay. Okay. So, um, yeah, he, we had, we had businesses her, there were unique indoor comforts in Chicago that he would go visit because he was part of, he was a part owner and all that. And uh, they called him the Texas tornado. Oh yeah. Okay. So he was your, your partner boss? Uh, yeah. Yeah. And so I was the guy that kinda went around and you know, padded everybody on the back and said it's going to be okay. I learned from that experience how she looked back on that, how to treat people and how not to treat people. Did that cause you to do you think back to that lesson a lot now? All the time. Yeah. Yeah. Yeah. That's, that's one of my main focuses in our businesses, treating our people. Right. Okay. It's all about our people because if you
Speaker 2:don't treat your people properly, then you're not going to, you're not going to get what you want out of them. And that is that their very best. So is that always a big challenge for you then, is to keep, make sure that you kind of controlled the, the backdraft of that activity? Is that, um, it's not really a, I wouldn't say it's a challenge back then. I'm talking about back then. Back then. Yeah, for sure. So you were kind of the protector and let me tell you what he really meant, that kind of stuff. It's not so bad. Right. You know? Yeah, yeah, I was, I was the guy. Excuse me, that would, um, yeah, just like I said, Pat them on the back and tell him it's gonna be okay. Don't worry about it. You know how he is, because I know you're busy, you know, I'm joking, joking. No, I get it though. I get it. You know, and you know, that's, that's not an uncommon profile. Back in the day of, uh, a contractor. No. You know, kind of from the hip, kind of a little bit of a manage with aggression. You know, I've been, that's up. If I go back and talk to a lot of guys that I knew years ago starting this organization, I mean, that was it. That was it. It's, it's, it's managed by fear. It's in crooked noses. They had a few fights and stuff. Right. But yeah, I mean, I saw it, so I'm a little different today. You know, you see, I think you can run a two and a half million dollar business in 1987 that way. Right, right. But I don't know if that works today. I don't believe it does. Because, you know, very few people would have taken what you took. Right. Does that make sense? Yeah. You know, just this, to have that, that resilience to hang in there, you know? Yeah. It was a, I always knew there was light at the end of the tunnel though. That was the Raider. I wasn't sure what kind of tunnel I was in with. It's coming at you. Right? So, so you've got this, this experience and so on. I'm going to paint a picture that I see right now is that you were, uh, you knew the business. You had done virtually every role in the company at some point from answering phones that dispatched it to service tech, to install the cell. Now you're managing and starting to understand leadership and you've got all that going on, right? I mean, really, it's an incredible, uh, school you went to, to get that experience. Hard knocks. But you were also, you guys were in a, an organization I've heard of indoor. What was it in droves? Unique, indoor comfort or comfort. I mean that was a kind of one of the early Vanguards of the service replacement business. So you are around smart people too. Oh yeah, they were Tom mutts started it. I'm not sure if you're familiar with that name. Yeah. Um, but yeah, they're very smart. Very smart. So you had a, not only cause so many other people in this industry work like you did, but they didn't learn anything. Right. All they did is learn what their dad did, which wasn't successful and no offense to fathers, but that was just it. Right. There was a lot of people work hard and debt, all the tasks, but you actually had some, some
Speaker 1:mentoring at least if not through osmosis or because you are also a member of like CSG and stuff too. Right. We were not a member of CSG. I don't know why we didn't because I remember back then it was around and we had talked about it, but we never joined CSG. She kind of had your own little network of kind of, kind of the early proponents of the replacement business. The way I, the way I kind of equate it to is his unique indoor comfort. Back then to me it was like a mini franchise. Yeah. Because we all use the same financial model. Okay. Right. We didn't do the same marketing or any of that really was more of the financial model and then we monthly we would have um, financials that came out with all the businesses and that we were able to compare. So right away it's almost like you had a best practice group going before there was a best practice group kind of, but we didn't know what best practices were. No. But you know what I mean? Just, just, you know, not operating in isolation. Right. Which you didn't do. I mean, and isolation, this business back then, your only connection was maybe through your manufacturer. True. And going away to some little class and that, but I day taught you about the bells and whistles of right refrigerant and all that stuff. Right. That's all you learned. Yeah. Right. Right. But you had, so I'm going to give the, I know what you went through is difficult, but I mean it's a great education. Oh yeah. There's no question. I, I, I learned a lot and there's no doubt about it. And, um, I, I do give props to that for sure. Because if it wasn't for that, I wouldn't be here now for sure. Right, right. So, um, so something happened, you guys, were, you, you, when did you become the owner of the business? So I bought the business in 2012 so it was recent. Yes. I mean recent years. 2020. Right. But it's recent. Yeah. Um, so tell me about the process of buying the company when you actually assumed. Do you own 100% of it now or close to? Yeah. Okay. Yeah. All right. So tell me about that process. How did that, how did that transpire? That's another story in itself. I want to hear it. Um, he told me what he wanted, you know, we agreed to a price. And what year was that? This was, I think it was 2010. 2011. Okay. So we agreed to a price. Um, I had to go find the money. So w what was the name of the business now? Um, at that time it was a franchise. You were so you that, so the prior owner had bought and converted to a franchise? Correct. Okay. Yeah, we were a national franchise. Um, just HVHC K. um, so, and at this point in time, I was a 22% owner in the business. Okay. So I went, found a SBA loan and um, gave him a purchase agreement and he looked at the purchase agreement and said, uh, that's, I can't do it. I need more money. So the agreed upon price in 2011 wasn't good. Yeah. It changed anymore. That's what happens when you're a 78% owner. Right. So, I mean, what are you going to do? Right? I mean, to me it's not right. Wasn't right, but it is what it is. Um, I, I talked him down a little bit. Um, so we got the deal done. And um, 2012 so yeah, 2012, um, he hung around the office until all that money hit his bank account and then he kind of walked away. Okay. But now, now you've got debt. Yeah, yeah, yeah. But it's, you know, it's, I've never looked at it as debt here. Here's the thing, and I tell this, I tell this to Tony bought it, by the way, how big was it? 3.7. 3.8 million. Okay. I tell people this all the time. Most people feel the weight of the world on their shoulders when they take on that much responsibility at one time. Right. I mean, it's just, it's natural. I get it. I felt the weight of the world come off my shoulders because now I could do what I needed to do and what I wanted to do to be able to take care of our people and take care of our customers. Well, that's an interesting way to view it. Yeah. Because it was, like I told you earlier, it was a tumultuous relationship. Yeah. And it, and it got even worse. So degraded. Oh yeah. It was, it was not, it was, it was not fun. Right. So, um, yeah, it was, it was really a relief. That's so cool to get it done. Yeah. Yeah. So let's say you, you wake up, you have, you signed a paper. Yup. You got the debt, the guys paid. Now you're, what are some of the, what changed in Randy in that moment from a 22% owner is still an owner. But let's be not, let's not kid ourselves. Right? You're not, if you don't have 51%, you don't own it. Right. Fully. Sure. So tell me about that. What changed in Randy that maybe that next day, but shortly thereafter? Um, that's a great question, Jack. I think what changed in me is knowing that now I have control and I can do what I want to do. I can do the things that I knew would drive the business. What was that? What did you know you needed to do? What, what, what? That's, that's the thing I'm asking for. So the first thing was take care of your people. Okay. Right? The second thing was let them know, can I stop you there? Sure. I hear that a lot. What does that mean? Take care of people? Cause I don't know if that's, that's a broad, and I, and I, if you go to any owner and say, do you take care of your people? I don't know if anyone's said no, I'm really loud. It's true. So what does it mean for you though? I know I'm not challenging, but I just want to get specific for that's to let them know that I have their back. Okay. You know that, that I'm here to support you. I'm here to help you. I'm here to, to make sure that you can provide for your family, um, and be as successful as you as you want to be. My job is to, to, to give you the opportunity. Right? And, and then from there, it's your job to make it happen. Okay. Right? So just treat them with respect. Treat them like a human being. Let them know they're appreciated. Let them know they're wanted. Got it. Got it. That's, that's me. And you were doing that I imagine on some level before. Oh, sure. But you didn't have the background noise that you are competing with[inaudible]. Is that the culture from the top that might've been negative, correct. In your mind at least. Absolutely. Yup. Okay. So does it, so it was, uh, it was from you, you, there wasn't any competing noise in the business and that resonated? I take it, I think so. With your folks. You think so? I bet a debt. I think so. What else do you do different?
Speaker 3:Mmm,
Speaker 1:well, at that time I hired a general manager, uh, right away he was already in the business as he came in as a salesperson. And then we, the whole idea was to promote into general manager. Yeah.
Speaker 3:Mmm.
Speaker 1:I don't know who in the first year we, we just, we, we buckled down to do the things that we knew we needed to do. Okay. Um, we grew the business the first year from 3.7 to 5.5 million. It's pretty good. Yeah. Yeah. So 2012, you know. Yeah. I mean, I'll be honest, it was, it was scary in the beginning because again, he took all the cash out of the business. So we started January in 2012 with$132,000 in the bank. That was my portion of the cash. That was the 22%, you know, three over three and a half million dollar company or whatever with that. They didn't like in high season, in January. Oh yeah. Triplex too.[inaudible] flowing in, man. So you know that, Oh, that'll, you know, that'll make you tighten up a little bit. Right. So you got pretty serious, didn't you? Oh, absolutely. Yeah. And that's, you just weren't before, but right. That just made you go. Hmm. All right. So there was some weight on those shoulders, but yeah. But yes and no. Right. So yeah. So, um, tell us, you know, you're, you're on time experts. That's not a franchise. What happened there? No. So I thought my agreement was up in, in 2013 so I was already negotiating, ready to get out, get out of the franchise, out of the franchise, leave the franchise. We had a really good agreement. Um, that's, you know, give props to the old owner cause he needed Mark red land a lot of things in the agreement. So, um, 2014, um, on Christmas Eve I sent a letter to the franchise. Merry Christmas that I'm leaving. Yeah.
Speaker 2:Bad center. I'm sorry. I know.
Speaker 1:Well it was, you know, going through this whole process I had, we own two territories. I gave one territory to another franchise. Um, and then the one territory that was, I thought it was going to be do, it was not due until it was not, didn't expire until 14. Um, so this was 13. That's right. 2013 still operating under the name of this franchise. Correct. In 2013. Um, cinema letter that we're going to be disengaging. We're going to be this, this is who we're going to be come January 1st of 2014 experts, correct? Yup. And once I sent that letter, I might've even called and joined Nexstar before that because no one what was happening, I believe Lisa May have talked to you or whatever and vaguely. Yeah. And you were like, yeah, okay, we're, he's, he's good. And so we didn't, so then I joined Nexstar just immediately again, being a part of unique indoor comfort, being a part of a group. We had joined airtime back in the day. Um, being a part of the franchise, I've always liked being around other contractors, networks and the value. Yeah, absolutely. So I joined right away. So, um, then I immediately got sued. Okay. By the franchise, early termination or something? No, they didn't like the name of my company. I was too close to whatever their name was. Yeah. Well not their name, but they, I think they thought they owned, um, the term on time. Got it. Okay. So yeah, obviously you won. I did. Yeah. Yeah. I was in a lawsuit for two years.
Speaker 2:Okay. Yeah. And absolutely one congratulations. Thank you. Yeah. Yeah, that is cool. That is cool. So, um, so you got out and, and now you've had, uh, so, so when you bought it, it was, what was it, three and a half million, something like that, 3.7 or I came or the number of was, and then you grew up right away to five, and then today you're 12. Right? Right. So let's talk about, you know, let's, let's, let's look at that time period, which was basically from 2012 to today, eight years. Okay. And, uh, and last year it sounded like there was a bunch of growth last year.
Speaker 1:Yeah, we, we've had, I mean, I'll be honest, we've had our ups and downs, um, since, since I've taken it over when in 2013, um, I bought a business and, um, we went from 5.5 to 8.7 million. Um, and then in 2014 when we changed colors, basically changed companies. Um, we went down to seven, seven. Okay. Um, and then in 2015, um, in a month and a half, between January and February, um, I had four point$7 million of revenue walk out my door. So sales manager, no one had selling texts at the time. Selling techs left, took my top flip guys that could turn over the leads. Um, so yeah, so we, we went down that year. It's a tough year and that was a tough year. Yeah. It's had some churn and yeah. Yeah. But I didn't lay anybody off. I didn't get rid of anybody. Again, that's just, that's, that's who I am. So you learn from that churn anything. Um, I'm sure I did, but right now it's kinda hard to think about it, but I mean, too soon Jack, it's like, no, no, it's not too soon. I mean, it look, things happen. Right, right. Um, sometimes you put a lot of trust in people. Yeah. Um, and then it probably wasn't the right person to put that trust in. So you kind of learn people you can kind of keep learning to keep your guard up a little bit more. Okay. Um, that's probably what I learned is sometimes you just, you can't, I'm just the type of person that I trust you. Yeah. That's a good quality, by the way. Right. Until you give me a reason not to. Yeah. You know, that, that's, I don't know if that's good or bad, but that's kinda how I am. And I've probably tarnished that a little bit. Okay. Not a lot of bit. That's still, I'm still the same way. I'm suspicious and it's no fun, so I won't do that. Right. Um, so, but, uh, yeah, it was tough year. You know, w what I learned, I guess, is that, you know, there's sometimes where, you know, there's Hills and there's valleys, you know, and when you're in that Valley, you just gotta buckle down, man, you know, and do what you gotta do. Yeah. It's, success is in a straight line, is it? No, it's not. Yeah. So you think to yourself, okay, I went from 3.7 to 12 million and it was a, you know, a nice 15% growth every year, right? No, no, no, no. Not at all. Not at all. So I had Z you went through that and I, and I, you know, there's lots of, of, you know, I, there's probably more to that story, you know, as far as, you know, what you saw leading up to it and what happened and why they laughed. And it was probably a lot of leadership stories right there. Well, you know, I'll tell you, it was really came out of the blue roof to me. It was like, it hit me in the face. I wasn't expecting it. Um, because it was my sales manager. Like I said, he was also one of my top selling guys. What's really funny is I, I, he was attending train the trainer in Dallas, a Nexstar event. Right. So I'm trying to figure out what happened there. Jack. He didn't get recruited by extra, remember dating? I don't know. I mean, well, I don't know. Holy
Speaker 2:cow. I don't know if they were next door at the time, but anyway, uh, but yeah, so he, uh, yeah. Okay. Anyway, so that was, uh, that happened. Owl. Yeah. Yeah. It is what it is. All right, let's turn the page right now. Okay, let's come back to some other time. But whatever, cause you know, you'll, you'll learn through success. Right. And you really learn through challenges is what you really do. Right? You lot think you learn more through the challenges, don't you? Right. I do. That's why I'm picking at you right now. That's what I'm picking the scab there to go home. No. So let's talk, let's talk about the fun though. Let's talk about the last year. Why 70% girl, how'd you pull that one off and, and was it profitable growth? Was it cash flowed? I mean, cause that's how you can grow a lot, but it's expensive to write. Maybe either marketing or capital equipment, things like that. People infrastructure. Sure. Tell me, tell me why, how you pulled that off and, and
Speaker 1:you know how to work well in 17 we finished at 6.6, um, and not as much profitability went down quite a bit. Oh yeah. Yeah. So we, yeah, so we, um, we were profitable but not as much as I'd want. I'd brought on some, some overhead managers to help cause I, I mean, I wanted to grow and, um, you know, there's two ways to grow from, from, you know, some of the people I've talked to and being in the business, right? You can, you can prepare for the growth by bringing in more managers, bringing in more people, or you can not bring those people in and then continue to grow. So, um, slightly, right? So I always looked at it as I'm going to bring the people in and we're going to grow. So that's what I did. So we had a little bit of more overhead than we needed to invest in some management talent, it sounds like. Correct. And, um, so we didn't do as well as I thought we would do and, and seven, 17, um, but then in 18, that's just, it took off. And, and I think what it was, when I look back, we did better on conversions, right? We raised our average ticket on a HPAC install sales. Okay. Um, and we just, we focused on the numbers. Right? Um, that's when we were doing daily huddles. I mean, we were, we were focusing on the number every single day. Um, and, you know, we, we grew, I mean, it was, it was nice and we put 14% to the bottom line. That's good. So I think, yeah, with that type of growth and so, yeah, we were profitable. We had cash. That's cool.
Speaker 2:You know, and, and part of this too is, you know, you had declined, but you kind of knew what the business looked like at a couple of million dollars bigger. Yeah. Right. So this wasn't unknown territory. No, that what I'm saying. 12, is that right? Yes. Yeah, of course. You probably know some people at 12 that help and all that stuff. Right. So it wasn't like you're walking blindfolded into the future. No. Right. You know. Well, congratulations, man. Little thing and, you know, I'll, I'll, uh, just as a shout out to you, uh, you, you got people here and next door all the time. I mean, I see your managers here all the time and people here all the time and yeah, but it's a training class going on. If we have a big training bundle, there'll be an ontime expert person. They're doing something well and you a lot too. Right. That's the name of the game. Right. That's, that's another thing you invest in your people, you know, train them. Right. You know, I don't, I'm not sure who said it, but um, you know, I've heard the heard the saying is, you know, you can either train them in the stay or, or, or train them and they leave or don't train them and they stay. Yeah, yeah. Right. What happens if you train them and they leave, right. It is what it is. So be it. Yeah. That's an old, but, but it's accurate. Right? Absolutely. You know. Absolutely. You can't stop training cause they might leave. That's right. Right. You can't worry about it. You can't. And you know what, as in, that's a great lesson because I've seen this and I've been guilty of this, is that you get, I'll say it this way, it's a little self righteous, but you get burned. Sure. Right. You invest in Gibeah, you pour yourself into somebody, at least you think you are right. And spend some money on them and give them money and give you a listen to them and then, you know, maybe even help them through a tough time. So, you know, and then then all of a sudden it's like, well they'd leave and then, but then we just then, then the, the danger that thinking though is that I'm not going to do that again. Right. And then you shut down to everybody. Right. But you're only hurting yourself when you do that. Absolutely. Right. So you'll never bat a thousand right, with folks. Right. Cause we're[inaudible] right. And I know that I've chased people off that I just know I have. Right. I just know I've done that. We've all done it. Yeah. Paint. Perfect. Right. No. So it's not, it is better to, to trust first. That is a great leadership quality. Right? Yeah. Not, don't, but you, you, you can't trust and just be naive. Right. Right. You can't just turn it, you know, cause you've got to have numbers. You've gotta have check-ins. You gotta be doing the one on ones and you know, still trusting. Yeah. Right. But you, but you have a little more early cause it, cause what I've seen contractors do is they trust and then they advocate. I'm just going to turn my back. Right. Yeah. That's stupid. I'm saying who's ever do that? That's dumb. Yeah. That's not trust. That's as being an idiot. You still have to, like you said, have your check in. You do all the time you do that. It's easier to trust. Absolutely. Right. Yeah. Right. And, and a lot of times, yeah and you gotta fight the urge. Cause sometimes you get in, it's all the way you do it. But you know, employees, let's say, well you want to do one-on-ones, what don't you trust me Randy? Right. Well that's all I just want to get to know you want to work as I want to. Clapper has nothing to do with trust, but sometimes it shows up like that. Right, right. It does. You know, cause they're not used to it either. Oh no. When we first started them, it's like what are we doing? Well, what do you, what's, what's on here? Yeah. Yeah. You know, my underwear, Georgia and then, but do this enough. You do these, these accountability measures, which are really more relationship building measures and then over time it's like they look forward to them. Right? Like if you don't have a daily huddle that my day's missing. Yes. I miss that. Absolutely. There's, there's relationship building that happens there and then the one on ones, like I, if I don't do it, it's like my week isn't complete. Right, right. Yeah. So funny how this works, you know, so absolutely. Congratulations on what you've accomplished and your take here. I know there's some good people listening here that, that I see a lot and uh, they're always here and I know you guys are working together, you know. Thank you job man. I appreciate it. Yeah. Appreciate it very much. Well, I, I wanted to do grab you here and have a little conversation before you rolled into your marketing, your digital marketing class, learning some new stuff. Yes. Right. Definitely. You know, and appreciate it, Jack. Thank you so much. And, uh, if you see Randy Kelly's always worn an orange shirt and you'll see him walking around our events, go say hi to him. He's a good guy. And, uh, um, again, graduations. Thank you very much. And thank you all for listening to this very special episode leadership lounge. Our current situation is in Saint Paul, Minnesota, and uh, we'll catch you next time. Thanks so much.
Speaker 4:Hi,
Speaker 5:this is Jack tester and welcome to another edition of leadership lounge. I'm in Saint Paul, Minnesota, as I almost always are when I do these and sitting across the desk from me[inaudible].