Shownotes
Building Trust and Community Across Generations
What happens when a millennial boss and a Gen Z employee tackle the complex issue of generational differences in the workplace? Join us for a great conversation with Daniel Felt, a savvy millennial business leader from Kura Home, and his Operations Manager, Garrett Olsen, who rides the line between millennial and Gen Z.
Daniel shares his unique approach of delegating and letting managers run the show while delving into his efforts to inspire the next generation. On the flip side, Garrett gives us an insight into the respect he shares with Daniel, and the challenges he faces while trying to bridge the respect gap with older generations.
As we move forward, we pull back the curtain on the struggles young technicians face in trades - using Garrett's experiences. Proving your expertise in an arena ruled by seasoned tradesmen is no cakewalk for young professionals. We discuss the importance of punctuality and the rewards it can unlock. But it's not just about showing up on time - it's about building trust and weaving a community within business. Tune in for an episode filled with insightful discussions and valuable takeaways.
Highlights:
- 4:47 - As an owner the key to creating less friction in the work place is through creating mutual respect.
- 8: 22 Daniels unique take on creating a bonus structure through punctuality
- 12:26- Exploring some of the challenges a younger leader can face when managing a generation older than themselves.
- 18:07- How to equip younger employees with knowledge so they are respected with home owners.
Contact your hosts:
Steve Doyle:
Brad Herda:
Daniel Felt:
This podcast uses the following third-party services for analysis:
Chartable - https://chartable.com/privacy
Transcripts
1
::[Steve Doyle]: to the show, Brad Herda, how
are you doing today?
2
::[Brad Herda]: I am doing fantastic Mr. Stephen
Doyle. I am excited about today. I am like
3
::[Brad Herda]: giddy like a millennial today
almost.
4
::[Steve Doyle]: What?
5
::[Brad Herda]: Absolutely.
6
::[Steve Doyle]: Not, you know, like frumpy like
a, not frumpy like a, you know, Jen's ear.
7
::[Brad Herda]: frumpy like a Gen Z. What are
you talking about?
8
::[Steve Doyle]: Yeah,
9
::[Brad Herda]: You don't
10
::[Steve Doyle]: I mean.
11
::[Brad Herda]: even know. Hey, it's a generational
show, man. Get your shit together.
12
::[Steve Doyle]: You know, like, you know, so
like with mine, you know, they walk around
13
::[Steve Doyle]: in their hoodies and pout all
the time. Like, you know, mom and dad suck
14
::[Steve Doyle]: and all this kind of crap, you
know, and they sit on their couch, use their
15
::[Steve Doyle]: technology. It's kind of great,
you know, but.
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::[Brad Herda]: Because they're 12.
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::[Steve Doyle]: No, they're older than that one.
She's at driver's training today, so.
18
::[Brad Herda]: even better.
19
::[Steve Doyle]: Oh, even better. It's great.
It's great. So what do we got lined up today?
20
::[Steve Doyle]: That's
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::[Brad Herda]: So
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::[Steve Doyle]: got
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::[Brad Herda]: today,
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::[Steve Doyle]: you so.
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::[Brad Herda]: today I am so excited because
we, one, we have a returning guest, Daniel
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::[Brad Herda]: Felt from Keira Holmes, and two,
on our last show he indicated he'd be more
27
::[Brad Herda]: than happy to try something different
and he brought with him a younger person within
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::[Brad Herda]: his organization, Garrett Olson,
and we're going to try this little bit of long
29
::[Brad Herda]: term, long format. argumentative,
maybe get into some root and some details as
30
::[Brad Herda]: to why things are the way they
are for different people, different generations,
31
::[Brad Herda]: and get in some meaningful conversations.
So I'd like to welcome Daniel Felt from Kira
32
::[Brad Herda]: Holmes and also Garrett Olson
from Kira Holmes back to the show. Thank you
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::[Brad Herda]: gentlemen.
34
::[Daniel Felt]: Thank you. It's great to be here.
35
::[Brad Herda]: This is where you would
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::[Garrett Olsen]: Thanks,
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::[Brad Herda]: speak,
38
::[Garrett Olsen]: guys. Thanks,
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::[Brad Herda]: Garrett.
40
::[Garrett Olsen]: guys.
41
::[Steve Doyle]: Oh, we're already getting into
that. So before we get
42
::[Daniel Felt]: Yeah.
43
::[Steve Doyle]: started, we're gonna ask you
the question I always forget. So Daniel, accustomed
44
::[Steve Doyle]: to this, Daniel, what generation
do you best fit in with or identify with?
45
::[Daniel Felt]: Yeah, I fit in and was born in
and identify with millennials. Well, I don't
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::[Daniel Felt]: know if I identify with, cause
I'm like an 80 year old boomer at heart.
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::[Steve Doyle]: I'm
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::[Daniel Felt]: I'm
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::[Steve Doyle]: going
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::[Daniel Felt]: an
51
::[Steve Doyle]: to
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::[Daniel Felt]: old
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::[Steve Doyle]: go ahead
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::[Daniel Felt]: soul.
55
::[Steve Doyle]: and close the video.
56
::[Daniel Felt]: So I don't know, maybe I don't
identify with those guys. But I was born in
57
::[Daniel Felt]: 1989, so I'm right smack in the
middle of the millennial generation there.
58
::[Daniel Felt]: But like I said, identify as
a very old man and old soul.
59
::[Steve Doyle]: Awesome. Garrett, same question.
Which generation do you identify with and fit
60
::[Steve Doyle]: in with?
61
::[Garrett Olsen]: So born in 1996, so right on
the edge of millennial and Gen Z. As far as
62
::[Garrett Olsen]: which one I identify more with,
I would say, I guess bits and pieces of both,
63
::[Garrett Olsen]: maybe slightly more Gen Z,
I would say. But yeah, I guess definitely.
64
::[Brad Herda]: Awesome.
65
::[Steve Doyle]: Awesome. That's awesome. And
Brad's a boomer. Me just again, acts out
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::[Daniel Felt]: Thank
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::[Steve Doyle]: hard.
68
::[Daniel Felt]: you.
69
::[Steve Doyle]: So we're good. We got everybody.
God. Yeah.
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::[Daniel Felt]: Hehehe
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::[Brad Herda]: I can play that role if I need
to.
72
::[Steve Doyle]: Right? Awesome.
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::[Brad Herda]: Or
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::[Steve Doyle]: Thanks for
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::[Brad Herda]: Daniel
76
::[Steve Doyle]: watching. I hope you
77
::[Brad Herda]: and I can switch roles maybe.
I don't
78
::[Steve Doyle]: enjoyed
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::[Brad Herda]: know, we'll see.
80
::[Garrett Olsen]: Yeah.
81
::[Daniel Felt]: Yeah, we'll play around
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::[Steve Doyle]: this
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::[Daniel Felt]: with
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::[Steve Doyle]: video.
85
::[Daniel Felt]: it.
86
::[Brad Herda]: We'll
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::[Steve Doyle]: I
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::[Brad Herda]: see
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::[Steve Doyle]: hope
90
::[Brad Herda]: how
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::[Steve Doyle]: you
92
::[Brad Herda]: it
93
::[Steve Doyle]: enjoyed
94
::[Brad Herda]: goes.
95
::[Steve Doyle]: it. I hope you enjoyed it. I
hope you enjoyed it. I hope you enjoyed it.
96
::[Steve Doyle]: I hope you enjoyed it.
97
::[Brad Herda]: All right, Steve, you're gonna
get the first question here today, so let her
98
::[Brad Herda]: rip.
99
::[Steve Doyle]: I'm going to get the first question
today. So perfect. So let's just jump right
100
::[Steve Doyle]: into kind of generation wise
with a millennial and a Gen Z. How do you guys
101
::[Steve Doyle]: find interacting with each other
in the workforce? You know, is it positive,
102
::[Steve Doyle]: negative, challenges that happen?
Let's go through all of those. So we'll kind
103
::[Steve Doyle]: of go with Daniel first and then
we'll jump over to Garrett.
104
::[Daniel Felt]: Yeah, I think for me as my role
in the company, I'm the owner of the company,
105
::[Daniel Felt]: but I also have tried very hard
to allow managers to run the show and really
106
::[Daniel Felt]: delegate and not micromanage
anything. And I think I've been really fortunate
107
::[Daniel Felt]: to have some really good managers
in place and Garrett is our operations manager
108
::[Daniel Felt]: at this time. I get along really
well with Garrett. We get along great. I think
109
::[Daniel Felt]: we have a mutual respect for
each other. What I don't get along with super
110
::[Daniel Felt]: well at times and I have to put
an effort into it is the next generation down.
111
::[Daniel Felt]: Some of my guys that are coming
in that are 18 to 22, 23 years old right now,
112
::[Daniel Felt]: there's for sure a gap in the
mindset. And I have to very diligently think
113
::[Daniel Felt]: of creative ways to motivate
them, to get them to so we can all accomplish
114
::[Daniel Felt]: the same goals. So we also have
some people in our company that are in there,
115
::[Daniel Felt]: I'd say in the... I don't know
if they're quite boomer there. They're in there
116
::[Daniel Felt]: somewhere there in their 50s
and early 60s. So not sure where that lays
117
::[Daniel Felt]: them. Brad, you maybe know. I
get
118
::[Steve Doyle]: Yeah.
119
::[Daniel Felt]: along with them really well and
we all, we're all great. But so with Garrett
120
::[Daniel Felt]: and I, we get along really great.
And I don't know if Garrett and I have ever
121
::[Daniel Felt]: really had a disagreement I think
because of that mutual respect that's there.
122
::[Daniel Felt]: And I think that could probably
go across a lot of generations. What's tricky
123
::[Daniel Felt]: is finding that mutual respect
with age groups as it gets farther and farther
124
::[Daniel Felt]: apart. And I think as... I've
been running this business, which we've been
125
::[Daniel Felt]: in business for seven years.
I noticed that gap increasing. It seems like
126
::[Daniel Felt]: every six months, I feel like
it gets a little bit larger.
127
::[Steve Doyle]: Hehehehe
128
::[Brad Herda]: All right, Garrett, your turn.
Tell us what you don't get along with Daniel
129
::[Brad Herda]: about. How you just can't stand,
right, because you're at the tail end of that
130
::[Brad Herda]: millennial Gen Z. How you just
can't stand those older millennials.
131
::[Garrett Olsen]: Yeah, no, I don't know. Like
Daniel said, we got a, we got a pretty good
132
::[Garrett Olsen]: relationship going. Don't,
uh, don't disagree on too much. Um, but even
133
::[Garrett Olsen]: like he was kind of saying
on some of like the younger guys, we, um, we
134
::[Garrett Olsen]: got hired on that are like
between like the, I'd say like 18 to 22 mark.
135
::[Garrett Olsen]: Um, can definitely kind of
tell, you know, a difference, um, just in,
136
::[Garrett Olsen]: you know, what motivates them.
Um, even as opposed to, you know, what, uh,
137
::[Garrett Olsen]: what motivated me and I'm just,
you know, a few years older than them. So,
138
::[Garrett Olsen]: um, but, um, but
139
::[Brad Herda]: So
140
::[Garrett Olsen]: yeah.
141
::[Brad Herda]: what is your motivation, Garrett?
What does motivate you?
142
::[Garrett Olsen]: Um, I mean, I feel like on
one side, money kind of motivates everyone
143
::[Garrett Olsen]: to an extent, but also, um,
What I think is even more important than that
144
::[Garrett Olsen]: Um is just um having Having
the freedom to kind of make your own decisions
145
::[Garrett Olsen]: not being micromanaged have
someone constantly over over your head hammering
146
::[Garrett Olsen]: Yeah, like, you know make this
quota make this quota make this quota But um,
147
::[Garrett Olsen]: but yeah
148
::[Daniel Felt]: I
149
::[Brad Herda]: And
150
::[Daniel Felt]: think
151
::[Brad Herda]: what
152
::[Daniel Felt]: one.
153
::[Brad Herda]: are you seeing with that 18 to
22 year old? What are you guys seeing from
154
::[Brad Herda]: a motivation from those gentlemen
or ladies or whatever
155
::[Garrett Olsen]: Um,
156
::[Brad Herda]: they are today in today's
157
::[Garrett Olsen]: I, I'd
158
::[Brad Herda]: society?
159
::[Garrett Olsen]: say a big thing, um, that I've
noticed with them and also, also as important
160
::[Garrett Olsen]: to me as well as just have,
is being able to take time off, you know, not
161
::[Garrett Olsen]: being, not being basically
chained to the company, having to come in five
162
::[Garrett Olsen]: days a week, um, you know,
40 hours with, with, with no, with no chance
163
::[Garrett Olsen]: of PT hour taking time off.
I think that's a big one.
164
::[Brad Herda]: All right, Mr. Daniel felt he
teed it up for you as the
165
::[Daniel Felt]: So.
166
::[Brad Herda]: as the business as the business
owner and as the you know, the old soul at
167
::[Brad Herda]: heart. How
168
::[Daniel Felt]: Yup.
169
::[Brad Herda]: does that? How does that make
you as the owner feel that you got a bunch
170
::[Brad Herda]: of employees that don't want to
commit, so to speak, they'll commit but just
171
::[Brad Herda]: for four hours a day.
172
::[Daniel Felt]: Yeah, well here's what I've done
to try to combat that. We created a bonus structure,
173
::[Daniel Felt]: and I think a lot of people like
this, but it's kind of working, but it kind
174
::[Daniel Felt]: of isn't. And the bonus structure,
and we're now like six months into it, or five
175
::[Daniel Felt]: and a half months into it, we
started at the beginning of the year, and it's
176
::[Daniel Felt]: an attendance bonus. If you show
up on time every day your first week, it's
177
::[Daniel Felt]: you get $10. If you show up on
time every time your second week, it's 20,
178
::[Daniel Felt]: and then 30, then 40. So it just,
it goes on. If you request time off at two
179
::[Daniel Felt]: weeks in advance, It's accepted,
you know, prove time off, you're good to go.
180
::[Daniel Felt]: So if you show up on time every
day the entire year, the year last week of
181
::[Daniel Felt]: December, it's gonna be a $520
bonus, which accumulates to be like $13,700
182
::[Daniel Felt]: roughly for the year.
183
::[Brad Herda]: Are you kidding me?
184
::[Daniel Felt]: I'm dead serious. Now, there's
185
::[Steve Doyle]: Wow! Wow!
186
::[Daniel Felt]: more. If everyone in the company
shows up on time for the 720 Tech meeting,
187
::[Daniel Felt]: I will double your bonus that
week. which means that if everyone showed up
188
::[Daniel Felt]: on time, they could get roughly
a $27,000 bonus on the year. And a lot of these
189
::[Daniel Felt]: guys are making $18 to $21 per
hour, plus tips, plus commission. So for that,
190
::[Daniel Felt]: so you'd think like, holy cow,
now there's a caveat. If someone no call, no
191
::[Daniel Felt]: shows, no one gets their bonus
that week. So if you were on track to get $100
192
::[Daniel Felt]: bonus that week, it would be
put on hold. You don't get your bonus because
193
::[Daniel Felt]: one of your teammates didn't
show up that week. So that was going really
194
::[Daniel Felt]: well until we had one snowstorm.
in Minnesota. And
195
::[Garrett Olsen]: Yeah
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::[Daniel Felt]: we had
197
::[Brad Herda]: You had more than one. My oldest
son
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::[Daniel Felt]: Yeah,
199
::[Brad Herda]: lives there. You had more than
one.
200
::[Daniel Felt]: exactly.
201
::[Steve Doyle]: I'm sorry.
202
::[Daniel Felt]: And so I've tried so many creative
ways to try to get these guys and I think one
203
::[Daniel Felt]: of our guys who's part time,
and we've like we figured out a creative way
204
::[Daniel Felt]: and I don't know how to detail
them out but to and he's he's on track. He's
205
::[Daniel Felt]: five months on in and I think
he's like, he works, I think two days a week.
206
::[Daniel Felt]: So it's pro rated. I think he's
like getting about $100 bonus a week right
207
::[Daniel Felt]: now
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::[Garrett Olsen]: Yeah,
209
::[Daniel Felt]: for
210
::[Garrett Olsen]: it's
211
::[Daniel Felt]: showing
212
::[Garrett Olsen]: like 150.
213
::[Daniel Felt]: up on time.
214
::[Garrett Olsen]: 150 he's out.
215
::[Daniel Felt]: Yeah, so he's a $150 bonus for
showing.
216
::[Brad Herda]: I'm coming to work for you.
217
::[Steve Doyle]: Yeah, no kidding,
218
::[Daniel Felt]: Exactly.
219
::[Steve Doyle]: right?
220
::[Garrett Olsen]: iron.
221
::[Daniel Felt]: Yeah, you guys are like, we're
hiring. So we've we're trying creative ways
222
::[Daniel Felt]: to combat some of these things
of knowing that, you know, hey, people are
223
::[Daniel Felt]: not they don't necessarily want
to come in with that. And what we're trying
224
::[Daniel Felt]: to do to combat that rather than
like sit there and argue and put on the punching
225
::[Daniel Felt]: gloves and go to town on this
thing. We're just looking for more part time
226
::[Daniel Felt]: employees that that's what they
want. And Garrett's 100 percent. I've I've
227
::[Daniel Felt]: with right that it's like, hey,
I want part time. One reason why I started
228
::[Daniel Felt]: this company is because I actually
wanted, I had like three weeks of PTO built
229
::[Daniel Felt]: up in my previous company. I
wanted to take one week off during the slowest
230
::[Daniel Felt]: week of the year and it was denied.
And I was like, I, I like call me crazy, but
231
::[Daniel Felt]: I'm like, there's nothing for
me to do. I'm out of here. And that was one
232
::[Daniel Felt]: of a few reasons why I left that
company and started Cura Home. And I'm glad
233
::[Daniel Felt]: I did. Cause now I've got to
meet a lot of great people like you guys. So
234
::[Daniel Felt]: from, so at Cura Home, one thing
that is for sure is, anyone that's ever requested
235
::[Daniel Felt]: time off, if they've done it
within two weeks, that it's been approved.
236
::[Daniel Felt]: Everyone's time off has always
been approved for sure, and that's one thing
237
::[Daniel Felt]: that Garrett has noted. So we're
trying to combat it, but I think long-term,
238
::[Daniel Felt]: I'm at the point right now where
rather than having 20 full-time guys, I would
239
::[Daniel Felt]: take 40 part-time guys, because
when they say they're gonna show up that two
240
::[Daniel Felt]: or three days a week, they do
show up and they give it 110%, where a lot
241
::[Daniel Felt]: of my full-time guys on Friday,
It's like end of the week, they're groggy.
242
::[Daniel Felt]: Like if we have a callback, you
look at statistics, it's pretty likely to be
243
::[Daniel Felt]: on a Friday because guys forgot
a drill or maybe they didn't do as great of
244
::[Daniel Felt]: a job on a Friday afternoon as
they did, you know, Tuesday afternoon.
245
::[Steve Doyle]: Mm-hmm.
246
::[Brad Herda]: I'm just floored that you have
the opportunity for a $13,000 bonus to show
247
::[Brad Herda]: up on.
248
::[Daniel Felt]: Mm-hmm.
249
::[Garrett Olsen]: That's also, you know, a perfect
world. No one gets, you know, no one gets sick,
250
::[Garrett Olsen]: but still a pretty good incentive.
251
::[Brad Herda]: So just from a detailed perspective
on that. So okay, week one, $10, week two,
252
::[Brad Herda]: $20, week three, $30. I miss in
week four, do I go back to $10 or am I done
253
::[Brad Herda]: for the year?
254
::[Garrett Olsen]: Nope, goes back to 10 and you
have the opportunity to work your way back
255
::[Garrett Olsen]: up.
256
::[Steve Doyle]: Yeah?
257
::[Brad Herda]: Wow,
258
::[Steve Doyle]: Damn. Damn.
259
::[Brad Herda]: that is impressive. So, wow, I
don't even know where to go with that.
260
::[Steve Doyle]: Right?
261
::[Brad Herda]: That is new information here.
262
::[Daniel Felt]: Yeah.
263
::[Brad Herda]: And you heard it first here on
Blue Collar BS podcast with Daniel Felton and
264
::[Brad Herda]: Garrett Olson from Kira Holmes
up in Minnesota. Attendance
265
::[Daniel Felt]: Yeah.
266
::[Brad Herda]: bonuses as
267
::[Daniel Felt]: Yup.
268
::[Brad Herda]: an opportunity. And yet people
still will not take advantage of it.
269
::[Daniel Felt]: Well, you know, you guys, when
you start running the numbers, right, and you
270
::[Daniel Felt]: look at what's the cost of not
doing a
271
::[Brad Herda]: Correct.
272
::[Daniel Felt]: $1,200 or $1,500 day. And yeah,
there's the financial loss and you're never
273
::[Daniel Felt]: going to get that day back. But
also, for our business right now, a huge majority
274
::[Daniel Felt]: of our work is coming in because
of referrals. And so I think in my observation,
275
::[Daniel Felt]: you kind of get three strikes
with a customer. And like, you know, rescheduling
276
::[Daniel Felt]: once, you got a strike. Maybe
the technician shows up at the end of his two
277
::[Daniel Felt]: hour window rather than the beginning
of it. Eh, you're kinda like half strike, you
278
::[Daniel Felt]: know, you're pretty close to
two strikes. Then like one minor thing happens,
279
::[Daniel Felt]: like, you know, he trips down
the stairs and he scratches the paint or something,
280
::[Daniel Felt]: three sikes, you're getting a
bad review and you're never gonna be referred
281
::[Daniel Felt]: by that customer. Compared to
you show up when you said you were gonna show
282
::[Daniel Felt]: up, which comes into place with
that bonus. So not only because you were on
283
::[Daniel Felt]: time to the tech meeting, so
you're on time to your first job. You met,
284
::[Daniel Felt]: you were then part of our training,
which made you a better. technician as well
285
::[Daniel Felt]: because we have a 90 day reoccurring
training program that all these guys are going
286
::[Daniel Felt]: through. It's a win-win. And
so
287
::[Brad Herda]: Right,
288
::[Daniel Felt]: I think if
289
::[Brad Herda]: right.
290
::[Daniel Felt]: I paid
291
::[Brad Herda]: The
292
::[Daniel Felt]: a
293
::[Brad Herda]: ROI
294
::[Daniel Felt]: guy
295
::[Brad Herda]: has got to be fantastic.
296
::[Daniel Felt]: for sure, if I gave you 13 grand,
you would be an all-star phenomenal technician
297
::[Daniel Felt]: at the end of that year because
you would have just been killed it. And you
298
::[Daniel Felt]: would have made way more too
because of all the tips and upsells that you
299
::[Daniel Felt]: got because you were on time
and the information that you got from the tech
300
::[Daniel Felt]: meeting that Garrett leads each
morning.
301
::[Brad Herda]: All right, so there's a positive
thing that's going on and taking place. So
302
::[Brad Herda]: Garrett, as a younger person in
the trades world and coming in, I guess, how,
303
::[Brad Herda]: how were you treated by your elders
as you were coming through before, you know,
304
::[Brad Herda]: wherever, I'm not sure all your
background before you got to cure homes, but
305
::[Brad Herda]: how, how did that path to be in
this, uh, home improvement space, maintenance
306
::[Brad Herda]: space, uh, How did you get here?
And what was that like with some of the boomers
307
::[Brad Herda]: or Xers along the way to get you
to this point?
308
::[Garrett Olsen]: Yeah, I guess kind of seems
like those are kind of two, I'm going to answer
309
::[Garrett Olsen]: that kind of separately as
far as how I got here and kind of the interaction
310
::[Garrett Olsen]: with boomers. How I got into
Kira, I was originally doing sales and logistics
311
::[Garrett Olsen]: for a company for about a year
and a half. Got laid off in the beginning of
312
::[Garrett Olsen]: COVID when you know the economy
shut down, they thought no one was going to
313
::[Garrett Olsen]: be shipping for who knows how
long. Ended
314
::[Steve Doyle]: Mm-hmm.
315
::[Garrett Olsen]: up, ended up coming over to
coming over to Kira, because I had a buddy
316
::[Garrett Olsen]: who worked here at the time,
ended up really liking it.
317
::[Brad Herda]: Did you get a referral bonus Garrett?
Did your buddy kick you a referral bonus? Part
318
::[Brad Herda]: of that?
319
::[Garrett Olsen]: Nah, he probably pocketed that
bonus.
320
::[Steve Doyle]: Yeah.
321
::[Daniel Felt]: At times we do have a $500 bonus
if
322
::[Garrett Olsen]: Yeah,
323
::[Daniel Felt]: someone stays
324
::[Garrett Olsen]: yeah.
325
::[Daniel Felt]: on for 90 days.
326
::[Garrett Olsen]: Yeah, but it's the person who
got them on, not the person who came on. Yep.
327
::[Brad Herda]: You gotta split that.
328
::[Garrett Olsen]: Yeah.
329
::[Steve Doyle]: Heck yeah.
330
::[Garrett Olsen]: But yeah, so then, yeah, ended
up taking a job here. Originally it was just
331
::[Garrett Olsen]: kind of going to be an in-between
gig and then ended up really liking the work.
332
::[Garrett Olsen]: Really like working for Daniel,
really like all the guys here. Just really
333
::[Garrett Olsen]: like the environment as a whole
and then ended up staying on and now here I
334
::[Garrett Olsen]: am as operations manager. And
then kind of going back to the second part
335
::[Garrett Olsen]: of that question, I guess don't
really run into any issues. per se, like within
336
::[Garrett Olsen]: this company, just cause we're
not super huge. So don't have like a super
337
::[Garrett Olsen]: huge employee pool of boomers.
But one thing I've definitely noticed is when
338
::[Garrett Olsen]: I go to job sites, given estimates
for like commercial air duct cleaning, stuff
339
::[Garrett Olsen]: like that, definitely have
gotten comments about being young or like looking
340
::[Garrett Olsen]: young, stuff like that. So
I feel like that's definitely kind of something
341
::[Garrett Olsen]: I need to overcome and just
kind of like. like, kind of like extra prove
342
::[Garrett Olsen]: myself that I have the knowledge
and the skills, you know, do a good job for
343
::[Garrett Olsen]: him versus, you know, some
of the other guys who like look like they're
344
::[Garrett Olsen]: like 50 and, you know, just
look like your classic tradesmen, like they've
345
::[Garrett Olsen]: been doing it for 20
346
::[Steve Doyle]: Hehehehe
347
::[Garrett Olsen]: years.
348
::[Brad Herda]: Are your fingers all yellow from
smoking?
349
::[Garrett Olsen]: Yeah,
350
::[Daniel Felt]: Hehehe
351
::[Garrett Olsen]: yeah, exactly. The rusty white
van.
352
::[Brad Herda]: No, no, it's
353
::[Daniel Felt]: Yeah.
354
::[Brad Herda]: not it's not white anymore. It's
rust
355
::[Garrett Olsen]: Yeah,
356
::[Daniel Felt]: Yeah.
357
::[Garrett Olsen]: yeah.
358
::[Daniel Felt]: Chuck in
359
::[Garrett Olsen]: But
360
::[Daniel Felt]: a truck.
361
::[Garrett Olsen]: yeah, in that aspect, I feel
like there's definitely been kind of a challenge
362
::[Garrett Olsen]: there. And not, you know, every
job and estimate is like that, but definitely,
363
::[Garrett Olsen]: definitely can kind of feel
the skepticism sometimes when they're asking
364
::[Garrett Olsen]: me questions.
365
::[Steve Doyle]: So elaborate on that a little
bit more, because we want to dig into some
366
::[Steve Doyle]: common, whether it's a misconception
or perception. You know, when we're working
367
::[Steve Doyle]: with different generations with
the preconceived notions that they have, for
368
::[Steve Doyle]: you it's age, clearly with the
boomers. But how does that manifest? Like,
369
::[Steve Doyle]: manifest in a way from like,
You've mentioned you have to quote unquote
370
::[Steve Doyle]: overcome it. So clearly there's,
there's some animosity and I'm just going to
371
::[Steve Doyle]: call it out. And so clearly there
may be some animosity there. So how does that
372
::[Steve Doyle]: in your mind, like, how are we
working through that?
373
::[Garrett Olsen]: Um, I guess working through
like working through their doubts or like their
374
::[Garrett Olsen]: Um, I guess I just kind of
sometimes I'll like over explain things. Um,
375
::[Garrett Olsen]: or, you know, like, um, um,
or even like my vocabulary, like, you know,
376
::[Garrett Olsen]: I'll try to almost use like,
um, you know, not like dumb it down, kind of
377
::[Garrett Olsen]: try to use vocabulary.
378
::[Brad Herda]: How about this? How about like
not using like?
379
::[Garrett Olsen]: Yeah, that's a hard one.
380
::[Steve Doyle]: Hehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehehe
381
::[Brad Herda]: be a key one though.
382
::[Garrett Olsen]: Yeah, yeah.
383
::[Daniel Felt]: Or saying, my bad.
384
::[Garrett Olsen]: Yeah.
385
::[Daniel Felt]: I'll add it, I'll help you out
on this little Garrett. I think one thing that
386
::[Daniel Felt]: what I've tried to do as a business
owner, knowing that we're sending very young
387
::[Daniel Felt]: technicians and Garrett, you
brought it up is, and we just covered this
388
::[Daniel Felt]: in a training meeting yesterday,
is informing these guys, giving them so much
389
::[Daniel Felt]: knowledge that they come in as
the area expert. And the little things that
390
::[Daniel Felt]: we do is teaching our guys as
dumb as it sounds, but the... Garbage Disposal,
391
::[Daniel Felt]: which we clean and sharpen for
our clients when we visit once a quarter. That
392
::[Daniel Felt]: was invented in Racine, Wisconsin
in:393
::[Daniel Felt]: care? But when you've got Suzy
Homeowner, who's maybe watching over your shoulder
394
::[Daniel Felt]: or whatever it may be, and you're
trying to have small talk, and she's like,
395
::[Daniel Felt]: oh, why are you doing that? And
these guys know that it was actually illegal
396
::[Daniel Felt]: to have a garbage disposal in
New York until the 90s. And some of these kind
397
::[Daniel Felt]: of random facts are like, wow,
you really know a lot about this. And it's
398
::[Daniel Felt]: like... Yeah, I might be 19,
but you're right, I do know a ton about what
399
::[Daniel Felt]: I'm doing. And when you get portrayed
that confidence to the customer, they really
400
::[Daniel Felt]: know what's, they start to trust
you. They're like, you know what, I'm just
401
::[Daniel Felt]: gonna let you do my thing and
I'm gonna go jump on a meeting or whatever
402
::[Daniel Felt]: it may be. So with that, I experienced
the same thing that Garrett is talking about
403
::[Daniel Felt]: when I started this company,
I was 26 years old. And what was really challenging
404
::[Daniel Felt]: then is having no reviews online,
having zero reputation anywhere, no one has
405
::[Daniel Felt]: seen your vehicle driving down
the highway. At least now we're knocking on
406
::[Daniel Felt]: the door of a thousand Google
reviews and we've got, you know, like 17,000
407
::[Daniel Felt]: people on our Instagram, like
people, they, they see you and they're like,
408
::[Daniel Felt]: okay, all these other people
trust you and you build this online presence
409
::[Daniel Felt]: and you know, you have your vehicles
driving down the highway each day. They, it's,
410
::[Daniel Felt]: it's a lot easier to be a respected
brand. And then with that, your employees are,
411
::[Daniel Felt]: are wearing that, but we do so
many things to build respect the way that we
412
::[Daniel Felt]: knock on a door, take a few steps
back, stand, you know, take a step down on
413
::[Daniel Felt]: the stoop. You're just doing
all these little things that people feel confident
414
::[Daniel Felt]: and comfortable with you in their
home.
415
::[Steve Doyle]: Fair. I like it. I actually appreciate
the fact that you're equipping with all the
416
::[Steve Doyle]: employees going out to the site,
having those discussions to equip them with
417
::[Steve Doyle]: the knowledge. Because that doesn't
happen in a lot of businesses today.
418
::[Daniel Felt]: Mm-hmm. Yeah, I think for us,
we're trying really, really hard to build a
419
::[Daniel Felt]: long term brand and a long term
relationship. We visit our clients, you know,
420
::[Daniel Felt]: we have over 800 clients that
we visit every three months, take care of all
421
::[Daniel Felt]: the routine maintenance. They
can cancel any time. And with that, like they've
422
::[Daniel Felt]: had different technicians at
their house, we can't send all of a sudden
423
::[Daniel Felt]: one guy who knows absolutely
nothing. And he's like, Oh, could you tell
424
::[Daniel Felt]: me where's your utility room?
Every utility room in Minnesota is in the basement.
425
::[Daniel Felt]: We know where it is. Just go
down there. Don't be dumb. You know, so it's
426
::[Daniel Felt]: like
427
::[Steve Doyle]: Hehehehe
428
::[Daniel Felt]: Just equipping these guys, you
know, we want to keep our clients on. You know,
429
::[Daniel Felt]: our average client last year
signed on for $418 a quarter. That's a very
430
::[Daniel Felt]: valuable client. You don't want
to be losing these people by not training your
431
::[Daniel Felt]: employees when you've worked
so hard to get them on board.
432
::[Brad Herda]: That is, that's spectacular. So
one of the things that, you know, when we do,
433
::[Brad Herda]: when I do one of my talks on multi-generational
workforce and things, right, Gary, you kind
434
::[Brad Herda]: of talked about a little bit of
money is always somewhere a motivator at some
435
::[Brad Herda]: point for that sense of security
and safety and different things. But what I
436
::[Brad Herda]: have found mostly is that, you
know, in the vast majority, of cases, that's
437
::[Brad Herda]: not necessarily why people are
working anymore. Right. Because there's a,
438
::[Brad Herda]: that is pretty much taken care
of either through, uh, your own personal opportunity
439
::[Brad Herda]: or other things that are going
on in society, different things. It's that
440
::[Brad Herda]: sense of community. So Garrett,
you said this was going to be a interim gig.
441
::[Brad Herda]: This was just going to be a stopover,
a holdover. Hey, I need something to do.
442
::[Daniel Felt]: Had I known that I would never
would have hired you Garrett.
443
::[Garrett Olsen]: Hahaha!
444
::[Daniel Felt]: We'll talk later. We'll talk
445
::[Garrett Olsen]: Yeah.
446
::[Daniel Felt]: later.
447
::[Brad Herda]: All right. Hang
448
::[Steve Doyle]: Yeah.
449
::[Brad Herda]: on, hang on, hang on. Pre-show,
pre-show there was no
450
::[Daniel Felt]: Yeah.
451
::[Brad Herda]: repercussion
452
::[Garrett Olsen]: Yeah.
453
::[Brad Herda]: talk. But you said, hey, this
is gonna be a part-time, this is just gonna
454
::[Brad Herda]: kinda be a holdover till I find
my next thing. So two questions. What was it
455
::[Brad Herda]: that you were going to go look
for after this coming in to the organization?
456
::[Brad Herda]: And then the second question of
that is what made you stay along the way?
457
::[Garrett Olsen]: So first question, I would
say...
458
::[Garrett Olsen]: I would say... Or sorry, can
you repeat the first one again? Besides what
459
::[Garrett Olsen]: made me
460
::[Brad Herda]: Well,
461
::[Garrett Olsen]: stay.
462
::[Brad Herda]: you were you're in logistics and
transportation and and shipping logistics world
463
::[Brad Herda]: before and you
464
::[Garrett Olsen]: Yeah.
465
::[Brad Herda]: came to clear up for an interim
gig You know kind of a hold me over thing.
466
::[Brad Herda]: What were you going to be looking
for?
467
::[Garrett Olsen]: So
468
::[Brad Herda]: After
469
::[Garrett Olsen]: I read.
470
::[Brad Herda]: right in the meantime, right?
What were you looking for at the same time
471
::[Brad Herda]: while you were working at care
of those first six Months as well. I mean those
472
::[Brad Herda]: types of things
473
::[Garrett Olsen]: Well, I guess it wasn't really
looking at the same time, but I had a preconceived
474
::[Garrett Olsen]: notion before starting here.
It was like, I'll be here for a few months,
475
::[Garrett Olsen]: kind of look for another something
along the lines of sales is probably where
476
::[Garrett Olsen]: I was going to look for. Maybe
something in logistics again, but yeah, more
477
::[Garrett Olsen]: so was probably going to look
at sales. But I'd say what kept me here was
478
::[Garrett Olsen]: just a combination of... Daniel
being a good boss, like I said, he does not
479
::[Garrett Olsen]: micromanage one bit. Um, it's
kind of like, you know, you, you have a long
480
::[Garrett Olsen]: leash until, um, until you
don't, and you kind of mess that up or
481
::[Daniel Felt]: No.
482
::[Garrett Olsen]: like, you know, betray or like
kind
483
::[Steve Doyle]: Don't
484
::[Garrett Olsen]: of betray
485
::[Steve Doyle]: do
486
::[Garrett Olsen]: the process.
487
::[Steve Doyle]: stupid
488
::[Garrett Olsen]: Yeah. Yeah. Long
489
::[Steve Doyle]: shit
490
::[Garrett Olsen]: leash.
491
::[Steve Doyle]: and you don't get a leash. Got
it.
492
::[Daniel Felt]: Yeah, exactly.
493
::[Garrett Olsen]: But, um, but yeah, and just
like the camaraderie, I guess, with all the
494
::[Garrett Olsen]: guys, um, I guess when I started,
we still got a hand, like a handful of the
495
::[Garrett Olsen]: same guys. Um, obviously, you
know, not a hundred percent the same crew.
496
::[Garrett Olsen]: But that was a big part as
well. Just enjoying working with the guys,
497
::[Garrett Olsen]: good atmosphere. Everyone got
along. No one's sitting there yelling at you,
498
::[Garrett Olsen]: stuff like that.
499
::[Brad Herda]: So would you say there was a sense
of community?
500
::[Garrett Olsen]: Yeah.
501
::[Brad Herda]: and relationships that were being
built.
502
::[Garrett Olsen]: Mm-hmm.
503
::[Brad Herda]: Okay. Do you do a lot of work,
a lot of things with, uh, some of your teammates
504
::[Brad Herda]: outside of work or, or not so
much.
505
::[Garrett Olsen]: Um, not so much. Usually we'll
have like a yearly, um, we'll do like a yearly
506
::[Garrett Olsen]: thing, you know, like, uh,
this last year we went and played, um, Whirly
507
::[Garrett Olsen]: ball and laser tag. I don't
know if you guys have ever heard of Whirly
508
::[Garrett Olsen]: ball. It's
509
::[Steve Doyle]: Mm-hmm.
510
::[Garrett Olsen]: basically like a short lacrosse
stick on, um, on some bumper cars. But, um,
511
::[Garrett Olsen]: but, but yeah, so I guess not,
um, not like on a weekly, monthly basis, anything
512
::[Garrett Olsen]: like that, um, but, um, I mean,
I have conversations with like, with like the
513
::[Garrett Olsen]: guys and the techs about stuff.
outside of work and non-work related, you know,
514
::[Garrett Olsen]: all the time at the end of
the day, they'll usually pop up. Um, we talk
515
::[Garrett Olsen]: and stuff. So whether it's
me and another tech one-on-one or like a group
516
::[Garrett Olsen]: of us, um, seems like at the
end of the day, everyone kind of always comes
517
::[Garrett Olsen]: together and will at least
chat a little bit.
518
::[Brad Herda]: How did so Daniel what you seem
very self-aware kind of guy from your
519
::[Daniel Felt]: Thank you.
520
::[Brad Herda]: own from your own opportunity
perspective so as you built this organization
521
::[Brad Herda]: and went through it give and given
the generation that you were born into right
522
::[Brad Herda]: wrong or indifferent it seems
like you've out behaved out behaved that generation
523
::[Brad Herda]: in different facets. What drove
you to kind of maybe do some things that others
524
::[Brad Herda]: that may have you have, you know,
I'm sure there are other 26 year olds that
525
::[Brad Herda]: you knew of that were starting
their own businesses in some sort of blue collar
526
::[Brad Herda]: world, right?
527
::[Daniel Felt]: Mm-hmm.
528
::[Brad Herda]: What did you see that you needed
to do differently to be successful?
529
::[Daniel Felt]: Yeah, I think the biggest thing
was I really wanted to build a team in the
530
::[Daniel Felt]: very beginning when I was out
there doing everything. I mean, you're answering
531
::[Daniel Felt]: phones, emails, you're doing
the work, you know, you show up and be like,
532
::[Daniel Felt]: oh, are you the guy I talked
to on the phone? Yeah, that was me. And which,
533
::[Daniel Felt]: no, there's nothing wrong with
that. But yeah, that was me. Eventually, it
534
::[Daniel Felt]: was like, okay, I'm going to
be capped here, you know, I'm only going to
535
::[Daniel Felt]: be able to make so much money.
And I don't want to be working for... You know,
536
::[Daniel Felt]: I didn't, I didn't name it Daniel's
home maintenance. It's Kira home maintenance,
537
::[Daniel Felt]: which has literally nothing to
do with my, my name. And so I wanted to always
538
::[Daniel Felt]: build a team. I didn't know where
it was going to go. And, and today it's, it's
539
::[Daniel Felt]: already bigger than I ever thought
it would be even when I retired, but ultimately
540
::[Daniel Felt]: I wanted to build a place where
people could come and work someone like Garrett
541
::[Daniel Felt]: who, Hey, maybe sitting at a
desk all day long, isn't for you and Garrett's
542
::[Daniel Felt]: probably 50, 50 now 50 in the
field and 50 in the office. But I can work
543
::[Daniel Felt]: year round. I'm not like. doing
very labor intensive things like pouring concrete,
544
::[Daniel Felt]: for example, and I'm not gonna
get laid off in the winter because I'm out
545
::[Daniel Felt]: of work. And so creating that
place for me was very attractive. And I really,
546
::[Daniel Felt]: even at a very young age, I grew
up in an entrepreneurship family. I was flipping
547
::[Daniel Felt]: horses at a young age, buying
them for like meat price and selling them for
548
::[Daniel Felt]: 700, 800 bucks. Yeah,
549
::[Brad Herda]: Oh,
550
::[Daniel Felt]: I mean,
551
::[Brad Herda]: you were,
552
::[Daniel Felt]: I was like
553
::[Brad Herda]: you
554
::[Daniel Felt]: 12.
555
::[Brad Herda]: were, that wasn't, you didn't
misstate that. You actually meant horses, not
556
::[Brad Herda]: houses. You meant, you
557
::[Daniel Felt]: Correct,
558
::[Brad Herda]: literally
559
::[Daniel Felt]: yeah, flipping
560
::[Brad Herda]: meant
561
::[Daniel Felt]: horses,
562
::[Brad Herda]: horses.
563
::[Daniel Felt]: yeah. Yeah, oh yeah,
564
::[Brad Herda]: Oh my
565
::[Daniel Felt]: for
566
::[Brad Herda]: God.
567
::[Daniel Felt]: sure. Yep, oh yeah, it's, and
the long story, I would get really, this might,
568
::[Daniel Felt]: it's this segment might get long.
So, but for me, I always wanted to like invent
569
::[Daniel Felt]: something or create something,
but I'm not creative enough to like build a
570
::[Daniel Felt]: better wrench. So, you know,
getting, when I saw the need for Cura Home
571
::[Daniel Felt]: and all that stuff, I was like,
hey, I'm gonna do this, but I'm extremely competitive.
572
::[Daniel Felt]: When I went to go start this
company, I had probably a thousand people tell
573
::[Daniel Felt]: me, oh, that's an awesome idea,
you should do it. But I had two or three people
574
::[Daniel Felt]: that are very key people in my
life tell me it was a dumb idea and it would
575
::[Daniel Felt]: never work. And that motivated
me way more than the thousand people that told
576
::[Daniel Felt]: me it would work. And I'm like
driven to prove them wrong day in and day out
577
::[Daniel Felt]: and create an awesome life for
myself and my team to prove them wrong.
578
::[Brad Herda]: Hmm sort of like Aaron Rodgers.
Do you go
579
::[Daniel Felt]: I wouldn't
580
::[Brad Herda]: any darkness?
581
::[Daniel Felt]: compare myself to Aaron Rodgers
582
::[Brad Herda]: Do
583
::[Garrett Olsen]: Yeah.
584
::[Daniel Felt]: ever.
585
::[Brad Herda]: you go on any darkness retreats?
586
::[Daniel Felt]: I am offended, Brad.
587
::[Garrett Olsen]: Yeah.
588
::[Daniel Felt]: I am offended that I was compared
to Aaron Rodgers.
589
::[Brad Herda]: Chip
590
::[Daniel Felt]: I
591
::[Brad Herda]: on
592
::[Daniel Felt]: am not
593
::[Brad Herda]: shoulder.
594
::[Daniel Felt]: a devote. Yeah.
595
::[Brad Herda]: No,
596
::[Daniel Felt]: Oh.
597
::[Brad Herda]: Chip's, Chip on his shoulder,
right? I mean, he's carried that since his
598
::[Brad Herda]: entire career. Now,
599
::[Steve Doyle]: Wow, wow, you went
600
::[Brad Herda]: I'm
601
::[Steve Doyle]: there,
602
::[Brad Herda]: not a
603
::[Steve Doyle]: that's
604
::[Brad Herda]: packer
605
::[Steve Doyle]: cool.
606
::[Brad Herda]: guy.
607
::[Steve Doyle]: Wow.
608
::[Garrett Olsen]: to love though.
609
::[Daniel Felt]: I am definitely not a Packers
guy, but I am way far off from an Aaron Rauscher's
610
::[Daniel Felt]: guy.
611
::[Steve Doyle]: I'm
612
::[Daniel Felt]: He's
613
::[Steve Doyle]: going to go ahead and close the
video.
614
::[Daniel Felt]: got more problems psychologically
than anyone I've ever met.
615
::[Daniel Felt]: I am offended, Brad. I thought
we were on better terms than that. Call me
616
::[Daniel Felt]: a
617
::[Steve Doyle]: Awesome.
618
::[Daniel Felt]: millennial. I don't care. I'm
offended.
619
::[Garrett Olsen]: Yeah
620
::[Brad Herda]: You're always offended, it's okay.
621
::[Daniel Felt]: Yeah, exactly.
622
::[Steve Doyle]: That's all right.
623
::[Daniel Felt]: I'm triggered.
624
::[Garrett Olsen]: Yeah. Yeah.
625
::[Daniel Felt]: If
626
::[Steve Doyle]: So along the triggered lines,
627
::[Daniel Felt]: Hehehe
628
::[Steve Doyle]: what are you guys seeing from,
I would say, the younger generations coming
629
::[Steve Doyle]: in that when you're interviewing
them, just kind of sets the tone like, nope,
630
::[Steve Doyle]: you're not a fit. So let's ask
Garrett first.
631
::[Garrett Olsen]: Um, I would say, and it's funny
you asked that because I can think of a few
632
::[Garrett Olsen]: examples that I've had in these
633
::[Steve Doyle]: Give them, give them, we
634
::[Garrett Olsen]: past
635
::[Steve Doyle]: want to hear
636
::[Garrett Olsen]: few
637
::[Steve Doyle]: them.
638
::[Garrett Olsen]: weeks. One of
639
::[Steve Doyle]: No
640
::[Garrett Olsen]: them
641
::[Steve Doyle]: names.
642
::[Garrett Olsen]: I would say, what was that?
643
::[Steve Doyle]: No names, just give us, give
644
::[Garrett Olsen]: Oh
645
::[Steve Doyle]: some
646
::[Garrett Olsen]: yeah,
647
::[Steve Doyle]: examples.
648
::[Garrett Olsen]: no, no, no, no.
649
::[Brad Herda]: Bill Smith.
650
::[Daniel Felt]: Yeah.
651
::[Garrett Olsen]: Yeah.
652
::[Steve Doyle]: Thanks for watching!
653
::[Garrett Olsen]: I
654
::[Brad Herda]: Well,
655
::[Garrett Olsen]: would, I would,
656
::[Brad Herda]: we'll just call
657
::[Garrett Olsen]: I would.
658
::[Brad Herda]: that we'll call our example person
Aaron Rodgers just for shitting.
659
::[Daniel Felt]: Yeah.
660
::[Garrett Olsen]: Yeah, so when I was interviewing
Aaron Rodgers last week,
661
::[Steve Doyle]: Yeah.
662
::[Garrett Olsen]: what was really pissing me
off about him, no, but I would say the biggest
663
::[Garrett Olsen]: thing that I noticed is just
kind of like, kind of just a little, I don't
664
::[Garrett Olsen]: wanna say lacking social skills,
but just like, you know, like the firm handshake,
665
::[Garrett Olsen]: making eye contact when you're
talking, like, you know, like not like sitting
666
::[Garrett Olsen]: like halfway down in your chair,
just like, I don't know, just what almost just
667
::[Garrett Olsen]: seems kind of like, basic like
posture and knowledge when you should be interviewing
668
::[Garrett Olsen]: or like, you know, just, you
know, in any important meeting with someone
669
::[Garrett Olsen]: is just kind of not as common
sense as I would as I thought.
670
::[Steve Doyle]: did that happen with
671
::[Brad Herda]: So a little old school activity
going on there, right?
672
::[Steve Doyle]: Right. So did that happen with
all the interviewees? OK,
673
::[Garrett Olsen]: No.
674
::[Steve Doyle]: so give us some more examples.
Give us.
675
::[Garrett Olsen]: No, just when I think of, I
guess when you say like the biggest difference
676
::[Garrett Olsen]: I see when interviewing, you
know, like the younger generation, that seems
677
::[Garrett Olsen]: to be something that sticks
out. It's just, you know, might not be dressed
678
::[Garrett Olsen]: quite as nice, you know, or
just like the non-verbal cues.
679
::[Steve Doyle]: Mm-hmm.
680
::[Garrett Olsen]: Otherwise, I guess one of the
biggest differences, I guess, just kind of
681
::[Garrett Olsen]: that I've noticed interviewing
Um, like older generation and younger generation,
682
::[Garrett Olsen]: um, is kind of going back a
little bit to like the work flexibility. Um,
683
::[Garrett Olsen]: you know, they, they like asking
about like, do we get holidays? You know, like,
684
::[Garrett Olsen]: like, is it, you know, like,
like you forced work 50 hours? Like, like what's
685
::[Garrett Olsen]: the work schedule like? So,
um, I just feel like having the, the, uh, the
686
::[Garrett Olsen]: availability to take time off
and kind of set your own schedule to a degree,
687
::[Garrett Olsen]: um, seems a lot more important.
Um. with like the younger people I interview
688
::[Garrett Olsen]: versus older.
689
::[Brad Herda]: So what do the so so as your organization
is probably relatively young in general for
690
::[Brad Herda]: the industry you're in What what's
so Daniel? What is the average age of if you
691
::[Brad Herda]: had to put an average age on your
service tax? What would you say that is right
692
::[Brad Herda]: now?
693
::[Daniel Felt]: about 22.
694
::[Brad Herda]: Okay. So when you get a 38 year
old guy that's coming in to interview to be
695
::[Brad Herda]: part of your team, um, this is
for either Garrett or Daniel, how do you help
696
::[Brad Herda]: that individual feel welcomed
and involved because it's just, there's just
697
::[Brad Herda]: that gap that's there. Right.
Could help them fit into the opportunity. Assuming
698
::[Brad Herda]: they right past the interview,
go through it, can bring value, those types
699
::[Brad Herda]: of things.
700
::[Daniel Felt]: Yeah, it's funny you asked, could
we just hire someone who's probably, what did
701
::[Daniel Felt]: you say, Garrett 55 or 60? And
702
::[Garrett Olsen]: Yeah, upper 50s, lower 60s.
703
::[Daniel Felt]: yeah, which is rare for us. I
mean, we don't discriminate, but it's rare
704
::[Daniel Felt]: to get that person in, but they're
barely ever successful at our company because
705
::[Daniel Felt]: they have a lot of the I know
attitude. They say I know a lot. And that's
706
::[Daniel Felt]: so difficult to train in because
there's no way you know what we know about
707
::[Daniel Felt]: all this stuff. So that's been
really challenging. I don't think we do anything
708
::[Daniel Felt]: super special to make anyone
fit in. I think we treat all of our technicians
709
::[Daniel Felt]: the same. No matter what your
age is, I wish I had some kind of cute answer
710
::[Daniel Felt]: for you. But, we just kind of
show up tomorrow. We're going to have you in
711
::[Daniel Felt]: a technician meeting. You're
going to do all the training that everyone
712
::[Daniel Felt]: else went in. I don't think we
treat them very special. I do want to add in,
713
::[Daniel Felt]: Steve, to your question about
different interviewees. I think a really big
714
::[Daniel Felt]: difference that I've noticed
with... interviewing different people, the
715
::[Daniel Felt]: older they are, the more that
they're interviewing you as a business.
716
::[Steve Doyle]: Yes.
717
::[Daniel Felt]: And the younger they are, they're
not asking you any questions, and that's a
718
::[Daniel Felt]: huge thing that I've noticed
that you better be prepared. If you're interviewing
719
::[Daniel Felt]: someone who's 40, 50, 60 years
old, they're gonna dive into every little detail.
720
::[Daniel Felt]: It's gonna
721
::[Steve Doyle]: Mm-hmm.
722
::[Daniel Felt]: be like a 45 minute interview
because they're interviewing you as much as
723
::[Daniel Felt]: you're trying to interview them.
724
::[Steve Doyle]: Yeah, absolutely.
725
::[Garrett Olsen]: I would agree
726
::[Daniel Felt]: But some
727
::[Garrett Olsen]: with that.
728
::[Daniel Felt]: things. Yeah, some things that
we try to do at our company is we try to identify
729
::[Daniel Felt]: our most particular client and
we'll call her Mrs. Rogers because Garrett
730
::[Daniel Felt]: and I both know who she is. And
731
::[Garrett Olsen]: Hehehe
732
::[Steve Doyle]: Hahaha!
733
::[Daniel Felt]: so when we're interviewing
734
::[Steve Doyle]: Thanks for watching!
735
::[Daniel Felt]: a technician, we think could
we send this individual to Mrs. Rogers' house?
736
::[Daniel Felt]: And if someone comes in, like
if they're drenched in sweat because they're
737
::[Daniel Felt]: so nervous, you're probably going
to be nervous at that lady's house. And a lot
738
::[Daniel Felt]: of these guys, what I've noticed
similar to Like the handshake thing, I like
739
::[Daniel Felt]: fine, maybe your parents didn't
teach you that, but like the eye contact, like
740
::[Daniel Felt]: they can't even look you in the
eye. I mean, they're like, you almost think
741
::[Daniel Felt]: you have like spray painted yellow
on your shoes because they're like, they're
742
::[Daniel Felt]: looking down and then,
743
::[Garrett Olsen]: Yeah.
744
::[Daniel Felt]: and they'll ask you a question
and they're like, they'll answer it and they're
745
::[Daniel Felt]: looking way over here. And I
like, sometimes I have to look and it's like,
746
::[Daniel Felt]: is there a mouse going up? Like
what's, like I'm having a conversation with
747
::[Daniel Felt]: you, man. Like, like look at
me, but the last interview that I did, I think.
748
::[Daniel Felt]: I think Garrett was on another
one of his unlimited vacation things a month
749
::[Daniel Felt]: ago and I was doing an interview
for him. And
750
::[Garrett Olsen]: Thank you.
751
::[Daniel Felt]: the guy had two phones and he
was getting pinged about, you know, like I
752
::[Daniel Felt]: don't even know what it was,
but it was so, like it was such a part of our
753
::[Daniel Felt]: meeting, his phones going off
and him responding. I finally asked, hey man,
754
::[Daniel Felt]: what's going on with your phones?
Like explain the two phones to me. He's like,
755
::[Daniel Felt]: oh, you know, and he's like,
his answer that he gave me was, I like to have
756
::[Daniel Felt]: two phones so that I can play
music on one phone in my car and have the GPS
757
::[Daniel Felt]: up on the other in my car. I'm
like, that makes no sense. I do that all, I
758
::[Daniel Felt]: have one phone. And yeah, so
I was
759
::[Steve Doyle]: Oh!
760
::[Daniel Felt]: just like, hey man, we'll let
you know. We'll let you know if we want to
761
::[Daniel Felt]: come in for another interview.
See
762
::[Garrett Olsen]: X.
763
::[Daniel Felt]: you
764
::[Brad Herda]: Hmm.
765
::[Daniel Felt]: later. But the eye contact,
766
::[Brad Herda]: Did he have a beeper
767
::[Daniel Felt]: the dist...
768
::[Brad Herda]: too? A pager?
769
::[Daniel Felt]: Yeah, no, no, he was a millennial.
He wasn't a boomer, Brad. Come on, he didn't
770
::[Daniel Felt]: have a pager. But...
771
::[Garrett Olsen]: Yeah.
772
::[Brad Herda]: Hey, some
773
::[Daniel Felt]: But,
774
::[Brad Herda]: things
775
::[Steve Doyle]: I'm
776
::[Brad Herda]: come back around,
777
::[Daniel Felt]: yeah,
778
::[Brad Herda]: full
779
::[Daniel Felt]: you never
780
::[Brad Herda]: circle.
781
::[Steve Doyle]: sorry.
782
::[Daniel Felt]: know.
783
::[Steve Doyle]: I'm sorry. I'm sorry.
784
::[Daniel Felt]: But man, these
785
::[Brad Herda]: Flip
786
::[Daniel Felt]: people are
787
::[Brad Herda]: phones
788
::[Daniel Felt]: just
789
::[Brad Herda]: are back.
790
::[Daniel Felt]: so, yeah, I wouldn't mind a flip
phone. I'll get sick of all this stuff on smartphones.
791
::[Daniel Felt]: But, it's just crazy to me, like
the lack of common sense conversational, like
792
::[Daniel Felt]: Garrett said, like can't look
in the eye. You come and smell my crap. You're
793
::[Daniel Felt]: five minutes late. You don't
say I'm sorry for being late. They can't look,
794
::[Daniel Felt]: it's just like all the things
that I would say like 20, 30 years ago, like
795
::[Daniel Felt]: I mean, it was so obvious and
now it's just like, they just don't even care.
796
::[Daniel Felt]: And I think there's a lot to
like, I don't think blame. I don't think blame
797
::[Daniel Felt]: is the right word. I think there's
a lot of situations that have gotten to the
798
::[Daniel Felt]: point where it allows people
to act that way in an interview because, you
799
::[Daniel Felt]: know, the fog of mirror test
gets you into so many, gets you so many jobs
800
::[Daniel Felt]: that, Hey, you know, you're good
to go if you can fog the mirror. And that's,
801
::[Daniel Felt]: and that's just not the case
at your home. We can't afford to have employees
802
::[Daniel Felt]: that are not, you know, of a
certain caliber of, of individual.
803
::[Steve Doyle]: Right? So that leads me into
the other fun question. So during interviews,
804
::[Steve Doyle]: what's like the most outrageous
thing that a Gen Z-er has brought to the interview
805
::[Steve Doyle]: or it's done in an interview?
806
::[Garrett Olsen]: I'm thinking that one. Daniel's
done a lot more interviews than me. He might
807
::[Garrett Olsen]: have something better than
me, but I'll
808
::[Daniel Felt]: I'm trying
809
::[Garrett Olsen]: think
810
::[Daniel Felt]: to
811
::[Garrett Olsen]: here.
812
::[Daniel Felt]: think.
813
::[Garrett Olsen]: Yeah.
814
::[Daniel Felt]: Well, one, I like to ask the
question at some point toward the beginning.
815
::[Daniel Felt]: I'll say, could you tell me how
you define like integrity? And, you know, they'll
816
::[Daniel Felt]: ask, you know, they'll say a
few things and then we talk about something
817
::[Daniel Felt]: else. Like, what do you do on
the weekends or whatever, whatever, whatever?
818
::[Daniel Felt]: And then I say, if one of your
friends walked in, what? And I asked them,
819
::[Daniel Felt]: you know, would they define you
as a person of integrity? What would they say?
820
::[Daniel Felt]: And I've had people be like,
oh, no, no way. It's like, okay,
821
::[Garrett Olsen]: Hehehe
822
::[Daniel Felt]: you don't think you're a person
of integrity?
823
::[Steve Doyle]: You
824
::[Daniel Felt]: Like, what? And I've had some
people stop and think about it for a little
825
::[Daniel Felt]: bit. And then, and sometimes
it turns into like a therapy session. They're
826
::[Daniel Felt]: like, well, there's a few things
I could work on. And I'm like, like what? You
827
::[Daniel Felt]: know, and it's amazing during
an interview
828
::[Steve Doyle]: I'm going
829
::[Daniel Felt]: what
830
::[Steve Doyle]: to go ahead
831
::[Daniel Felt]: people
832
::[Steve Doyle]: and close the
833
::[Daniel Felt]: will
834
::[Steve Doyle]: video.
835
::[Daniel Felt]: tell you. I mean, they'll tell
you anything. And it's like, sometimes just
836
::[Daniel Felt]: out of my curiosity. I'm like,
I don't wanna. break any laws here, but man,
837
::[Daniel Felt]: I really got, you got me curious.
But I think the biggest thing that I've had,
838
::[Daniel Felt]: I've had it two or three times
where guys are just wrenched in sweat. Like,
839
::[Daniel Felt]: did you sit in the sauna before
you came in this interview? Because it's dripping,
840
::[Daniel Felt]: like on the table, dripping sweat.
And I don't think I'm a very intimidating person.
841
::[Daniel Felt]: I've been told differently at
times, but I'm literally asking you questions
842
::[Daniel Felt]: like what do you like to do for
fun? I'm like nothing. I'm like, you don't
843
::[Daniel Felt]: do anything fun. They're like,
no, I'm just really busy, man. I'm like, but
844
::[Daniel Felt]: you're not working anywhere?
Like, no, I'm like, what are you busy doing?
845
::[Daniel Felt]: You know,
846
::[Garrett Olsen]: Yeah.
847
::[Daniel Felt]: and it's like, you give me something
here. So yeah, I think being, people being
848
::[Daniel Felt]: drenched in sweat. I don't know,
I've never seen like a weird widget or anything
849
::[Daniel Felt]: be brought in. I don't even know
if I've seen a fidget spinner. That's one thing
850
::[Daniel Felt]: I was thinking, like a guy coming
with a fidget spinner is super nervous.
851
::[Garrett Olsen]: I guess I had one guy, he must
not have read the posting too hard or what,
852
::[Garrett Olsen]: but we got to talk in just
a little bit and he thought he was applying
853
::[Garrett Olsen]: to a tech position as like
a computer tech. He was going to be programming
854
::[Garrett Olsen]: stuff. That interview lasted
about 10 minutes once he found out that he
855
::[Garrett Olsen]: would be doing hands-on work
and
856
::[Daniel Felt]: Yeah.
857
::[Garrett Olsen]: not... in that programming
computer. So yeah.
858
::[Daniel Felt]: We've had guys
859
::[Garrett Olsen]: But
860
::[Daniel Felt]: show
861
::[Garrett Olsen]: like
862
::[Daniel Felt]: up in
863
::[Garrett Olsen]: I said,
864
::[Daniel Felt]: suits,
865
::[Garrett Olsen]: I'm.
866
::[Daniel Felt]: like a suit and tie
867
::[Garrett Olsen]: I haven't seen the
868
::[Daniel Felt]: a few
869
::[Garrett Olsen]: airline.
870
::[Daniel Felt]: times. Yeah, like suit and tie
for a technician job. And usually they're a
871
::[Daniel Felt]: little unique, you know, I don't
want to say they're like homeschooled because
872
::[Daniel Felt]: I respect homeschoolers, but
there's something a little unique there going
873
::[Daniel Felt]: on.
874
::[Brad Herda]: Okay. So as you have this typically
young workforce for the industries you're in
875
::[Brad Herda]: and serving, one of the things
that have happened, right? Their lives have
876
::[Brad Herda]: been scheduled since they were
five, right? Went to school, come home, go
877
::[Brad Herda]: to aftercare, go to this, right?
Since they were five years old, everything's
878
::[Brad Herda]: been scheduled. Play dates, doesn't
matter, whatever. This is what we're doing.
879
::[Brad Herda]: And it's on a schedule. The brain
of what do I have to do next doesn't get developed
880
::[Brad Herda]: because they've always been told
where to go, what to do. How have you been
881
::[Brad Herda]: able to combat that inside Cura
Homes to facilitate or is your dispatch just
882
::[Brad Herda]: that tight to your technicians
that they don't have to worry about it, just
883
::[Brad Herda]: go do the thing and it's no big
deal and they can adapt pretty easily.
884
::[Daniel Felt]: Go ahead Garrett.
885
::[Garrett Olsen]: I guess I've never, I guess,
I'm trying to think, haven't really, I guess,
886
::[Garrett Olsen]: had that, or like noticed that
issue at all. Have, Daniel?
887
::[Daniel Felt]: Yeah, so the way it works at
our company, you call in, you talk to our office
888
::[Daniel Felt]: manager, our office staff, they
put your schedule in place for you through
889
::[Daniel Felt]: a CRM system. Our technicians
can then see that. So we're kind of playing
890
::[Daniel Felt]: into that the way your entire
life has been. You're gonna have a schedule,
891
::[Daniel Felt]: here's your jobs, exactly what
you're gonna do. We also have like checklists
892
::[Daniel Felt]: for a routine maintenance thing.
There's a checklist of up to 34 items. You
893
::[Daniel Felt]: check a box for each core that
you're there, similar to your report card.
894
::[Daniel Felt]: on the far right hand side, it
tells you how frequently each thing should
895
::[Daniel Felt]: be done. It's pretty hard to
screw it up. Like we're it's you know, it's
896
::[Daniel Felt]: not dummy proof completely, but
it's literally telling you what to do and when
897
::[Daniel Felt]: to do it. For the air duct cleaning,
it's really repetitive because we can train
898
::[Daniel Felt]: a person in pretty quick because
each house has on average. The average house
899
::[Daniel Felt]: of Minnesota has about 18 to
20 air ducts in it. So we can go in a day.
900
::[Daniel Felt]: We can do 60 air ducts in a day.
You're you're getting repetition really, really
901
::[Daniel Felt]: fast. One thing that I've noticed
with a few technicians is If something happens
902
::[Daniel Felt]: between like 5pm when they're
mentally preparing for tomorrow, they can look
903
::[Daniel Felt]: at their schedule for the next
day and they see this is what my day is going
904
::[Daniel Felt]: to look like tomorrow. If we
switch the schedule at some point between then
905
::[Daniel Felt]: and the next day, we've had guys
that like it's a day runner and it's like,
906
::[Daniel Felt]: what's the difference? Either
like you're still working from roughly 720
907
::[Daniel Felt]: to
908
::[Garrett Olsen]: Yeah,
909
::[Daniel Felt]: four
910
::[Garrett Olsen]: 10
911
::[Daniel Felt]: o'clock,
912
::[Garrett Olsen]: hours.
913
::[Daniel Felt]: five o'clock. We've had guys
like they like it like psychologically just
914
::[Daniel Felt]: ruins their day. And it's like
Well, I was, I was assuming I was going to
915
::[Daniel Felt]: be doing, you know, three routine
maintenance jobs in an air duct rather than
916
::[Daniel Felt]: two large air ducts. And it's
like, yeah, I understand that. But like, because
917
::[Daniel Felt]: this guy called in sick or whatever,
we're moving around a little bit. He's like,
918
::[Daniel Felt]: no, that's just not, that's not,
I wasn't, I wasn't going to be doing that today.
919
::[Daniel Felt]: And it's like, it's not like
you, they don't wear like different socks or
920
::[Daniel Felt]: different shirt because of that.
But I've had multiple
921
::[Steve Doyle]: I'm sorry.
922
::[Daniel Felt]: guys throughout the years that
it's, that is a problem for them. And they,
923
::[Daniel Felt]: they really, really like knowing
what's going to be on the schedule for tomorrow.
924
::[Garrett Olsen]: Mm.
925
::[Brad Herda]: And then one of the last questions
before we head into closing time here for a
926
::[Brad Herda]: little bit. So one of the things
that I hear a lot is the you know we get to
927
::[Brad Herda]: use our phones to look things
up all the time. We get to find things we get
928
::[Brad Herda]: to go look for it and we don't
create wisdom because we just go find the solution
929
::[Brad Herda]: because we look it up every time.
How has Cura Homes dealt with that opportunity
930
::[Brad Herda]: for. finding root cause problems
versus fixing symptoms and just always Googling
931
::[Brad Herda]: it or always going to the manufacturer
website. Every time I go and look for this
932
::[Brad Herda]: particular ream unit to change
its furnace filter, well, how do I change the
933
::[Brad Herda]: furnace filter? Oh, let me look
it up to get the instruction. To create that
934
::[Brad Herda]: knowledge and wisdom so those
conversations for your service techs are natural
935
::[Brad Herda]: and they can share that wisdom
with your clients and prospects.
936
::[Garrett Olsen]: I guess I would disagree that
Googling stuff doesn't create wisdom. I encourage
937
::[Garrett Olsen]: text all the time.
938
::[Brad Herda]: If you retain it, yes. But the
939
::[Garrett Olsen]: Yeah.
940
::[Brad Herda]: question becomes, do you retain
it, or do you look it up three, four, five,
941
::[Brad Herda]: six times before you finally retain
it?
942
::[Garrett Olsen]: Yeah, I mean, I encourage the
guys all the time, you know, Google something
943
::[Garrett Olsen]: if they're curious about it.
No, or like if I don't answer right away, you
944
::[Garrett Olsen]: know, shoot into Google. I'll
still Google stuff once in a while.
945
::[Brad Herda]: I
946
::[Garrett Olsen]: I
947
::[Brad Herda]: do
948
::[Garrett Olsen]: like
949
::[Brad Herda]: it all
950
::[Garrett Olsen]: to
951
::[Brad Herda]: the
952
::[Garrett Olsen]: think.
953
::[Brad Herda]: time. I
954
::[Garrett Olsen]: Yeah.
955
::[Brad Herda]: don't know what reels and stories
and shit are. Okay, what are these things?
956
::[Garrett Olsen]: You're not a TikTok guy either,
so.
957
::[Brad Herda]: No.
958
::[Garrett Olsen]: Little too old for that. But,
959
::[Steve Doyle]: Yeah, he's
960
::[Garrett Olsen]: um,
961
::[Steve Doyle]: still using the rotary.
962
::[Garrett Olsen]: yeah, yeah, exactly. But, um,
but yeah, no, I, um, I actually do encourage
963
::[Garrett Olsen]: the guys to Google stuff. If,
if they, if they have questions or just curious,
964
::[Garrett Olsen]: you know, on how something
works. Um, and I would say, I guess me personally,
965
::[Garrett Olsen]: and I think a lot of the other
guys, um, they do retain some information that
966
::[Garrett Olsen]: way. Um, I know some people,
you know, learn and work or like learn a lot
967
::[Garrett Olsen]: better hands-on and visual
versus reading. But I think overall you know
968
::[Garrett Olsen]: googling if they don't know
the answer definitely is nothing but a positive
969
::[Garrett Olsen]: in my in my opinion.
970
::[Brad Herda]: Don't disagree. It's the retention
of it that in a conversation. So have you run
971
::[Brad Herda]: into an instance where you have
a service tech or one of your teammates that
972
::[Brad Herda]: it's the same problem two, three
times and they've solved that problem two,
973
::[Brad Herda]: three times but they don't put
the wisdom in place to not have the problem
974
::[Brad Herda]: show up again?
975
::[Garrett Olsen]: Um, I'm trying to think of
maybe a specific example where that of where
976
::[Garrett Olsen]: that's occurred. I mean, I've,
I've definitely, um, like, you know, seen the
977
::[Garrett Olsen]: scene, the scene, a technician
make the same mistake like twice. Um, I feel
978
::[Garrett Olsen]: like usually if they've made
the same mistake twice, the third time doesn't
979
::[Garrett Olsen]: happen,
980
::[Brad Herda]: Okay.
981
::[Garrett Olsen]: um, at least I can't think
of anything where, you know, um, you know,
982
::[Garrett Olsen]: they get like the third, third
strike on the same mistake. Um, I can't, um,
983
::[Garrett Olsen]: I can't. I can't remember anything
where that's happened. I don't know if something
984
::[Garrett Olsen]: sticks out to you or not, Daniel,
but.
985
::[Daniel Felt]: Yeah, I think one thing that
we have tried to do to help people become problem
986
::[Daniel Felt]: solvers. One thing for our company,
Brad, is like, we don't get people calling
987
::[Daniel Felt]: us like as an emergency, like
my furnace broke down. We're not allowed times
988
::[Daniel Felt]: going out problem solving. You
know, like there's something broken down. We're
989
::[Daniel Felt]: taking care of like the reoccurring
routine maintenance items in your house. Like
990
::[Daniel Felt]: we know your ACE unit's gonna
be dirty when we show up. So the problem solving
991
::[Daniel Felt]: isn't as big of a need at our
company, but one thing that I've... tried to
992
::[Daniel Felt]: do really hard to help develop
people into problem solvers. I don't like micromanaging,
993
::[Daniel Felt]: that's been brought up several
times. And I've told guys before you call me,
994
::[Daniel Felt]: when you have a problem, you
don't know, you have no idea what the answer
995
::[Daniel Felt]: is. You call me and you tell
me the three possible solutions for your problem.
996
::[Daniel Felt]: And then I want you to tell me
which one you think I'm gonna pick. And what
997
::[Daniel Felt]: I found out is that people just
literally stop calling you. because they had
998
::[Daniel Felt]: to think through the three options
to fix the problem, and then they had to think
999
::[Daniel Felt]: which one would Daniel probably
pick, and then they're like, I'm just gonna
1000
::[Daniel Felt]: do that, there's no point in
calling him, and so people just literally stop
1001
::[Steve Doyle]: I'm sorry.
1002
::[Daniel Felt]: calling you, and, or, they do
call you, and they're explaining the three
1003
::[Daniel Felt]: options, and they're like, you
know what, nevermind, sorry to bother you,
1004
::[Daniel Felt]: I figured it out, and they hang
up, and it's like, okay, sounds good. Because
1005
::[Daniel Felt]: there was times when I was in
Garrett's position as an owner operator of
1006
::[Daniel Felt]: the business where I had five,
six guys that I'm dispatching and they're out
1007
::[Daniel Felt]: working in the field. My phone
was ringing nonstop. We're talking like 150
1008
::[Daniel Felt]: phone calls a day. I'm like,
I've got to get a headset here or something
1009
::[Daniel Felt]: weird to be able to manage all
these things. You start implementing little
1010
::[Daniel Felt]: things like that and your teammates
are becoming problem solvers and they realize
1011
::[Daniel Felt]: that they're smarter. But the
easy thing to do is just to call. your manager,
1012
::[Daniel Felt]: hey, how do I do this? And it's
like, are you serious? You know, it's like,
1013
::[Daniel Felt]: you know the answer, but they
just didn't, they didn't take the slight amount
1014
::[Daniel Felt]: of energy to think through it.
They decided to be lazy and call. So that's
1015
::[Daniel Felt]: worked really well. I've coached
several of my managers to use that technique
1016
::[Daniel Felt]: and it's helped them become more
efficient and save time throughout the day.
1017
::[Brad Herda]: spectacular. That is and that's
a hard thing for people to do because some
1018
::[Brad Herda]: people like to get those calls
because they want to put they want to be the
1019
::[Brad Herda]: firefighter and it's like
1020
::[Daniel Felt]: For sure.
1021
::[Brad Herda]: you got better things to do through
time as the owner or dispatcher
1022
::[Steve Doyle]: Mm-hmm.
1023
::[Brad Herda]: or other things you got other
activity to do than take care of that.
1024
::[Daniel Felt]: Mm-hmm.
1025
::[Steve Doyle]: Absolutely.
1026
::[Brad Herda]: So. Here's the question I've been
dying to ask and I didn't ask it in our pre-call
1027
::[Brad Herda]: interview. Why did Daniel Felt
of Keira Holmes up in Minnesota feel the need
1028
::[Brad Herda]: to come back to this awesome show
Blue Collar BS and bring Garrett with him?
1029
::[Daniel Felt]: You know, honestly, honestly
guys, I actually really enjoyed talking with
1030
::[Daniel Felt]: you last time. I've been on quite
a few podcasts and I really enjoy helping people.
1031
::[Daniel Felt]: There's quite a few reasons that
go into it and a few of them are selfish and
1032
::[Daniel Felt]: I'll share what those selfish
reasons are. But
1033
::[Brad Herda]: It's okay.
1034
::[Daniel Felt]: I really enjoy
1035
::[Brad Herda]: We're
1036
::[Daniel Felt]: helping.
1037
::[Brad Herda]: selfish too. You're here.
1038
::[Steve Doyle]: Yep.
1039
::[Daniel Felt]: Yeah,
1040
::[Steve Doyle]: Yep.
1041
::[Daniel Felt]: yeah,
1042
::[Steve Doyle]: Yep.
1043
::[Garrett Olsen]: Do it.
1044
::[Steve Doyle]: Yep.
1045
::[Daniel Felt]: exactly.
1046
::[Brad Herda]: It's a two way street.
1047
::[Daniel Felt]: I,
1048
::[Brad Herda]: It's both directions.
1049
::[Daniel Felt]: yeah. We and we really enjoy
helping helping people and mentoring people
1050
::[Daniel Felt]: and I've had so many people reach
out to me on LinkedIn or wherever it is and
1051
::[Daniel Felt]: say thank you so much for like
that technique that you shared on that podcast
1052
::[Daniel Felt]: It helped me so much in my business
and that for me is like really rewarding it
1053
::[Daniel Felt]: fills my buckets and and it really
helped Additionally, it's really helped us
1054
::[Daniel Felt]: get the word out that we are
offering licenses for our company So we've
1055
::[Daniel Felt]: currently sold two licenses one
in Seattle and one in in Florida.
1056
::[Steve Doyle]: Nice.
1057
::[Daniel Felt]: Thank you.
1058
::[Steve Doyle]: Heck
1059
::[Daniel Felt]: And
1060
::[Steve Doyle]: yeah.
1061
::[Daniel Felt]: so people are People are coming
in and they
1062
::[Brad Herda]: Okay,
1063
::[Daniel Felt]: can still
1064
::[Brad Herda]: first
1065
::[Daniel Felt]: call
1066
::[Brad Herda]: of all,
1067
::[Daniel Felt]: it.
1068
::[Brad Herda]: non-family members you sold licenses
to?
1069
::[Garrett Olsen]: Yeah.
1070
::[Daniel Felt]: Yeah, these guys are non-related.
I
1071
::[Brad Herda]: Okay,
1072
::[Daniel Felt]: am not
1073
::[Brad Herda]: just
1074
::[Daniel Felt]: related
1075
::[Brad Herda]: checking
1076
::[Daniel Felt]: to them.
1077
::[Brad Herda]: just want to make sure.
1078
::[Daniel Felt]: Yeah, yep, yeah, non-related.
They, and they actually, they found us through
1079
::[Daniel Felt]: social media, which is another
cool thing. There's no way you could have said
1080
::[Daniel Felt]: that 20 years ago. So, they're
running, and it's underneath their own company
1081
::[Daniel Felt]: name, but they've come in, we
train them how to do everything. We give them
1082
::[Daniel Felt]: all our systems, all our processes.
We train them how to do everything, and they're
1083
::[Daniel Felt]: successfully running routine
maintenance and air duct cleaning companies
1084
::[Daniel Felt]: in those markets. So, being on
podcasts has been a really good way for us
1085
::[Daniel Felt]: to help other people. Tell them
about tips and tricks that have helped us grow
1086
::[Daniel Felt]: our business, but also get the
word out that we're offering these services
1087
::[Daniel Felt]: nationwide.
1088
::[Brad Herda]: And Garrett, what kind of arm
twisting did Daniel have to provide you in
1089
::[Brad Herda]: order to come
1090
::[Garrett Olsen]: No,
1091
::[Brad Herda]: on the show?
1092
::[Garrett Olsen]: no, this is actually my first
time being on a podcast. I'm sure it's pretty
1093
::[Garrett Olsen]: evident, but
1094
::[Steve Doyle]: You're good.
1095
::[Garrett Olsen]: part of it was just curiosity.
Just kind of, you know, Daniel told me a bit
1096
::[Garrett Olsen]: about you guys. So just, you
know, hopping on, seeing what it's like, just
1097
::[Garrett Olsen]: having a chat on a Friday end
of the day. So those were, those are the biggest
1098
::[Garrett Olsen]: reasons. Just, yeah, more so
just for the experience, try it out, curiosity.
1099
::[Brad Herda]: Thank you. We thank you both for
being here. And if people want to inquire about
1100
::[Brad Herda]: a license into an amazing business
opportunity or have their homes cleaned up
1101
::[Brad Herda]: in the Minnesota area or routine
maintenance taken care of, and I believe you're
1102
::[Brad Herda]: doing lights and things too for
holidays if I'm not mistaken from our last
1103
::[Brad Herda]: conversation or thought about
it anyhow.
1104
::[Daniel Felt]: That's my brother's company.
I wish I could do that because boy the money
1105
::[Daniel Felt]: in holiday lights is unbelievable.
So big brother has a pool, I don't. So that
1106
::[Daniel Felt]: should tell you that the light
business is
1107
::[Garrett Olsen]: Hahaha
1108
::[Daniel Felt]: doing just fine.
1109
::[Steve Doyle]: Yeah.
1110
::[Garrett Olsen]: Yeah.
1111
::[Brad Herda]: Fair enough, sorry, sorry I didn't
mean to create a family strife.
1112
::[Garrett Olsen]: Yeah.
1113
::[Steve Doyle]: the next show.
1114
::[Daniel Felt]: Yeah, exactly.
1115
::[Garrett Olsen]: Thank you.
1116
::[Brad Herda]: Yeah, on the next show,
1117
::[Daniel Felt]: Yeah,
1118
::[Brad Herda]: let's get the
1119
::[Daniel Felt]: David
1120
::[Brad Herda]: Christmas light
1121
::[Daniel Felt]: felt.
1122
::[Brad Herda]: guy on.
1123
::[Daniel Felt]: Yeah,
1124
::[Steve Doyle]: Yeah.
1125
::[Daniel Felt]: exactly. Yeah, he services, this
last year, I think he's gotta be the largest
1126
::[Daniel Felt]: residential service holiday light
installer. He did over 4,000 houses in Minneapolis
1127
::[Daniel Felt]: alone. Those guys start mid-August.
They go till about December 20th installing
1128
::[Daniel Felt]: lights. He just bought a 50,000
square foot building to store all the lights.
1129
::[Daniel Felt]: It's a very
1130
::[Steve Doyle]: That's
1131
::[Daniel Felt]: impressive
1132
::[Steve Doyle]: crazy.
1133
::[Daniel Felt]: business. Yeah, he gets, in the
fall they build up to about 125 employees,
1134
::[Daniel Felt]: but then in the... in the spring,
summer, and early fall, he's cleaning windows
1135
::[Daniel Felt]: with about 50 of those guys.
So he's got a very impressive home service
1136
::[Daniel Felt]: company, Rockin'
1137
::[Brad Herda]: Huh,
1138
::[Daniel Felt]: and Rollin'.
1139
::[Brad Herda]: maybe you should send them our
way.
1140
::[Daniel Felt]: Yeah, I'll ping him. I don't
know, he's not as fun. He's like,
1141
::[Garrett Olsen]: Thanks for watching.
1142
::[Daniel Felt]: he's tense.
1143
::[Daniel Felt]: He needs a back rub. He's gotta
relax a little bit. He, you know, he's, Garrett's
1144
::[Daniel Felt]: met him. Garrett, back me up
on that. Yeah, he's, we're,
1145
::[Garrett Olsen]: I'm staying out of this one.
1146
::[Steve Doyle]: Oh come
1147
::[Garrett Olsen]: I'm staying
1148
::[Steve Doyle]: on,
1149
::[Garrett Olsen]: out of
1150
::[Steve Doyle]: this
1151
::[Garrett Olsen]: this
1152
::[Steve Doyle]: is
1153
::[Garrett Olsen]: one.
1154
::[Steve Doyle]: the fun part!
1155
::[Garrett Olsen]: No comment. No comment.
1156
::[Daniel Felt]: yeah. He, man, he's a great business
person, but he'd be like, why am I on here?
1157
::[Daniel Felt]: Like, what are we doing? So,
but now he's, yeah.
1158
::[Garrett Olsen]: What?
1159
::[Daniel Felt]: But he, He also built it out
of his garage. He started in:1160
::[Daniel Felt]: the worst time, arguably, to
start a business, but man, that guy has really
1161
::[Daniel Felt]: built a very respectable business.
1162
::[Brad Herda]: awesome. So how do people get
a hold of you guys?
1163
::[Daniel Felt]: Yeah, find us on our website,
it's KiraHome.com, K-U-R-A. You can also find
1164
::[Daniel Felt]: us on LinkedIn, all the social
media things we're doing. We're doing all the
1165
::[Daniel Felt]: fun stuff. Follow us on social
media for sure. You might learn a thing or
1166
::[Daniel Felt]: two about maintaining your home.
1167
::[Brad Herda]: And then so.
1168
::[Garrett Olsen]: Yeah, got some good stuff over
on our Instagram.
1169
::[Brad Herda]: Instagram. Okay, so anyhow
1170
::[Daniel Felt]: Thanks for watching. Bye.
1171
::[Steve Doyle]: All right, what's your handle
on Instagram?
1172
::[Daniel Felt]: Yeah, it's at Cura Home.
1173
::[Brad Herda]: Yeah, I don't have that.
1174
::[Daniel Felt]: Come on, Brad, give
1175
::[Steve Doyle]: Come
1176
::[Daniel Felt]: it the times.
1177
::[Steve Doyle]: on, you boomer, let's go.
1178
::[Daniel Felt]: Even my parents have Snapchat,
Brad, come on. You're an
1179
::[Brad Herda]: I
1180
::[Daniel Felt]: abnormal.
1181
::[Brad Herda]: do not even have
1182
::[Steve Doyle]: in
1183
::[Brad Herda]: snapchat
1184
::[Steve Doyle]: my...
1185
::[Brad Herda]: don't even know
1186
::[Steve Doyle]: even
1187
::[Brad Herda]: how to
1188
::[Steve Doyle]: my...
1189
::[Brad Herda]: use it
1190
::[Daniel Felt]: I don't think you
1191
::[Brad Herda]: So
1192
::[Daniel Felt]: represent
1193
::[Brad Herda]: Garrett
1194
::[Daniel Felt]: your generation very good.
1195
::[Brad Herda]: Whatever.
1196
::[Garrett Olsen]: Yeah.
1197
::[Brad Herda]: So, so Garrett, as a, what would
be one thing, one piece of advice you would
1198
::[Brad Herda]: give, um, some of the younger
individuals that want to maybe not pursue a
1199
::[Brad Herda]: four year degree, but have a desire
and passion to go do something other than pursue
1200
::[Brad Herda]: a degree or education. What, what
advice would you give them to, to be successful
1201
::[Brad Herda]: in, in this world of blue collar
manufacturing construction trades?
1202
::[Garrett Olsen]: I would say just go ahead and
go ahead and do it and don't kind of worry
1203
::[Garrett Olsen]: about you know how a lot of
people say like oh you need this degree you
1204
::[Garrett Olsen]: need this degree to get into
this area. What I've kind of found is that
1205
::[Garrett Olsen]: it's a lot about a lot more
about who you know than about you know your
1206
::[Garrett Olsen]: background in your degree.
So my biggest piece of advice would be yeah
1207
::[Garrett Olsen]: just go for it and don't think
that you need a four-year degree from college.
1208
::[Garrett Olsen]: make some money and get a job
that you enjoy doing.
1209
::[Brad Herda]: I love that.
1210
::[Steve Doyle]: awesome.
1211
::[Brad Herda]: All right, gentlemen, we appreciate
your time today. And we look forward to getting
1212
::[Brad Herda]: this episode out here soon for
everybody to see, and then the video that's
1213
::[Brad Herda]: gonna come with it. So I'm very
excited. So thank you gentlemen for both being
1214
::[Brad Herda]: here today. Mr. Doyle, you too.
I appreciate you showing up this time. That's
1215
::[Brad Herda]: great.
1216
::[Steve Doyle]: Oh,
1217
::[Garrett Olsen]: Just
1218
::[Steve Doyle]: got it. All right.
1219
::[Garrett Olsen]: the low blows today, just the
low
1220
::[Steve Doyle]: Yeah,
1221
::[Garrett Olsen]: blows.
1222
::[Steve Doyle]: it's a, yeah. I mean, I, I mean,
I'm glad we could wake the boomer up from his
1223
::[Steve Doyle]: nap. So.
1224
::[Daniel Felt]: Oh.
1225
::[Brad Herda]: It
1226
::[Garrett Olsen]: Yeah
1227
::[Brad Herda]: was it's it was nap time. I gotta
go get dinner. It's almost four o'clock.
1228
::[Garrett Olsen]: I'm sorry.
1229
::[Daniel Felt]: Yeah.
1230
::[Brad Herda]: All right,
1231
::[Steve Doyle]: I thought...
1232
::[Brad Herda]: we will talk to everybody soon.
1233
::[Daniel Felt]: Sounds
1234
::[Garrett Olsen]: Alright,
1235
::[Daniel Felt]: good.
1236
::[Garrett Olsen]: see you later guys.