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Successful Life Podcast
Self-Improvement Podcast for Contractors that want to learn about how to grow their business through management and marketing. Develop business ideas to improve your business experience and be successful. Real stories from real business owners.
Successful Life Podcast
The Power of Mindset: Sandy Papavero's Guide to Business Growth and Resilience
What if shifting your mindset could transform your business? Join us as Sandy Papavero, a dynamic figure from CEO Warrior, shares her captivating career journey from her family's construction and financial services business to empowering startups. Sandy articulates the pivotal role mindset plays in achieving business success, offering strategies for overcoming the notorious "do it all" mindset. With insights from her collaboration with icons like Tony Robbins and Chet Holmes, she reveals how integrating neuro-linguistic programming with sustainable business strategies can elevate companies to new heights.
Understanding the nuances of human behavior, language, and sales, Sandy provides a fresh perspective on aligning beliefs with actions. She uncovers the layers of subconscious conditioning that shape decision-making, advocating for a sales approach rooted in empathy rather than aggression. Emphasizing transparency and core values, we explore how businesses can break free from being perceived as mere commodities by refining their value proposition and educating their teams on the financial dynamics at play.
Navigating adversity and embracing growth, the conversation turns to the power of resilience and the shift from scarcity to abundance. Sandy underscores the importance of hiring based on passion and culture, using tools like WhoHire to ensure the right fit for the right roles. Businesses can thrive by fostering a vibrant company culture and a clear brand identity. We wrap up with a heartfelt expression of gratitude and excitement for future collaborations, celebrating the rich dialogue and shared aspirations for ongoing success.
https://www.ceowarrior.com
https://www.facebook.com/share/xSz6SKk2fcHAdXiX/?mibextid=LQQJ4d
https://www.audible.com/pd/9-Simple-Steps-to-Sell-More-ht-Audiobook/B0D4SJYD4Q?source_code=ASSORAP0511160006&share_location=library_overflow
https://www.amazon.com/Simple-Steps-Sell-More-Stereotypes-ebook/dp/B0BRNSFYG6/ref=sr_1_1?crid=1OSB7HX6FQMHS&keywords=corey+berrier&qid=1674232549&sprefix=%2Caps%2C93&sr=8-1
https://bit.ly/4bFz4yc https://www.housecallpro.com/successullife
https://www.facebook.com/corey.berrier
https://www.linkedin.com/in/coreysalescoach/
Welcome to the Successful Life Podcast. I'm your host, corey Barrier, and I'm here with Sandy. Oh, I'm going to mess this up, papa Vero.
Speaker 2:Yeah, that's perfect. Great Thanks, Corey.
Speaker 1:Really, I can't believe I got it right. So, sandy, welcome. I'm super excited to have you on today. You're part of an organization who obviously I know Mike A and a good friend of mine and I'm super excited to hear what you guys are doing and I'm super excited to hear your take on how you work with companies and how you develop them and so on and so forth. Mindset, yada, yada, yada. So before we dive in, sandy, just tell everybody a little bit about who you are in Sandy.
Speaker 2:Just tell everybody a little bit about who you are. Thank you so much for having me today, corey. It'd be my pleasure to come onto your show and be able to spread some awareness on how we can help companies move through. A better future really is the end result.
Speaker 2:So I come from an industry of, I guess, construction, general contracting. With my dad, we owned a construction company and also a financial services company, odd mix but it was a really great start for me. Then I went on to join a startup really that went to 65 million, so it was super cool. Fell in love with business, went to college, but really my feet in the sand is what made me who I am. College, but really my feet in the sand is what made me who I am.
Speaker 2:And I wound up at CEO Warrior after many years whether it be Wall Street, several different startups, companies, my family owned funeral homes so I did a lot of backend operations. I've been up, I've been down, I have I've done some really great success stories and I've also laid on my back crying about what's next. So I've seen it all, done it all, and it's exciting to be able to use my skill sets and help affect the trades and help them to learn from others' mistakes, bring them from where they are now to where they really want to be, fill that gap for them and really do a deep dive into their business. And really do a deep dive into their business. And I feel like a lot of that starts with the way that they're built and that goes with mindset and that's where I come from whether it's culture and mindset go hand in hand and really building better brands.
Speaker 1:Sure thank you. So I think having the right mindset is where a lot of it begins, and I personally haven't always had the best mindset, but it's taken a lot of work, it's taken a lot of personal development and I can think I've done Tony Robbins I've walked on the whole fire thing, which was super dope. I went and volunteered at one of his events really had a pretty big impact on my life. But it doesn't just stop there. You can go to the event and you can get all of the things that he offers, but unless you come home and implement those things, I wouldn't say it's a waste of time. But you have to implement right. You have to implement the things that he talks about and it doesn't mean it's going to happen overnight.
Speaker 1:When you say that, when you work with business owners and their mindset, there's a lot of people in our industry I shouldn't say a lot. But there's people in our industry that I don't know how you break. I shouldn't say a lot. But there's people in our industry that I don't know how you break their selfish mindset. They're I have to do it all mindset. If I don't do it, it's not going to get done right. I can't imagine trying to. I can't imagine I've worked for people like that and it's a nightmare.
Speaker 2:But my guess is you have a way to break through that, yeah, so I love that you point that out, and it's a lot of what we deal with every day. I found that, so I went, and when I was in finance and I was working on Wall Street and I worked with clients for succession planning, you just said something very interesting about breaking through mindset. And then the other end of it and it goes hand in hand with owning a funeral home is the end. It's the beginning and the end. Most people are stuck in the middle, but they don't really focus on where they were. They don't focus on where they want to go, so we don't pay attention. And not that we don't want to live for the future and the present and not focus on the past or focus on the future. But if we don't have that GPS of where we're going, then we don't have it in our subconscious to help us along the way. But we have to use our past experience to create that roadmap, if you will. And what I saw when I was working with succession planning was most people don't focus on the end result. They're stuck in the day-to-day activities. Most of them are reactive. There's very little proactivity in most industries not just the trades and what happens is we hit a wall and then now we don't have a plan for the future. So most people it doesn't end very well, and I can say that because of the funeral home.
Speaker 2:I take all of what I've learned from any industry that I've worked with or have been in or helped run and I say how do we create a solid plan? And most of it could call an exit strategy, succession plan, whatever, if you will. If we have the end result in mind, we can reverse engineer it. What starts to happen is most of us can't see that vision. We don't know what that looks like. We haven't been given those skills. So you mentioned Tony Robbins and I did have the pleasure of working with Tony and Chet Holmes. Some people don't know Chet Holmes. He was absolutely brilliant marketer and salesman, absolutely brilliant. They taught me how to utilize my neuro-linguistic practitioner and skill set and combine it with the approaches of sustainability, if you will.
Speaker 2:So we put together plans based on our thought process, because if I said to someone, well, I want to help you fix your mindset, they're like hey, whoa, I don't have a problem right, there's nothing wrong with my mind, I'm doing really well. I'm running a $3 million electrical company and everybody's great. Are you great? That block keeps us stuck in the day-to-day and not for looking for what we can actually provide for the future. So I think in my concept of what I bring to, ceo Warrior is saying we're here in this space for a purpose and you're affecting people every day as clients, so internal and external. So we talk about culture internally, but our brand is built on that culture. So what do we mean to the marketplace? And that's where I focus. I want people to be stand out in the market. What are you against in the market will help you more than what are you for right, what business are you in? Tony always says what business are you really in? So kind of everything for me is about understanding people's at need basis and then reflecting on where they want to be and then building that with them, and I'm all with you.
Speaker 2:We have a lot of people who are all about Rara, so they go to these events, they get all excited, they take pages of notes and I've been one of those people in my past life, right Before I did my internal work. They come home and they throw in their back of the seat, the car they drive. They're all excited. They get home, they talk to their spouse or families or employees, but they do nothing with it. Nothing Because it's overwhelming, they don't know how to implement. And that's the strategies in which we help is really to take the approach of let's create a roadmap. Not only are we going to help you to create your future, your succession plan, your exit, whatever that looks like, but we're going to pull in the implementation and we're going to walk with you on that owner's journey.
Speaker 1:You make such a great point. You make such a great point, and so, when I had a thought and I just had a call, come through my apologies. This all starts, though, when we're young. Right, the programming of the block, so to speak, as you mentioned, really starts at a young age, and it's really hard I shouldn't say it's hard. It takes a lot of work to reprogram your mind from things that you've been doing. I'm 46 years old. We learn everything between zero and seven. It's hard to break out of the mindset that you've been.
Speaker 1:You've been playing the same tape over and over throughout your whole life, and I, for me, I think that, because I'm in a 12-step program, it's given me a bit different options to break through a lot of that and the personal development that I've done. The other thing that I what I forgot I was going to say is that when that guy or girl comes home and they go holy shit, this event was great, I got all these things that I'm going to do to the wife or the husband, and then they don't implement, well, you're going to lose trust in that person because you've told them all these things that you're going to do and then you don't do any of them and you just keep repeating that cycle over and over and likely they're going to their employees and doing the exact same thing we're going to implement this and we're going to do this, and then it just falls on deaf ears and nothing ever happens. How can you build a good culture that way? I don't think you can.
Speaker 2:You cannot. So let's go deep into what and unpack a little bit of what you just did, because there are so many good points, and not about validating those points, but about expanding on them. So, yes, zero to seven. We think about our mind and how we're conditioned, and I see it all the time in the trainings. I study human behavior. That is really what I'm all about. Right, neurologistic is about the mind and the language, but then I also study human behavior. So when I have a room full of people, I'm listening to language very closely, because the words that we use help me to understand how you actually think. If I can understand how you think, I can help to understand how you purchase. You actually think. If I can understand how you think I can help to understand how you purchase.
Speaker 2:And we don't have to do a. We do a dance together and say a seduction, and a lot of people in sales go out and they rape their clients. They're not dancing, they're not seducing, they're not helping to uncover any of why do you need to change? And that really is a reality. Our brains are built to stay in a safe space and we call it the comfort zone. But if we go a little bit deeper. Let's go back to. We carry 14 generations of DNA, 14 generations of DNA. We're still in ages where our survival mechanism is how we lived day to day. We can't break free of that fight or flight. If you come from a family where it was very chaotic, we stay in a chaotic state If we only know how to operate in, and I want to congratulate you.
Speaker 2:You said you're in a 12-step program. You're fully aligned with some of your old conditioning and why you went down a path? Because it was easier. Right, it was very difficult for you to step away from that, and that self-awareness is great, but it's not till we do something about it. And that's the same thing I look at learning. We can be as self-aware as you want with your habits and your daily rituals. You can say, yeah, I shouldn't have eaten that. Or I know that I have to eat better, I know I have to do better, I know I have to not drink as much, or I know that I need to work smarter in different areas of my life.
Speaker 2:But what starts to happen is our subconscious mind is packed with this conditioning. And if you were an over obligator somewhere, a people pleaser, back in the day, because that was how you got through your early formative years. And eight or nine is still pretty interesting as well, and I don't want to get so crazy with age. But that conditioning and the way that we're built is we're trying to grow out of what's in our natural innate habitat, early habitat, and that is what we did to survive. So we're always going to go back to the survival and you can see it when I speak with salespeople all the time, or anyone that's a client facing they right away turn into their old.
Speaker 2:I have to have self-protection right. That's why people take it so personally when they get rejected, because there's something in there. But what they don't understand is we're projecting our own feelings in our subconscious. So when we're sitting in front of a client and they reject us or we can't overcome an obstacle that they've given us, we haven't done a good job at building value, but it really is just. It's a culmination of all of our own thoughts and feelings that we're sitting at the table because maybe we're fearful of purchasing that product, maybe we don't believe in that number.
Speaker 2:I ask people like what was your upbringing? And they say, well, my home was very comfortable. We were comfortable. We weren't wealthy, we were comfortable. Comfortable means something different to me than it does to you, so I have to understand your reality, right? Let's go back to NLP.
Speaker 2:Nlp is all about understanding someone else's map of their territory, correct? So I have to understand your thoughts in order to be able to understand how can I create a solution and options based on your needs and your reality. But oftentimes we're always pushing our own opinions and perspective. Yeah, we haven't taken the time to develop that skillset because we were not. We're stuck in an old school mindset and an old school theory. That just doesn't work for us and that's why the convincing. So when I work with a team of service experts or comfort advisors, the first thing I do is I start to unpack a little bit of their thought process. When I look at their options, I want to see their average ticket based on what options are they offering. So it's a little bit of a different take and I can give you all the objection handling in the world, but if I don't fix the beginning part of your mindset and what is a $12,000 option we're gonna still use objections that don't fit our belief systems. I hope that makes sense.
Speaker 2:I'm packing a little bit.
Speaker 1:It does make total sense.
Speaker 1:It's like when someone says, well, my company charges a fortune for this thing or the other, that's because you're looking at it like you have to buy it.
Speaker 1:And it's not that they're charging a fortune Because, first off, you don't know how much they pay for trucks, vans, insurance, tools, all the shit that people take for granted.
Speaker 1:And that is partially the owner's fault, because the owner should be laying out not laying out all the books for their team, but the team should know how much it costs, as an example, to run a truck out to a recall. Again, right? Because they think, oh, we're just driving out to a recall, no big deal, but that recall costs $300 to $500. Heaven forbid. You have to do it three or four times over, something stupid, and now you're in the hole $1,800 or $1,900, and that technician has absolutely no idea how much those recalls are costing. But that is partially on the owner to explain those things. And again, you don't have to give them your whole back-end numbers, but you've got to make it a reality for these guys to understand what it costs you to run these trucks, to run the company, to provide the uniforms. They just don't know, they just think they show up and all these things are just part of it, but they don't know unless this stuff's explained.
Speaker 2:Yeah, I think it's a piece of the puzzle, corey. So we do a one truck exercise with the service experts and they have to walk through a mini business owner. But when they sit in our room in any of our trainings we go over this is your little business. You are an entrepreneur. You, in essence, will build your vision out for what you want in your little company. So if you wanna buy a house and you need to earn X amount of money for a down payment, a deposit, if that's what you desire with your family, but we don't ever often it's a one truck combined with a vision for themselves. And how does their personal vision align with the company vision Leaders?
Speaker 2:So we talk about the owners do a very poor job and it is about giving a transparent, because we need to be transparent with our numbers. We need to say to them look, we're charging a price, not because we want to be the highest on the street to make me rich, but this is how much money we need to operate, and then showing them on paper what that looks like. So we do that very foundationally in the first onboarding. When someone comes into the CEO world, that is first. It's foundational. I can't get them to think differently about their little mini business unless I show them with full transparency of what our sold hour looks like. Right, what does it cost us? However, I will say I want them to be the most expensive on the street and not blink an eye at it. Our value is so grand and we are not a diner, we are a steakhouse. We're delivering a five-star client experience. That is why we're able to charge these prices, because we are not doing anything to take and devalue our brand. Doing anything to take and devalue our brand when, if you do not deliver that client experience of five-star, then we are a commodity, and most service businesses are commodities and they don't have a standout brand.
Speaker 2:When I ask people their core values, they'd say well, we're trustworthy, right, we're honest. No, you're not. You didn't even give any thought to that. You looked it up on the internet, you thought about it, you jotted down some. And now how are you going to align your client base with your core values? Or, in your case, even, how are we going to hire the right people that fit our organization, our culture? Because that is what's going to drive you.
Speaker 2:I want the guy that's willing to run that call at 7.30 at night, because he knows his vision is to buy a home and he needs a down deposit of $80,000 for the home he wants for his family's life. So I want to align all of that. Everything goes hand in hand. So when you sit at that table and you say Mrs Smith, thank you so much for having me out, based on our consultation, here are the five options that I think are going to be the solution for what you have going on in your home. And I'm going to do it with conviction because I know, based on the questions that I asked during the consultation, because I pulled out the need and I anchored them into it and I got them into a state of buying pattern that I'm going to be able to offer solutions based on their language, a much different theory of overcoming an objection or an obstacle, if you will. So I do everything on the front end by the time I get to the end.
Speaker 2:Oh, I don't have enough time to keep up. I want to do other estimates. Some of that is easier to overcome because I bring it back to the state they were in when I asked the line of questions and it's a needs assessment, correct, like we're using the language back at them, and most companies do not train sales this way. They teach you how to play defense and overcome an objection. But let's play offense and let's stay offensive, because if we can sit at the same side of the table with the client, mentally right, everything's about agreement.
Speaker 2:This seems expensive, I agree. When was the last time you replaced her? Bring it back to the state. What's expensive to you, and that's why we always get in price war. You don't hear people say, well, does that match your value? Because they haven't offered it, they haven't articulated who they are in the industry correctly. They are a commodity. Now they want another estimate. We say, great, let me know when you get those prices. I want to make sure we're comparing apples to apples.
Speaker 2:Get out of my house, honestly, because you have done nothing to make me understand that you can provide a solution for me and my family's home. And then, as they're walking out, they're like oh hey, do you need indoor air quality? Get out of my house because you haven't done. You don't even earn the right to offer them something else.
Speaker 2:Right, and I trained hundreds of service experts and comfort advisors and really it's just because they're so stuck in their old system of trauma, overwhelm over obligation, abusive childhood behavior I call it adverse childhood experience. I don't know if you've ever studied it. That is something that I have spent a lot of time studying, because if I'm going to be understanding people's behavior and how to change their current state, then I need to understand where they came from and how do I undo what's been done? And I don't like to say rewire, corey, I like to say wire because, in essence, they've never been wired correctly. We're creating new right. If you look at the neuroscience behind it. They've never had that wiring, so now we've got to create it. Most people don't want to park the work and they just don't. That's why what 280 billionaires exist at a 365 million people that are in our united states alone?
Speaker 1:yeah, yeah you're, I totally agree with you, and it is hard to break. It's hard for a lot of guys to be able to humble themselves, you know in and be able to learn or want to learn, because they thought a lot of people think they know everything right, a lot of people think that my way is the only way, and guess what? Then you're going to keep getting the same stuff that you've been getting right.
Speaker 2:If you keep doing what you're doing, you're going to keep getting what you've been getting so I two things the perception of hard because you use the word hard a lot, right that we're perceiving that change is hard, yeah, so we're tying that concept together. We have to undo even in that thought process. It's not hard, it just takes. It takes incremental improvements with habits. Not just discipline is what gets us started, it's our habits that keep us going. And I, for one, have had to learn all of these lessons. I'm still learning. Right, I'm not perfect by any means. I just do a lot more work on the inside because I desire to be able to speak from. I've done it and again, if I hadn't failed, I wouldn't know how to pick myself back up and I wouldn't know how to go out to the marketplace and say listen, I had to make these shifts myself. So it's not, and I am a business owner and I've been a business owner, so I walk that talk right, I want to say, but you can learn these things and then speak from experience. So the word hard to me is just about keeping a crutch.
Speaker 2:But when we talk about this, it's all about when that ego comes in. It's a false sense of confidence. They're competent in their skillset, but the confidence is lacking when someone strikes at me and they tell me that they know everything or they don't want to change or they don't want to come to a two-day workshop, who would not want you called me because you have obstacles in your company? I'm offering you a solution of a two-day hands-on, pen to paper, highly participatory workshop where, when you leave, you're going to be able to take those strategies even if it's three of them, and implement them immediately into your company and affect change. But no, I'm going to stay where I am and just complain, because that's a space that they know and love and they can say I want to change, but they don't. Most people don't. They just want to talk about it and they want to stay in victim mode yeah, and if I can make you wrong, I'm right and that's what a lot of totally victim, totally a victim mindset.
Speaker 1:And you're right. I try to correct myself when I use the word hard because you're 100 correct. That is the wrong way of thinking. That in the language we use is so important. So only for a second I want you to. You mentioned this earlier and I'm just curious if you would be willing to share. You said I've been. I think you said I've been flat on my back crying. Take me back in time.
Speaker 2:I had my ex-husband. I had goals and we wanted to on paper, with real estate and any. We had built up a plan that we wanted to enter the realm of the millionaire world by the time we were 30, 31, 32, whatever it was. And we did and we were super excited about real estate. And I come from my.
Speaker 2:My father hit the recession and he hit the stop button. My dad was wildly successful, brilliant, visionary, but when he fell he didn't get back up and it never. It stayed with me forever because I couldn't understand why a man who was so skilled and so smart and just had this amazing life ahead of him wouldn't get back up after he failed. And I was going to do everything I could not to repeat the patterns that I saw growing up. And a wonderful guy. I don't want to take away from who he was because I looked to him for so many things and I still. He passed, but I still look to him and I say what would he do in this situation? Everybody loved him. So when I fell, it was because of the economy and no plan, no plan for our own succession. The shoemaker's shoes are never shined, so our succession plan was failing Our funeral home at the time was taking a nosedive.
Speaker 2:How do you go to the market when you're dependent on someone's passing? We had bills that are stacking up. My father-in-law did not want to change. It was old school mentality. I'm the daughter-in-law coming in saying, hey, we've got to have a different strategy here. This isn't working. Prayer can only go so far. I got divorced and we I didn't want. I didn't want to fight over money because to me if you made it once, you can make it again. Max and I are still best friends, care about him dearly. We parent really well our four kids together.
Speaker 2:But the nights of crying, trying to understand how to get out of what we built and not staying in that space and that state of I lost, so I sold my home. I went back to my grassroots of how I built to begin with we worked after a little bit of time of our fighting and then when we came back together and regrouped and I just put pen to paper and said how did I do it the first time? And I've got to focus on the abundance and stop being in the scarcity, because that and those nights of crying were just keeping me stuck, stuck in cash flow woes, stuck in who I was, not who I needed to become. So I had to create a 2.0 identity of getting myself back and stop focusing on what happened. I still have to work every day, like you're saying about working on hard. I have to work every day not to go back to some of my past experiences. I've been told don't get stuck in the past. You stay in the past. So I listened to that criticism and I use it and I use it as fuel to push myself to that 2.0, to become better, and I think that's why I really relate to the trades, because I understand where they are in their journey. So I laid on that ground after we sold the house and we lost I don't even want to say how much money, because it was a learning experience and everything's a lesson and they stole my furniture when I moved.
Speaker 2:There were so many incidences that led up to me getting back and I remember looking in the mirror one day and I said I'm the only one who is in control of my future and I need to make sure that everything I do from here on out is to put myself out there, wherever out there is, and tell my story and use my skills and how I had to embrace my mindset for betterment and that new identity of who Sandy had to become to be back on top, because that force of average will pull you back every day, every day of the week.
Speaker 2:It'll pull you back and I just went out there and did it and I have to say that I'm super proud of everybody my children highly successful, some of them in the trades, some went to college, whatever their journey was, and I never wanted them to look at me and say, mom, you failed, because that thought will always stay in my space with my father who was so successful and led it all and they wound up going out.
Speaker 2:He passed away on top again, but there was like 10 years that were really critical and he drank too much and he allowed himself to not play on his strengths and he never looked at us and said I don't want to fail you, because all he thought about was victim mode and my mom actually is the one who got them out of it. I know I'm super proud of her. So if there's anything I can ever say is we've all we all be able to give something back after having walked that path, and I think that's a lesson. So it's not about an eight someone learning lessons from someone who's had multiple businesses and eight figure incomes. It's about people that have been in your shoes, that got themselves to a place where you want to be and can really build out that journey with you and for you, and that's why I love and I'm so passionate about what I do every day.
Speaker 1:Sounds like you had about a 10-year dark night at the soul, many nights.
Speaker 2:Yeah, I wouldn't say it was 10, maybe it was about. I would say it was about eight years, with a cherry on top. But yeah, really it was, and there's still parts of it that a lot of people want to stay stuck in what didn't happen. And then you allow those thoughts to control your mind, even if it's the the conscious, it's a subconscious that it's eating away and it's staying space because your subconscious, as you well know, studying this as well, we don't know positive and negative the subconscious mind, so what you tell it and the thoughts you put in it will stay in that space regardless. So when you keep telling yourself well, I can't. And I find that the leaders who do best, they showcase strength and vulnerability so that people want to follow their vision. There are followers and their leaders and I'll never change. It will never change. Not everyone's a visionary. We have our implementers. That's my weakness is implementation. So I stay on the vision of strength and I hire around me.
Speaker 1:That's right. You have to do it. Yeah, you have to be knowing. I know what my strengths are and I know what my weaknesses are, and you're trying to catch me focusing on the weaknesses because it's a waste of time, in my opinion on the weaknesses, because it's a waste of time in my opinion. But you got to know what those are, to be able to, not people. I've heard people a million times say well, I'm not very good at this, so I need to work at it harder. Not really, you really just need to work on what and hire somebody that can do what you're not good at because, quite frankly, you're not gonna you're probably not gonna be ever good at that thing. If you're like me, or what do you want?
Speaker 1:to yeah like and you're not passionate about it.
Speaker 2:And you're not passionate about it, you won't do it right. And and that's right and I think that's one of the largest lessons that I try to convey is, if you're not passionate, it'll stay on the back burner. So stay in your strength of what you're passionate about. And if I can affect people and that's me like every day when I hit that stage I want to affect you. I want you to walk out of this room better than you came in, and I know that if I can get you to that state of mind where you see yourself in a whole different light than when you walked in, then I've done my job.
Speaker 2:Now build the team to help you, because most people in this industry I find, with respect, are ADHD, add, feel sad about not going to traditional schooling, which we shouldn't, because it did nothing except for create. It did give me autonomy in a lot of areas and it also created collaboration and learning. I'm not going to say I didn't take away things from college, but it was every day working with my hands that made the difference. It's just most people hire out of need and reactivity and they don't hire their teams built on who am I to, my organization and how do I hire around it? Because they don't understand themselves. And you talked about that. You do a thorough business assessment and a personal assessment of the leaders and the owners. Man, that is music to my ears, a hundred percent.
Speaker 1:Yes. So what we actually did was we ran, and it's really interesting because in our own process with WhoHire, basically the process is when an applicant comes in, they take a 10-minute assessment which we've drilled down to about 17 or 18 that we've found to be the most important for a service technician or a CSR dispatcher or a service manager fill in the blank, any high roll turnover role that you can think of and those traits are. They're accurate, accurate. We're like 85% of the time. We accurately can predict how long a person is going to stay and how well they're going to perform, and you can build a team with that type of information. I'll give you a great example.
Speaker 1:This guy, drew Harden. He's hilarious. He was in his eighth year and he's a plumber by trade but opened up an HVAC branch, which a lot of people do Knew nothing about HVAC. Eight years it took him and he was. I think he said they were at a 20% profit margin with HVAC. I believe that's right. I could be getting the numbers wrong. Within 30 days, after using our platform, he brought in the right person 48% profit margin within 30 days. It took him eight years to get there.
Speaker 1:That is mind-blowing shit. That's mind-blowing and it's the old adage you got to get the right person in the right seat, because otherwise you're doing them a disservice and you're doing yourself a disservice, because it's never going to work if you've got the wrong person in the wrong seat. That is it's. I get really excited about this because employees and finding employees God knows finding good employees is one of the biggest issues in this industry. It's probably one of the top two and I believe that we've got a really technological way to really give you, the business owner, the best opportunity to hire the best person for that position. So it's really cool. I'm super excited about it.
Speaker 2:I'm super excited and really I was excited to actually come here today for some of that purpose, and for me, culture is everything. I know that. Think about the human behavior we were just talking about, the leaders and followers. Some people want to be led, they want to be inspired, they want to be and I'll use loosely motivated and they want to be part of something right. They want to be part of that community. They want to be part of that success story. So I want those people on my team and you can take that in a positive or negative, because if we look at Charles Manson and the way that he affected people or anybody who was in a cult is really just a culture, right, it means culture. So it's a bunch of people who believe in a shared vision. That's it. That's it what owners right. And what owners fail to do is share a vision. They don't have a vision. They cannot understand why they're in the market. They don't know who they are as a business. They don't have a brand. So how are you going to attract people who want to follow you? If Charles Manson can teach people, because of his brain and his culture, to kill people, how can we not teach our culture, how to become a client experience. It's human behavior and it's not that difficult. So, yes, there's assessments.
Speaker 2:Me, I was a cultural queen. I will forever be that dream manager where I was the one who interviewed. I probably interviewed over a thousand people in my day and I was the one who interviewed I can't. I probably interviewed over a thousand people in my day and I was always a first stop because if they got past me, that means that because I embodied, I lived for the culture, I was never have gone to another industry, another competitor and sold against a former company. Well, I did it once and I didn't sell well because I didn't have the belief system to go with it. I believe in the companies that I choose to work for because I believe in their mission. So if that's the case, how do we find those people who are as passionate as I am? We're not just going to hire an advisor who's going to come up on stage and be like hey, turn to page five in your books. You got to believe in this mission and what we can do for others, and I'll shout it from the rooftop. So any company that I've ever either consulted with owned, I want them to feel the energy that I, who I am, because I can make you understand what we're trying to create here.
Speaker 2:This isn't just about selling a commodity. I sold services. I've sold products, but I only did it for companies that I truly, 100% had a passion for, and that's how you've got to be Like. People want to feel that. Aren't you excited to come work with me? Don't you want to come in and share in that vision? And then money follows success stories like that. They want to work. Nobody wants to be spoken to or demanded, or KPIs run and rule your day. That's not how most people function. Don't weave money over my head. I won't work.
Speaker 1:The transfer of energy.
Speaker 2:Oh man, I love that. That's perfect. It is, it's transfer of energy.
Speaker 1:And if I don't?
Speaker 2:believe it.
Speaker 1:You're going to whether people realize this or not. You're going to 100% get it Subconsciously. I will know whether I know or not. I'll know if you don't believe in it and therefore I'm going to get three more estimates.
Speaker 2:Oh well, when it comes to selling and our solution, providing whatever you want to say, 100%, they're buying your energy at the moment. They're buying your passion Nobody's passionate about an air conditioner but they want to know that the company, they believe in the company, they believe in the company, they believe in the mission of the owners and we have some members that do this exceptionally well and they hire well. What's wrong in the industry is that they hire because, oh my gosh, John left. We got to put an ass in a seat today. Get somebody on, go to Indeed and let's look at skills set. And we hire based on the skill set, not based on characteristics of the person, attitude and cultural fit. And then we wonder why this guy's leaving for $2 more an hour to Johnny down the street. Come on, spend time on the things that are most valuable to your company.
Speaker 1:Yeah, and it's so funny you say that, because one of the things that we do in our onboarding is we ask those questions what would be a good fit for the culture? And we bake that into the job ad that we post for the company. Because, if I can, if I describe that I'm looking for a particular person I'm going to use a ridiculous thing here. So if most people in my company do, if they hunt and they fish and they go to the racetrack on the weekend, I'm probably going to want somebody that hunts and fishes and that goes to the racetrack on the weekend. And if that person reads that job ad, the rest of it doesn't matter, because now they want somebody just like me and therefore it goes right back to what you said with, I feel a part of I'm going to a team that they're just like me.
Speaker 1:Now let me be clear as the owner of hiring people, you don't necessarily want to hire people that are just like you, because then you're oh my gosh running around, and so one of the things that platform does is we take that emotion out of it through the automation and the things that we do, because we do want to hire people that are like us, because they're like us. It just doesn't mean it's a smart business decision and usually it's not.
Speaker 2:Oh, my God, that's so funny. We are so aligned in our vision of what we see for culture. I tell people we had a very long process at one of the companies and it was three. It was only three points. But what I always said was hire for common interest, common goals and things like it could be what we do, like hunting or fishing or whatever, but when it comes to I hired everybody opposite my skill sets.
Speaker 2:There are some people I hired that were way smarter than me in certain areas Thank God, because I don't want to do it. I'm not passionate about it, I don't want to learn it. At the time, and everyone else fit in. I had one assistant, kayla. I don't want to learn it, but at the time and everyone else fit in. I had one assistant, kayla. She was one of the most amazing.
Speaker 2:I worked with two amazing people and they fit into me like a puzzle piece because they knew that I wasn't going to do certain things. They knew that my job was to go out there and help my team market and see as many people in a day that we could. Once I had to actually put the notes in and track my people. They just used to hand me all the reports and say do this call this person, go see this, this is what they need. And they helped me create success for ourselves, the company. But if I hired me, we'd all be sitting around talking about what we're going to do that's right, and selling and not having any continuity. I know exactly where I'm terrible and my weaknesses are going to stay right here, because my strengths are going to keep growing.
Speaker 1:A hundred percent? Yeah, absolutely. And if you instill that in the companies that you're working with, it's a total game changer. So I wanted to ask you I know we're getting close on time I wanted to ask you you have an event coming up right.
Speaker 2:Yes, we do. Could you tell us a?
Speaker 1:little bit about that and what people could expect and where to find that.
Speaker 2:Absolutely so. Thank you for asking First if they wanted to ever get on a call with me find out more about it. But I'll just give it a quick whip Sandy at CEOwarriorcom, or you can go to CEOwarriorcom and book a strategy session with me. We'll spend 30 minutes together really getting to understand what you're looking for in your company. What are you missing? What can I help you fill that gap with? With that being said, generally people spend two great days with us, small group setting.
Speaker 2:We work on you what you need for your business, marketing, operations, leadership, selling, how to put together all the core values that we just spoke about. We do some tons of role-playing. We keep it highly exciting. We're not just going to speak at you with content, like I said, pen to paper, it's a workshop and be planning on working. So we want you to take something away, build a 90-day plan, build that roadmap that's going to help you when you go back to implement three critical strategies, because if you go back and think you're going to take all that content and dump it into your business, you're going to do nothing. An overwhelmed mind does nothing. So, yes, november 14th and 15th, you can see the full agenda on our website. It's a great event, and not just because I'm up there changing lives. My colleagues are amazing Jason, kevin, caroline, we do such an amazing job at delivery. We want you to walk away better than when you walked in the door right. So that workshop is Houston, texas, november 14th and 15th. It's going to be super fun.
Speaker 1:That's amazing and I look forward to hearing how it all turns out. I have no doubt that it'll be amazing. So people can find you just to email you, sandy, at CEO warriorcom or go right to the website.
Speaker 2:book that 30 minute. We call it a strategy call. Let's break down some of the walls that are holding you back from becoming the business and the person that you want to become. I call it 2.0 version of you, a new identity, I don't know. Call yourself a different name, give yourself a different space and grace, whatever it is. My goal is to set out to help people to create a better future for themselves and their families, and we do it every day. Just, you said the best thing ever this entire time that we've been speaking. It's people that keep themselves stuck and it's the ego, and it's a strong point. So, breaking down that barrier to becoming a better person and better for society, think about how you can affect more clients and the people who work for you. That's what money is about. It's about being able to spread that goodness everywhere.
Speaker 1:Yeah, I totally agree, Sandy. I appreciate you. This has been great.
Speaker 2:Yeah, I really enjoyed the experience. I appreciate you. This has been great. Yeah, I really enjoyed the experience, corey, I was excited to come on, so thank you so much for this past time together. I look forward to speaking with you. Have a good day, thanks.
