Feb. 12, 2026

Why Relationships Are the Real Foundation of Construction with Mike Chiles

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Season 3

In this episode of the Learnings and Missteps podcast, Jesse interviews Mike Chiles, a seasoned project director in the construction industry. They discuss the unpredictable challenges of construction, the importance of relationship building, and effective leadership. Mike emphasizes the role of leaders in developing their teams, creating a balanced and supportive work environment, and the value of feedback from those on the ground. They also delve into the importance of character development and the long-term benefits of investing in people-centric approaches. The episode concludes with reflections on the impact of leadership and the legacy one leaves through influence. 

00:00 Introduction and Welcome Back 

00:32 Introducing Mike Chiles: The Construction Influencer 

01:30 LnM Family Shoutout: Gary Martinez 

02:40 Getting to Know Mike Chiles 

03:56 The Role of a Project Director 

05:43 Challenges and Learnings in Leadership 

07:47 Training and Developing Future Leaders 

11:47 The Importance of Relationships in Construction

20:18 Feedback and Continuous Improvement 

23:29 Building a People-Centered Culture 

35:10 Project Assignments and Training Responsibilities 

36:18 Feedback Loops and Execution Challenges 

36:51 Importance of On-Site Feedback 

37:18 Lean Principles for Executives 38:23 Building Relationships and Appreciating Workers 

40:23 Addressing Labor Shortages and Industry Challenges 

44:34 The Role of Old Dogs in Knowledge Sharing 

48:32 Lean Construction and Relationship Building 

01:03:40 The Promise of Influence and Legacy 

01:07:13 Conclusion and Free Book Offer 

Get the blueprint to Plan, Commit, and Execute your way into optimal performance: https://www.depthbuilder.com/time-management-webinar-sign-up-page

Download a PDF copy of Becoming the Promise You are Intended to Be
https://www.depthbuilder.com/books

00:00 - Weather, Variability, And Construction Chaos

03:00 - Meet Mike Chiles And His Mission

06:00 - What A Project Director Really Does

10:30 - Escalations, Trust, And Letting Go

17:30 - Shifting From Doer To Developer

25:28 - Real Talk On “Training Your Replacement”

33:18 - Listener Shoutout And Team Autonomy

38:58 - Exit The Spotlight And Grow Leaders

45:58 - Character Over Competency In Promotions

53:58 - Feedback Loops With Trades That Work

01:01:58 - Relationships As A Competitive Advantage

WEBVTT

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I mean, ain't that one of the maybe fun things and also super irritating things about construction that we get to contend with every possible variation that exists?

00:00:10.240 --> 00:00:16.480
Whether like anything in all of the above can just come in and kick your plan right in the face.

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What is going on, LM family back again?

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I know we've been off the air with the interviews.

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I've been slacking, but we're getting back on track.

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And I have a super awesome individual that has, I don't know if he just popped up in my world here and within the last, we'll say, three, six months.

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But it's clear that he ain't joking and he's out here to make a difference.

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He's a project director, been in construction for a long time.

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He is an old dog.

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And if you don't know about the old dogs, we're going to learn a little bit about the old dogs.

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And he in my book qualifies as a construction influencer.

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His name is Mike Chiles.

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And I want to be clear when I say construction influencer, I'm not talking about somebody that creates content about construction.

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I'm talking about somebody that is committed to leaving the industry better than they found it and is taking active steps to make that happen.

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So I'm excited to learn more from him and introduce you to Mr.

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Mike.

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Now, if this is your first time here, you are listening to the Learnings and Missteps podcast, where you get to meet amazing human beings just like you that are sharing their gifts and talents to leave this world better than they found it.

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I am Jesse, your selfish servant, and we are about to get to know Mr.

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Mike, chili child.

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Mr.

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Mike, what's going on, my friend?

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How are you, Jesse?

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Great to be here.

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Yeah, man.

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I love the bag.

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Like you're out on the job side, chilling.

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What's the weather like?

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You're in Kansas City, right?

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I'm gonna say probably like 30-ish today, probably.

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Okay.

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Still some snow on the ground.

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It's been a little cold.

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Ooh.

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Catch you guys off guard.

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I mean, is it colder than normal or no, it's not.

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But you know, the weather in Missouri goes back and forth.

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So you'll have you'll have 60 degree weather, and then a week later you'll have like negative 10 weather.

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It's it's always kind of back and forth.

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So it definitely can impact your construction flow a little bit, but people do a good job of adapting, overcoming, and you don't know what you're gonna get.

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So you just make the best of it.

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Yeah.

00:02:36.639 --> 00:02:53.280
I mean, ain't that one of the maybe fun things and also super irritating things about construction that we get to contend with every possible variation that exists, whether like anything in all of the above can just come in and kick your plan right in the face.

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Absolutely.

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Absolutely.

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So, first question: What is a project director?

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Nobody knows.

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No, I'm just kidding.

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So, so the project director would be you have the senior management level, right?

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And then you have the project executive level.

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So that so of the project executive level, you would have the project director and you'd have the GM.

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So at J E Dunn, the the general manager is the vice president, very outward focused, looking for clients.

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Clients community also have the builder also have they're in charge of their projects as the project executive, and they run those.

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And then, you know, you have the project director role would be more probably down and in, less of the outward focus and more of the down and in focus.

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So when you have really large jobs or complicated projects, or could be several projects, but more of that down and in focus where you're you're training developing, probably going to be more site visibility and those kind of things on the director side.

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So that's what I do for Jay Dunn.

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And I'm on right now for a large project at at J Dunn.

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10 4.

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And I imagine you have some maybe significant amount of responsibility dealing with client relationship.

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Yes.

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Definitely, uh definitely get to deal with the I would say I'm I'm an escalation level, right?

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So the day-to-day getting things done, everything's going well.

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I'm I'm probably not hearing too much about that.

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But if there's escalations, we're definitely involved in those.

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And so my relationship, like I get to say hi or talk through a few things, but then if I'm called to the meeting, it's probably because it's something we need to solve, right?

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At a higher level.

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So yeah.

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And that's tough.

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I I will tell you, like, when you grow up and you're on, say you're running a project and you are the PM, or even if you have a small team, you know, I had a smaller team on my last projects and they were they were pretty complicated.

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And I was a senior PM role at that time, and I was very involved in day-to-day stuff, right?

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And uh, and then when I came here and had a bigger team, these people are like, hey, I want to do that.

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That's my I want to learn that stuff.

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And it is hard for me to, you know, take a step back and trust people a little bit to kind of let them go through and learn all that because I want to dive in and go solve the problem because I have fun doing it, right?

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So that's one of the I guess we'll go right into a learning or a misstep there.

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I came in hot ready to dive in and get stuff done because that's what I was doing on my last job.

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And these guys are like, no, I want to do that stuff.

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I don't need you around right now.

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You go like, you know, let me do my thing and I'll call you if I need you.

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And I love that part with the team, but it's how do you get that balance of making sure things are going right and you're getting the operational excellence that you want, but also giving people a little space to try things and learn things on their own because that's how you truly learn, right?

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That's how you know it.

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So that was a good balance I had to learn at the beginning of this current job.

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So is it kind of like, oh, what do I do with my hands now that other people were taking some of the work that you're like, hell yeah, let me put my head down and bang out this stuff?

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Yeah, going from a smaller team to a bigger team and having people hungry and wanting to do things, right?

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So, how do you spread that out with the team where you let the team still push themselves and grow in what they want to grow in so that they can get to the next levels and they can start managing people?

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That's all that's all stuff I had to learn.

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I mean, it was timely that the the Max Story 5 levels of leadership popped in at that time and there was that free training offer because that kind of helped give me some insight on you know those different levels of where I should be as a director, helping teach people to train people, right?

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Necessarily going, having that that group go do train people to do the things.

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I have people now that that want to teach people how to do the things, and I need to teach the people that teach the people to do things, right?

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So that's a different thing to learn because you do have to give people space there, and that's something that's really hard for some people at those higher levels because you know, honestly, it is fun to get in and grind through things sometimes.

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And we've talked about sometimes, you know.

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I got people that are in the senior PM leadership role now, and they're they're kind of learning that too.

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Of they got PMs that want to go do the spreadsheets and dive into things, and they're like, we don't need you to do that.

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And and so you're training the senior PMs to go train, let let them try it, let them figure out their own brand and and and work on that stuff, and then you've got to be there as a resource.

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But if you feel the itch, you're just like, I want to dive in and just go tell your team, hey, can I go help you with this little thing over here?

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So that because I just need to, I still need it, man.

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I just need a hit every now and then, right?

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And yeah, as long as everyone's aligned that you just want to do that, cool.

00:08:03.519 --> 00:08:12.720
But what we don't do is communicate that, well, we'll get in it because we have a need to go still feel relevant and need it, and then we'll we'll have people mad at us, right?

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Thinking that we don't trust them to do it.

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And it and really it's if you sit back and reflect, it's really just no, I just want to do it because it's fine, right?

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Not because I don't trust you, I just need I want to do something.

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So that communication, that setup is is really key.

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That alignment is so big.

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Yeah, no, I mean it kind of reminds me of I know for me when I went from installer to foreman, it was the work, like I had a lot of stuff to learn, right?

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Like communication, talking to people, not cussing the GC out all the time, right?

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There were things, some basic things, but the biggest thing that I struggled with the most was the feedback loop.

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Right?

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When I was an installer, I could every hour I could turn around and see how much my effort produced.

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Like I could see the fruits of my labor.

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Then I was a foreman and it wasn't like that anymore.

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Like it took days, like I had to reconcile that the planning, the coordination, the ordering of material, staging, all of that.

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And that's invisible.

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You can't really see that.

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But the result of the guys being productive and staying on task, that was the feedback loop, but it was longer, and so it was very, very difficult.

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And I still tried to install stuff.

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I had one guy, Robert.

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I was worried, I took on this little, just a single little bathroom.

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It was a water closet and a lavatory, and it was an MOB, renovate, finish out.

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Anyways, I said, I'm gonna do that rough in.

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Robert closed me aside.

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He said, Hey man, come here.

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Let me check, check this out.

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And he showed me, I was like, damn, that looks like crap.

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Like the plumbing, it was just horribly done, ink, loose ends everywhere.

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And I said, Who the hell did that?

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He's like, Jesse, you and you've been working on it for two weeks.

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It's a maybe a two-day job, maybe.

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And I said, Oh, he says, Stop doing that.

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He was my play, like my lead plumber.

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He's like, dude, stop doing that.

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Just get us the material, get us all the stuff we need, get everybody out of our way.

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Do you keep playing around with that, and and it's a waste of time.

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We're gonna have to fix it.

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I'm like, God damn it.

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And so that was like the point where I said, Okay, I need to shift gears.

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But, anyways, whole point, like you said, it was tough shifting that feed the dopamine source, right?

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From the fruits of our labor to actually developing people, and when it comes to developing people, it's a whole different game, right?

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Because you don't see the instant results.

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Sometimes you don't see them for two or three years, you feel like you're wasted your time, and then somebody just finally it all comes together and they click.

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Now, I've worked around a lot of executives, senior leaders, and this all the sort.

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And I hear this all the time train your replacement, I'm training my replacement, which I think I understand and accept the idea.

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Except when I ask them how are you training your replacement, they have no answer.

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What do you think about that?

00:11:14.480 --> 00:11:18.720
Oh, so do I have an answer to that?

00:11:18.879 --> 00:11:28.879
I think I think a lot of that is you are going to start people managing a process, right?

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And then as they go ace process, you're gonna give them more and more process, right?

00:11:36.159 --> 00:11:41.519
And then then there will come a time where they can just manage that that whole system, right?

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And then they can start teaching people how to do the processes.

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And honestly, they have they have a lot of say on, I mean, here's the thing, leadership is influence, right?

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Oh yeah.

00:11:54.080 --> 00:12:05.519
So so regardless of those titles, you can start to see who your hungry people are, who who are gonna influence job sites, who and people are going to go to who gives them the answers, right?

00:12:05.600 --> 00:12:06.000
Yes.

00:12:06.240 --> 00:12:10.480
So so you start to see, are these people hungry?

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Do they want more?

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And then you you give them more, and you got to kind of always keep you wanna keep reinforcing them to do a great job at what their role is, but then you also want to get them out of their comfort zone a little bit, right?

00:12:25.279 --> 00:12:25.440
Yeah.

00:12:25.600 --> 00:12:28.080
You want to continue to push them and guide them.

00:12:28.159 --> 00:12:38.960
Now, the training and replacement is important because we we don't get to grow if if if people don't make room for us to grow into, right?

00:12:39.279 --> 00:12:43.519
So we have to, and this is what we were talking about earlier, a little bit.

00:12:43.679 --> 00:12:54.799
Like, I may be able to go effectively do something, but as as much as I could do that, I need to go train the other person to do that.

00:12:56.320 --> 00:12:59.519
We're gonna do the LM Family Member shout out.

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So here we go.

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This one goes to Mr.

00:13:01.759 --> 00:13:03.039
Gary Martinez.

00:13:03.120 --> 00:13:09.440
Up and if folks, if y'all don't know Gary, hopefully you don't, because if you want dirt on me, Gary's got it.

00:13:09.679 --> 00:13:14.080
But he was in a recent time management workshop we did, and he left me this review.

00:13:14.240 --> 00:13:21.279
He says, Jesse is always very spirited and honest, makes you think and helps put things into perspective.

00:13:21.440 --> 00:13:28.480
His training is very well thought out, and Jesse makes sure you have an understanding of all the information.

00:13:29.120 --> 00:13:31.519
Oh, brother Gary, thank you, man.

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I love what back in the day, Gary, I think, was an apprentice.

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I was maybe a foreman or a superintendent, so that's a long, long, long time ago.

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So, like, for real, for real, he's got the dirt.

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For the rest of you family members out there, you take the time to leave a comment, leave a review, do a share, all of the things.

00:13:48.960 --> 00:13:50.480
I super, super appreciate it.

00:13:50.559 --> 00:13:54.480
And it gives me an excuse to shout you out in the future.

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And that's not me saying, Go do it what I do, checkbox this, checkbox this.

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That's you saying, This is what I want done.

00:14:05.519 --> 00:14:09.039
And you got to kind of let them live in the messy a little bit, right?

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You got to kind of let them the master spreadsheet that we came up with and made our lives so much easier.

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It's cool that people get to benefit from that, but we also need that person to go make the messy, take that messy thing and make their own master awesome spreadsheet.

00:14:23.440 --> 00:14:25.919
That's honestly, it's probably gonna be better than ours anyway, right?

00:14:26.000 --> 00:14:26.480
Right, right.

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So so that but but we have to give people that time to go try those experiments a little bit and time to go learn how to manage people.

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And then we got to be there as a backstop one.

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We we don't want to get them, we gotta be a backstop and help them.

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We got to show them we got their back and that we're letting them we're letting them learn to be successful there.

00:14:47.919 --> 00:14:56.559
But when we give them that safe zone, we got to let them try and we gotta let them mess up a couple of times, and and we gotta be there to just guide them through that.

00:14:56.720 --> 00:15:11.039
And and I I think you just know that's hard to answer because I think there are people you just know, like I know who could replace me on my job site now, but it's because I've watched them, they I've watched them learn, I've watched them grow.

00:15:11.200 --> 00:15:13.440
Could they do it when they jumped on the job site?

00:15:13.600 --> 00:15:20.639
No, but now that we've been going through the stuff for a year and we've been learning the team and the team's been working up in different roles.

00:15:20.879 --> 00:15:28.639
Do do you there becomes that time where you can naturally see them wanting to step into more, and you just gotta give them that rope, right?

00:15:28.720 --> 00:15:33.279
You just gotta let them step into more, and you're there to guide them.

00:15:33.519 --> 00:15:36.480
But I call it that exit the spotlight, right?

00:15:36.559 --> 00:15:51.200
You kind of it's like that home reception picture where you kind of like sinks into the bushes back into the bushes a little bit, kind of like just like you're you got it all set up, you're running a few meetings, and then you see people starting to kind of take in and lead lead at those meetings.

00:15:51.519 --> 00:15:54.399
Let them lead it, see what happens, right?

00:15:54.480 --> 00:16:03.200
And it's that it's that kind of thing that you'll see them start to step up and you'll see them get hungry for that, and you just gotta give them that, let them let them have it.

00:16:03.279 --> 00:16:08.639
Yes, and then uh then it's not scary to go get them working you out of a job, right?

00:16:08.720 --> 00:16:09.919
Because you've seen them do it.

00:16:10.000 --> 00:16:14.720
And you know, there's another thing where it's you got to do the job before you get the title, right?

00:16:14.799 --> 00:16:24.480
And there's that, there's that, that's another thing that that people see too, and you gotta show that you can do it right before they're gonna say, okay, now you can do it, right?

00:16:24.639 --> 00:16:27.519
I mean, I'm sure it's the same on the trade side with working in a foreman.

00:16:27.679 --> 00:16:43.840
Like, oh yeah, they can see naturally that people are coming to you for answers, they can see that you're organized and you got your stuff figured out and you know the plan, and they're that they're gonna be like, okay, let's let Jesse run the next what look at or the safety talk, right?

00:16:44.080 --> 00:16:47.360
And it's you slowly give them more and see how they do.

00:16:47.679 --> 00:17:07.039
Yeah, I love it because what you said, you give them a process at a time so they can demonstrate competency and then you let them have it, and then you expand their comfort zone and let them give them some responsibility of people and be the backstop so that they can learn their way, right?

00:17:08.000 --> 00:17:12.960
I think there's tremendous value in letting people learn through the struggle.

00:17:13.119 --> 00:17:15.200
I think the struggle is where the learning happens.

00:17:15.440 --> 00:17:16.160
Absolutely.

00:17:16.400 --> 00:17:27.920
So you have a method, and I applaud you, and of course, that's why we connect, but I've heard so many people in your position say, Oh, I'm training my replacement, and they can't even articulate what you just articulated.

00:17:28.000 --> 00:17:30.000
And I've watched them, you know what they do?

00:17:30.240 --> 00:17:35.920
They throw people in the deep end, and if they don't figure it out, they say it's a talent problem.

00:17:36.880 --> 00:17:40.240
And if they do figure it out, they say, I'm a great trainer.

00:17:40.880 --> 00:17:41.920
That's bullshit.

00:17:42.079 --> 00:17:46.880
That is false, poor, weak leadership.

00:17:47.119 --> 00:17:54.880
And so, folks out there, LM family, you've got a director and executive, and they're doing some of the things that Mike just described.

00:17:55.200 --> 00:17:57.599
Thank your lucky stars, because they ain't all like that.

00:17:57.680 --> 00:18:00.079
A lot of them just it's a sink or swim deal.

00:18:00.240 --> 00:18:06.559
And that's not that's taxing on the human being, on the individual, and it's expensive for the company.

00:18:06.640 --> 00:18:07.759
I mean, you pointed out, right?

00:18:07.839 --> 00:18:13.759
I was I was a the reason I got selected to be a foreman is because I was a really good installer.

00:18:13.920 --> 00:18:17.279
I was fast, I didn't make a lot of mistakes because I was really good at math.

00:18:17.359 --> 00:18:18.720
I'm super competitive.

00:18:18.960 --> 00:18:24.559
And they said, hey, he has a plan, he's working this way, he does his work, he's organizing all those things.

00:18:24.640 --> 00:18:26.160
Let's make him a foreman.

00:18:26.480 --> 00:18:34.880
The problem with that was now I'm responsible for people, and I had no interest at all about other human beings.

00:18:35.039 --> 00:18:37.200
The only one I cared about was me.

00:18:37.839 --> 00:18:47.440
So it took me a while, and by while I mean a couple years, maybe a few years, to start treating, learn figuring out how to develop people.

00:18:48.240 --> 00:19:02.000
I think I know that's a huge mistake, and it's not just in our industry, it's everywhere where we we have systems that help people develop the skills and competencies on doing and managing things.

00:19:02.400 --> 00:19:13.599
And because they're good at that, we then throw them into this role of managing and leading people, but we don't do and there's no system to help them build that skill set.

00:19:13.839 --> 00:19:18.000
Have you seen is that just Texas or does that happen over in in your the show?

00:19:18.960 --> 00:19:22.960
You're hitting you're hitting so many chili buttons right now, dude.

00:19:23.279 --> 00:19:24.079
Oh man.

00:19:24.480 --> 00:19:27.839
So I'm gonna tell you this.

00:19:28.079 --> 00:19:38.480
First off, I'll go to I'll have a little sympathy for those people, those leaders, because there is this that there's truth to systems, not people, right?

00:19:39.119 --> 00:19:46.000
And so these people that aren't leading well, they're a product of the race, right?

00:19:46.079 --> 00:19:50.960
So they're probably throwing people in the deep end because they were thrown in the deep end and they just don't figure it out.

00:19:51.119 --> 00:19:54.880
But that doesn't mean that it's right, it's just what they knew, right?

00:19:55.119 --> 00:20:02.720
And so people hire Max says people hire for competency and they fire for character.

00:20:03.039 --> 00:20:16.559
And this is gonna here's the thing why do people follow someone 87 based off character, who they are, and 13 based off competency, what they know, right?

00:20:17.279 --> 00:20:38.880
So we we see we can measure the competency, so we're comfortable rewarding the competency and saying we're gonna be in charge now of the of people, but we we as companies are not training the character piece enough, and character can be taught, absolutely, character absolutely can be taught.

00:20:39.039 --> 00:20:44.720
No one is just you are who you are, everyone can learn, everyone can get better, and that growth mindset, Pete.

00:20:44.880 --> 00:20:50.559
That I think the number one thing we need to be teaching when people get to that major level is that growth mindset.

00:20:50.880 --> 00:20:58.480
We need people understanding you have to experiment, you have to fail, and it's okay, and that's how you learn.

00:20:58.720 --> 00:21:06.319
We have to get people understanding that so they're comfortable trying these things, and then we can teach the character piece.

00:21:06.640 --> 00:21:11.200
It's hard when you someone tells you you're bad with people, you take that personally, right?

00:21:11.279 --> 00:21:21.680
But it's but it's like until you know where you're at and you know how like a lot of times we'll have bosses tell us if we're effectively leading or not.

00:21:21.839 --> 00:21:22.960
Like, what why?

00:21:23.119 --> 00:21:24.880
The people I'm leading are down here.

00:21:24.960 --> 00:21:28.880
I need to know if those people think that I'm effectively leading, yes, right?

00:21:29.039 --> 00:21:36.000
Yes, so you don't you know don't grade me on a leader until you've talked to the people I'm leading because they're the ones you know, right?

00:21:36.079 --> 00:21:40.319
And and that's why the last planner feedback's so important, too, right?

00:21:40.559 --> 00:21:43.200
Like the people putting the work in place.

00:21:43.440 --> 00:21:49.440
I'm gonna sit over here in the trailer and I'm gonna go tell Jesse Jesse's got to go be done with uh this much conduit by this time.

00:21:49.599 --> 00:21:51.039
I have no idea what it takes.

00:21:51.200 --> 00:21:53.759
I have no idea if that's doable or not.

00:21:54.000 --> 00:21:59.359
And if I could partner up with you and get your insight and feedback, I can go make a plan that's realistic.

00:21:59.440 --> 00:22:04.000
Now I'm My bosses aren't mad at me because I didn't just surprise them with some crazy unrealistic plan.

00:22:04.160 --> 00:22:10.559
And then I'm not trying to defend myself and guard here's why I put my schedule together and why I did all the things.

00:22:10.720 --> 00:22:24.720
And I'm I'm getting into CYA mode now, or I just got to protect myself because I wasn't effectively leading, but I wasn't effectively involving the right people and taking that feedback and learning how to use that feedback, right?

00:22:25.200 --> 00:22:30.160
And that's that to me is the we we we just gotta work better as an industry.

00:22:30.319 --> 00:22:31.599
This is an industry thing.

00:22:32.640 --> 00:22:46.799
We have to build character better because we're promoting people and we're training them how to do things and we're training a lot more tools, but we're not training the character it takes to go influence people to use those tools.

00:23:33.719 --> 00:23:36.599
Yes, yes, yes, yes, and yes.

00:23:36.839 --> 00:23:39.399
I've I've been fortunate in my career.

00:23:39.719 --> 00:23:45.319
I wish I could just say I designed my career the way I like on purpose, but I didn't, right?

00:23:45.399 --> 00:23:49.799
I spent over 20 years on the subcontractor side of the business.

00:23:50.039 --> 00:23:51.639
Then I went to the dark side.

00:23:51.719 --> 00:23:55.319
I went to work for GC for three and a half years, worked all over the country.

00:23:55.480 --> 00:24:10.039
So as a subcontractor, I worked on at least a hundred, could be more, I didn't keep count, but at least a hundred different projects in those 20 plus years with different superintendents, different general contractors, all over right.

00:24:10.199 --> 00:24:17.559
Then I went to work for the GC, and I got to see projects all over the country, did all every market segment.

00:24:18.039 --> 00:24:26.599
And what I got to see that was like I wasn't looking for it, but it was really interesting when I was on the trade side.

00:24:26.679 --> 00:24:35.959
I had multiple bosses, most super like internal superintendents, PMs, business unit managers, like people with leadership and influence.

00:24:36.359 --> 00:24:42.759
And then I got to see the similar thing happen when I was working with the GC amongst trades and GC projects.

00:24:43.079 --> 00:24:51.159
And it was like the leaders, and when I say leader, I'm gonna say whoever had the most authority on the job site, right?

00:24:51.639 --> 00:25:02.519
The ones that had like really amazing experiences, meaning the people around them were growing, there was work happening, the people didn't hate each other.

00:25:02.919 --> 00:25:06.919
It was like a no drama, just awesome, awesome experience.

00:25:07.079 --> 00:25:08.759
And they were pretty happy, right?

00:25:09.399 --> 00:25:26.199
The one thing all of those people have in common was they had a people-centered focus, they cared about their people developing and having the conditions to perform well on a daily basis.

00:25:26.919 --> 00:25:31.000
I have had superintendents back when I was a foreman that were like that, not a bunch of them.

00:25:31.159 --> 00:25:35.240
When I was an installer, I had foremen that were like that, not a bunch of them.

00:25:35.399 --> 00:25:42.359
When I was on the GC side, I got to see PMs, PXs, superintendents, all of the above, same thing.

00:25:42.519 --> 00:25:48.759
Like the now, some people get that confused and they think that I'm talking about the powder puffs, right?

00:25:48.839 --> 00:25:53.079
The the ones that were real nice with everybody, and just I'm like, no, no, no, no, no.

00:25:53.240 --> 00:25:55.559
They didn't tolerate BS either.

00:25:56.199 --> 00:26:04.359
And that was part of the recipe of them making sure the conditions were set for people to thrive and grow.

00:26:05.319 --> 00:26:08.759
You want to guess how many times I've been able to see that?

00:26:09.399 --> 00:26:18.759
Oh, I'll tell you so, as an installer, there were before I got into superintendent and whatever, three projects in my whole career.

00:26:19.079 --> 00:26:19.639
Wow.

00:26:19.959 --> 00:26:20.839
Three projects.

00:26:21.000 --> 00:26:27.399
The rest were smack talking, short-sighted, no planning, blaming ignorant GCs.

00:26:27.480 --> 00:26:28.119
And guess what?

00:26:28.519 --> 00:26:30.359
I was as ignorant as they were.

00:26:31.159 --> 00:26:32.199
I knew how to play that game.

00:26:32.279 --> 00:26:34.199
We're just gonna fight all day, every day.

00:26:34.439 --> 00:26:37.000
And that was the majority.

00:26:37.399 --> 00:26:37.799
Yeah.

00:26:38.039 --> 00:26:42.039
Then I went out, then I got in the office, same thing, low percentage.

00:26:42.199 --> 00:26:50.119
I had two really, really forward-thinking leaders that I was reported to directly that had that, whatever you want to call it, right?

00:26:50.199 --> 00:26:54.279
They were they created the conditions and they also didn't tolerate mediocrity for me.

00:26:54.519 --> 00:27:04.679
When I went to the GC side, same thing, bunches and bunches of projects over those three years, and it was a small handful that significant difference.

00:27:04.759 --> 00:27:11.559
And I'm not just talking about morale, like schedule performance, budget performance, like promotions, bonuses.

00:27:11.879 --> 00:27:16.759
I mean, real measurable outcomes of their leadership style.

00:27:16.919 --> 00:27:32.759
But the one key thing that I got to see in all of them was that they had took an active role in creating the conditions for their people to learn, they developed their people, and they got people off the bus if they didn't belong on the bus.

00:27:33.639 --> 00:27:34.919
What do you think about that, Mike?

00:27:35.000 --> 00:27:36.439
You see that out there sometimes?

00:27:36.679 --> 00:27:39.079
I mean, I've been with Jay Dunn.

00:27:39.240 --> 00:27:41.240
This will be my 20th year with Jay Dunn.

00:27:41.319 --> 00:27:45.879
And I've and I mean there's there's a reason I've I've been with Jay Dunn that long, right?

00:27:45.959 --> 00:27:55.799
I mean, I I do see I'm proud of the company and that they I think they have really focused on the relationship piece and understanding ports of that.

00:27:55.879 --> 00:28:03.159
And and that's one thing I've felt like I I've had support there on wanting to build those relationships.

00:28:03.399 --> 00:28:11.959
Honestly, when I was on the road, we didn't have that luxury of people knew who we were, like because we we're big in Kansas City, right?

00:28:12.039 --> 00:28:19.159
So there's a lot of people that just they're used to how we work, they know what it takes to work for us, and they're gonna do that, right?

00:28:19.319 --> 00:28:27.000
And and uh we there's there's a lot of work out there, and they they like working with our people and our teams, and we can get things done.

00:28:27.159 --> 00:28:35.799
And if they make Jay Dunn mad, we people Jay Dunn call and they say, Hey, this is Jay Dunn, we want stuff right, and they'll say, Okay, and they'll do it.

00:28:35.959 --> 00:28:44.359
Some people will, but it when you go down to a a site uh that nobody knows who Jay Dunn is, right?

00:28:44.519 --> 00:28:51.879
Then that becomes really, really big on you have to build the relationships because those people don't know you at all.

00:28:52.039 --> 00:28:59.079
Yep, they don't care, they don't care about you, they don't care what your company's name is, they don't care how much history you got working, whatever.

00:28:59.319 --> 00:29:05.480
It's just are you gonna build an effective relationship with them so that they get what they want so that you can move forward?

00:29:05.639 --> 00:29:12.839
And and I will say that J Dunn has had just key like I will tell you first, Bill Dunn Sr.

00:29:13.000 --> 00:29:19.159
is uh I think he's under and two right now, the best person that I met in in relationships, dude.

00:29:19.319 --> 00:29:26.359
Like I I'm an I'm an intern and I'm sitting down at lunch, and this guy he he just comes up and he's like, Hey, anyone sitting here?

00:29:26.439 --> 00:29:28.519
And he just starts a conversation with me.

00:29:28.599 --> 00:29:34.359
And my my wife was visiting that she wasn't my wife at the time, but we're just checking out Jay Dunn and and Mr.

00:29:34.439 --> 00:29:42.519
Dunn, that you know, owner of the company comes up here and just starts talking about World War II and and the bombers and his experience there and all the stuff.

00:29:42.679 --> 00:29:47.639
And uh that was the kind of guy, I mean, that's why I was like, dude, I'm hooked, I'm excited.

00:29:47.719 --> 00:29:49.799
Like, that's awesome, right?

00:29:50.039 --> 00:29:55.959
And and that's the thing is when I I did a little, we talked to old dogs, I did a little old dog truck talk on that.

00:29:56.039 --> 00:30:09.959
But when I go back in my project history, like I can uh it'll take me a minute, I can go think of the details of what departments we built or what like that, but I can tell you immediately who had a huge impact on me relationship-wise, right?

00:30:10.039 --> 00:30:14.599
And it's I'm telling you, it is all about building the relationships.

00:30:14.839 --> 00:30:24.919
And and when we when we value people as people and we get their feedback, man, the sky's the limit on what that team can do, right?

00:30:25.079 --> 00:30:35.799
And and and unfortunately, I've had several jobs where where that's that's been the case, where it's been building the relationships was key, and we have relationships.

00:30:36.039 --> 00:30:52.759
I'm not saying everybody's softies, like you were saying, like honestly, this is one of the hardest things for me as it's kind of in-betweener here between the generations, because that boomer generation, man, like they you just crying and you get it done, dude.

00:30:52.839 --> 00:30:57.879
Yes, and that was the thing is you put in what hours, you do what it takes, and you just get it done.

00:30:58.039 --> 00:31:03.799
And that's how think of if you think of the leaders and the bosses in today, that's the generation, right?

00:31:03.959 --> 00:31:10.119
Yeah, and and then now it's there's a lot more of that what's in it for me mentality, right?

00:31:10.359 --> 00:31:20.119
Where we we have we have been in plenty for a while in the industry, and I came in when it was very, very slim pickings, which is why I was on the road.

00:31:20.199 --> 00:31:29.639
And I was thank god that Jay Dunn was big enough that I could travel around because otherwise I probably would have been newly married, freshly graduated, and then looking for a job, right?

00:31:29.799 --> 00:31:30.519
Yeah, yeah.

00:31:31.079 --> 00:31:43.480
It was actually a blessing I could hit the road during that economic downturn and and be able to keep our uh keep my job, but but a lot of people haven't had that, they haven't experienced that yet.

00:31:43.639 --> 00:31:47.240
If they've been in the industry, what what less than what 15 years?

00:31:47.399 --> 00:31:52.439
So yeah, so there is that, there's a a demand right now for people, right?

00:31:52.599 --> 00:32:07.559
And so so people can pick their, they can pick a few more things that they're gonna work with, but but I'm telling you, those people that maybe I wasn't a big fan of them at the time, but man, I have so much respect for what they taught me now, right?

00:32:07.959 --> 00:32:12.199
Yeah, and and I mean I even had a couple professors like that, man.

00:32:12.359 --> 00:32:17.639
I just did not like them at all in their class until I graduated, right?

00:32:17.799 --> 00:32:22.519
And then they were like my favorite people because they they pushed me, right?

00:32:22.599 --> 00:32:34.039
Yeah, and we don't want to lose that life's hard, we don't want to lose that construction's hard, and that sometimes you just gotta grind through and you gotta figure that out.

00:32:34.279 --> 00:32:41.159
And that's a that's something the old dogs have talked about a few times because we all got to where we're at from that grind.

00:32:41.480 --> 00:32:54.119
But how do you you want to make life better for the industry, but on the flip side of that too, you want them to appreciate what that takes to get to that level, right?

00:32:54.279 --> 00:32:59.079
And uh and I and Jay Dun's just given me good opportunities to go do that.

00:32:59.159 --> 00:33:05.399
And uh, and I've I've always had great people in the company, like Gordon, our president now is one of the most people-centered people I know.

00:33:05.559 --> 00:33:12.199
And I just every every time he speaks, I just absolutely love hearing her speak because it's it's people, right?

00:33:12.359 --> 00:33:14.279
Right, and that's what gets me fired up.

00:33:14.359 --> 00:33:21.399
I know I've been in the construction industry for over 20, but people building relationships, people that go build the buildings.

00:33:21.480 --> 00:33:23.559
That I mean, that's what fires me up, man.

00:33:23.639 --> 00:33:25.240
I yeah, no, totally.

00:33:25.319 --> 00:33:26.759
I love you said feedback, right?

00:33:26.919 --> 00:33:28.599
Feedback from the people, you said it earlier, right?

00:33:28.679 --> 00:33:31.559
If you're gonna judge me on my leadership, ask my team.

00:33:31.719 --> 00:33:34.359
I don't need to hear it from you, I need to hear it from my team.

00:33:34.839 --> 00:33:35.319
Tell me.

00:33:35.480 --> 00:33:39.159
I'm biased towards the trades, always and forever.

00:33:39.719 --> 00:33:49.079
And it's uh it's funny when I hear a GC team bragging about their lean program or whatever it is, right?

00:33:49.159 --> 00:33:53.639
They're their magical processes, and I'm like, oh, okay.

00:33:54.119 --> 00:33:56.439
Where are you getting that feedback from?

00:33:57.000 --> 00:33:57.719
What do you mean?

00:33:57.959 --> 00:34:04.119
Well, you're talking about all your systems and everything, your whatever is the best in the world and it's amazing.

00:34:04.439 --> 00:34:07.240
But y'all aren't the victims of that system.

00:34:08.519 --> 00:34:15.000
The trades are how many times have you gone to ask the trades how this is working?

00:34:15.240 --> 00:34:19.320
Right and the answer is always, oh shit, we we we have it.

00:34:19.559 --> 00:34:34.360
I know that's not a judgment, it's it's just something to think about when we we actually did a debrief on a project because I was with the trade on that specific project, and I had to deal with my teams, right?

00:34:34.440 --> 00:34:55.239
And and because I was kind of I was an office rat by this time, and whenever they wanted me to come out to the project, my only condition was I will go to the project, but you can't take me into any meetings, and you can't let any of the GC staff know that I'm there because I was responsible for all of our manpower.

00:34:55.319 --> 00:35:00.440
I was placed at that point in time, I was the one that assigned people to projects and the whole thing.

00:35:00.519 --> 00:35:02.759
I was also responsible for training, etc.

00:35:03.000 --> 00:35:13.159
And I said, if the GC knew that I was there and now I'm that guy, they're gonna, I'm not gonna be able to help you, and they're just gonna bug the hell out of me and complain and tell me all their problems.

00:35:13.400 --> 00:35:27.719
So I was out there on a weekly basis helping them smooth a bunch of stuff out, and I got to see the execution of their super fancy plan and program, and it was a disaster for the traits.

00:35:28.279 --> 00:35:31.799
It was good for them, like for real, it was it was good.

00:35:31.880 --> 00:35:36.920
The project worked out, but it the execution was just it was poorly done.

00:35:37.400 --> 00:35:43.960
And then I went to work for that firm, and I heard them bragging about oh, this is our gold seal, gold star problem.

00:35:44.199 --> 00:35:45.639
What that was a disaster.

00:35:45.880 --> 00:35:47.239
What are you talking about?

00:35:47.719 --> 00:35:56.039
But obviously, there was no feedback loop to help them see, and it was small, it was those small big things, right?

00:35:56.199 --> 00:36:01.000
That really undermined the culture and the the relationships.

00:36:01.159 --> 00:36:04.519
There was no relationship, so just everything was very transactional.

00:36:05.000 --> 00:36:10.199
So we got the feedback loop going, and they were like, ooh, yes, we did that.

00:36:10.360 --> 00:36:11.639
Yes, now we see.

00:36:11.799 --> 00:36:21.880
And so point being, the feedback loops are super tight and taking intentional steps to really source the trades.

00:36:21.960 --> 00:36:37.799
And for anybody out there that's listening, I'm not talking about getting the project manager for the sub to give you feedback or their business development or their VPs or the executives, because those people are gonna tell you what you want to hear because they want more work from you.

00:36:38.599 --> 00:36:44.119
You need to ask the foreman and the installers that are on site, how is this working for you?

00:36:44.360 --> 00:36:48.519
You think I'm talking like is that too crazy, too ambitious?

00:36:48.920 --> 00:37:04.199
No, I think I think that's important, and I will say I I I think Jade Un does a good job of getting feedback, but I will say it's probably it is probably largely at least the documented stuff is at the office level, right?

00:37:04.440 --> 00:37:18.679
And this is why lean is important for execs, because if you are doing lean yourself and you are getting, say you're just let's just take the line from Scrum.

00:37:19.079 --> 00:37:26.519
If you're doing twice the work in half the time, then you now have margin and capacity.

00:37:26.759 --> 00:37:32.519
Now, that margin and capacity isn't to go do the more things.

00:37:32.599 --> 00:37:34.599
That's what your people want to do, right?

00:37:34.920 --> 00:37:42.279
You need to use that to go have time to go walk a job and just be curious on the job site.

00:37:42.440 --> 00:37:45.480
Look around, stop, talk to somebody.

00:37:45.639 --> 00:37:46.599
How are things going?

00:37:46.679 --> 00:37:47.960
How does the because cool?

00:37:48.039 --> 00:37:54.119
I'm telling you, when you got heart in it, like when people are behind the mission, you can feel it.

00:37:54.440 --> 00:38:00.920
You can I can step in a trailer and I can feel in five minutes how this culture is, right?

00:38:01.079 --> 00:38:05.559
And and and uh that's something that you need to get that vibe on the job site too.

00:38:05.639 --> 00:38:10.279
And if everyone's grinding and upset, and but then you go up here and everyone says it's awesome.

00:38:10.519 --> 00:38:14.360
Well, yeah, you're getting stuff done, but are people enjoying it, right?

00:38:14.440 --> 00:38:18.360
Because people will go grind for you for a while, right?

00:38:18.920 --> 00:38:26.440
And just because they're getting stuff done doesn't mean that they're hard and soul and like you bought their hands, you bought their head, but have you bought the heart?

00:38:26.599 --> 00:38:27.799
Are you getting the heart?

00:38:27.960 --> 00:38:28.199
Right.

00:38:28.360 --> 00:38:35.639
And the heart, the heart shows up like year two, year three, or if there's choices, do people stay with you, right?

00:38:35.880 --> 00:38:41.079
That's where you know that they truly appreciate working there, right?

00:38:41.239 --> 00:38:48.519
And and in this day and age, man, we have a huge uh demand for all that.

00:38:48.759 --> 00:38:55.480
So, so we've just got to make sure that we are we are taking more time to go get that real feedback.

00:38:55.559 --> 00:39:03.400
And and here's the thing like as much as we try to standardize feedback and stuff like that, there is something to just go do it, right?

00:39:03.480 --> 00:39:17.880
Like just go talk to a person, yes, yes, and and and if you feel like hey, I I'm thinking of your firebox as you're going through this, because we have those you got to think about what is your goal, right?

00:39:18.279 --> 00:39:26.759
And if my goal is just to do things, then if I'm doing the firebox, then talking to this person at the water cooler, that's a waste of time, right?

00:39:26.920 --> 00:39:30.759
That's that's not what I want because my goal is just to do more things, right?

00:39:31.000 --> 00:39:48.279
But if my goal is relationships, then that time is now very important at the water cooler, and I need to not do so many task things so that I can have and actually be present and enjoy that time at the water cooler, right?

00:39:48.519 --> 00:40:06.679
Um, so that I think that's something that the the strong doers when we go get promoted, that's something that's hard for us is we feel like if we're busy, we're we're sitting down grinding on things, yep, and we gotta realize that if the goal now is developing people, we've got to go learn people, right?

00:40:07.239 --> 00:40:09.719
We can't develop people if we don't know them, right?

00:40:09.880 --> 00:40:10.199
Yep.

00:40:10.360 --> 00:40:11.880
No, and that takes time.

00:40:12.199 --> 00:40:27.559
I I my prediction, my mission both are the individuals, and I'm not even gonna say companies, because you know as well as I do, there ain't one damn company that has a consistent experience on every single one of their job sites.

00:40:27.880 --> 00:40:30.599
They got hot spots and they got cold spots.

00:40:30.920 --> 00:40:32.119
I'll just say that.

00:40:32.679 --> 00:40:50.519
But the leaders, the influencers on those jobs, the decision makers on those projects or the business units or whatever, the ones that make an investment in providing an experience where people feel appreciated are going to win the talent game.

00:40:50.839 --> 00:40:51.480
Period.

00:40:51.799 --> 00:40:58.199
And so, like you said, we can get efficient, we can scrum it, we can pull it, we can do whatever you want to it.

00:40:58.279 --> 00:41:14.199
But if you're not reallocating that bandwidth, that time to connect with people and make a memorable experience for all the men and women that come on the job side, they're gonna go somewhere they feel appreciated.

00:41:14.440 --> 00:41:16.519
Because, like you said, they have a choice.

00:41:16.759 --> 00:41:23.960
And even worse now, compared to 15 years ago, you can make money on the internet selling pictures on your feet.

00:41:24.279 --> 00:41:34.119
Like, I don't you and I did you you probably had to feel not me, people have probably paid me to not show my but the point is people can make money from home now.

00:41:34.279 --> 00:41:41.000
Before we had to go and fill out a paper application and go in for an interview and do all of this, you don't have to do that anymore.

00:41:41.079 --> 00:41:43.639
You can there's all kinds of ways to make money online.

00:41:43.960 --> 00:42:03.159
So if I could sit at home wearing my flip-flops all day long and work five or six hours for 30, 40 grand, or have to wake up and drive across town and go put up with people yelling at screaming at me for 60, I'll take the 30 or 40, baby, all day long.

00:42:03.400 --> 00:42:12.519
And so I think it's imperative, and I'm glad like folks like you, the old dogs and so forth, are really focusing on how do we build these relationships?

00:42:12.759 --> 00:42:18.440
How do we stop treating subcontractors as disposable, right?

00:42:18.599 --> 00:42:21.319
Like long-term relationships, how do we invest in people?

00:42:21.480 --> 00:42:35.400
How can we differentiate ourselves by saying when trades come to our project, not only do they make money, but their personnel leave with more a bigger skill set, a new, a more a better way of doing the work?

00:42:35.799 --> 00:42:38.360
Those contractors are the ones that are gonna win the game.

00:42:38.519 --> 00:42:40.039
I'm betting everything on it, Mike.

00:42:40.119 --> 00:42:41.000
We'll see if I win.

00:42:41.079 --> 00:42:42.119
What do you think?

00:42:42.440 --> 00:42:44.519
Yeah, I think it's all about relationships.

00:42:44.599 --> 00:42:49.960
And I I mean, there are a lot of companies out there you can build uh that they'll build the building for you.

00:42:50.039 --> 00:42:51.880
And and I've talked to owners about that too.

00:42:51.960 --> 00:42:53.400
But what's that experience?

00:42:53.559 --> 00:42:56.759
What's that, what does it feel like when it's being built?

00:42:56.839 --> 00:43:04.360
And I and that's a huge, that's a huge goal for us is to make that experience and the relationship piece a key of that.

00:43:04.519 --> 00:43:04.759
Yeah.

00:43:05.400 --> 00:43:15.719
Yeah, I don't nobody's per we're not perfect, not every job's perfect by any means, but but I think the you know, we all gotta be on a path and we all just gotta be real with that.

00:43:15.880 --> 00:43:24.839
I mean, let's be honest, everything that our owners want, everything that we talk about in our meetings, none of that happens if the people out on the job site aren't there, right?

00:43:25.079 --> 00:43:25.319
True.

00:43:25.480 --> 00:43:37.799
And if they don't feel like they got flow and they don't feel like they can just do their job and have plan their day and go execute their work and and feel like they're appreciated in doing that, then they won't they won't be around, right?

00:43:37.960 --> 00:43:40.599
And I mean you can see that now work's hard, right?

00:43:40.920 --> 00:43:45.239
Porn concrete in the middle of a summer is and masonry work is hard.

00:43:47.799 --> 00:43:55.319
Well, who are the people that have been in this digital native world that are gonna go sign up for that now?

00:43:55.480 --> 00:43:58.279
You know, we're we're seeing that in the industry, right?

00:43:58.440 --> 00:44:16.360
We're that's why there's such a big push right now on career innovation centers and the STEM stuff and and getting the trades into the high schools because this is uh this is gonna be a big problem here if we don't start thinking about what is that environment like for these workers?

00:44:16.519 --> 00:44:18.839
How do we go get people into the industry, right?

00:44:18.920 --> 00:44:21.079
Yeah, yeah, to be thinking about.

00:44:21.239 --> 00:44:31.000
And that honestly, that to me is why I joined the old dogs and why that's so important to me is because of that very thing, the knowledge gap that we have, right?

00:44:31.159 --> 00:44:43.079
Like people understanding, appreciating the industry, but also people closing that gap between the people working on the job site and then the people up in an office or out of off the job site.

00:44:43.239 --> 00:44:45.400
Like, how do we go bridge that gap, right?

00:44:45.559 --> 00:44:46.360
How do we bridge that?

00:44:46.759 --> 00:44:48.519
How do we build those relationships?

00:44:48.759 --> 00:44:50.599
How do we get more aligned there?

00:44:50.759 --> 00:44:55.880
How do we get everybody on the same page and empowered and feel like they're working and moving forward?

00:44:56.039 --> 00:44:58.519
And then k kids in the industry.

00:44:58.599 --> 00:45:12.839
And how do we teach them how to appreciate the industry and what opportunities are available in the industry and how rewarding it can be to go see the work that you put in place every day and and and to track track those things and track your improvement.

00:45:13.000 --> 00:45:14.199
That stuff's all important.

00:45:14.360 --> 00:45:19.319
And and that's that's why the old dogs exist, right?

00:45:19.400 --> 00:45:21.159
Is to try to bridge that gap.

00:45:21.400 --> 00:45:22.920
And that's what I love about it.

00:45:23.000 --> 00:45:39.000
I can I can have a meeting and talk to people from all over the country that are on job sites with different companies and different people all over the job, all over the country, and we can get their feedback and their input on what are their struggles, what are their lessons learned, what are the what are the wins?

00:45:39.319 --> 00:45:41.239
And we can all just get better from that.

00:45:41.319 --> 00:45:46.519
Man, it pumps me up every time I'm on one of those calls because it's just it's just cool stuff you learn.

00:45:46.599 --> 00:45:57.159
And man, if we could get that down to the trade levels, if we could start sharing those wins at the trade levels, and we could start just even small things like in a safety huddle.

00:45:57.239 --> 00:46:00.039
What if we do uh talk about character for a little bit?

00:46:00.360 --> 00:46:05.319
Max Story's got a good toolbox tip thing where you just pull it up and it's all about character, right?

00:46:05.480 --> 00:46:07.960
We've started experimenting with that on our job site.

00:46:08.039 --> 00:46:11.000
I really love the content in there, and it's been cool.

00:46:11.159 --> 00:46:14.679
You can start to see some discussion happening now and people thinking about that.

00:46:14.839 --> 00:46:18.599
And and what if what if we ask people what they're excited about?

00:46:18.759 --> 00:46:24.599
What if we ask people what they're those are those are wonderful ways to connect people and make those relationships?

00:46:25.559 --> 00:46:27.880
What if we just treated people like they were people?

00:46:28.039 --> 00:46:45.799
I'm not being sarcastic, but I mean I've been applying to that for so long, and and to your point, I think the industry is largely blind to it, and I'm excited, like it's not great, but I'm excited about this massive labor shortage that is manifesting itself slowly.

00:46:46.039 --> 00:46:50.279
The funny thing to me is this is not news.

00:46:50.920 --> 00:46:54.360
We knew, I mean, hell, Mike, it was 1995.

00:46:54.440 --> 00:47:05.319
I graduated high school, I went to an apprenticeship orientation thing, and they said the average age of a journeyman plumber in Texas at that time was like 47.

00:47:06.039 --> 00:47:09.880
And for every two that was exiting the industry, there was one coming in.

00:47:10.119 --> 00:47:11.319
I was 18.

00:47:11.559 --> 00:47:26.199
I said, I'm gonna make a lot of money, like it was clear, there's not gonna be enough, and that was that was based on the boomer generation leaving the industry, which again, that's not news.

00:47:26.279 --> 00:47:32.519
We've known it this whole time, and we have not done enough to to mitigate that loss.

00:47:33.000 --> 00:47:47.159
Now, what we didn't anticipate, I think, as a we'll just say world, was how how much technology, how many doors that was going to open for just about every damn person in the world.

00:47:47.400 --> 00:47:50.119
And so that's compounding the problem.

00:47:50.519 --> 00:48:01.159
I'm glad that we have this problem because it's going to force decision makers out there in the industry to do it differently.

00:48:01.639 --> 00:48:04.679
Historically, what we've done is just throw money at it.

00:48:05.079 --> 00:48:06.440
Money ain't enough no more.

00:48:06.599 --> 00:48:10.839
Money's not a differentiator of benefits and competitive compensation.

00:48:11.159 --> 00:48:11.960
So what?

00:48:12.279 --> 00:48:13.960
How are you gonna treat me?

00:48:14.199 --> 00:48:15.880
And that's what I'm here to support.

00:48:16.039 --> 00:48:19.799
Most of the things, most of the stuff I do is super, super people focused.

00:48:19.880 --> 00:48:23.400
How can we make it invest in ourselves so we can better serve people?

00:48:23.559 --> 00:48:26.759
How can we redesign the work to better serve the people that were doing the work?

00:48:26.920 --> 00:48:35.159
All of it is focused on creating an experience for everybody that comes on site to grow and learn and thrive, period.

00:48:35.799 --> 00:48:40.199
Because the people that do it, I'm telling you, I think they're they're gonna win the game, no doubt.

00:48:40.360 --> 00:48:45.079
Now you mentioned, we've mentioned the old dogs, and you said there's a call.

00:48:45.159 --> 00:48:47.079
I'm guessing there's a monthly call.

00:48:47.319 --> 00:48:48.599
Well, no, twice a month.

00:48:49.400 --> 00:48:55.159
Yeah, so anyone can go join the coffee, the lean coffee that we have once a month.

00:48:55.400 --> 00:48:55.719
Okay.

00:48:55.799 --> 00:48:58.440
Um, and and that's open for anybody.

00:48:58.599 --> 00:49:05.079
And then there is a you know, for the members, there's another call where we're actually start learning.

00:49:05.159 --> 00:49:20.599
Uh, like we had we had Genius Spark for our Heather Armand walked us through that with Rex Miller's Genius Spark, and you're gonna be on there, and Felipe is gonna be on there, and we're gonna have so the goal is the pack learns new tricks, right?

00:49:21.000 --> 00:49:27.400
And then we need to go try the new tricks, and we need to go spread that slowly on these job sites, right?

00:49:27.480 --> 00:49:33.319
And and take those lessons we're learning and go share those within the community and help each other all go get better, right?

00:49:33.480 --> 00:49:40.679
But then there's the the reaching the community and the knowledge share piece on that, and that's the the lean coffee.

00:49:40.759 --> 00:49:44.279
What are the you got all this all this construction experience here?

00:49:44.440 --> 00:49:45.480
What are things on your mind?

00:49:45.639 --> 00:49:47.159
What are things you want to talk about?

00:49:47.319 --> 00:49:53.000
And anyone can go pitch those items and we'll just talk about them and we'll share wisdom, right?

00:49:53.400 --> 00:50:01.239
And then there's also the piece of okay, how do we go speak to the universities and how do we go share some tidbits and lessons learned with the students?

00:50:01.400 --> 00:50:07.960
So the cadence is the the community meeting and then the the member meeting where we go learn some new tricks, right?

00:50:08.199 --> 00:50:08.599
Nice.

00:50:08.920 --> 00:50:15.319
Uh and then we'll have the we'll have the visits to the universities that come periodically.

00:50:15.480 --> 00:50:24.360
So let's say let's let's get to a goal of let's say quarterly for for now, but we'll you know that we'll just kind of see how that how that works too.

00:50:24.519 --> 00:50:31.239
But we definitely have a big goal to talk to people coming into the industry.

00:50:31.400 --> 00:50:31.719
Yeah.

00:50:31.960 --> 00:50:35.559
Make sure that they are aware of some of the lessons learned and knowledge there.

00:50:35.719 --> 00:50:37.400
So beautiful.

00:50:37.559 --> 00:50:37.960
I love it.

00:50:38.119 --> 00:50:42.599
That I love it because there's two things that I particularly love about it.

00:50:42.839 --> 00:50:49.639
One is there's clearly a desire and an appetite for that community, right?

00:50:49.719 --> 00:50:56.199
From what I understand, the majority of the people in there are superintendents or are on the GC side of the business.

00:50:56.440 --> 00:50:56.679
Right.

00:50:56.920 --> 00:51:08.759
The fact that so many people have signed up in such a short period of time is a signal that people are out there just looking for like-minded individuals and they feel like they're alone in an island.

00:51:08.920 --> 00:51:12.039
So I think there's massive just value in that.

00:51:12.360 --> 00:51:19.000
The second thing I like about it is I know I happen to know a bunch of the old dogs, and they're my type of people.

00:51:19.079 --> 00:51:28.679
So it's attracting a particular type of leader that I'm gonna say, when I say leader, I'm not talking about somebody with authority.

00:51:28.920 --> 00:51:38.279
I'm talking about somebody that is actively engaged in learning and learning how to and actually developing people.

00:51:39.319 --> 00:51:44.279
Not developing people in Jesse Land, you are not a leader.

00:51:44.599 --> 00:51:54.199
And so what I see is a concentration of leaders that continue to be attracted to the thing and help it grow, which I absolutely love.

00:51:54.599 --> 00:52:04.920
Now, the one thing that that I want to plant in your head and in the LM family's head out there, and it's kind of the session that I'm gonna do with you guys here.

00:52:05.000 --> 00:52:07.559
I think it's in March, March or April.

00:52:07.799 --> 00:52:12.679
I think we're missing the distribution part of the idea.

00:52:13.079 --> 00:52:15.719
And the idea is share the knowledge, right?

00:52:15.799 --> 00:52:18.920
How do we do close the knowledge gap, transfer the knowledge?

00:52:19.159 --> 00:52:21.239
And that people have been talking about that again.

00:52:21.319 --> 00:52:23.159
It's another one of those forever, right?

00:52:23.239 --> 00:52:31.239
There's people capitalizing on it, building rinky dink LM learning and management systems, and just wishy-washy time.

00:52:31.480 --> 00:52:33.639
And it's there, and people are paying big bucks for it.

00:52:34.119 --> 00:52:40.519
What I think the distribution is, and you've said it multiple times, it's people.

00:52:42.279 --> 00:52:50.039
And and so if I want to connect with the high school, with the university, with the trades, nobody cares about we said it earlier, right?

00:52:50.119 --> 00:52:55.239
There's the competency, said what was it, 17, 83 character.

00:52:55.639 --> 00:53:00.119
I think the focus on how do we get this knowledge and transfer it, who cares?

00:53:00.279 --> 00:53:05.079
If nobody likes you, there's no knowledge to there's nowhere to transfer the knowledge.

00:53:05.239 --> 00:53:08.839
So then the question is how do you help people like you?

00:53:09.480 --> 00:53:17.480
Now it's not about changing your behavior to make people like you, it's how do you let people know that you're out there?

00:53:18.039 --> 00:53:21.079
And that's where I that's what Adam I got with Adam, bro.

00:53:21.159 --> 00:53:26.759
Y'all are talking about transferring knowledge, but I only see two or three of the old dogs that are active.

00:53:27.319 --> 00:53:28.599
That's the mission.

00:53:29.319 --> 00:53:37.639
Why aren't the old dogs being more visible so that they can attract people to impart the knowledge onto?

00:53:38.279 --> 00:53:40.199
Yeah, no, that's a good point.

00:53:40.599 --> 00:53:41.960
I think that's a good point.

00:53:42.119 --> 00:53:53.159
I mean, yeah, I think that's the thing, is as you're learning the new tricks, like you need to go try them, you need to go start influencing the job sites, you need to start sharing those lessons learned.

00:53:53.239 --> 00:53:57.880
And that, yeah, LinkedIn's a good way to publicly share that stuff for sure.

00:53:58.039 --> 00:54:08.599
But uh it is gonna be if we are working on job sites and we're and and over the ones we're running, we probably won't see that impact like right away, right?

00:54:08.679 --> 00:54:17.000
We're gonna start to see it when the uh more old dogs join or lessons learned come from other parts of the team, and we can go share that.

00:54:17.159 --> 00:54:26.920
And and so I yeah, I think we have to the ones that are there, probably we probably need to be better about if you've got ideas, share them.

00:54:27.079 --> 00:54:28.920
If you've got lessons learned, share them.

00:54:29.000 --> 00:54:36.599
We need to do a better job on that piece, and and then there's also this other piece that's probably over time we're gonna start to see.

00:54:36.759 --> 00:54:39.799
I think the roots are coming up, they're starting to pop through.

00:54:39.880 --> 00:54:49.639
We're starting to see a plant, and I think we'll start to see some fruits there over the next couple of years as job sites start trying these things and learning from them.

00:54:49.799 --> 00:54:50.039
Yeah.

00:54:50.440 --> 00:54:52.039
Grassroots effort 100%.

00:54:52.759 --> 00:54:58.920
I that there's y'all are y'all are on to something, no, no doubt it's gonna be impactful in the industry.

00:54:59.079 --> 00:55:02.839
And I'm glad that y'all are gonna let me move my mouth there for a little bit.

00:55:03.319 --> 00:55:05.000
Oh, many times, Jesse.

00:55:05.799 --> 00:55:10.440
I'm grateful that I'm gonna be hanging out with you live and in person here in a couple of weeks.

00:55:10.679 --> 00:55:12.920
Dude, I am really excited for that.

00:55:13.079 --> 00:55:20.039
I am telling you, the the SQI that you did at LCI and my brother got to go to that.

00:55:20.199 --> 00:55:22.119
Man, that was that's a game changer.

00:55:22.279 --> 00:55:23.239
It really is.

00:55:23.480 --> 00:55:31.559
And learning that and then seeing the the ergonomics lesson that our friend from across the pond taught us.

00:55:31.799 --> 00:55:34.839
Yeah, he was it was game changing.

00:55:35.000 --> 00:55:43.159
I mean, to to look at what's hard for the worker and and what are they stressing and straining on, they can do that today, right?

00:55:43.719 --> 00:55:48.759
Go do that for five years, and they're not gonna have a back anymore, they're not gonna have arms anymore.

00:55:48.920 --> 00:55:55.079
And and those are the things that really just changed how I ever view a safety walk.

00:55:55.159 --> 00:56:00.119
I will never do a safety walk the same after hearing that from y'all.

00:56:00.279 --> 00:56:05.960
So that's really that right there is industry changing, and I hope that everybody can catch on and learn that.

00:56:06.119 --> 00:56:10.360
So we got our two jobs that that I have influence on.

00:56:10.440 --> 00:56:11.400
We're coming together.

00:56:11.559 --> 00:56:23.960
We're gonna have Jesse for a day, and he is just gonna, he's gonna teach us how to manage our time and get that firebox figured out, and then we're gonna go try to hit the job side and and learn what we can see.

00:56:24.119 --> 00:56:35.400
But you know that's what I love about what you're doing is that that that is a very, very, very intentional reason why lean principles are very important, right?

00:56:35.480 --> 00:56:40.279
Because we talk about this is a good example of you can go track on a job site.

00:56:40.360 --> 00:56:44.279
Here's all the ways we eliminated waste at that GC level you're talking about, right?

00:56:44.759 --> 00:56:46.519
We did this, we did this, we did this, cool.

00:56:46.599 --> 00:56:52.199
And then you go to the job site and the talk to the workers, and they're like, man, this sucks, right?

00:56:53.159 --> 00:56:57.559
But you right there, what you're doing is you're going to the worker.

00:56:57.799 --> 00:57:08.039
You are literally eliminating waste, but you're doing it in something that's very, very important to the worker because it's going to give their back another 10 years.

00:57:08.199 --> 00:57:08.839
You know what I mean?

00:57:09.239 --> 00:57:19.719
So the lean principles are very, very important, but the why behind the lean transformation and the lean principles is a very key part that we cannot forget.

00:57:19.960 --> 00:57:20.279
Amen.

00:57:20.679 --> 00:57:25.400
Because the again, it's the people, the respect for people right there in the middle.

00:57:25.639 --> 00:57:29.799
And that's harder to measure because people are tough.

00:57:30.039 --> 00:57:37.480
So it's easy to go grab the the spreadsheet and go track the productivity and those things.

00:57:37.880 --> 00:57:39.239
That's all good.

00:57:39.960 --> 00:57:42.039
The people are they being impacted?

00:57:42.199 --> 00:57:43.880
Are their lives being better by that?

00:57:44.039 --> 00:57:45.960
That's the what it's all about, right?

00:57:47.799 --> 00:57:48.279
Yeah, okay.

00:57:49.799 --> 00:57:54.039
I got introduced to the lean construction in 2000.

00:57:54.279 --> 00:57:54.679
Yeah.

00:57:54.920 --> 00:57:58.519
And it wasn't until let's see, what are we in?

00:57:58.679 --> 00:57:59.480
26?

00:57:59.960 --> 00:58:06.119
Man, it was 2020, maybe when I finally, oh, that's why everybody hates me.

00:58:06.440 --> 00:58:09.799
I because I didn't care, it wasn't about making the work better for people.

00:58:09.960 --> 00:58:18.920
It was for me, it was always about optimizing the process, producing the outcomes, getting the goals, making it faster, making it easier, not easier, making it cheaper.

00:58:19.159 --> 00:58:19.719
Right.

00:58:20.279 --> 00:58:22.759
I didn't care about how you felt.

00:58:23.159 --> 00:58:27.799
And I anyways, when I finally saw the light, I'm like, oh my god.

00:58:27.960 --> 00:58:29.159
And then I did it that way.

00:58:29.319 --> 00:58:31.000
Let me just make this better for you.

00:58:31.239 --> 00:58:37.480
And they liked it, and they like they didn't avoid me, and they would ask for my ideas on the next piece of work.

00:58:37.559 --> 00:58:42.440
I was like, man, I've been doing your Yeah, no, I I'm with you, man.

00:58:42.519 --> 00:58:45.239
I had that I was introduced to pole planning, right?

00:58:45.319 --> 00:58:52.839
And I didn't know it was a lean thing or not, but someone came down and trained us in pole planning, and I liked that it just brought people together and I could talk to them.

00:58:52.920 --> 00:59:00.599
Now I finally at least had a method to go capture the notes on what people were saying, and it was really visual, which which helped me, right?

00:59:00.920 --> 00:59:09.639
So I locked in on that and and used that, but then we did have this lean movement, and we had or we wanted to use lean more on jobs, right?

00:59:09.799 --> 00:59:18.360
And and then I had someone come up to me and they said, Hey, I want to do lean on your job, and I gotta go tell your superintendent that he doesn't know what he's doing and he's got to do things this way.

00:59:18.440 --> 00:59:21.159
And I was like, You're crazy, get off my job.

00:59:21.400 --> 00:59:25.880
So so I had written off lean at that point.

00:59:25.960 --> 00:59:34.920
Yeah, and and I was like, No, if that's what it's it's if you're gonna add more work and tell people that have been building for 20 years that they don't know what they're doing, uh, then that's not gonna work.

00:59:35.159 --> 00:59:37.400
Now, I will give credit to Mr.

00:59:37.559 --> 00:59:41.799
Dan Shipley, who I've not given enough credit to on podcasts lately.

00:59:41.960 --> 00:59:42.759
Sorry, Dan.

00:59:43.159 --> 00:59:46.599
But but Dan Shipley, it really turned that corner for me.

00:59:46.679 --> 00:59:48.599
And again, it's a relationship piece.

00:59:48.759 --> 00:59:48.920
Yep.

00:59:49.079 --> 00:59:56.119
And it wasn't because he came in and had he would come sit in my office and just talk to me and built a relationship with me.

00:59:56.279 --> 00:59:58.839
And then I was like, okay, we'll try this out.

00:59:59.000 --> 01:00:03.159
And then, dude, when I saw results, dude, I was like, I'm in it.

01:00:03.319 --> 01:00:05.079
He broke up a beast, right?

01:00:05.400 --> 01:00:09.000
And and but it was because he built a relationship with me.

01:00:09.079 --> 01:00:11.719
He didn't come in telling me what to do right away, right?

01:00:11.799 --> 01:00:12.039
Yeah.

01:00:12.599 --> 01:00:15.400
Construction people were we're proud, right?

01:00:15.480 --> 01:00:17.559
We don't you you come in telling what to do.

01:00:17.639 --> 01:00:19.639
I've been doing this for a long time, right?

01:00:19.960 --> 01:00:27.480
But if you go get if this is why you have to go to people and you say what bothers them, right?

01:00:27.960 --> 01:00:28.360
Yep.

01:00:28.679 --> 01:00:33.559
And then you're using your lean toolbox to go fix what bothers them.

01:00:33.880 --> 01:00:34.519
Yes.

01:00:34.920 --> 01:00:37.719
And now you've got a fan, right?

01:00:38.519 --> 01:00:41.719
And and and so that that's a key that you know.

01:00:41.880 --> 01:00:59.639
So if if if Dan didn't come in and build that relationship with me, I would not have tried it on like last kill on those projects, and then I wouldn't have had those results, and it wouldn't have blown up the beast you see before you today that just talks about lean all the time and bugs everybody with it.

01:00:59.799 --> 01:01:01.559
So yeah, no, I feel you, man.

01:01:01.639 --> 01:01:02.920
It and that is the secret.

01:01:03.159 --> 01:01:04.759
What's kicking you in the face?

01:01:04.920 --> 01:01:08.920
Sure, I got all this lean stuff that that was like my ultra ultra.

01:01:09.000 --> 01:01:13.880
I just I'd show up on the project with superintendent and say, Man, look, man, I don't have time for you today.

01:01:14.119 --> 01:01:14.920
Like, it's cool.

01:01:15.079 --> 01:01:17.719
I I it was on my list, your job's on my list.

01:01:17.799 --> 01:01:19.559
I was supposed to come and check it out.

01:01:19.799 --> 01:01:21.239
You're busy, the team's busy.

01:01:21.319 --> 01:01:24.839
Is it okay if I post up right here in the trailer and just work?

01:01:25.559 --> 01:01:26.920
Yeah, okay.

01:01:27.079 --> 01:01:32.360
And I was listening and watching and seeing what was painful for them.

01:01:32.599 --> 01:01:32.920
Right.

01:01:33.079 --> 01:01:35.960
And then I said, Hey man, all right, thanks for letting me hang out.

01:01:36.519 --> 01:01:41.000
Hey, I noticed that this looks like it's like it's something that you're struggling with.

01:01:41.400 --> 01:01:43.799
Yeah, I'm sick and tired of what okay.

01:01:44.039 --> 01:01:45.159
I have an idea.

01:01:45.639 --> 01:01:46.519
Let me show you.

01:01:46.679 --> 01:01:48.199
And then I whatever it was, right?

01:01:48.279 --> 01:01:53.239
I kind of show get some blue tape on the walls and say, if you did, how do you think that would work?

01:01:53.639 --> 01:01:55.319
Man, that's I I like it.

01:01:55.480 --> 01:01:55.719
Okay.

01:01:56.519 --> 01:02:00.279
You want you want to try it, or you want me to kind of walk the whole team through it?

01:02:00.440 --> 01:02:03.079
Can you come back next week and walk the absolutely?

01:02:03.239 --> 01:02:04.199
And it was just that.

01:02:04.279 --> 01:02:05.639
Okay, I made a little bit better for him.

01:02:05.719 --> 01:02:06.599
Then he said, you know what?

01:02:06.679 --> 01:02:07.880
Yeah, what else you got?

01:02:08.039 --> 01:02:13.559
I said, Well, here's but here's the pain points that I see.

01:02:14.039 --> 01:02:16.519
I have something for this one, this one, and this one.

01:02:16.679 --> 01:02:19.000
Which pain point do you want to attack first?

01:02:19.319 --> 01:02:19.639
Right.

01:02:19.799 --> 01:02:23.880
Whereas before that, what I would do is I'd come with my my what do you call that?

01:02:23.960 --> 01:02:28.039
When you're at the doctor, they kind of pull up the clipboard and they see, oh yeah, you got these things.

01:02:28.119 --> 01:02:34.599
You need a shot and you need a pill, and you need a I'd come out and say, Okay, you're doing it wrong.

01:02:34.759 --> 01:02:35.880
You're doing it wrong.

01:02:36.199 --> 01:02:37.559
Why haven't you started this?

01:02:37.719 --> 01:02:38.679
This is what you need to do.

01:02:38.759 --> 01:02:42.279
Here's all your eight ways, here's your 5S program, looks like crap.

01:02:42.519 --> 01:02:43.319
Fix it.

01:02:43.719 --> 01:02:44.199
Right.

01:02:44.440 --> 01:02:46.279
And nobody liked me when I did it that way.

01:02:46.679 --> 01:02:49.159
No, and and you and it's not effective, right?

01:02:49.400 --> 01:02:51.799
Right, not not effective at all, 100%.

01:02:52.679 --> 01:03:02.440
Oh man, well, we could, I'm sure we could tell lean war stories forever, but I wanna did did I give you a heads up about the closing question, Mike?

01:03:02.759 --> 01:03:03.719
I don't think so.

01:03:03.960 --> 01:03:04.759
Okay, good.

01:03:05.000 --> 01:03:13.239
And I I suspect that yours is gonna be one of those profound, really forward-thinking responses just because of the type of person you are.

01:03:13.319 --> 01:03:26.279
It's clear that you value people, it's clear that you've walked many paths and you've taken the good from that, and now you're you're out there working to make it better for others, not just yourself.

01:03:26.839 --> 01:03:33.480
So here is the question What is the promise you are intended to be?

01:03:33.799 --> 01:03:36.759
The promise that I am intended to be.

01:03:37.159 --> 01:03:45.799
Well, I I think I think everybody that is on this earth has a has a reason we're here.

01:03:46.279 --> 01:03:51.000
And we have a unique reason why we're here that only we can do.

01:03:51.400 --> 01:03:59.799
And so my job is to go find what I'm designed to do, and then I need to go do it to my heart's content.

01:03:59.880 --> 01:04:08.519
And and this is why I need to go be intentional on learning the lessons as I go, the learnings and missteps.

01:04:08.679 --> 01:04:10.119
I have had a few, right?

01:04:10.199 --> 01:04:14.599
I don't want to start singing Frankie Sinatra right now, but but I've had a few, right?

01:04:14.759 --> 01:04:21.799
And and the thing is, I I'm on a path, I'm on a journey, I'm on a design that I am intended to have, right?

01:04:21.960 --> 01:04:27.239
And and what I need to do is I need to be intentional on doing that.

01:04:27.319 --> 01:04:31.079
And my my job is going to be influencing people as I go.

01:04:31.239 --> 01:04:36.199
I've I've got to go, my family has got to go further than I did, right?

01:04:36.279 --> 01:04:44.199
I gotta go climb that mountain and I gotta go do what I'm supposed to do, and I gotta hand that baton off, and they gotta go keep going and keep climbing and getting it higher.

01:04:44.360 --> 01:04:53.480
And and I I am so thankful for the people that have come before me, that have set good examples and set a good foundation for me.

01:04:53.719 --> 01:05:02.199
But my job is to go intentionally make that impact, make the world our the world will be a better place if we do what we're designed to do.

01:05:02.519 --> 01:05:04.440
And and I need to go do that.

01:05:04.599 --> 01:05:18.199
And that's why your firebox and eliminating waste, and if we get our goal right and our goal is people, we are going to be intentional about those relationships with people.

01:05:18.440 --> 01:05:30.039
And I'm telling you, when I when I die, no one's gonna give a rip about how many jobs I built or what jobs I built or if they were gas stations or if they were multi-story buildings or stadiums.

01:05:30.119 --> 01:05:31.719
No one's gonna care about that.

01:05:32.119 --> 01:05:37.319
No one's gonna care if I got 20 spreadsheets done and someone else got five done.

01:05:37.960 --> 01:05:42.279
They're gonna care, they're gonna care about the relationship, right?

01:05:42.440 --> 01:05:44.759
They're gonna care about the influence.

01:05:45.079 --> 01:05:51.559
And at the end of the day, when we die, it all goes away except for that influence.

01:05:52.360 --> 01:05:56.199
And that's that's what we need to be intentional about.

01:05:56.360 --> 01:06:11.400
So that that would be my my goal, my destination, and that that I hope is everybody's because there is nobody here that's here by accident that doesn't that doesn't have their own people that they have to impact that no one else can impact.

01:06:11.639 --> 01:06:12.039
Yep.

01:06:12.599 --> 01:06:14.759
So let's go do it.

01:06:15.799 --> 01:06:17.319
Dude, nailed it.

01:06:17.480 --> 01:06:26.920
Like every single one of us, no matter what, the only thing that's gonna be left behind is the influence that we've had on others.

01:06:27.159 --> 01:06:28.679
Freak brilliant, bro.

01:06:28.839 --> 01:06:29.319
Brilliant.

01:06:29.480 --> 01:06:30.519
Did you have fun?

01:06:30.759 --> 01:06:31.559
No, dude.

01:06:31.799 --> 01:06:32.839
Always have fun with you.

01:06:32.920 --> 01:06:35.319
I'm so excited when we get to live.

01:06:35.400 --> 01:06:36.920
I get to give you a big old bear hug again.

01:06:37.079 --> 01:06:38.119
It's gonna be awesome.

01:06:38.440 --> 01:06:40.599
Yo, now wear the Hawaiian shirts, though.

01:06:40.679 --> 01:06:42.679
I want to see Hawaiian shirts the whole time.

01:06:42.920 --> 01:06:44.039
Count on it, brother.

01:06:44.199 --> 01:06:44.759
Count on it.

01:06:44.839 --> 01:06:46.360
I that is my favorite attire.

01:06:47.319 --> 01:06:47.639
All right.

01:06:47.719 --> 01:06:51.639
Well, I'm going to tell the team that we expect Hawaiian shirts throughout that whole room.

01:06:51.799 --> 01:06:52.119
Yeah.

01:06:52.279 --> 01:06:55.319
So I'm going to make sure it's going to be a colorful bunch.

01:06:55.559 --> 01:06:56.440
It's going to be awesome.

01:06:56.599 --> 01:06:57.799
They're going to be ready to go.

01:06:58.119 --> 01:06:59.079
Dead four.

01:06:59.799 --> 01:07:02.759
Thank you for sticking it out all the way to the end.

01:07:02.920 --> 01:07:05.079
I know you got a whole lot of stuff going on.

01:07:05.239 --> 01:07:15.639
And in appreciation for the gift of time that you have given this episode, I want to offer you a free PDF of my book, Becoming the Promise You're Intended to Be.

01:07:15.799 --> 01:07:18.119
The link for that bad boy is down in the show notes.

01:07:18.279 --> 01:07:18.759
Hit it.

01:07:18.920 --> 01:07:20.759
You don't even have to give me your email address.

01:07:21.079 --> 01:07:21.880
There's a link in there.

01:07:21.960 --> 01:07:24.599
You just click that button, you can download the PDF.

01:07:24.920 --> 01:07:35.079
And if you share it with somebody that you know who might feel stuck or be caught up in self-destructive behaviors, that would be the ultimate.

01:07:35.319 --> 01:07:41.000
You sharing that increases the likelihood that it's going to help one more person.

01:07:41.639 --> 01:07:49.719
And if it does help one more person, then you're contributing to me becoming the promise I am intended to be.

01:07:50.360 --> 01:07:54.440
Be kind to yourself, be cool, and we'll talk at you next time.