3 Easy Systems & Processes That Will Blow Your Roofing Company Up

Systems and processes for your roofing company simplified into three steps. In this video, I'm going to help you turn chaos into clarity. Especially if you're the person that like the idea of sitting down and writing a storybook of an sop makes you want to poke your eyeball out with a safety pin because you don't have the time, you're overwhelmed, you don't know where to start, and you don't know if your team is even going to use it. So if you're an owner or manager that struggled with scaling your team, you're putting out fires all the time. And you know you need to systemize your business to scale and to get your life back so you can actually take a vacation. Then this video is for you. Welcome or welcome back. My name is Adam Bensman and I help great people play their best game. It's sales, marketing, and business. And I'm so glad to have you here. Now let's get started. Roofing sales is personal development in disguise and the reward for growth is life changing. I hope my content helps you create a richer life and bank account. All right, so we're going to simplify roofing systems and processes. And when I say simplify, I'm not joking. If you follow these three steps, you will have more control and more freedom in your life and in your business, which means you will scale, likely be more profitable, and most importantly, provide the most incredible experience for your customers and for your team. Now, the reason that we're going to do this simple is because you can always add more. And just as an example, if you saw the reporting that I do for my marketing at my business, you'd see like an 18 page report. And on all those 18 pages, which I look through in great detail each month, as does our team, you would be like, how do you track all of this? This is mind blowing. There's charts, there's graphs, there's ratios, analog, blah, blah, like it's nuts. But I didn't start there. I started simple. I said, hey, I just need to get control of this. But getting control is getting accurate from where you are. So I'm going to give you a roadmap to do that right now. Okay, the first thing that we're going to do is take a look at these three elements, starting with number one. Now, I'm not former military, and by the way, I appreciate all those that served. I'm going to use a military example. What's the most important thing for a unit? It's communication. Right? So all members of a platoon or command are operating on the same communication path. They have radios on the same frequency and call signs and a code of conduct, essentially a rule book for how to communicate. So what is the radio system for your company? Right. So my guess is many of you, maybe you are saying, wait, what? What do you mean? Like, I text this guy, text this guy, we got a group chat. Does that count? No, it doesn't. So what you need is a communication system. In just implementing this, one thing is going to simplify. It's going to turn chaos into clarity. Now, some people, like using GroupMe or WhatsApp. I'm a big fan of Slack. The reason you can use the free version is Slack has different channels, just like a radio would, so people don't talk over each other and things don't get lost and cluttered. It's not just one group chat. And I'm going to give you a simple framework. We do more than what I'm going to share with you, but I'm just giving you a simple framework for you to see how to start implementing this in your business. Now, first, we start each day with what's called our mit. That's the most important thing. And every morning, my team does this too. Like, I'm practicing this. This is one of those practice what you preach type of things. Okay, so what I do is we start off with this most important thing, and everyone posts it first thing in the morning. So it might be like, close this deal or get this system in place, or follow up with this customer, take care of this, call back on this customer's job, and right away, you know who's working and who's not. Now, a lot of the psychology behind this can actually be read about if you're a geek of psychology like I am from this book by Jonah Berger, which is a fantastic read called Invisible Influence. I'm going to. I'm going to share a story because it's going to lead up to. What I'm going to share with you next is that Jonah Berger shares a story in this measuring the speed of someone going out for a jog. So they're going out for some exercise, jogging the neighborhood, and they measure their speed. Now, they introduced one variable and one variable only. See, the first experiment, no one was around. They just jogged. But on the second experiment, all they did was put someone on the street, an observer. They weren't running, they weren't racing. They were just there, and they measured the runner speed. And guess what happened? The runner ran faster. Just because someone was watching. So the psychology of a communication system isn't only because it's smart and you need it, but performance raises when there is group accountability. By the way, I participate in this. I put in my MIT in my chat, right? We want to be in the trenches and leading with our team. And I love the pressure because then I'm put, I perform better under pressure, as many of us do. So we post our most important thing. Okay, the next this is how we start our morning. And then at the end we have our sales channel which at the end of the day everybody reports their sales activities. I'm going to give you a few examples of what you can do whether you're a door to door or a inbound lead company. So generally storm or retail. So you could do the doors, knocked the inspections or appointments and then the total sales and each person was like, okay, I knocked 100 doors. I, I got X appointments and X sales three numbers just to end the day out. Okay. The next thing that if you have an inbound lead is how many appointments you ran, how many deals you close and the dollar value of those sales. Alright, so that's just an example. You can play with this how you want, but the idea is just to get in the rhythm of every morning. We start our day with our intention. What's the most important thing and how did I do at the end of the day looking back? Okay, forcing that mirror of reflection is what gets measured and reported improves dramatically. And that's what we want to create in our company. The next channel is the general channel and this is the place for like company updates. You know, I do have another channel by the way, called Share the wins. Like a celebrations channel you can do. But the general channel just makes sure that things don't get messy. Okay. And then the other one would be your production channel and this would be for all things related. By the way, you have to give me a pass if I ever have any like typos as I'm writing and talking about. The production channel is just conversations about production. So that way if there's like a general update from the office admin being like, hey, just a reminder, we're doing our company barbecue this Friday. It doesn't get muddied up with like mayday tarp blew off, house getting rained in or any sort of production stuff like hey, permit needs to get hung on this job. I noticed it wasn't there. Whatever it is, okay, call back on this on this site. So that's the number one thing is just getting this Communication system. It's super simple and it's a really easy process to start because you just created create your Slack channel. You get everybody added, you introduce this concept and then you just remind people until it becomes habit. Alright, number two is what I call the weekly pulse. This is going to sound overwhelming and then you realize it's really not. And the weekly pulse is a combination of a report and a meeting. Okay? So it's a report that everybody participates in and it's a meeting where you go through these things together. Now what you're going to do is pick three and that's it. The three most important things for each department. And again, you can go as deep as you want, but I'll give you the ones I like to focus on. Oops. First is marketing, then is sales, and then we have production or ops, and then finance. And that's just an example. You could add more if you wish, but I'm going to give you just an example of the top three. So imagine that you are, you're stuck, your flight got delayed, you can't get back to the office, you're coming back from an amazing conference and you're like, I don't even know what's going on in my business. Well, with this weekly pulse, you'll know exactly what's going on because you're going to report on it once a week. Say it's on Wednesday and you report looking back from Monday to Sunday and you have the meeting and you review everything. Okay? And what you're going to do is just look at three metrics and I want you just to think like, what are the three numbers? If I just look at that, I'm like, things are going great or things are on fire. So for marketing I can say how many leads did we get, how many of those were qualified and how many appointments did they generate? Because it's different leads. Not all leads are great. So we need to filter to what's qualified leads and how many turn in appointment. You can also look at costs, ad spend, things like that. Those are just three examples. Then on sales it can be how many doors were knocked, how many appointments were set, how many deals were generated, or if you're in retail, how many appointments you ran your close rate and then the dollar value of the sales that week. Again, you can play with this. There's some sales forecasting you can do, but I don't want to get too complicated with today's video because I just want you to get started. All right? We can always add more and Sharpen the knife as you go. All right, next is production. That might be things. Here's three examples. Jobs completed this week, jobs in the pipeline and then the number of callbacks that you receive. That way you know which we at, where were we, where are we going and are we doing good work? Okay, that's an example. And then finance cash collected, outstanding timeline on your accounts receivables as an example. And outstanding. So your ARR, accounts receivable total. All right, so excuse me, I don't know why I said ar, that's annual recurring revenue, accounts receivable, ar, your ar, how much money is on the streets, how long it's going to take to collect and how much you collected last week. All right, so those are just three things that each department will manually input. And we do this manually because we don't want people to have it automatic because when you do it manually you have to, you have to think about it similar to like if you were trying to lose weight, writing down or logging what you eat changes how you think about it versus just like someone does it for you. All right, now that's your weekly pull ups. And the third one is to ditch SOPs. All right? And I'll tell you this, I've yet to at least at scale, talk to any roofing company. You have to excuse me for my very masculine coffee cup. Any roofing company that, that has done really well on SOPs, they might build them, but, but people generally don't use them. And I know you might drop a comment and say, Adam, that's poor leadership, yada yada, but I just want to talk about how people work and how to create an efficient work environment. Now believe me, I did the whole SOP thing and we had detailed SOPs that took literally probably a full day to produce. But then in the real world, people are too busy to go read five pages. So what do we do? We create a really simple version of this. And that's what I'm going to show you, which is your company roadmap. Okay, now what you're seeing here is a snippet of my system which is called the Git system, which is stands for get it together. And it's what I've created after taking inspiration and learning from other systems, finding what works, finding what doesn't, and just creating a really easy to follow shallow model that any roofing company of any size can adopt quickly if they don't have a system to get control and clarity. Okay, so now let's talk about what this roadmap is. And again, just for fun, we are going to ditch the idea of an sop. So let's talk about what this roadmap looks like now. I was just running a workshop for RSRA members. We did a two day recruiting workshop. We also have a, a marketing workshop coming up which I can't wait for. I'm teaching my marketing control system at that workshop. And we got roadmaps for all the marketing funnels and stuff which will work similar. You'll see what I mean. But anyway, Jonathan Wissman, who was running it with me, he starts talking through and recruiting. We do this and I just built a map and showed everyone. They're like, that makes it so easy. So that's what I'm gonna do for you right now. Let's take a look at what it would look like to document a system for your sales process. Okay. And I'm gonna keep this really high level and we can get into more as we go. All right, so as an example, we have an appointment. So the sales appointment first we need to show up, right? And we do our intro. So I'm just gonna write show up, intro. Okay. Then we move into this part which would be the inspection. And I recognize by the way there's plenty of folks who are doing sales virtually or over the phone. Like Cody, one of our mentors is doing over 2 million a month over the phone. He also ran a workshop for a two day workshop for RSRA members on that process, which was freaking mind blowing by the way. But anyway, he shared his script and all the cool stuff he's doing. But so show up the inspection and then we come down and we have our presentation. Okay? So we're going to present and then there's a decision that takes place. Did we close the sale or not? So you'll notice I'm just doing a different shape. So I'm just going to put closed. Now if they do close, then we're going to turn in the contract, right? Submit contract and then I'm going to add and payment and the money. And then so that's yes. And then if no, they are going to go into the next sequence and I'm going to call this Bamfam, which is book an appointment from an appointment. Okay. And then I can build out an entire process. So if they don't book, they're going to book an appointment from an appointment, send the confirmation email, etc. This one obviously is going to go here and then we're going to have, if you are in an Area that requires permits. We're going to do our permit. We're going to do. And I know that this might not be in the permit, might come later for you, but then your material and labor order. Okay, so you get the idea. So what we're doing is just mapping out a visual flow like this. We're like, wait, that's it. I show up, there's an inspection presentation. And. And now instead of SOPs, what we do is for each of these stages, I look at this and I can, I can create a playbook for it. So when you show up, you want to train your team, what are they going to say at the door, hey, blah, blah, blah, my name is Adam. This is what we're going to do today, right? Then the inspection, there's a checklist. When you do your inspection, here's how you do it so it's consistent. Then for your presentation, here's the presentation you use. So you're not creating this like massive SOP or training library. You're pairing each individual step with its own little playbook. And you can assume for certain things like submit, contract this you don't have to detail like drive it to the office like they know that. Right. Turned in immediately updated in the CRM, blah blah blah. And you can get as high level or detail as you wish. But this is a general map of what happens. And you can expand on this again for production would go into another one. But the main. Excuse me, when I say go into another one, meaning continue. The main maps you want to build are for marketing. Now this is where I have my. I call it your core funnel. Like where all the leads flow into are going to be consistent through this marketing core funnel. And then you have sales and then you've got operations or production. I know I went from all caps, bear with me. And then you could have one for finance. And for you to sit down. It will not take long for you to outline this flow with a handy little pen. If you want to use sticky notes on a whiteboard, there you have it, little baby. Checklists or instructions for each step only as needed. And. And assume the people you're hiring are competent people because otherwise you wouldn't be hiring them. In summary, you got three things to do. Get your communication system like the radio for your platoon. Set up your channels, create a wakely pulse. Just three little metrics. I gave you some right now and you can run with those. And then number three, build your roadmaps. They're really easy to follow. And there you have it. Systems and processes simplified in three steps. Now go get the clarity in your business that you need. If you want help, join me inside the Roofing and Solar Reform Alliance. There's a link in the description and I'll see you soon.