EPISODE 2: Someone Showed Up HIGH to my Gym!

Made more sense. The client. Yeah, that doesn't make. Yeah, that doesn't make sense at all.

So I'll go over these. I mean, we know what he meant.

Yeah, but it's like the client's gonna get confused. Merry Christmas, everybody.

So the challenge is that if we.

Can be profitable for every month from here on out, the end of the year, which I expect if we can keep everything going well, if we profit every single month besides one, because there's gonna be another one where there's three pay periods and that those are tough. If we can. January 1st, we're gonna start doing medical benefits for everyone here. So it's a pretty several plans I'm looking at right now. Just kind of weighing out the costs and everything. So that's kind of like the goal. If we can be. It needs to be consistent enough to where I know that we can make that commitment to everyone and then we can all do that. So more info on that will come later in the year. I'm looking at several different plans, see what would be best for us, considering age and all that sort of thing of the kind of the demographic that we have here. So I'm working on that, but that's kind of what I'm shooting for. So we'll have one month of like dodge that bullet. But everyone else, we need to have some consistency. Right. I think we'll be there as long as we stay efficient on the training element, bring on the new hires that are coming on and are still being profitable. I think it'll be good.

Thursday called and accepted the job or last week. Sammy put it on the schedule. We're all good. Ryan or. Yeah, Ryan called the lady on the cell on the 31st and told her he couldn't get the sod here in time. Could we move it to next week? So it was scheduled for this week. And so then he ordered all the sod and all the materials and then he called the customer, calls the next day and cancels the whole job. So tell me what we should do. Like this is like the quiz, so we all understand the order.

So.

So what happened was we actually had really good notes in the office.

Notes.

It said client called and canceled job, but we forgot to cancel it on the dispatch board or send a note like the follow up call note to the franchisee or text him. So he still thought it was all on the schedule. He ordered all the stuff, it all showed up. And then the customer came out and they were like, why are you even here? So they could have cancelled. So in the past, what we've done, customers try to do that and we say, oh, we've already spent twelve hundred dollars on your materials so we have to charge you for that. We've already paid for it, saw it dies. Like we have to take it to the dump. So a lot of times, and this is what he tried to do when he got there, a lot of times we can sell them the job. You're going to have to pay 1,200 anyway. You might as well pay 2,500 and have the job done.

So we're making ads, but yeah, so right now the toughest thing is finding good people. So the franchisees are having a lot of difficulty doing that. So we're trying to do is instead of just running pictures on Facebook ads or indeed or whatever, having a video. So right now we're gonna make three micro videos like a minute long that you could use on a Facebook ad to potentially find good hires. So trying to do some high energy stuff that's gonna be a little bit different than every other help wanted ad they see right now. So hopefully it works.

Are you tired of working with unmotivated coworkers? People that stop and go to the gas station ten times a day? They're on their phone, they're lazy, they're unmotivated. If you're looking to change your place of work and work for Augusta Care, give us a call today. We'd love to get you on the team where we have daily percentage profit sharing every single day.

It's not called profit sharing. Sorry, give me one more time.

Are you tired of working with unmotivated co workers that stop at gas stations on their phone all day? Sleepy, lazy, all the rest of it. If you want to work with true professionals, give us a call at Augusta Lawn Care where we actually give a percentage of the revenue every single day that you earn to the business. That's what your paycheck is so you're motivated to work. And if you're one of the ones that work harder, you make more money. The harder you work, the more money you make. Give us a call today. Have pay for performance instead of hourly wages and get a share in the.

Profits every single quarter. That's okay. It's better than the first one. Do you want to redo it or no?

No. It's about what I want to say. It's kind of what I want to say. You got it. I think that's fine. Okay, let me do it one more time. Yeah. Thank you.

Are you tired of working with Unmotivated co workers. If you want to work with true professionals in the lawn care landscaping industry that are motivated to work hard, give us a call at Augusta Lawn Care. We'd love for you to join the team because instead of getting an hourly wage, we actually get, you get a percentage of the revenue you make for the business, which means the harder you work, the more money you make. And by the way, we also have profit sharing, which means you get to share with the profits in the business every single quarter.

That's better. All right, so between the three, that should be great. Sorry, just put more on you. Okay. Thank you, sir.

100%.

Like, I would say the lowest level.

Of support that we would offer is on the technical side. And that is like, you know, you, you asking, how do I trim a bush, how do I cut grass? That's really the importance of simplification.

Because if you're doing simple services, 95%.

Of it, you can learn to do on a five minute video and know more about cutting grass than 95% of the population. Right. And so that's really the objective is to focus on those simple services because that's the part that is hardest for us to train when we're thousands of miles away from you. What we're definitely going to be supportive of is the business side, marketing, hiring, especially at the beginning. So even though when you leave here, we are very well aware that a lot of your support that's needed is in those first six to 12 months, especially the first three months. Right. Because now it's a matter of like, not like, okay, like the monthly coaching call is great, but like, I need to know, like, am I spending too much on Facebook? Am I spending too much on Google? And that's where like, we probably have the most contact, you and I directly with Command center every single day, be.

Able to reach out for that kind of support.

And then like I said, all of our franchisees have my phone number. I'm literally texting someone right now about their Google Ads budget.

So that's the level of support, especially.

At the beginning, that we really push ourselves to provide. And honestly, from the standpoint of like our cost and our business from the top side of the franchise, we know that that $15,000, a good chunk of that is going to go in the fact that like, I'm gonna be very involved with three to eight.

So that was a call with a potential franchisee out of Tampa Bay, Florida. I think it's like our second or third call, like when I'm selling franchises it's not necessarily like a sales process, just educating, answering questions, making sure it's the right fit for them, making sure they're the right fit for Augusta. So a lot of times that first call I get a check mark or an X on whether or not they're a good fit for us. And it's a matter of just answering their questions, making sure it's good for them. It's gonna be better for them to join Augusta than start their own thing. And so this particular franchisee, it's actually a father and a son and they're gonna be moving over to Tampa out of Miami. And so, yeah, really looking forward to working with them probably starting next spring. A lot of times the sales process is pretty long. A lot of phone calls. This one was 45 minutes long. The first one was a couple hours or an hour and a half or something like that. So, yeah, it's a lot of communication and it's worth it to make sure that they are making a good decision. They know it's a long term commitment and actually really scale the business. And so it's just not much of a sales process. I answer the questions, I'm confident in what we kind of are selling here. And if you're doing lawn care, doing landscape, doing any sort of services, like, hey, if you have confidence what you're selling, it's not really like it's really in your best interest. It's really, you almost have like a moral obligation to make sure they make a decision to join. So for someone like them, I really know we could help them a lot. They don't have any landscaping experience. They have the money to though to scale and they have the experience from a business element to be able to run them and manage the business. So I really feel like I need, it's my best interest. My moral, like obligation is make sure that they do make the decision to join Augusta. And so just getting in there and making sure that I answer their questions correctly and that they're comfortable with everything is the objective of those calls. So do a lot of them zoom. Gotta love it.

So I just got a call from one of the trainers at Anytime Fitness last night. One of the members came in for a training session, a group training session, and they were high, so they were like falling all over the place and everything. So we're just in communication with them now.

Hey, Mike, I was thinking on Wednesday, if she is to show up like that again, I'm going to pull them into the office and just say, hey, you know, on Monday, I just realized that you didn't seem to be very present, you know, you were falling over. These are all safety concerns. You know, I don't want her getting hurt in our sessions. I want to be able to help just kind of figure out what the situation is. You know, maybe it wasn't drugs, maybe she has something going on. From what I saw, it did really seem like drugs, but maybe if it's not, I could lean her towards personal training. Maybe she needs more one on one attention. And if that's not the case, if it is, you know, say like pain medication, I'm just gonna have to let her know that she can't be showing up and participating in those circumstances because it's just too much of a safety hazard.

So this is something I'm still learning on. And that is when a lot of times employees, they've been used of just giving off issues to their employer or their boss or their manager and just like having them take care of stuff when they actually know the answer. And I don't want to disarm them. So what I actually did in this specific case is she had asked me what to do and all I responded back was, what do you feel is the right way to handle it? Because I knew she knew, but I gotta get better at doing that. So. And basically it's like when someone gives you a pen and you give it back to them, like, hey, it's like you make the decision, like, what do you think? So I'm trying to get better at that. Cause otherwise you just fall into the trap of micromanagement. And like every time that there's something in the business, they just ask you, hey, what do we think? Like, what'd you do in this situation? And yes, I would have said exactly what she just said, but she knows. And so I'm trying to do a better job of especially my managers and not being the firefighter, because otherwise it's easy to be like, oh, yeah, here's what you should do. I'm like the savior, I'm gonna come help everyone. But she knows exactly what to do. She can be more efficient. She's in the front lines. I'm far away from her right now. So that type of something I've been working on recently, trying to just not disarm the employee because they know what to do. And it's something that a lot of us like to do as entrepreneurs and jump in and help, you know, good intentions. But we mess up our employees and disarm them from doing their job. So yeah, no, don't go to the gym. High. It's not a good idea.

Party.

Okay, so now we're at the studio and we're gonna do some recording for.

The MBA for Entrepreneurs course.

So if you haven't checked it out, you probably should. I'm adding to it. Like I try to do like five.

To ten lectures a week.

So it's kind of more in depth theory, not just lawn care, landscaping. It has everything to do with balance sheets, profit statements, like dealing with a banker, taxes, all that sort of thing. So I'm adding to it all throughout 2021. Probably will continue on. So check it out and we're going to go ahead and record now.

All right, so back here I have where I have my slides up here.

Is where I have my screen. So I try to make this as fast as possible for me to start recording. Then go here. That's where I will record from. Turn all the lights on. The objective with the studio here is.

To be able to be recording within 60 seconds. So everything is relatively quick and easy.

So if I'm doing a live stream, for example, I just got to plug this in. Everything's connected. I am not doing a live stream. I'm gonna put this down, leave that mic there and I'll be good to go.

Alright, so we're going to talk about cash versus accrual accounting. So sales that you made on credit. Okay, so, so that's operating activities, just traditionally going, getting the inventory, selling it, having.

Back to here.

Okay.

All right everyone, so we're gonna go ahead and wrap it up for today.

Thank you so much for coming along.

For our first real day of a.

Vlog, hopefully this is something we kind of get in our groove and start to learn what is good for us to film.

Comment below what you'd like to see in the vlog, areas of what I do in the business, personal life, whatever it is that you'd like to see more in the vlog.

And I appreciate you all following and.

I guess tomorrow I'll see you again. See you then.

Guess I'll take this off.

It.