A short conversational YouTube transcript (casual meet-and-greet at GIE) where Mike Andes and others discuss pay-for-performance compensation, leadership and how to become an owner’s "number two," and share business results and software recommendations. The speakers exchange small talk, revenue targets (mentions of ~$160K, $228K and goals of $250–$275K), and practical leadership advice: over-deliver for the owner, stay close to learn, challenge the owner constructively, and be willing to do menial tasks to gain trust. The transcript also briefly mentions field software (Jobber, LMN, Service Autopilot).
Chapters
Hey, how's it going? Oh, cool.
I was the guy who bought from the con artist a couple companies.
Oh, no way, dude. Good to see you. I'm so glad you survived. Yeah. I don't know if you're around this evening, but I'm speaking on pay for performance tonight. There's a chance you lose your highest paid people now. Right. Because they might not be performing really to make the money. But it's like, hey, like I got guys who will start off their first week making more than guys work for five years but they deserve it. Like the numbers don't lie. Yeah, yeah, no, I'm glad it worked out. I wasn't too sure but. What's up man? Good to see ya. Look at you. Good. Do you get free? Yeah. Jobbers Much more user friendly. Like if you want to be able to like within two weeks feel really comfortable. Jobbers, it LMN and service autopilot. It takes six months to be feel like you even have a grass because it's so vast. What are you going to do this year? Like 250. 200, hopefully 275, man. Nice. When we set the goals, it was 250 to 275. Really?
When we were out there?
Yeah, we're at like 228 now, but we have 40,000 sold out.
That's awesome, man. What did you do last year?
Like 160.
Dude. That's good man. That's really awesome. Now you're. I remember when. Remember when you like not sure if you were going to jump in. What's up man? Hey man. See you again.
But I didn't want to bug you because.
Oh yeah, you're good. You know I know how it gets.
But I have an eyeball question for you.
Cool.
And my eyeball question is.
Yep.
I have two questions. First, what are like good or like necessary attributes to have to be like a team leader?
So are you crew lead for him, Are you owners or.
I'm the owner.
He's. He's not a lead yet. Yeah, he's getting there. Okay. So how long you been working?
I just started with him in July.
Okay. So in terms of leadership, the number one thing I would say like do you want to become like number two to him?
So if I was you as a number two, the first thing is like whatever he needs you need to give him in terms of like just over deliver on everything he needs from you. So if you need someone to estimate, if you need someone to like mop the floor, if you need someone to get him a coffee. Like, I know it sounds stupid, but, like, if you want to really get close to somebody, that's how you do it. So, like, if you want to do your own thing, I'd say, like, hey, go, like, listen to books like Learn, absorb, entrepreneur, business, finance, junk like that. But if you're just wanting to be a number two, which can be very, very profitable, and you get a lot of autonomy, you don't have to be dictated by the. The P and L, because you'll get a salary. Like, if you want that, I would just stick to him as much as possible, right? And don't be a yes man to him either. Challenge him on stuff because he'll appreciate that as a number one. A good number one will appreciate a number two. That's like pushing them a bit. So if you don't, like, if you think something wrong or the marketing is off or the way that he handles a situation is wrong, tell him. Because if you don't, he'll look for a number two. When he needs to move off to franchising or do something other, he's gonna look for someone that will actually lead the guys. And that's gonna be someone that's not afraid of controversy. And so you're gonna want to push on him when he needs it. That's not, like, argumentative. It's supporting what he wants. That's the business growth. The guys did do well you know, financially, doing more successful. And as long as you have that as your motive, you know, just get close to him, right? Everywhere you can be with him, support him any way possible, so that as it grows, you keep close to him. And that's when you become a number two. Right now it's probably more like him and then a bunch of workers. If you actually want to become closer to him, though, be around as much as possible. Learn from him. You know, talk to him about business stuff. Like, this is a perfect event type of thing, right? Get close to him. So as the business grows. And what happens as business grows is you get pushed up if you're close to the owner, right? The further away from the owner, if you just come and do your job and leave, you'll stay on that level forever. And you'll get more people around you as it grows. But if you stay close to him, he's gonna push up. Cause he's the owner. He's gonna have people underneath him. You just wanna stick close to him.
Also, another question is kind of to.
Take a picture with you. Yes, absolutely. Josh, you want to Help us out.
Thank you. Yeah, my pleasure, man. Cool. And you can email me too, like, if something comes up as it grows. Like, number two is super important. Like, Augusta's only here because I had a great number two and now a number three. Awesome. Best of luck, guys. You have a good one. Awesome. Good, good. Have fun, guys. And is that one on one or is that with, like, a group of companies?
Good seeing you.
What's up, Jonathan? How's it going?
Going good. Good seeing you.
Yeah, man. You're busy.
Yeah. You are too, though. We're always busy. Thank you very much.
Appreciate it.
Yeah, thank you for that.
Appreciate it.
So you're talking about pay per performance.
Yeah. Yeah. Well, it's culture. Team culture. But, like, it ties so directly into it. Right. It's been crazy. It's the only, like, once you do it, it's just like there's no other way. Yeah.
It took us a while to figure it out. When we got it, it did.
It took us about eight months.
Yeah, we were a start. Stop. And then number of years we didn't do it. And then we went back to it.
That was our.
What do you guys do?
We do estimates. So we have an estimate. We charge for the estimates, so it makes it worthless.
