“Trusting other people to do it right has always been my struggle. And I have to remind myself, I can't go over there and try to fix this problem. They’ve got to figure it out for themselves,” explains Chad Davis, CEO of All American Landscape. Today, Chad joins co-hosts Matt and Dan to discuss the obstacles that he needs to clear in order to reach his goals of growing the maintenance side of his business.
Chad loves being involved in the larger installation projects, but is not nearly as fond of doing the sales and admini...
“Trusting other people to do it right has always been my struggle. And I have to remind myself, I can't go over there and try to fix this problem. They’ve got to figure it out for themselves,” explains Chad Davis, CEO of All American Landscape. Today, Chad joins co-hosts Matt and Dan to discuss the obstacles that he needs to clear in order to reach his goals of growing the maintenance side of his business.
Chad loves being involved in the larger installation projects, but is not nearly as fond of doing the sales and administrative side of the business. Even though he has employees working on the installs, he finds himself tempted to work on-site himself and struggles with trusting others to do things correctly. In order to continue growing the business and have more time available to spend with his wife and children, he needs to focus more on the management side of things. While talking with Matt and Dan, Chad realized that the business processes and specific job title expectations are not written down. By blocking out spots on his calendar for strategic work and making a commitment to that investment of his time, he can create set Role Foundations so that each employee is clear on what is expected of them.
Next Actions
• Determine your vacation time and put it on your calendar as a set goal line.
• Block out a minimum of 5 hours a week (even if it’s in 1 hour increments) on your calendar for strategic work.
• Create Role Foundations by identifying the expectations for each specific role within the company, including the standards expected.
Quotes
• “I used to do all of it. I’d do the sales, make sure it's installed right. Do all of that. It just was too much.” (9:41-9:50 | Chad)
• “That's another reason I brought the maintenance department in. You can't sell a company like mine without some kind of constant revenue stream that you can say on paper.” (10:45-10:53 | Chad)
• “Five year goals would be just more than doubling the size of the maintenance part. I don't think I want to grow too much more on the installation side.” (12:55-13:07 | Chad)
• “I don't chase the money. I want to make a good living. I want it to be worth money, but there's a certain point where quality of life is no longer worth the amount of money that I make.” (14:01-14:12 | Chad)
• “Trusting other people to do it right has always been my struggle. And I have to remind myself, I can't go over there and try to fix this problem. They’ve got to figure it out for themselves.” (20:09-20:20 | Chad)
Links
Traction, by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837/
E-Myth Mastery, by Michael Gerber: https://www.amazon.com/Myth-Mastery-Essential-Disciplines-World-Class/dp/0060723238/
Connect with Chad Davis:
Website: aalandscapeandstone.com
Clearing Obstacles:
Website: clearingobstacles.com
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