Who Was Your First Hire?
I’ll never forget mine! My first hire was a foreman. I needed someone who could run the job while I focused on running and growing the business. That was the moment it stopped being just me and started becoming something bigger. Scary? Of course. Exciting? Absolutely. That first hire teaches you the hard stuff. How to train. How to lead. How to TRUST someone with your name and your clients. You don’t always get it right, but that’s how you grow. What I learned: Hire sooner than you think you’re ready Character beats skill every time Being a boss is a completely different trade than doing the work So let me ask you… who was your first hire, and what did they teach you?What Features Would Be Helpful for Dealing with Subcontractors on Your Team?
Subcontractors can be a powerful way to grow your service business—but managing them smoothly takes the right tools. From scheduling to paperwork to payments, things can get complicated fast if you're relying on spreadsheets or text threads. Here are a few key ideas to kick off the conversation: Insurance Certificate Tracking + Expiration Reminders Making sure your subcontractors are insured is a no-brainer—but keeping track of their certificates and renewal dates can be a hassle. A built-in feature that stores insurance docs and sends automatic reminders before they expire would help keep your business protected and organized. Built-in Payment Processing for Subcontractors Paying subs quickly and clearly is essential for maintaining good relationships. Imagine being able to approve their invoices and process payments right through Jobber—no more chasing emails or juggling payment apps. Subcontractor Availability Scheduling Knowing when your subs are available is half the battle. A shared calendar where subcontractors can input their availability would make job assignment way easier and help avoid scheduling conflicts before they happen. What would you like to see added to help manage subcontractors better? Drop your ideas in the comments—👇What’s one red flag you always watch for during an interview?
In the episode of the Masters of Home Service (at the 27-minute mark) Stephen Jobe shared that his number one hiring red flag is when a candidate brings up money too early in the process. He said if someone’s first concern is pay, before showing humility or interest in the role, it’s usually a no-go. Do you agree with Stephen? What’s your biggest red flag when interviewing new hires? Tune into the full episode to learn what mistakes to avoid and tips for building a clear career path for your best people. Never miss an episode of Masters of Home Service. Subscribe on Apple , Spotify, or wherever you get your podcasts.
Podcast discussion: Stop Using Org Charts. Use This to Grow Faster.
Do you have any thoughts, stories, or feedback after listening to the episode? Comment below what stood out to you most! 👀 🌟 Do you have a system for keeping your team accountable? How is it working for you, and what impact has it had on your service business? 🌟 How do you empower your team to make decisions without running every little thing by you? What’s worked (or not worked)? Episode Overview Most business owners think they need an org chart. But what many really need is accountability. In this episode of Masters of Home Service, Forrest Derr—Fractional COO and owner of Derr Consulting—joins host Adam Sylvester alongside his client, business owner Jerry Jackson, to show how to structure your team so everyone knows exactly what they’re responsible for. You’ll learn how to cut daily chaos, reduce unnecessary calls, and hit your business goals faster. Show Notes: [01:31] The #1 leadership mistake service business owners make [02:09] Accountability vs. organizational charts: what’s the difference? [02:46] How an accountability chart cut 80% of Jerry’s calls [03:28] Real-world examples of accountability in action [07:34] How to empower your team to make decisions [08:28] The $500 vs. $50K decision-making rule [09:37] The “barrel of monkeys” ownership trick explained [12:57] What to do when someone’s in the wrong role [13:48] Using the “GWC” method to evaluate employees [16:34] Why your team needs a clear “North Star” to stay aligned [18:24] Building positions based on outcomes, not people 🚀 Want to put these tips into action? Download our free, customizable accountability chart template. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Feeling Stuck in the Busy-But-Broke Zone – How Did You Break Through?
Hey folks, I’m hoping to get some insight from those of you who’ve already muscled through this phase of business. I’m currently in that painful zone where the jobs are coming in steady—so much so that I’m completely maxed out—but the numbers aren’t quite adding up to confidently bring someone else on board. I’ve got the workflow, the drive, and the service quality dialed in, but when it comes to scaling by hiring help, I feel like I’m staring at a wall I can’t quite climb. The catch-22 is real: can’t afford help without more time, and can’t get more time without help. For those of you who made it past this threshold: - What did you do to shift the equation? - How did you find the confidence (or capital) to invest in that first team member? - Any creative pricing or scheduling tactics that helped balance the load in the meantime? Appreciate any stories, hard-learned lessons, or nuggets of advice. Trying to work smarter, not just harder.
Pay for performance in Lawn Care and Landscaping - has anyone been successful?
I know this has been talked about many times, but I'm thinking about re-visiting this option. How have you structured your pay for performance when you have crews that do totally different things? For example- we have some crews that just do lawn maintenance (bi-weekly grass cutting, weed eating, etc), and other crews that do 'projects' (french drains, hardscapes, etc). And some guys that float between the different crews. My brain cannot conceive metrics that would be equitable for both groups. Would we have a different set of metrics for each type of crew? A different set for the grass cutting crew vs the projects crew? What are some examples of metrics that you have successfully used? How did you measure or track them? I think I'm just 'stuck' on how to even get started. I've looked at so many conversations on this that my brain is in overload. Can someone give me a hand here? Can I just see your metrics? Help. Please.Do You Train Your Team to Think or Just Work?
Every Monday, we hold a short training session with our team. We train on communication. leadership. & mindset. The reason being most tradespeople aren’t struggling because they can’t do the work. They’re struggling because they were never taught how to: Speak with clarity Handle conflict Lead a crew Represent the business professionally These tend to be the issues I see bottling up, either from our exit interviews or customer feed back or when things are misunderstood. Thats why I'm curious: Do you train soft skills with your crew?
First Key Employee
Hey everyone, we have a remodeling company and made my first big hire and I don't think he's the right fit. this employee is very expensive and does not produce enough for the company. What are some questions I should ask to my next hire that would help weed out the good from bad. Thanks!We Hired for Skill & We Got Burnt.
When I first started hiring, I focused on work ethic and skills. We all look for the 3-5 year guy in the field. That’s how I saw every other electrician hire. Until we’ve trained side-by-side with leaders from the Ritz Carlton, studied what world-class hiring really looks like, and built our own system to bring it into the trades. But after years in the field, and now in my own electrical contracting company, I’ve learned that’s not enough. The trades have a people problem because we skip the part that matters: Character. Trust. Vision. And it’s how we filter now. What do you all think?
