Promoting Your Best Technician Can Create a New Problem
One of the easiest mistakes to make as you grow is assuming your best technician should automatically become your next leader. Sometimes that works. Sometimes you just take your strongest producer out of the field and put them into a role they don’t actually want or aren’t ready for. Being great at the work and being great at leading people are two different skill sets. A lead tech suddenly has to give feedback, enforce standards, communicate problems upward, train newer employees, and sometimes have uncomfortable conversations with people they work beside every day. I’ve become much more careful about separating performance from leadership potential. Before moving someone up, I want to know whether they actually want responsibility for other people and whether they can hold a standard without turning every issue into drama. I ask during their 1-1s what do they want to do with their life/career and try to align our goals in the business to their goals (even though it's not always possible). A promotion should solve a problem for the business, not create two new ones. Have you ever promoted a great technician and realized afterward that leadership wasn’t actually the right fit for them?Would your best technician actually want to be a manager? 🤔
Being great at the work doesn’t always mean someone wants to manage a crew. Some technicians want to keep growing in the field, while others enjoy helping people learn and making the tough calls that come with leading a team. 👍 What’s the first thing you’d consider before offering a technician a management role? Vote in the poll below. Have another factor you look for? Drop it in the comments! In this Masters of Home Service episode, Sadi Ingallina (Grow Your Tree Co.) and Rich Camacho (BlueRecruit) share the signs they look for in future managers, how they test leadership potential with small opportunities, and what helps them decide when someone is ready for more responsibility. 👉 Want to put their tips into action? Download our free team readiness checklist for this episode. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Would you rather hire an experienced tech with a bad attitude or a beginner with a great attitude?
I’ve learned that experience doesn't always make someone a good employee. An experienced technician might be productive on day one, but if they're constantly complaining, ignoring procedures, or pushing back on feedback, that behavior can affect the entire team. A beginner with a great attitude will take more time and money to train. There will be mistakes, slower days, and plenty of questions along the way. Personally, I'd rather invest in someone who shows up consistently, takes ownership of their work, and genuinely wants to improve. In our business, getting someone ready to work routes independently takes roughly 2 weeks. I'd much rather spend that time training someone who's willing to learn than constantly deal with an experienced employee who makes everyone else's job harder. And sometimes a scooper from another company has already learned bad habits that's very difficult to break. Of course, a great attitude alone won't get the work done. They still need to demonstrate that they can meet our standards. Would you hire the experienced technician with a bad attitude or take a chance on someone with zero experience but a great work ethic?Strategies / Suggestions for hiring manual labourer for a niche Biz.
Fitness Equipment Service Technician - Rock & A Hard Place 26 yrs at this and I cannot find my A-Player. Sorry, this is quite the essay from the heart of frustration, so if you make it to the end and have some valuable suggestions I can implement, beers are on me at this conference. 🍻🍻🍻 It’s been beyond frustrating with people lying on resumes until you see they can’t do what they say. OR They can’t follow the simplest of instructions and policies like... If ever unsure about what you're doing or need help of any sort, contact me, I’m ALWAYS available. Then they decide to go Cowboy and try to figure it out themselves, which I certainly encourage as that's how I learn best. Trial and error where just getting your hands in there, coupled with some well-lubricated gray matter, and things start coming together and making sense. But not to the point of adding additional unnecessary "HRS" not MIN, to an invoice I can’t charge for, but they expect to be paid. In my instructions, I let them know, even when right beside them during training, if they get stumped on an issue and they ask for advice, I tell them to run through some process of elimination and try to figure it out themselves without me constantly telling them. I'll let them go for 10 to 15 minutes, and if the lightbulb isn't flickering, then I'll methodically walk them through what I would do. This way I'm not just jumping in and doing it for them, but they're actually learning hands-on. It's when they decide to go cowboy rogue and spend way too much time trying to figure it out instead of calling me, then they expect to be paid for these hours I can't bill back to the customer. How do I tell my customer that we're overcharging them because my guy doesn't know what he's doing and wants to learn on their equipment Then he'll make a note of whatever the issue is and what their diagnosis is, which can include needing to order parts. I'm thinking that they didn't have an issue with the diagnosis and it was a cut-and-dry scenario and, hands-down, this is what the customer needs. Then we'll order wrong parts... not only costing money—which will be either out of my pocket or the customer's pocket upfront if the quote is over $1,000—we have to wait usually about a week for parts to come in, set up another appointment, and head back out to the location to rectify the situation. - Part gets installed, doesn't fix the issue, and we're back to square one. Tech expects to be paid for travel & time for his mistake. So I put in the contract that I backpay my techs by two weeks with the clause that this will cover any potential damage to customer property due to their negligence. Residential customers get invoiced and are expected to pay more or less immediately, and commercial customers are net 30 for the most part in a perfect world. So it kind of evens out to cover their pay if something were to happen. So what do I tell my customers now? "Sorry, my guy effed up. Now I have to go out there and diagnose it properly, and if you're lucky—which happens more times than not—it's just a matter of some adjustments that need to be made, and no part was needed after all." But the other side of that coin is a part is actually needed, so we have to run through the process again and face another week's delay. Then I feel in good conscience that I need to discount my customer and hope this hiccup isn't enough to lose them and they're gracious enough to understand. OR Lack of communication in general. I can't stress enough and tell them it’ll make us or break us if honesty and just pure, actual communication isn’t kept up. I make it very clear that if they're not happy with how things are going, my door is open and I am more than happy to discuss what's going on so that we can make an adjustment that works for both of us. 'Cause if I don't know, I don't know. And that goes two ways. I let them know I'll do the same for them. So it boils down to the fact that if they can't do it right, I might as well do it myself? PSA - common sense is not so common. LOL I refuse to drop my standards as we do charge a premium, and I would consider us to be a "boutique" service company as we have—or I should say I have—an incredible track record and can probably still count on one hand how many callbacks I've ever had. Even though we are the highest-charging company locally, if not regionally, I make sure that I add enough value to the customer so that they know they got their money's worth and then some. So how do I justify that when I have subpar techs going out and serving these customers with guarantees that I've made that don't get fulfilled? I tried doing the employee thing once and that was an absolute nightmare, so I only look for contractors now. I'm willing to pay good money for somebody who can prove themselves to me. If they have the drive and are willing to learn and be moldable, then they can increase their pay in a short amount of time. !!!!! So you can only imagine, after 26 years of working on the tools and without seeing any hope of getting off the truck in the near future, my drive, my mental, and my physical well-being are being stressed to the max! I even had a scare of a panic attack, so I was told. That kind of shit just is not in my vocabulary or in my DNA, but I was getting signs that were pointing towards a heart attack that did put me in a hospital for a day, but I checked out just fine. SO... FWD to today, things have gone from bad to worse. Financially, I can't even hire anybody in order to pay them as I can't even bring in enough to cover our own payroll, yet the hours that I work, no sane human should have to be exposed to. No word of a lie, I'm on the tools all day, usually starting at about 9–10 AM. I get home around 7–10 PM, just in time to kiss my favorite wife, give my teenage son a hug as he goes to bed, and then I'm on the computer catching up on the office work from the day and days past until usually around 5 AM seems to be the new norm. Up at about 8 AM—rinse and repeat my Groundhog Days. My loans & CCs are all maxed out constantly, and I just have no idea what happened to this dream drive I had to be the best in the industry and to truly make a change and grow this company to the vision I once had. UGH. I probably shouldn't even be coming to this event, but IDK, maybe there's something here that's going to allow for some transformation and growth to finally happen. AND GO000!!! I am all ears and moldable to learning and implementing any kind of positive criticism. MUCH appreciated! 👊What's a job you'd hand off if you knew it'd be done right every time?
Whether it's estimates, scheduling, field work, or customer calls, there's usually one task that's really hard to let go of. What’s yours? And if you've successfully handed something off, what finally gave you enough confidence to do it? In this Masters of Home Service episode, Austin Rogers (arogersavai) and Sadi Ingallina (Grow Your Tree Co.) break down one of the toughest transitions for home service owners: stepping out of the field. They share lessons on hiring, training, creating SOPs, and building a business that doesn't depend on the owner being there every day. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Would you use TikTok to find your next hire? 👀
Social media might not be the first place you look for another crew member, but 60% of Gen Z is considering the trades—and they’re already online. Has social media ever brought you a job candidate? Would you try TikTok or Reels to find your next hire? In this Masters of Home Service episode, Rich Camacho (BlueRecruit), Haley Rogers, and Jacob Palmer get into how TikTok is becoming a recruiting tool for the trades, what kind of content attracts potential Gen Z hires, and how training, feedback, and growth opportunities give younger employees a reason to stay. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Looking for genuine feedback
I've been building a hiring tool for home service businesses, and I'd love some honest feedback. The idea is simple. Instead of paying job boards every time you need to hire, what if you owned your own hiring pipeline? You enter your job title, pay, schedule, location, and a few screening questions. In seconds, the software creates a branded social media hiring post with a QR code. You can share that QR code anywhere—Facebook groups, Instagram, your storefront, a vehicle magnet, posters, hiring cards, or anywhere potential employees might see it. When someone scans the QR code, they answer your custom screening questions, enter their availability, and apply directly to your job. As soon as they apply, you receive a text notification. The hiring post is completely free to create and download. You only pay if you find an applicant you actually want to contact. After that, it's $99/month to keep your hiring page active and unlock interview scheduling, digital onboarding, document collection, applicant management, employee tracking, and the ability to save great candidates for future openings instead of starting from scratch every time you're hiring. My goal is to help small businesses rely less on job boards and build a hiring system they actually own. Would you pay $99 per month if this consistently helped you find quality employees? What am I missing? I'd really appreciate honest feedback, even if you think it's a terrible idea.If you have to give up more than you want, are they the right person to hire?
I have a guy that I worked with in the past that I always told, when I start my own company I want him to work for me. He was smart, articulate, hard working and a quick learner. Now that my company is a reality, I reached out and he wants way more than I am willing to pay, and he is making it really hard to convince him to come over. I always thought he would be a great addition to my team and I always had a position in mind for him, something he could grow into. Where he is now is a dead end but with me, the sky is the limit. I wonder, is he the same person I knew when I was managing a team for another company? Should I be offering him more? Are his requests unreasonable or are my offerings unreasonable? Is he even the right person if he is going to ask for more than he knows I am willing to offer.
