Feed Me Your Construction Content

Empowering Teams for a New Era in Building

• Joshua & Carolyn McMahon • Season 3 • Episode 46

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Picture this: the Thanksgiving madness just around the corner, with tales of last-minute shopping frenzy and cherished moments with loved ones. As we navigate through the festive chaos, we also turn our gaze toward the future of home construction, inspired by insights from ECI Software Solutions' latest article. With valuable contributions from industry experts like Eric Tiffin, Roger Langford, and Brad Hobart, we dissect topics ranging from innovative home design to effective risk management post-move-in. We emphasize the importance of balancing the needs of both internal and external customers, aiming for business growth driven by a commitment to team development and enriched customer experiences.

Our conversation then shifts toward building a culture that values continuous learning and adaptation, especially in the evolving landscape of home building. Discover how incorporating technology, like laptops and new software, can boost productivity and streamline operations, while professional development ensures teams are proficient and motivated. We also discuss the empowerment of employees through consolidated software systems and decision-making autonomy, which enhances engagement and prepares teams for complex challenges. Join us for insights into creating a supportive environment that benefits both businesses and their clients, setting the stage for sustainable growth and innovation.

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Carolyn can be found on LinkedIn at:
https://www.linkedin.com/in/carolyn-mcmahon-937b89158
Joshua can be found on LinkedIn at:
www.linkedin.com/in/joshuamcmahon15
Email for feedback, questions, complaints, etc:
mcmahonjoshua15@gmail.com

Daily Journal: https://amzn.to/41p9aKE

Speaker 1:

oh, I love that, I love that hey y'all, welcome back to another episode of feed me your construction content.

Speaker 2:

I'm carolyn mcmahon I'm joshua mcmahon it is the eve of turkey day heck, yeah, it is thanksgiving eve, or in canada wednesday.

Speaker 1:

yes, that right so everybody's running around like crazy trying to make pie and stuff.

Speaker 2:

Yeah, heck, yeah you are. That's what we do. We've worked all summer on our bodies and our shape and everything for this day.

Speaker 1:

Who's worked all summer?

Speaker 2:

Everybody. It's the American way.

Speaker 1:

Yeah, uh-huh, put that in your pothole.

Speaker 2:

I'm going to twice tomorrow. My goal is to eat at least two times, but I'm probably going to consume 6,000 calories.

Speaker 1:

Okay, well, you run, it's all right, so, yeah. So, for all you late shoppers going out and getting something that you missed, I feel you. I was in the midst of making pumpkin pie and I was like you know what. Let me just check the expiration on this evaporated milk. Oh, that's May. Whoops, I mean, it isn't this year.

Speaker 2:

May of 24? Yeah, I think I would have gambled.

Speaker 1:

I didn't, I didn't, so I texted you and I was like F me, I'm going to the store again. So, everyone, I feel you, tomorrow's going to be a great day in Virginia. It's going to be a little cold, a little wet, but it's warm inside with family and friends.

Speaker 2:

So be thankful y'all. And maybe we can put that fireplace from Jeff Hall. We can turn that on tomorrow and enjoy the fireplace.

Speaker 1:

He will be so proud of us.

Speaker 2:

He will. That's exactly right. We never use the fireplace, but it has to be in the house.

Speaker 1:

Exactly, exactly. So what are we talking about tonight?

Speaker 2:

So here's what we want to talk about really is that I had the honor for the third year in a row. I was asked by ECI Software Solutions if I wanted to make a blurb in their annual article. That they do, and essentially this article is new home Operations Tips for 2025.

Speaker 1:

Okay.

Speaker 2:

So they ask a couple handful of people and say what do you think we need to focus on in 2025 to be successful, to take our business to the next level, whatever the case may be? So a couple people I did go down the list and read some of them Our friend Eric Tiffin from TK Design, who's going to be on the podcast in a week or two. He really focused on home designs and cost effectiveness and us focusing on that Are the plans we're sending to the field. Are they buildable? Well, god, that sounds smart. We should be focusing on that kind of stuff to improve.

Speaker 1:

Well, and it just sounds, I mean at a base level. I mean they should be buildable.

Speaker 2:

But as home builders, we know that the plans are not always easy to consume, they're not always easy to understand and they're not always cost effective.

Speaker 1:

Well sure, we talked about it in our house just kind of almost over engineered and it wasn't necessary in so many ways. And then in some spots, because of how they did something, then it was a loss of insulation.

Speaker 2:

Exactly.

Speaker 1:

Loss of energy and it was like, hmm, we could have done that better.

Speaker 2:

Yeah, yeah, just the small tweaks. And that's what I think Eric and TK Design do really well is they think forward, they think through that stuff and essentially because they were builders, they were physically on the job building before they became designers.

Speaker 1:

Yeah, I'm looking forward to that episode.

Speaker 2:

So am I Such great, great people? The second one that I noticed on the list was Roger Langford. Roger being the insurance individual. He said hey look, we do a good job in home building of focusing on risks as home builders, but what about the risk management for clients after they move into the house? So he's saying we need to focus on that and I really applaud that idea of a 10-year warranty to protect our homeowners.

Speaker 1:

Another great guy.

Speaker 2:

Another great guy. Third great guy I didn't catch that it was all guys, but I did really try and find the guys or gals that were on our podcast in the past, so that's why I'm noting these. It was Brad Hobart, who's with ECI, and you know what he focuses on this year mapping on our processes, cross training our individuals and, essentially, get out of your own way.

Speaker 1:

I love that dude.

Speaker 2:

He's so brilliant and he's like this quiet brilliant. You know you, you look at some people and you're like, ah, but then when you listen to this guy talk, he will blow your mind with the knowledge and gems he can rock you with.

Speaker 1:

Gems he can rock you with. Did it just come up with that? I ad-lib that. No doubt, oh gosh, you make me smile too, honey.

Speaker 2:

So here was my take that I wrote about and as I read this now that it's published, I said I really wish that I could go deeper on this subject, because I think what I shared would probably leave the reader saying I want more of what you're thinking. I want more on this point and essentially my point for 2025 was we need to put the customer first, and we've talked in the past about the customer not only being the end user. Well, I don't think home builders, we do a good enough job of putting the customer, the internal customer, first and really building up our internal people to then add more value to our end user and our customers that are paying the bills. So that was my takeaway for 2025 is how do we invest in our people? How do we invest in our team to really leverage their skills and their growth to take our business to the next level? So that's what I want to talk about this week. What do you think?

Speaker 1:

I like it.

Speaker 2:

Good. So I got three things that I think we really should focus on. The first one, a big bullet point creating a culture of continuous learning. Anybody that knows me knows that I am always learning. I'm always seeking out more information, and not necessarily more, but maybe a deeper understanding of a topic.

Speaker 1:

Well, I imagine that I mean at least in our industry you get kind of stale.

Speaker 2:

We do get stale because, okay, the thing is, building a home is the same thing over and over and over and over again. You can make subtle tweaks, you can make little process improvements, but overall it's the same thing.

Speaker 1:

Right, it's essentially the same. So what can you do? You know potentially to build it better, build it faster exactly you know, those, those things, I'll tell you a quick, quick funny yeah you know boone is um. We're kind of set in our ways yeah, as most builders are so okay, so it's. So it's not a unique.

Speaker 2:

No, no, you don't have the market cornered on being set in your ways. That's not our unique charm.

Speaker 1:

But we are coming into this century and we're giving our field stuff laptops Talk about people's minds that were completely blown. I was like I wish I had been in that room. I mean these guys don't even like to email. Nothing is on a computer program, you know, handwritten schedules, no access. So I am really excited for them. I am. I know that they are smarter than they give themselves credit for.

Speaker 2:

Yeah, they are, you're right.

Speaker 1:

I mean absolutely. I mean they can build a home, they can do all of these things. This is going to be easy for them, as long as they rise to the challenge. I'm sorry.

Speaker 2:

I've got an $1,100 phone in my hands that most people in America currently walk around with in their pocket. If we figured out how to use this device for more than just making a phone call, you can figure out how to use the computer. You can figure out how to use the software.

Speaker 1:

Yeah, so I'm excited for 2025.

Speaker 2:

On that aspect, I didn't know you were going to bring this up and this is exactly what I'm talking about. I didn't know you were going to bring this up and this is exactly what I'm talking about. Your company is investing in your customers yes, because you are an internal customer to the business them having access to the tablets and the computers and using their schedule, looking at documents that are saved on a drive or in the system you're using for doing your computer stuff.

Speaker 1:

Oh really, I mean talk about efficiency. Yes, I mean I'm looking forward to not having to print paperwork for the field, all of the things you know. Hey, use all your resources before you call me for help. Is it saved in a drive, a shared drive? Can you get the information? I mean, I am just giddy at all of the time that Susan and I are going to get back.

Speaker 2:

Oh my God, it's endless. And the amount of time you're going to get back, the amount of time you're able to do something else in the business to 10x your business. This is everything we've been talking about over the last few weeks. This is what we're talking about. You have to say no to something else, to say yes to what really brings your business value.

Speaker 1:

Absolutely. So I'm really excited for it and I'm glad Mitchell, you know, saw the need for it, knew that it was important enough, because this stuff is not, you know, software is not cheap.

Speaker 2:

It's not cheap, nope.

Speaker 1:

So I'm super excited. So go Mitchell.

Speaker 2:

The dude is great. Okay, he's a forward thinking individual. He's looking at the big picture. He's not looking at in the weeds, this small detail. He's saying if we move this piece, this direction, we do this to the business. Exactly that's what you want in a leader. And so here, here's really my outline from what you just said let's roll out that, let's roll out that stuff, let's roll out the computers, let's roll out the computer system. Now let's invest in professional development because, yeah, you're excited about it.

Speaker 2:

But the field side is saying I don't want to use that damn computer, the trades aren't going to use it, nobody's going to do anything. They're all going to laugh at me. We all know, we've all been there. It Nobody's going to do anything. They're all going to laugh at me. We all know, we've all been there, we've done it. So create some professional development internally. What's your workshop schedule like? You're rolling out this new software. You're rolling out a new computer system for doing to build houses. Okay, the next 12 months we're going to have a workshop on the fourth Tuesday of every month, and this is the topic for each cycle.

Speaker 1:

Whoa, whoa, whoa whoa. I mean step one.

Speaker 2:

But if you want them to use it, invest in their growth because they'll start using it more, they'll get more comfortable with using it, you're going to get more value as a customer inside the business. Everybody's going to win.

Speaker 1:

Winner winner Exactly, Turkey dinner.

Speaker 2:

Yes, hell yes, and then a nap. So the first thing I would do is I would set up workshops. I think that's 100% what I would have in motion One time a month. Just something simple, so you can start seeing how people are using the software and how it's benefiting their business.

Speaker 1:

That's a great suggestion. I'll put it in an inbox.

Speaker 2:

Here's the next thing is, I would imagine, and if there's not, you can create your own internal, but have a certification for your team as they get through the training program of the system you're onboarding.

Speaker 1:

It's like a gold star.

Speaker 2:

Hell yeah, gold star. Each time you complete a segment, you get one arm of the star.

Speaker 1:

I'd say it's more like a hangman kind of thing, you know.

Speaker 2:

Well, you know, but people like the recognition. It makes you feel good and also from an internal standpoint, you can say look, they're certified in this program. You have gone through the training, you understand how to use it. So now you're either not smart enough to grasp the systems that we're doing or you don't care enough to grasp the systems that we're using. Either way, we might have to make a change.

Speaker 1:

Well, I mean, a lot of builders are going to this more automated platform. I mean heck, if you want to be a vendor, you know you have to do. You know, like online invoicing, you have to be able to look at schedules online, receive paperwork and documents like that, and more and more companies are doing that. And if you are not that technology based, then you may miss out on an opportunity.

Speaker 2:

Well, and let's just talk about the why. You can run a business with a notebook, pen and pencil. You can do it we have been doing it for decades but you're not going to be efficient. How do you know if your billing is correct? How do you know what your cost codes, if they're profitable or not profitable? How do you know if an option you're offering you're making money on or losing money on? Don't you want to delete options that you're losing money on? How will you know that from your notebook? I mean, how would I know that just from doing Excel, because I've used just Excel to build our own personal house and I was like how much was that? Again, where did that receipt go? Even though you've got that system, it's not the same. But when you use a system like Mark Systems or BuilderTrend or CoConstruct or JobTrend or any other number of systems, there's ways in the system to improve your business. Point being, you're going to do work and you're going to be profitable. You're going to know where your money's going, and when you know where your money's going, you're able to focus and you're able to improve your assets. So I think it's very, very important.

Speaker 2:

The next thing I had on just the professional development was not on your topic that you talked about, but maybe some kind of tuition reimbursement program. Some people want to go back to school, and if you're in construction, you're going to say, well, how is college going to help you improve your business for swinging a hammer? Well, maybe it's not. But what about the business side? What about accounting? What about purchasing? What about estimating? There's more to it than just this MBA might be really valuable to your employee. That really is valuable to you as a company. So consider that as another option.

Speaker 2:

Okay, and then the last piece on this is resources, and this is the one that I think every business could do, because it doesn't cost you a lot. Have some kind of book reimbursement, like I've done in several companies. I do a book club type of thing. I enjoy reading because I get a lot of from it, and if I read something that I think is valuable for the team, I'll bring it back to the team and say, hey, this one is really good, I would encourage you to read this. And then I might go a step further and say, hey, every week at our meeting, let's go over a chapter as a team and just say what did you read? How did it make you feel? How does it apply to what you're doing? How can we use this to change what we're doing in the field?

Speaker 1:

Well, I mean, you're a different kind of guy that likes that stuff.

Speaker 2:

Yeah.

Speaker 1:

I mean I don't think it's that different, but I don't think it's that different, but I mean you are. I could see me or tell me someone trying to introduce, you know, reading excerpts in a book to our field team and it would be like crickets.

Speaker 2:

Yeah.

Speaker 1:

They, I don't know. You probably would not get much buy-in on that. So, okay, books or something else.

Speaker 2:

Yeah, I mean it doesn't have to be a book, it could be an online course, it could be any of those things. But I understand it's an uphill climb to say, hey, this is a book I think you'd get value from and the laughter you would get. I mean, I have a weekly mastermind that I host and we're going through segments and yesterday one of the participants that's in this group said you know, the people on the team were laughing at me when I first said I've got to go to a mastermind on this book and they would say, oh, you got to get going, you got to get to your book club. Well, now, six, seven weeks later, they say how do I get involved in that club? How do I do more with that?

Speaker 1:

Well, it's exclusive. It is exclusive, that's right. Members only.

Speaker 2:

Yeah, definitely members only. But I think what you're seeing is that there's a shift in the culture, but somebody's got to take the first step and once you do, Okay, well, someone has to be brave.

Speaker 2:

And I'm happy to take the charge. So that's another one. I think the books is just easy, because it's not a heavy lift. You could say, hey, the company will reimburse you one book every month. You could say one book, $12 a month, $144 a year For most companies, for one employee. That's not a heavy lift. I'm not saying you're getting a book where somebody's taking another person down on the beach and taking long strolls and it's a romance novel. I'm talking about a book that benefits the business. It benefits your mindset, how you're growing. So maybe set some parameters in what you agree to when you're getting on board with this.

Speaker 1:

Please Like a sauna book, or if there is like wine and cheese, because that's what happens with book clubs.

Speaker 2:

Oh yeah, this is not that kind of book club that I would do.

Speaker 1:

See you lost me.

Speaker 2:

So, look, as we talk about this, this first section it's really about how does this benefit our company and our team. So, babe, as you hear me talking about some of these things, what's some of the things that maybe go through your head that could be a benefit for the team, whether it be the workshops for the production team that are learning new software, whether it be resources like books or masterminds or those sort of things.

Speaker 1:

I mean, I can definitely lean into the the workshop thing. You're introducing new technology to the team and I think there's going to be several segments that that pieces are going to be rolled out, because it's not just the field guy. We're getting software that then I can review things. So it's not just for the field team, it's, it's for all of us, that's right.

Speaker 1:

You know, as we get more and more automated, I think that will just lead into so much more. And you know most software services like that. You know you only like scratch the surface of what they can do and what you want to do. I mean we still have, you know, builder MT for something else that we do. We have Sage for the other part, and you know who knows if they will cumulatively combine. I mean, I think for me, whether it's a book, but I'm more in, what can I learn outside of my job or, you know, during work hours.

Speaker 2:

Sure.

Speaker 1:

Whether it be, you know, lighting classes, looking for those free opportunities. Heck, when I signed up for IBIS, as soon as you register they start sending you online classes for things you can do now, even before the show. So that's been really helpful. And and I've actually sent a few things to Susan. You know, there was something on basic, you know, reading blueprints and framing like this would be great for Susan, so I sent it to her.

Speaker 2:

That's really good.

Speaker 1:

So I've embraced that kind of thing and even just managing customer expectations. So it's not. You know again how to swing a hammer.

Speaker 2:

Right.

Speaker 1:

It's all the things.

Speaker 2:

Yeah, I mean there's no doubt in it. And as it elevates everybody in your business, everybody has a little bit more bandwidth, everybody's a little bit happier because you're not so stretched thin. So it doesn't necessarily mean that we're going to be so efficient that we're going to cut 10% of our workforce. No, you can take on additional work. You can take on more complex work. More complex work comes at a higher margin.

Speaker 1:

Well, and just projects, maybe that you've been putting off, that you did not have the bandwidth to completely restructure something. Now you have the time, so I mean I'm looking forward to it.

Speaker 2:

Well, god, as you talk about bringing on a new system, bringing on the new system is a lot of work. It's a complete overhaul. It takes a complete team commitment to do so. Having that additional bandwidth will ensure that you bring that on correctly. Just like you said about you've got BuilderMT for this and Sage for this and this for this. Well, your program probably does all those things. You will start phasing those other programs out. That's what's going to happen, and then you're going to spend less money because you're going to get exactly what you need from the program you have. So it's all good stuff. It benefits the business. It benefits every single person within the business. It benefits your internal customers, which makes you happier, better and you're able to produce and perform at a higher level for the customers that are paying the bills. That's what we want ultimately. So it improves your team and it improves your team morale. All right.

Speaker 2:

The next point is empower your employees. All right, the next point is empower your employees. Empower them, give them the ownership to own their jobs and then have constant feedback. This point, this is what most people are looking for. Most people get beat down to where they just. I just do what I'm told I come in at eight, I leave at five, I go to lunch. I just do what I'm told. I come in at eight, I leave at five, I go to lunch. I just do what I'm told. That's because they're not empowered. So I think the moment you empower them, you give them that ability to own their jobs, you encourage that ownership, you involve them in the decision-making process. You get a new employee. They're now engaged, they're excited again. They're going to help you find solutions to problems that you might not be able to solve.

Speaker 1:

Well, the empowerment part, I think, is important. For every job. I'm empowered to make decisions, whether a customer messed up on something, signed something wrong, whatever, you know, we always get the whole nickel and diming comment. You know, I made a decision, it was $125 decision, but I was like man. If this is going to prevent you from being completely happy, let's. Let's take care of that for you. I want you to be happy, it's $125. I mean, it goes to sales If sales is trying to sell a spec and you know, and?

Speaker 1:

and the comment was was you know? Geez, this light fixture is really terrible. Great, if I change that light fixture, will you buy this house today? Exactly, you know are we?

Speaker 2:

are we sending that message? I mean.

Speaker 1:

Exactly Are we sending that message? I mean, we're not talking about major renovations but, sometimes it can be the smallest thing and then a whole other situation, but it's like asking for the sale. If you do this, will you do this In the field, making that kind of decision and being okay. Is it right? Is it the right thing to do? We are faced with it all the time and we need to have confidence that we will be backed for a decision.

Speaker 2:

Well, set some good boundaries on that type of thing, that decision making, and that's where the feedback comes into place. So, have the boundaries, have the feedback. The boundary could be, hey, anything, $200 and less, it's within your wheelhouse. Make the decision, I don't need to be involved. Or it could be $500 or less, right? So depending on the position you are in the company, your knowledge, your ability to make those high level decisions, the dollar amount might change or fluctuate. So set that parameter and then have feedback. So, as you make a decision within your boundaries, let's talk about it. How did it go? What went through your head? What was your decision making process? How did you process the information? Because, ultimately, I want to build you up, even at the $200 level, so I can get you to the $1,000 level or $10,000 level Right?

Speaker 1:

Did you make the decision under duress? You know? Once you made the decision, you know, did you feel good about it? Cause I don't want someone to just, you know, beat you up, you know, push you into a corner where you, where you make, you know, a rash decision. I think it needs to be thought out and hopefully you don't get to that point. Right, you make the decision and I've second-guessed myself. A customer signs off on something and they said it was wrong and it was like but you signed off on it, you have some responsibility and, upon reflection, it was a small problem, Small dollar amount problem. It was a small problem right.

Speaker 1:

Small dollar amount problem. Lots of moving parts, but I'm, like you know, dang it. I should have put on my leader hat and just done it, Instead of doing this back and forth, back and forth, back and forth, you arrive at the same decision, yeah, and now everybody's pissed off. You should have just taken care of it and taken the high road. Um, it would have served you better.

Speaker 2:

Yeah, but that's where that feedback is going to come into play. So if your manager or your leader gives you the opportunity for feedback in those situations like let's talk through how that went, let's role play it, let's reevaluate it and let's see what we can learn from that so the next time it comes up, you don't think about it, you just do it, you just act and move on. And that's what we ultimately want. And when we create that system, our team feels like they're heard, they feel like I'm important and ultimately we gain alignment. So between your leadership and your team members, you have alignment on how to process information, how to make the decisions, and ultimately everybody feels good when they feel like they're part of the team. And then the last part, on that one is just highlighting transparency, setting your goals. So if we're talking about negotiation and we're talking about how to handle some of these conflicts, set some goals on how we're going to do it, what does it look like, and then recognize your team's contributions, because that's going to continue to build your momentum. So, ultimately, what we're talking in this whole segment is how do we build our customers up? How do we build our internal team up so they can perform for our customers who are paying the bills.

Speaker 2:

Last piece I want to touch on on this investing in our customers is investing in well-being. This one is so big right in our culture today. This is not just construction, this is globally. But the big thing in investing in our well-being to deliver or to drive long-term growth is mental health. We've got to invest in mental health. It's a serious thing that we can't continue to ignore. So having that two-way feedback will help us focus on some of that stuff. Some ways to kind of combat, uh, mental health is creating flexible schedules. Do you need to come into the office five days a week?

Speaker 1:

You want to combat mental health? Yeah, right. Mental health issues. I have mental health.

Speaker 2:

Just ways to improve people's mental health, so creating those flexible schedules, employee assistance programs, wellness stipends. The biggest thing is pay attention to what's going on. Our team is telling us they need help when they're not telling us they need help. You can see it, not all the time, but if you're paying attention you'll see something's different.

Speaker 1:

Right Ask.

Speaker 2:

Ask. It is hard, so don't get this twisted. That it's easy. You just have to ask. It's not easy hard, so don't get this twisted. That it's easy. You just have to ask. It's not easy. We're afraid of hurting people's feelings because we live in a weird time where you go walking around on eggshells. I don't want to offend anybody, so I just stay to myself, I don't say anything, but if they're your team, you should ask them something's off. Do you need, you want to talk about it? Do you need help? You need a break? And all of this really just helps to again everything we talked about in this episode. It's all about investing in our customers. Our customers are internal customers first, and if we invest in those customers, they will invest in our subcontractors, they'll invest in our suppliers. That will invest in our community. Ultimately, getting to our suppliers, that will invest in our community ultimately getting to our customers that are paying the bills, right?

Speaker 1:

I don't know what I'm trying to say. I'm dreaming of turkey. I mean, it's this cyclical thing, right, and, like you said, it starts with us.

Speaker 2:

Yes.

Speaker 1:

Goes to our vendors, go to the customers. You know how you treat your vendor, is how they treat you.

Speaker 2:

That's it.

Speaker 1:

And vice versa. I had a vendor today said, told me it's like wow, you know you get better install pricing than anybody. I mean you helped us with this business when it grew and you know why we give you good pricing Because your job is always ready.

Speaker 2:

Yeah.

Speaker 1:

Like we don't have to get expensive pricing from you because we're in and out, it's you know efficiency. It's efficient, it's done, and that's why we continue to give you better pricing than anybody, because it's a reward, right.

Speaker 2:

Yeah, so think about that. So that means your internal staff is focused. They got the schedule right, the job is ready, you're efficient, the paperwork is right, the POs are right. All these things means they don't have to add more people to your account.

Speaker 1:

Right.

Speaker 2:

So us investing in our customers helps us get better pricing, which helps us sell more homes.

Speaker 2:

Yeah, exactly which helps us sell more homes. Yeah, exactly, it's so stupid, simple. But we look past our employees because we see our employees as this liability and not an asset. Our employees are the greatest return on investment we have. We have to invest in that employee. That's what I meant in my post for ECI for the 2025. And that's what this entire episode is about. How do we add value to our team members and our employees and you don't have to be at the top to do this. This is everybody. If you're in a company, how do you add value in the person to your left and right? That's my challenge for you this week and to get you a lot of turkey tomorrow and take a big fat nap and watch some football that's right, exactly well, thanks for listening.

Speaker 1:

Have a great holiday till next week see ya yeah.

People on this episode

Contributor

Carolyn McMahon

Co-host
Contributor

Joshua McMahon

Co-host