Rob Gallaher & Profit Sharing - The Power of Shared Success

What if your team cared about saving money as much as you do? Rob Gallagher, father of eight, business owner, and profit-sharing pioneer, joins us to reveal exactly how he transformed multiple businesses by making his employees think and act like owners.

Rob didn't set out to revolutionize business compensation. He simply wanted more time with his family while running successful companies. When conventional leadership books offered theory but no practical implementation guides for profit sharing, he built his own system through years of trial and error - making plenty of mistakes along the way that you can now avoid.

Unlike traditional quarterly bonuses that employees barely factor into their financial planning, Rob's monthly profit sharing system creates a direct connection between daily work decisions and immediate financial rewards. The results are remarkable: maintenance staff rebuilding equipment rather than replacing it, managers finding creative ways to retain customers during slow periods, and service so exceptional that customers can't distinguish between employees and owners.

We dig deep into implementation secrets, including why profit sharing checks must be substantial enough to "move the financial needle," how to maintain effective communication as your company grows, and why this system works for virtually any business type. Rob's insights extend beyond just making more money - he shares how this approach creates a ripple effect of positive change in employees' lives, their families, and even their communities.

Ready to transform your business while reclaiming your time? Grab Rob's book "Profit Sharing: The Power of Shared Success" on Amazon and watch for his upcoming ProfitX course launching in July. Your team (and your family) will thank you.

Purchase Profit Sharing: The Power of Shared Success 

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Chapters

• 0:00 Introduction to Light Up Your Business
• 4:42 Rob's Background and Family Influences
• 17:53 Entrepreneurial Journey and Multiple Businesses
• 30:11 The Origins of Profit Sharing
• 42:54 Implementation Challenges and Success Stories
• 56:53 Common Mistakes and Misconceptions
• 1:10:22 Scaling Business and Building Strong Teams
• 1:23:08 Time Management and Future Vision

Transcript

Tammy Hershberger : 0:01

Welcome to the Light Up your Business podcast, the show where we dive deep into the world of small businesses. I'm your host, Tammy Hershberger, and each episode will bring you inspiring stories, expert insights and practical tips to help your small business thrive. Whether you're an entrepreneur just starting out or a seasoned business owner, this podcast is your go-to source for success in the small business world. Let's get started to source for success in the small business world. Let's get started. Hi everyone, I want to welcome you back to another episode of Light Up your Business podcast. Today I have a very special guest. His name is Rob Gallaher and he wrote the book called Profit Sharing the Power of Shared Success. And so, Rob, how are you doing today?

Rob Gallaher: 0:43

I'm doing super well and super excited to be with you today.

Tammy Hershberger : 0:45

That is good. I'm so glad that you came on. You know I actually have a podcast prior that we talked briefly about prophet sharing, but it wasn't nearly as good as what I understood once I read your book.

Rob Gallaher: 0:57

Cool.

Tammy Hershberger : 0:58

So I want all my guests to kind of learn a little bit about you. So if you don't mind, will you just tell me a little bit about yourself?

Rob Gallaher: 1:13

I'm a father of eight. I have multiple businesses that I started or bought in over the years and run, and I've worked really hard and during my journey of being a business owner, I realized my time with my family was dwindling, so I wanted to find a way to help that, so I could be home at a decent hour and not be married to the business. And that's what profit sharing is all about is giving business owners back time with their family and to live their life how they want to.

Tammy Hershberger : 1:38

Yeah, and I saw reading your book and, um, these are a couple of questions that I thought of after I sent you your questions. But I saw you had a big family that you were raised in. There was 11 kids right in your family.

Rob Gallaher: 1:49

That's correct.

Tammy Hershberger : 1:50

And so where did you fall? Were you in the middle, or?

Rob Gallaher: 1:53

I was the oldest.

Tammy Hershberger : 1:54

The oldest. Okay, yes, so I saw. Actually I do remember that because you had said something about the big family. Taught you about teamwork, right?

Rob Gallaher: 2:04

Correct. Yeah, so you know, like most big families, there's big messes and a big house to clean. And my mom would would be. She would come to us and on a Saturday and be like, hey, when the house is clean, we can all go swimming, and so, but that's all kind of she would say, and I think she was just testing us to see how much we wanted to go swimming and if we were going to clean the house correctly. And so, yeah, I realized at a young age that if we all worked together and there was some kind of organization about getting the work done, we could be swimming sooner and thus we could swim longer before dinner time or whatever the case was. And so that kind of started, I think, at a young, this idea of teamwork and collaboration to get a project done as efficiently as possible.

Tammy Hershberger : 2:47

Yeah, and I remember you saying your father had a relentless work ethic and your mom had more of the dreamer and the forward mindset. Is that correct?

Rob Gallaher: 2:55

Yeah, I would say, that's true.

Tammy Hershberger : 2:57

And so that obviously had some kind of impact on you, right?

Rob Gallaher: 3:01

Yeah, I think I think work ethic if we could give our kids anything would be a huge thing, would be super important, right, because these kids grow up and they go out into the real world and sometimes the real world can be really tough and challenging. And my mom was more of an idealist. She had a college education. She was the first one in her family to have that education. She was the first one in her family to have that and she was always pushing us to be. You know, think about being a doctor or think about a lawyer. She was really high in jobs and that was kind of her hope and dream for us. Where I saw a lot of value especially the older I get, I see a lot of value in these blue collar jobs doing very, very well, like my father had. He was a mechanic.

Tammy Hershberger : 3:51

Yeah, and talk about I mean in demand jobs these days. I mean AI is taking over so much stuff, but these people that work with their hands you know builders, framers, carpenters, all these things it's such a great career because people are always going to need that.

Rob Gallaher: 4:00

Correct? Yeah, I don't think I don't see AI uh cleaning out your your sewer drain anytime soon.

Tammy Hershberger : 4:06

So yeah, my brother, my oldest brother, is a mechanic and his hands are always dirty, but I'm like everybody calls him because he can get it done. I mean I can't even imagine robots and how backed up all that would get, and it just I like people. I like to talk to people. I like the connection to get with people.

Rob Gallaher: 4:25

Absolutely your brother's in high demand.

Tammy Hershberger : 4:26

Yes, he is, yes, he is. So let's dig a little bit into your background, if you don't mind, before we get to the book stuff. So from what I remember reading you've owned multiple businesses throughout your life. Do you mind telling me or my listeners, at least a little bit of like, what that journey looked like? I know you said you went to college. You, that didn't work out for you. Kind of you start there and kind of give us a little explanation yeah.

Rob Gallaher: 4:50

So I I dropped out of college and I moved to san jose to work as a painter for my uncle and I learned the the painting trade and I became. I got opportunities for leadership roles early in that in that role. And the economy the housing crashing of 08 and 09 really hurt my uncle's company and the whole industry. You know, in general everybody was really suffering and so I kind of got forced to start my own business. It was. It was not. I wasn't the guy that was always thinking about I'm going to start my own business. It was not a. I wasn't the guy that was always thinking about I'm going to start my own business. It's my dream, I love the freedom it gives and all this money I'm going to make. It was not really on my radar. I was more of the I'm going to get a good job, I'm going to work really hard, I'm going to become a leader or some kind of management role and be successful that way and be successful that way and so. But losing my job at this company spearheaded this. I need to be self-employed Because nobody was hiring at the time. So that's how it kind of got. That's how it got started. I was optionless at the time.

Rob Gallaher: 5:58

And that was the construction company and it was very successful. I was working my butt off making money and I would just listen to my customers and I'd ask them questions. And one of the questions I would ask them is, like you know, a lot of salespeople would just, you know, try to push their product or push their company and ask questions about what they can do for them. But I would ask the question and I'm famous for this is tell me the biggest problem you have in your job. And I would ask every property manager or customer that I had at the time that question and they would get all kinds of answers.

Rob Gallaher: 6:37

But one of the answers I got, more than anything else, was we struggle with a good plumbing vendor. And I just got that over and over and over. So I thought, well, what if we, what if I got my plumbing license and provided a plumbing service to help my customers with the biggest problem on their property? So literally a couple months and a year after I started Gallagher Company, the construction company, I started One Hour Drain, a plumbing company, to do that for them. And it was. It was. It took off. The demand was there. I already knew the demand was there. They already knew me. I just added a service to my existing customers. So that's one story of how I became a multi-business owner.

Tammy Hershberger : 7:13

Yeah Well, I mean, that's the entrepreneurial mindset of looking at the problems and figuring out how to solve them for people.

Rob Gallaher: 7:20

Yeah, exactly. And you know, they would say I have a counting issue. Well, I didn't have any issues, I didn't have any drive to fix that problem, but anything that I thought I could do was what I was going after when I was asking that question.

Tammy Hershberger : 7:33

Yeah, and so in owning those different you know different types of businesses, because I also do very similar things like that what have you kind of ran into as the challenges that you face with the different industries that you've owned your business in?

Rob Gallaher: 7:48

Yeah, great question. One of the challenges is, I think, most business owners they want to be, they want to know as much about an industry that they're in. Obviously, like if you're a window salesperson, you install windows for a living, you should know a lot about windows, right. And when you're, when you start getting to multi-industries and multi-trades and I even have businesses not in the trades that I had to realize earlier that I can't know everything. And so how do I still be a great plumber without knowing everything about being a plumber? Because when I started one hour drain I was 26 years old.

Rob Gallaher: 8:23

I did not have 20 years of plumbing experience under my belt. I was very mechanically inclined. I could figure a lot of things out. So what I've learned is that hiring the right person with the experience to help you with that new company or that new department you're starting up, and then also accepting as the owner, that you're not a plumber and that you should listen to other plumbers when you're navigating this business. And so I learned that early that that was a very powerful lesson for me to grow and start these departments. But also another super powerful lesson when you're scaling is having the right people in place to help you do that.

Rob Gallaher: 9:06

Yeah, definitely Having in the group I was in when I'm a window business, they always would say you've got to have the right people on the bus and in the right seats. Correct, and it's a constant job. It's not a one and done. You set someone there. People change and grow and the bus gets bigger and smaller and you constantly got to be aware of that.

Tammy Hershberger : 9:25

Yeah, no, I would agree. I think business is very much. The basics are there, you know the fundamentals and then it just you have to tweak it per business and how it works, and you know the type of product you're selling or whatever. What can I ask you and this is a side question but out of all the businesses you own, what's your favorite one, and why?

Rob Gallaher: 9:48

Oh gosh, people ask me this all the time. You know I, construction was like my first born. Okay, so I have, I, I have a particular attachment to that. Uh, the car wash industry is pretty exciting too. We were the first one in our area to have this certain model of car wash that was really popular, and now I have competitors doing the same thing that I did eight years ago, and so that's kind of fun to watch, not the competition, but just other people noticing what we did. And, and you know, imitation is best expressed by flattery. So, uh, that's cool. I, I like all of them. I think I like it doesn't matter if it's construction, plumbing, hvac or car washing or a tire store. I like people and I like putting people together and leading them and seeing them win is super fulfilling for me.

Tammy Hershberger : 10:38

Yeah, I actually feel very much the same way. I think there's an excitement starting a new business and growing it, but the growth is what I enjoyed the most. You know, once it's going, it's like, okay, it's going now and you can always find ways to improve it. But finding people and getting them in their spot and then helping them become the best that they can be, that's my favorite part of business.

Rob Gallaher: 10:58

It's kind of like the honeymoon. That's the best part.

Tammy Hershberger : 11:00

Yeah, yeah, before all the problems start, right before the day-to-day life kicks in. Yeah, and I can't even imagine, um, how do you in this I don't even know if I have this in my questions for you, but how? I have to ask this because you have eight children, you're married, um, and if I remember correctly, you said you met your wife at 19, right?

Tammy Hershberger : 11:18

yeah, we met at 19 yeah, so I mean you've been together a long time. Um, how do you manage all that, being a dad and business owner and husband, and what's your secret for that?

Rob Gallaher: 11:29

Well, not to be redundant, but profit sharing has been a huge magic bullet for me to balance this out.

Rob Gallaher: 11:37

It empowers my team to lead and make decisions, and then I don't have to be there all the time visions. And then I don't have to be there all the time, yeah, and so that I can be at home and I can have vacations and go to my kids' t-ball games and go to their volleyball games. So you know, that wasn't like that for a couple of years there before I started moving this direction, and the rewards to my personal life have been amazing. But also I've had time to take care of myself. You know, my father-in-law told me something a long time ago and he's a business owner also and he said you have to take care of the machine because if you don't, the machine can't take care of anybody else. So I always had this thought in my head that if I'm not taking care of myself, if I'm not eating right or sleeping enough or handling the social and personal part of my aspects of my life, I will be less effective as a leader for others, and it's just been on my mind and part of my lifestyle.

Tammy Hershberger : 12:33

Yeah, that's great advice. I mean, I wish I had heard that about five years ago, because you will.

Rob Gallaher: 12:37

Yes.

Tammy Hershberger : 12:38

Owning all these different businesses myself. I burned out so bad and I had to let go of a business because of it. It was just too much, but I think it's great. I mean, I don't have the children like you do, so I can't even imagine what that adds to everything.

Rob Gallaher: 12:50

Well, I have an amazing wife who's a full-time homemaker and that's how we do it. She handles that. The majority of that. I'll come home and obviously support her and do the fatherly duties. But if she can handle that, then when I'm at work I'm focused at work and then I do my best while I'm at work and then when I come home I shift gears. It's literally a quiet moment in my truck before I get out of my house and like, okay, I'm going from boss or leader to dad and husband and that helps me shift gears so that wherever I'm at, I'm in that space mentally and physically.

Tammy Hershberger : 13:31

Yeah, I'm glad that you said that, because we've had some podcast episodes about that of how, like, how do you get out of business mode into dad mode or husband mode and leave that behind because you don't want to drag it home with you every day?

Rob Gallaher: 13:43

No, it doesn't work very well.

Tammy Hershberger : 13:48

So tell me, how has your experience in the service and construction industry shaped your leadership style and your approach to profit sharing?

Rob Gallaher: 13:53

So I've realized that to be successful in the service industry, which is huge customer service that you have to. You can't answer every phone call, you can't take care of every problem to be a certain size. So I had to empower people underneath me that they can do these things, and profit sharing is a big part of that. But leadership, even more so, has to be there first, to where you're living, and leading by example. And people see that and I talk a lot about it. I say this is what I do. You have to do the same thing to my team. And then I explain why we do things this way or why this is important, that maybe the customer isn't always right, but they're always a priority. You know, and having these mind shifts that people have that come from me and trickle down so that anyone that deals with my organization gets that same, the same experience.

Tammy Hershberger : 14:52

Yeah, and I mean, and I'm not sure you know how big some of your companies are, but have you found that that's been a pretty easy thing to be consistent with, as because sometimes, once your company gets to a certain size, there's so many different managers and people you almost start to lose some of that and it becomes very impersonal.

Rob Gallaher: 15:11

I agree, I've experienced some of that recently myself. It's a daily challenge. I don't have some magic answer yet. My approach to it is that I need to keep in front of them and I need to make effort to spend some time on with these younger leaders in our team because, you're absolutely right, the leaders that have been with me for 10 years. They don't ask questions. They know what the program is, they know me. We know each other personally. I've been to their houses for dinner. I know their kids' names for dinner. I know their kids' names.

Rob Gallaher: 15:46

But as these layers of management grow because, for example, I'm at 130 employees and four different businesses right now and more coming it does get difficult. But the military helps me with this because they have a rule where about every five people you have in the military, there's a leader, and so that, yeah, so, and I think about this, and I don't know where I heard that. I read that and I don't even know if it's true. I never researched it, but I heard that somewhere. So you have the top guy and then underneath him he has five more people, and then those five people are managing 25 people and those 25 people are managing 125 people, and it goes on and on and on.

Rob Gallaher: 16:25

So the goal is that the communication is my five direct reports need to understand who I am and what, what the program is and where we're going and how we're going to do it. And then you tell those five. They got to tell the next five, and so that's, I think, what the experts would say. The answer to that question is, of course, it's not as easy in real life as they say it is, and I've experienced that. It's still difficult and it takes effort and you have to be conscious of what you're trying to do. It's part of growing, it's part of scaling and it's still work. To be honest with you, I don't have profit sharing. I think has been a huge boost to that and we can. We'll talk about that later. I'm sure.

Rob Gallaher: 17:11

And that is profit sharing. More than anything, more than leadership, has bridged that gap between leadership and the word employee, if that makes sense. Employer versus employee, which is not one of my favorite words. I like the word team members, you know just as a more positive reinforcement. The word employee often comes with negative connotation and it helps the profit sharing when we all have that same goal. There's nothing more powerful in a team going the same direction.

Tammy Hershberger : 17:42

Oh, absolutely. I mean, I've been in situations in business where my business partner was going the opposite direction of me, even though we were having meetings talking about, like this is the plan, and somewhere the script got completely flipped and I started to feel like I'm shoving this boulder up the hill, and then my business partner is like running it back down the hill and we're just it doesn't work when you're on different directions.

Rob Gallaher: 18:02

So yeah, yeah, it doesn't work when you're in different directions. So, yeah, um, yeah, one of our core values is unity.

Tammy Hershberger : 18:08

specifically about that problem, yeah, and I think you also said what also winners win was one of yours right it is.

Rob Gallaher: 18:16

It is. So it's funny. When we redid our core values about three, four years ago now, I read something about it, how the core values should come from the owner of the company, and so I brought in four or three of my top leaders and we did an offsite meeting one day this is an interesting exercise and I think a lot of people get value about it with it and I stood at the front of the room with a whiteboard and a dry erase marker and then I asked these people that knew me for many, many years and I said when you say my name, what adjectives come to your mind? Describe me Good, bad and ugly, right? So it was a little uncomfortable exercise for me, but there was at the end of it, in an hour we had a whole whiteboard of words that described me, my character, my personality, my tendencies, all these things. And then we worked it down, and worked it down and made it smaller and smaller to find who's Rob Gallagher's core values were. And then we took those and made them my company's core values to even try to create more of this leadership, teamwork, unity across the board. And so Winners Win came from.

Rob Gallaher: 19:26

You know, I'm a very competitive person in sports in high school. I wanted to win. I worked really hard to win. One of my hobbies I do with my father and my son and my daughter now she's old enough is we race cars on dirt track and so it's a very competitive environment and you know winning is hard. You're not just beating. There's not two teams going at it and there's one winner and one loser. There could be 20 competitors out there and there's one winner and 19 losers, and so just this competitive wanting to win in business and in life and in marriage and in fatherhood has always been part of my fabric. So winner's win was one of the things that came out of that exercise.

Tammy Hershberger : 20:06

When I like that, it's very authentic and it's very you, because you're the head of the company or the corporation, you know, basically, and then everybody is your team member, you know helping to support that, and when you make it authentically you, you can live it so much easier, I think.

Rob Gallaher: 20:20

Yeah, and you're not. You know a lot of companies have these generic core values. You know integrity is one that pops to mind. We also have integrity because it authentically came out on that exercise that I have integrity and so then I was comfortable doing that. But you walk into a lot of companies and it's teamwork, integrity, and you know these buzzwords, these corporate buzzwords that don't really mean anything. It didn't come from anywhere. So I think for small business it's super important to keep it personal, because it is personal. These are people's lives, their jobs, their families are affected by your decisions and they want to know who you are and they want to know that, when they get up every day and spend 40 plus hours of their week with you in your organization, that you're a good guy and you care for them and you are doing your best to do what's best for the team.

Tammy Hershberger : 21:14

Yeah, and I think they want. I think I mean, even when I worked for people like that back in the day it was, I would take pride in my job because I knew we as a collective group were doing something great. You know, even if it's just in store and garage doors or whatever you're doing, if you're doing it to your stability and you're you're honoring the customer and you're being respectful and you're doing a good job and doing what you say to me.

Rob Gallaher: 21:33

there's honor in that and, yeah, one of one of my ass one of my acid tests that I use when I have a salesperson coming to my office and they want to sell. You know they'll say they're a salesperson for a lumberyard.

Tammy Hershberger : 21:45

Okay.

Rob Gallaher: 21:51

I'll ask them how's the owner of the company?

Tammy Hershberger : 21:57

And, depending on what they say, if it's negative or positive, it's a huge sign.

Rob Gallaher: 21:59

If I want to do business with them, that's a great idea. It's negative, yeah, and it just gives me. You know, it's not it's not always a yes or no or it's not always. I don't always make a decision based basically on that, but it tells me a lot about their culture. It tells me how much the owner is involved. It tells me if the owner cares, and so those are cool things to know when you're dealing business to business yeah, especially in somewhat, you know, middle to smaller size businesses.

Tammy Hershberger : 22:21

Uh, if the owner is very involved, if they're, you know, not the best guy, your team's probably going to feed into that and not be the best company or the best service.

Rob Gallaher: 22:29

So that's a great question I'm gonna have to steal that from you go ahead and use it, and I use it all the time that's great.

Tammy Hershberger : 22:37

Um so, on your journey here, what kind of inspired you to write Profit Sharing?

Rob Gallaher: 22:43

So in 2014, I was three, four years into my small business. At the time, I had about 30 employees and I was working 60 to 80 hours a week. When I would get home I was so tired I wasn't even really home. And you know, you're a small business owner, so your mind is constantly thinking about the business. What's I got to do tomorrow? What did I forget to do? I worked all day.

Rob Gallaher: 23:09

I felt like I didn't do anything, you know, and so and I think that's very typical and then I read this book. So I decided that I wasn't going to be the typical business owner and that I was going to read books and do this, and I was going to educate myself on how not to become this 60 year old man who missed all his kids' t-ball games and didn't have a good relationship with his wife and maybe he was successful, maybe he had a lake house and some money, but not happy. And I saw this and I knew people like this and I was determined not to become that. So I decided I was going to read books and I was going to figure out a better way. One of the books I read in 2014 is called Entree Leadership by Dave Ramsey.

Tammy Hershberger : 23:54

Very good book.

Rob Gallaher: 23:56

It is a good book. It's a great playbook. It's kind of an overview playbook of how to run a business. So Dave tells you in that book that he took his 20 years as a business owner and basically puts it in a book. So it was one of the first books I read. One of the chapters is about how to pay people, it's about compensation, and he mentions in that chapter this concept of profit sharing and I think it's like a page and a half about profit sharing, no details.

Rob Gallaher: 24:23

It was a lot of theory. You know, he says that he did it but he didn't say how he did it. And but I like the theory of it at the time and I started researching profit sharing and I was going to find. My goal was to find a how to or a spreadsheet or some kind of information on how to do this in my business and I couldn't find anything. I even reached out to the Dave Ramsey team for more information and I didn't get very much or get very far and I kind of got the sense that it was personal to them, it was private, they didn't want to share it at the time. They didn't say that. I don't want them to hear this later and be like, well, that's not true, but that's just the. You know, this is 11 years ago. That's just the idea that I got. So I was so. You know there were some podcasts about it, but it was a bunch of guys that weren't business owners. They were more like theorists and they would talk about it and had their ideas, but nothing black and white, nothing concrete. So I decided that I was going to figure it out on myself. I had to figure it out on myself if I wanted to do it. So I did.

Rob Gallaher: 25:31

I started my cut my first profit sharing check in 2015. There were seven of them that I cut and I did it so horribly, and every in my book I have the 10 rules of profit sharing. All those rules came from mistakes that I made and. But I didn't give up and it took me, I think, looking back on it, three years before I really felt like the money that I was paying out was getting the results that I wanted from the team, and it still wasn't perfect, but we were gaining ground and gaining ground. But it took a long time and a lot of effort and a lot of meetings and a lot of discussions and a lot of heartache and a lot of frustration on my part, because you know you're cutting a profit sharing check to 10 people and that dollar amount was between $10,000 to $15,000. That's a for a small business. That's a big chunk of change and if you don't feel like there's an ROI, why would you continue doing it? But I didn't give up and I. 2018 was a big year for us. We made a lot of changes and we really felt like we found something that worked.

Rob Gallaher: 26:38

What inspired me to write the book was is after doing it for five more years in 2023, I thought I was talking to other business owners about it and I would tell them about it and they had questions and they wanted to do it in their business, and I was spending a lot of personal time talking to them about it, teaching them about it, which is great. I love talking to other business owners. I learned from them. I hope that I bring value to those conversations.

Rob Gallaher: 27:04

But I thought what if I wrote a book, wrote down all these things I learned and then, for $10 on Amazon, they could save hundreds of thousands of dollars in 10 years essentially what it took me to figure out. That would be incredible value to add to another business owner and because I've learned so much from other business owners books. You know Dave Ramsey for one. Henry Cloud has a lot of great books. You know some of my favorite authors out there that I've read books that have brought value to me, that I've implemented in my business, that have helped me make more money and made my life better and made my team's life better. So I just thought if I could put a little drop into that bucket for somebody else and provide value back to this community, that that would be a cool thing.

Tammy Hershberger : 27:53

Yeah, I mean I have to say myself because I've read a lot of books and I haven't really run into other than your book. Now of like this is the way you do it, because that's the same problem I had. I would look at Dave Ramsey. I mean, I read tons of stuff and I'm like I have not ran into anything that really describes me how to do it exactly. And then I got into some legal stuff and I was like this is really confusing and you make it so simple and that's why I'm like I like your book because it's very basic, it's's not that complicated, it doesn't take me, you know, two years to read. It's a nice little easy read, and so I'm very happy that you wrote it, even for my business, because it's something I want to start implementing.

Rob Gallaher: 28:28

So yeah, thank you.

Tammy Hershberger : 28:31

Can I ask you in implementing the profit sharing into your business, how do you have any specific success stories you can tell me, or anything that you can kind of share with us?

Rob Gallaher: 28:46

I have a ton of stories, one of my favorite stories and it's not a lot of money that it made a change in, but it drives home the point very well is, at my car wash, we mow our own lawn and so when I opened it in 2018, I bought a lawnmower and once a week it's on someone it's on the maintenance guy's schedule to mow the lawn and it's not a big lawn, but I wanted it and I believe it was Tuesday, so every Tuesday the lawn is mowed. Well, a couple of years ago I was. I showed up there and the grass was kind of tall and I didn't say anything, because sometimes I don't. I want to see how many days late they're on mowing along or how they handle any problems. I just like to watch and observe. I come back another week later and the grass is even taller, and so it's probably been about three weeks since it's been mowed and I asked my manager over there and I said hey, what's up with the? How can we not mow the grass? And he goes. Oh, you're going to love this story. I said tell me what happened. He goes.

Rob Gallaher: 29:45

So the maintenance guy came to me a couple weeks ago and says the lawnmower is not running and we need a new one. And lawnmowers aren't expensive. You can get a good lawnmower for 300 bucks. You can get them even cheaper. And so the manager says and the maintenance manager got together and they're like well, if we buy a $300 lawnmower, that's $300 off of the net profit for this month, which our profit sharing checks are directly tied to the net profit. How about we fix it? Is it something easy to fix? So long story short, they got a $12 carburetor rebuild kit off Amazon and within 20 minutes they rebuilt this carburetor and mowed the lawn and got caught up on our lawn mowing schedule. But they saved us $288 that they all got a piece of. All of that happened without me even knowing it happened. I never got a phone call about buying a lawnmower. I never got a phone call about buying the $12 carburetor rebuild kit. And it's a cool story because they took the initiative to save the company money because it also directly affected their paycheck.

Tammy Hershberger : 30:56

Yeah, I mean, that's what I like about the profit sharing aspect, because it kind of I'm trying to find the wording ahead for you it makes the team part of the solution, not the problem.

Rob Gallaher: 31:09

Correct In the book I talk about a lot of business owners'. Complaints is my team doesn't think, care or work like I do. And I can tell you in that story, those two guys, they thought like I would have thought they cared like I do and I can tell you in that story, those two guys, they thought like I would have thought they cared like I care and they worked like I would have worked and fix the lawnmower.

Rob Gallaher: 31:27

But I have lots of those stories and a lot of those stories have bigger dollar amounts attached to them, where we actually save bigger amounts of money, and it's incredible. I love telling those stories and I would love to hear other business owners tell stories like that.

Tammy Hershberger : 31:44

Yeah, I mean it definitely changes the mindset. And again, you know your team members are kind of an owner in a way, without you know the scariness of putting them in as owners, and so I guess what would you say, cause I mean it sounds like employee motivation is increased. I'm guessing retention is probably increased when you implement these profit sharing models. Um, but can you kind of expound on that for me?

Rob Gallaher: 32:08

yeah, people, you know you read all these studies about people not working someplace because of the money. Money is obviously important, but I think I read something the other day where they listed out all the reasons why the team member stays at a company, and the dollar amount of the compensation was like number seven, which was which was mind blowing to me and I wish I remember the name of the study or who who wrote it. But that tells me there's six things that you can do for your team members that are more important to them than their paycheck, and one of those things, a couple of those things on that list, were like teamwork, you know, a fun work environment Like people want us. You're spending a lot of time at work, why you should not hate being there, right, just as a human being. If you hated being at work, then you're probably going to even hate going home. You're just going to hate your life. It's just a miserable existence. So I encourage, encourage business owners. You really want to up your game with employees and retention, be fun, be cool to work with, and that will be just a huge step right there.

Rob Gallaher: 33:13

But I see the and, as the years have gone by, we've improved our profit sharing plan and we've been able and blessed to give more money back and really have I have people on here that make 10 to 20% more of their annual salary just in profit sharing competitive benefits. So they literally cannot go somewhere else, or that sometimes it happens, but typically go somewhere else that doesn't a place that doesn't have profit sharing and get that base salary and be in the same spot as they were here. But then at the other place they would go there's not profit sharing, so there's less unity. The culture probably isn't as exciting, so there's a lot of hooks that I have to. Hey, you want to stay here. We're going to win together. Winning is fun and I'd love you to be part of the team. You create a lot of value and we want to pay you for that value. So it all goes together for that winner's win.

Tammy Hershberger : 34:13

Yeah, yeah, exactly. Are there any unique challenges to applying profit sharing in like the blue collar industries versus, maybe, an office based business?

Rob Gallaher: 34:22

to applying profit sharing in, like the blue collar industries versus maybe, an office based business? I don't think so. I don't have every business out there. I can speak to what I've done and I can speak to other business owners that have implemented my system, that are having success with it, and I don't see I haven't ran across anything that's going to be like oh no, I don't see it working. Here In my book I do talk about the three things that you need before you implement profit sharing, and you know you have to have a business that's making money right, you have to have something to share and you have to have leadership. And then you need to have good accounting before you consider profit sharing. And what was your question again?

Rob Gallaher: 35:09

I guess just any challenges when you try to apply it to like your businesses. Well, I can tell you one red flag that I've run across is there is a thing as bad profit and sometimes you'll have a bad character in a team will think I start over maybe overcharging a customer or being a little dishonest with dealing with vendors to save costs because they're motivated by that profit. And so I have. I have ran across that it was. It was pretty easy to fix and correct. You know, one of the things I say is hey, especially in the construction industry, right is we're not here to get rich today, we're here to make a living for 40 years.

Rob Gallaher: 35:49

Yeah, and it's that mindset you know, some people have that grab that cash when they can mentality, or the the getch, the get rich quick schemes that they they towards because they're that's. Of course that sounds amazing. We all want that, but the reality is is a longer steady future thinking well-valued business operation is going to win out much more than the, than a situation where there's less integrity and maybe some taking advantage of situations which we don't want to do. That's bad. That's one of the. It's actually one of the reasons why I started a plumbing company is because my customers were complaining about plumbers that were on commission. And then these techs are the more they can charge, the more money they make, and then customers are, just to be completely honest, getting ripped off. Yeah.

Rob Gallaher: 36:41

And that's not a good business model for the long term at all. So I talk about this in our meetings. You know, one of the rules in my book is clarity and leadership, and you need those things with your team, and it needs to be. Another rule is reminders. You need to constantly reiterate this because you don't want someone getting off track. We do this with integrity and we do this with the future in mind and we do this to win every day, not to get rich in one day, if that makes sense yeah, play the long game yeah, absolutely.

Rob Gallaher: 37:15

you know the. The 10 foot ladder that has 10 steps on it is much easier to climb than a 10-foot ladder with three steps on it. Yeah, really, and compounding effects, not taking shortcuts.

Tammy Hershberger : 37:27

I mean if you compound it and do it right, it's going to pan out.

Rob Gallaher: 37:32

Yeah, you know, I tell my team that, especially newer team members that I think are struggling with discipline and habits, having good habits just in their life, not even necessarily at work. And they'll come to me and you know we have a book club here. We have books on the shelves, you know. One of the books that comes to mind is James Clear Atomic Habits. And I'll just say, just start with making your bed every morning.

Rob Gallaher: 37:56

And I recently, like three weeks ago, I did this and I had a guy come to me a week later and he's like dude, I go home and my bed's made and it feels so good and I'm like, right on, so that becomes a habit. And then what else do you want to do? What do you want to improve on creating this discipline inside you? And when I spend the time to talk to somebody about making their bed every day which can sound silly to some, but it's important and what changes in them comes through through their work life and then their success helps profit sharing for the whole team even more. So it's kind of a cool thing that I do and see and see direct results from.

Tammy Hershberger : 38:39

Yeah, just being consistent, and see direct results from yeah, just being consistent. And um, I read the thing the other day about basically what you just said about making the bet. It's like you've you do it and you do it every single day and then it becomes a habit and so, like I deal a lot as a coach with people with procedures and policies and whatever and and they're like, well, I don't really have a system and I'm like well, you kind of do, even in your life, you wake up, you go to the bathroom, you do this, you do that, you get ready, you get showered, you eat breakfast.

Tammy Hershberger : 39:02

That is the system you know, and so we have these things and you just might not be doing the things that you should be doing in that system, but you're doing a system you know.

Rob Gallaher: 39:10

So yeah, I think George Patton said make your bed every day, change the world day changed the world and I and I love that.

Tammy Hershberger : 39:23

Yeah, I mean, it sounds simple, but it's the little things, the little bricks that stack on top of each other every day. Build a wall right like builds what you need.

Rob Gallaher: 39:26

Your foundation's there exactly, yeah, rome wasn't built in a day, so those little things do that up oh, absolutely, um.

Tammy Hershberger : 39:34

And how do you feel with, you know, owning a company and trying to balance the profitability with reinvestment and ensuring that the employees feel valued and rewarded? How do you kind of do all that with this system?

Rob Gallaher: 39:45

That's a great question. So what I found was, as my profit-sharing systems were becoming better and more successful, I was making much more money than I was before. So I didn't have this struggle of how much to reinvest in the business, how much to save for growth. I mean, those are things you have to keep in mind and do track. But it wasn't a problem giving more money back to my team where I was shortchanging anything. It actually gave me more money to reinvest in my team and more money to save for growth in the future.

Rob Gallaher: 40:19

Because which is important for business owners listening and considering profit sharing is that if you do it right, you're going to have growth and you should probably have some kind of financial backing or plan to pay for that growth, because growth is not free and you know, if your margins are 30% and you do $100 thousand dollars with the work, it costs you 70 grand to do that work, to make that 30, right. People don't sometimes don't think that. So it takes money to make money in business. Unfortunately it's not my favorite saying, but I've learned it so many times and it's so true. It is what it is. And profit sharing just it. When you're having a unified team that's rocking and rolling and loving what they're doing and love coming to work every day. The money just flows right after that.

Tammy Hershberger : 41:10

That's what I like about it. It's not just another expense of like, well, I'm going to give another bonus or something like. In this case it's really generating revenue because your team is on board with it and they're helping to bring more cash flow into the business, and a little bit extra goes in their pocket, yeah, and they're motivated to do that.

Rob Gallaher: 41:27

So they're making decisions, good decisions, for that goal, based on my leadership and policies we put in place and giving them tools to do their job well.

Tammy Hershberger : 41:38

Yeah, and so I want to ask you this. So, um, a lot of you know people like me. Back in the day we, until I read your book, I thought of profit sharing as more of a just like a perk for people, right, how do you challenge that? I mean, I think you've already kind of done it, but how do you challenge that mindset of like it's just a perk?

Rob Gallaher: 41:55

I, I it's not a perk. I hate. I hate the fact that corporate America gives out quarterly bonuses. I don't even like the word bonuses and it's because I think in the team members' mind it's extra fluff but it doesn't hammer down this idea that you helped create this money, you have value, you won and we're rewarding you for that. But corporate America and a lot of places fall short because it's just a quarterly bonus. Sometimes they get it, Sometimes they don't, depending on so many factors that are out of their control. Like, imagine working for a company where you got a quarterly bonus that you counted on but you didn't get it one time because of stock market, because of politics and foreign affairs, and the stock market was low. So then that company stock dropped and now they're not doing bonuses. That would be kind of frustrating, I think.

Tammy Hershberger : 42:47

Yeah, why not?

Rob Gallaher: 42:48

tie it. Yeah, why not tie it into? If they make money, they get paid more money. Right, that makes sense. I think most of us walk around this planet and being like if I want to buy these hundred dollar shoes, you know that I don't need, but I want to buy these hundred dollars shoes, you know that I don't need, but I want them. What do I got to do to get there?

Tammy Hershberger : 43:05

Yeah.

Rob Gallaher: 43:05

And I think a lot of people thrive in that environment. When you were talking like potty. No, go ahead.

Tammy Hershberger : 43:13

I'm so sorry you go ahead.

Rob Gallaher: 43:14

Well, I was just saying like I have kids, we potty train and it's like, if you go potty the toilet, you get an M and M. And it's like, if you go potty the toilet, you get an M&M. And it's funny, kids are relentless. Right, daddy, I want M&Ms. Well, what do you got to do to get an M&M?

Tammy Hershberger : 43:28

yeah.

Rob Gallaher: 43:29

I gotta go potty the toilet. Then go do it right, squeeze it out whatever you got to do and you'll get one.

Tammy Hershberger : 43:34

So it's just tying in the work to the results while you were talking, I had this image of uh I'm sure you've seen it, but um, that Christmas vacation at whatever national lampoon's Christmas vacation, where he wanted the pool and the bonus didn't come through as good as he thought, and you know it. Just it defeats you because you think, oh, I've been planning on this thing and it doesn't happen.

Rob Gallaher: 43:53

And I mean, who wants to go back to work the next day after your bonus is not what you thought it was going to be, or you didn't get it, or yeah, I, I I suggested those companies that they take the quarterly bonus or some companies are still doing like just a one year christmas bonus and breaking that out into 12 months and then having some kind of metric for your people to meet and exceed to get that. And that is really where the magic hits. You know, the rubber hits the road in the magic world of okay, so I can get this money by doing these, you're going to help me do these, you're laying it out for me, it's clear, you're going to give me the tools I need and I'm going to do it, and that's pretty cool.

Tammy Hershberger : 44:34

That, like you just said, doing it sooner because the reward happens faster. You know, sometimes, even in goal setting, if you set you know, these, always these big, long-term goals, you get defeated before you get there, Cause it's like I didn't even. It's going to take me 20 years to get there, you know, instead of breaking it down into little chunks.

Rob Gallaher: 44:49

So well, I want to explain why it works so well.

Rob Gallaher: 44:52

Yeah, please do every, every person in America. There's not. There's not one person in America that I've ever met that says my cell phone cost me x amount of dollars per year. Nobody walks around and says my groceries are x amount per quarter, my rent is this much every six months. Everything we do is monthly, right, yes.

Rob Gallaher: 45:15

So why are we not and you know why are we not promoting this monthly thought of what we can do in a month, to how much we can get paid? Because all our bills, all our costs, everything that we do at home is wired monthly. So in our personal lives we have this financial needle that we have to move so much every month to cover our base. So when we pay somebody a lump sum of a quarterly settlement, they can't factor that into their monthly financial needle. So they're not thinking about it. Like the Christmas bonus thing, nobody's thinking about Christmas bonus in February or March or April. They start thinking about Christmas bonuses in October, when they got to buy their kids gifts and their wife a gift, and so then you have all this money that they didn't think about all year. They're not, they're not motivated about it all year. So I suggest doing the monthly thing because it ties in directly with their daily activities they have to do to cover their needle every month, their nest egg every month, if that makes sense.

Rob Gallaher: 46:17

So the goal and the reasoning behind the monthly profit sharing because my first profit sharing check was quarterly I did the same thing most people do and I didn't see the results. But when I tied it into every month, you know, I have a guy at the car wash another story he in the summertime, the car wash does very well and we're literally printing money. And these, these 25 year old assistant managers that work for me, they're getting big profit-sharing checks, bigger than their paycheck, every month. And so one of them buys the Corvette. And then the rain comes, the wintertime comes and the car wash is struggling. It's not making that much money. I mean, we're not going out of business. We've saved money for the winter months. We know it's coming. But this particular team member didn't think about that and now he's having a hard time affording this Corvette when it's raining in March and he's upset right, he's upset at me. And so that's where the rule comes to have the financial wellness education for your team, because they are going to have an influx of cash and they may make some silly decisions that will kind of hurt their morale on your team. So just a side note there.

Rob Gallaher: 47:33

But the key thing to take away here is that it's monthly. Because you want them, you want to move their financial needle. Because you want them, you want to move their financial needle and to do that. When you do it monthly, it affects their daily thoughts and their daily actions. So the other example I use is you know, I have project managers that are driving all over our area and sometimes there'll be a job site 45 minutes away.

Rob Gallaher: 47:57

Well, my question is is what are you doing in those 45 minutes in the car? Are you listening to the radio, zoning out, or are you listening to a book, an audio book on leadership or marketing or discipline or sales, or are you making phone calls to customers following up on other jobs? You know the phone calls and the audio books would be two proactive, beneficial activities that you would do daily. That would add up to big rewards at the end of every month. Oh, absolutely yeah, that's the mindset that I'm trying to get to and get everyone on my team to think like that, because that's what business owners do. I don't know business owners that get in their car and zone out because typically they can't afford it. Right, they have stuff to do and things to learn and things to work on and we can't. Even even if we wanted to zone out, our minds probably wouldn't even let us. So it's a couple notes there yeah.

Tammy Hershberger : 48:52

Is there any other misconceptions that you want to clear up about profit sharing?

Rob Gallaher: 48:56

Yeah, is there any other misconceptions that you want to clear up about profit sharing? Yes, I do. The biggest one I get usually the first reaction I get from business owners that are new to the idea is how much is this going to cost me? It's typically one of the first questions they ask and I say well, if you don't do it, if you do it correctly, it's not going to cost you anything, it's only going to make you more money. Do it. If you do it correctly, it's not going to cost you anything, it's only going to make you more money. And which is true, and it's been my experience with myself over the since 10 years, and it's been my experience with anyone that I've been working with coaching on implementing this system in their business.

Rob Gallaher: 49:29

So business owners always think about costs, right? The first question is how much is this right? How much is this right? How much is this new phone system going to cost me, and is it really going to help us make more money? That's our job. We have to have that filter because otherwise you're going to have all this stuff that's not making you money and you're going to go broke. So if it's properly set up and I talk about this in the book, depending on your business, if you have receivables or set up and I talk about this in the book, depending on your business, if you have receivables, or maybe delay in the profit sharing. But you're going to see, if you do it correctly, you will see an increase of production you'll have. You'll see, you'll see your team improve, your morale improve and the money, the net profit at the end of every month will improve a lot of times very quickly yeah, and I like that it's.

Tammy Hershberger : 50:16

It is based on profits. So you know I've talked to some employees or not employees, uh, other business owners, and you know they have like, oh there's, um, I can give a raise now, but if you know, morale craps out and the cut the employee becomes not great, then I'm stuck paying this guy. So then I could do a bonus or whatever. But this is something that like, if it, if things start to go downhill which hopefully does not happen, and if you're running things correctly it should not happen but if it does, then you're not out this bonus or this hourly rate that you promised, just to try to increase some production or whatever. So I like that that it's tied to the profits, so when the ship rises, everybody rises, right.

Tammy Hershberger : 50:53

Yep, and then everybody's motivated to keep it right exactly that's a good point right, yeah now it sounds to me I mean we kind of said this earlier but as far as if someone's listening, thinking like, well, could my business do that?

Rob Gallaher: 51:05

I mean really any it sounds to me like any type of business could do this yeah, I think, so I haven't ran across anything where I didn't see a way it could work yeah I, you know, I think business owners and industries and, in particular, that particular individual's business, are all different, right, so a lot of these things can be adjusted.

Rob Gallaher: 51:26

You know, I wrote this book with everything that I learned. I'm creating an online course that's going even more in the nuts and bolts with spreadsheets and all these things to provide to people, to help them get there faster. Yeah, it's not done yet. It should be out in July, but that's a side note.

Tammy Hershberger : 51:44

How are we going to tell me now, how, when it comes out? How do we find that Cause? I'm going to be very interested in that.

Rob Gallaher: 51:49

Yeah, so that I'm sure you'll find it on our, our ProfitX. Profitx is the company I'm starting to help um teach others about profit sharing. Okay, and there will be a website. This is all news this is all stuff that's not ready yet exciting, but, um, if you follow yeah, it's exciting. If you follow me on facebook or instagram, I'll be posting about it on there and, um, people will hear about it if you're, if you connect with me there.

Tammy Hershberger : 52:14

For now, okay, very, very exciting. And then I'm assuming we can post that stuff in the show notes later so they can click on it and get connected. Yeah, as soon as I can get all those links and stuff, we'll add all that.

Rob Gallaher: 52:26

Yeah, what was the question I was answering?

Tammy Hershberger : 52:29

I think you kind of answered that question. Pretty much any business can do it. As far as if you're a smaller, a smaller business. If we can check mark the I think you said there's four things like you're profitable all these things. If you can check mark all those, what is the best kind of way to implement it without it disrupting cash flow or stability? Because I know you said sometimes there's a bit of a delay in the payout?

Rob Gallaher: 52:48

basically, yeah, depending on like. So in my construction businesses we don't get paid when the job's done. There's an invoice that's sent. There's 30-day terms. Not everybody pays within that 30 days, so we have a delay to make sure that the cash flow isn't affected by a lucrative profit-sharing plan. You only need to do that once when you start, because you're only going to be paying out profit because you're making more money if you do it correctly.

Rob Gallaher: 53:17

So, um, just to give listeners an idea, because business owners I already know their minds are spinning 100 miles an hour. But like we we are like we consider if we hit profit sharing 10 months out of the year, that's a successful, that's an a plus successful plan. Um, on average internally here we're about nine months on average. Sometimes you know we hit it seven times, sometimes we hit it 11. And so just to kind of give you an idea how many months out of the year you're doing. But another side note that I want business owners to hear is like, if you have a car wash, like there's some months, if it rains 27 days straight, I don't care what kind of profit sharing plan you have or what kind of leader you are, you're not making money right, you just customers aren't washing cars.

Tammy Hershberger : 54:02

Yeah.

Rob Gallaher: 54:04

But I can tell you that, because of profit sharing and my car wash and how motivated the managers are, they have figured out ways to retain memberships in those months. Retain memberships in those months and I am maybe not making money, but I'm we're like three years ago or four or five years ago. I would actually lose money those months. Now I'm breaking. Even so, the lowers are not. Yeah, exactly so. There's no hole to dig out when the sun comes out. So I would say to business owners is that your lowers are less low and your hires are even higher.

Rob Gallaher: 54:38

And that's another benefit because even if and I tell my teams I'm like, okay, look at the weather, right, we know it's going to rain, we know this is going to be a rough month. We've got to cut some hours and it's a good month to do maintenance and get caught up on this deep cleaning we haven't done in the busy season. But if we can prevent any losses you know, let's get creative and if we can retain memberships here, then we'll come out at zero and that's a huge win, because historically, let's say, we lost $15,000 this month with this much rain, or any month that has this much rain, and so they're motivated by that. So then, when the profit sharing starts kicking in, there's no negative dollar amounts we've got to pay for. First, we're hitting the ground running at zero, so that's kind of a cool side effect.

Tammy Hershberger : 55:22

It's definitely transformational, for sure. I mean, that'd be great even for my shed building business, because I'm like in the winter there's two, three months where we're not making much profit because we're actually cleaning the shops, we're maintaining everything, we're building a lot of inventory, just because we're typically slow because the weather is freezing cold here.

Rob Gallaher: 55:40

What kind of business was that? You said so I?

Tammy Hershberger : 55:42

build storage sheds Basically. We manufacture and retail them. It's like tough shed.

Rob Gallaher: 55:47

Oh, okay, like a tough shed yeah.

Tammy Hershberger : 55:48

I hate saying that because we're better than them. But yeah, that's exactly the kind of shit and we do custom. But. But yeah, that's exactly the kind of and we do custom and but the. You know, the winter time for us is this in Colorado, it's not nice here, and so we just know that money is going to be tight during that time and we prepare for it.

Rob Gallaher: 56:03

So Correct, that's, smart, that's, but. But I bet you I don't know how many team members you have in that business, but I bet you, if they were on a profit sharing plan, they would find out even more ways to save money those months.

Tammy Hershberger : 56:15

Oh, absolutely, I think we have a pretty creative bunch. I mean, there's eight of us right now. But yeah, I think that's part of why I'm interested in doing it, because I think it'd be really great to kind of, you know, reward them but get them more involved than just what they're doing. So Correct. Do you think or can you even just test to that's not the word testify. Can you tell me if there's any like big mistake companies make that you notice when they're starting to introduce it, that we can help them avoid?

Rob Gallaher: 56:43

Yeah, I think business owners get cold feet. I think the idea sounds nice. You know, somebody listening to us right now is going to be like this is genius. I'm going to do it, I'm going to buy the book and I'm going to start figuring it out, and and then they, they, they figure some stuff out, they follow the rules, they probably have a good plan, and then they get nervous.

Rob Gallaher: 57:04

And I see this a lot and it's interesting, and I don't remember if I was nervous in the early days. Maybe I was, I just don't remember. It was a long time ago but I was so motivated to figure it out. I think that covered the excitement, covered any kind of nervous I had, and so that's one of the mistakes I see business owners make. Another mistake I see them make is rule number three, or rule number two is they don't make the, the profit sharing checks, substantial enough. Right, and this is a mistake I made. Like I gave a guy one time a $300 profit sharing check and he never gave it back. Nobody ever gives it back. But I could tell the look on his face like what am I supposed to do with this? You know, and thinking about it, I'm like you know, maybe he took his wife out to a nice dinner, or maybe he paid his cell phone bill, but it didn't change his life.

Tammy Hershberger : 57:55

Yeah.

Rob Gallaher: 57:55

Right, it didn't move that financial needle that he needs every month, and so that's a huge mistake I see business owners make. They read my book and they go well, $1,000 is a lot of money and I think I can get away with 500. And maybe in some cases you could, depending on your market and what your people are making, what the competitive wages are in that area. But what I see typically that a four digit number. People respond to that a lot better than a three digit number, and so those are probably two of the biggest mistakes I see made.

Rob Gallaher: 58:37

Another one that people business owners do and they do this about everything is they assume people understand and they assume they assume their team is on the same page as them. And so when they say, hey, we're going to sell 500 extra tough sheds this year, and then walk out of the meeting and you have this whole plan and these markets are going to open up or whatever your deal is, and you don't convey that to your team, they're going to think you're crazy and they just don't see the picture and then they're not motivated to do it. So don't figure out your profit sharing plan. Walk into a meeting and be like I'm going to do profit sharing in 2025. Thank you, work harder and you'll make more money. Bye, that's a huge mistake. I think business owners in general do that because we're going so fast, we have stuff to do and we just want to spit it out there and hope it sticks. That's, that's, that's always. That always doesn't go well.

Tammy Hershberger : 59:27

Yeah, and I think you kind of just answered my one of my questions. As far as you know, for leadership, how do we really share this with our team to make them buy in? And it sounds I think you've gave great advice on a lot already to just really explain to them, get them excited about it. Do it monthly, you know, do all those things that are going to get them like okay, I see the reward faster.

Rob Gallaher: 59:47

Yeah, I think for that one thing business owners can do is make it part of your culture, make profit sharing a topic that comes up in almost every meeting you have, and you're just. You know, I don't I forget who said it, but they said nobody hears anything unless it's said 21 times okay and that's.

Rob Gallaher: 1:00:09

that's the same thing with you. Know, think about your kids. Don't touch the stove, don't touch the stove. You know, sometimes they still touch the stove, don't touch the stove. You know, sometimes they still touch the stove. Right, it's the same thing with your team. Even though they're adults, they're busy, they have their own life, they have their own stress, they have their own problems, they have their own thing going on. You have to repeat and you have to repeat and you have to. You know, drive that nail into the ground so that everybody's clear about it, into the ground, so that everybody's clear about it.

Rob Gallaher: 1:00:38

And I also like to tie it into our some of our production meetings where, if we have a job that we lost money on, you know a mistake was made. Okay, let's, let's. How do we prevent this mistake in the future? And then, how did this affect profit sharing? Right? But we also yeah, we also do the opposite. When we have a job that does really, really well and we crushed it, it, it, it's like awesome, what? Let's take lessons about what we did well and repeat those. But also, how does this affect profit sharing? Right? So they're always thinking when we win, how does it affect profit sharing, but also when we lose it also affects profit sharing yeah, and so that's really part of the transparency, then right, of how to make this thing effective.

Tammy Hershberger : 1:01:16

So being relatively transparent, like you said, with the wins and the losses, really.

Rob Gallaher: 1:01:22

Yeah, yeah, there's a lot of things, business owners. To answer your question, there's a lot of things I can talk about with this. I've seen a lot of you know. One of the questions that comes up is well, do I share my P&Ls with my team? And there's a lot of discussion about this and I can share what I've done, but it depends on you and who you're comfortable sharing that with.

Rob Gallaher: 1:01:44

For example, I don't share the company P&L with my field supervisors because they probably wouldn't understand it anyway.

Rob Gallaher: 1:01:53

They're not dumb, they're really smart people, but their job is to frame a wall right and make sure the drywall gets ordered on time, and so for them to think, look at financials and to truly understand what's going on, there's a lot of education needed.

Rob Gallaher: 1:02:07

I know for a fact that my personal education to understand balance sheets and taxes and P&Ls and depreciation all this stuff is a lot and I've learned it over years and if I didn't know these things, I could see the number at the bottom of the page and be like, oh, we're making a killing, but in reality maybe you're not, maybe there's. You know, there's a lot of costs that happen in a business that aren't on your P&L. So we I do share P&Ls with top leaders that have the right training to understand what they are, and so some business owners freak out about the idea of that. So I tell them like look, you don't have to share them. It does create a lot of trust and transparency when you do, but you can create that trust and transparency in other ways if you're really uncomfortable with this idea.

Tammy Hershberger : 1:03:01

So that's another thing that the mistake they can make. Yeah, I was in a dave ramsey call yesterday and they were talking about that of how you know pnls and you know setting goals and blah, blah, blah, and so he was saying basically you have to his way of phrasing it was you have to. Is your people mature enough to handle those numbers? Because some people just see him and think, man, this guy's making a, making a killing, he's not paying me enough, where's all this cash? And they don't understand, like educational wise, that there's a lot of things that go into those numbers.

Rob Gallaher: 1:03:22

So yeah, exactly, and you can really cause a lot of confusion if they don't, if they're not ready for that.

Tammy Hershberger : 1:03:29

Yes, Um, another question I have is, uh, scaling your business. Basically, what strategies do you have to successfully grow your business? And if you wouldn't mind and this probably isn't profit sharing, but because you've owned so many businesses, you have 130 employees. That's really impressive. Do you have any advice for us smaller people that are like I would love to do that? How do we do it?

Rob Gallaher: 1:03:50

Invest in your team. Scaling this is something I've learned. The last, I would say 36 months scaling this is something I've learned. The last, I would say 36 months Scaling. There's books on scaling and there's a lot about system and processes and they're not wrong.

Rob Gallaher: 1:04:08

Those things are all important, but I think where that scaling mind space misses the mark is that the quality and the leadership and the trust you have with your team, and it's and that's where a lot of scaling efforts fail, and I've seen it myself. Some of my scaling efforts aren't always successful and it's usually because, at the end of the day, when the dust settles, there was a lack of trust and understanding in leadership somewhere along that in that department. And so I think, if I you know, you know, yes, you got to read the books on scaling, read the books on growth, read all these things and they're all. They're all really good, but don't take lightly the fact that you still need to have relationships and trust with the leaders of those departments that you're scaling up and and you and as you scale which we talked about earlier was how difficult that is and you feel this distance because you have new people coming in.

Rob Gallaher: 1:05:01

That don't know me. You have new people that come in and never heard the stories about me starting this company in my garage with a newborn baby on my knee, typing estimates not typing up estimates at nine o'clock at night, you know. And, and my wife you know, our house had one bathroom and there's construction guys in the morning. Sometimes they got to use the bathroom and my wife's like, oh, we're sharing the bathroom with all these guys now and I'm like, hey, small business, babe, we're gonna. This is how it's got to start. So, um, they, they, the. The relationships with your team and the trust that you have to create is super important and probably, I think, the most important thing to scaling.

Tammy Hershberger : 1:05:41

No, I would agree with you. I think people I mean because we cannot do it by ourselves. I mean I was even this and I'm much smaller than you, but I'm like the group, the few businesses I have and the people I have.

Rob Gallaher: 1:05:50

I couldn't do any of it without that team because I would be so overwhelmed and probably hiding on my desk because it's it's a lot to keep track of all that yeah, but, tammy, the fact that you acknowledge that fact that you can't do it by yourself and you need these people, I think you're you're years above 50 percent of small businesses there's. There's a lot of business owners that think it's all me, they wouldn't have a job if it wasn't out me, they, they need me and, quite frankly, the opposite is true. You need them, yeah, and you need to treat them well and you need to lead them. A lot of people need leaders, especially in modern society. They want someone to look up to. We all love those hero movies. Why not have a hero at work, somebody that you want to follow in the battle every day?

Tammy Hershberger : 1:06:36

Yeah, absolutely. I mean I agree with you. I thank you for recognizing that. But yeah, I've, I've just experienced enough in my life with the good thing, the good wins I've had in the failures, and I mean I just have such an amazing team and I try to always tell them a lot that, like I appreciate you, I hope you always know I appreciate you, I invest in them, I watch for, like, opportunities to let them grow into what they're. You know, especially as companies start growing, there's not always spaces for everybody to do what they want. But you know, as I open new positions and I try to move people that maybe would be better over there or better at this, or, you know, owning a small business it's a lot, it's a lot of hats and you just got to get up every day and keep doing it, and there's guys like you that we aspire to be like.

Tammy Hershberger : 1:07:14

I can be like this guy. Look at how amazing you are so thank you.

Rob Gallaher: 1:07:19

There were people much more amazing than me that inspired me, so I'm glad to be part of the part of that circle.

Tammy Hershberger : 1:07:25

Yeah, and when I think with your book, it's great that you're giving back. I mean, that's why I do this podcast, cause I'm like it's just a way for me to get people like you on here and to inspire others and tell our stories, cause I think a lot of business owners don't share the hard times. It's always just the good stuff. And I'm like there are some tough times and you know we're brave every day, cause we're not guaranteed a paycheck either. We have to go out and make it happen and once you get team members, man, you really got to hustle.

Rob Gallaher: 1:07:46

So yeah, yeah it's. It's a funny thing, but it can be extremely rewarding, and if you are halfway good at it, you'll probably do well yeah, I mean.

Tammy Hershberger : 1:07:57

It's the best thing in the world in my. I could not imagine having to work for someone again. I like the freedom of there's no glass ceiling.

Rob Gallaher: 1:08:03

I make the ceiling to be whatever it is, so yeah, my wife tells me that I'm unemployable now and I'm like, well, I could hold down a job if I had to. You know, if I had to feed my kids, I could do that. And she, and she just laughs at me.

Tammy Hershberger : 1:08:16

Yeah, yeah. We're a different base people like us Um do you have any advice or anything you can tell us on prioritizing your time and resources effectively, especially you being, you know, multiple business owners.

Rob Gallaher: 1:08:30

Yeah, I think, yes, I do. Um, small acts of discipline every day are huge. You know that, making the bed concept, I think, as business owners, there's a lot of mental and physical demand on our bodies and mind and nervous systems that we're not even aware of is happening, and that's why you hear these stories of burnout. You know the suicide rate for business owners is higher than the average person. There's numbers out there and things to be aware of, and so and this is not something I've done forever I'm not some fitness guru, but probably three years ago I started taking my fitness and health much more serious and I feel the most capable of doing my job and leading these people now, more than I ever have. And it has nothing to do with a book that I read. It has to do with me eating cleaner, exercising more often.

Rob Gallaher: 1:09:25

You know, having this mental health, prayer and meditation, whatever, you know, maybe religious can be, religion can be a big part of that. Just silence. You know, we become creative beings when we're in silence, when there's no outside noise hitting our heads. So make it a time for silence, and I'm not talking about an eight-hour silent rings and bells and candles thing, but, you know, sitting in your back porch for 30 minutes, not falling asleep, and just listen to the air, and your mind is going to tell you things and talk to you and your subconscious is going to come alive and be like oh, you're not listening to music and you're not reading and you're not shoving information into us. We'd like to tell you some things. We'd like to tell you what we learned from processing stuff that you've learned. So I think, business owners, to manage all this, you have to take care of the machine. You have to take care of the machine.

Rob Gallaher: 1:10:21

The other part of advice that I would give you, too, is that, especially me, I have multiple businesses. Some are younger, some are newer, some are older, some have unique challenges, some don't unique challenges, some don't. I, if I have an operation that's doing well and I have a leader that's really strong, that's been with me for a long time, I will spend less time there and maybe something. And I've had this comment like hey, man, I haven't seen you in a week and I'm like, well, mark, that's a good idea, that's a good thing, that means you're doing it well and I'm comfortable with what you're deciding over there.

Rob Gallaher: 1:10:55

I don't need to see you right now. Right, I have some other fires or other areas that I need to focus on for a while and but no matter how well someone does, I still make an attempt to spend at least an hour a week with that particular leader and just to keep that and we want in a lot of times we don't even talk about work. We'll talk about our kids and working out and sports. You know what the Raiders are doing that week, right, or the Giants are doing in baseball, starting up right now. So that's just kind of how I manage it. I look at my everything, I go on in a full picture and you know I have some areas that need my attention more and I'm going to spend more time on that particular area, while maintaining the personal relationship with leaders that are doing super well, if that makes sense.

Tammy Hershberger : 1:11:45

Yeah, so you're more selective, which makes you more effective, and that's kind of my thing for it, because I feel like yeah, so. No, go ahead.

Rob Gallaher: 1:11:54

No, exactly. So, like in the wintertime when the car wash is slow, I'm not spending eight hours a day down there because there's nothing for me to do there's, you know, we're not even washing that many cars, it's just a waste of time. But maybe it's raining and my restoration department who would do like water damage and rain intrusion issues. They're busy as heck and they need help and they just. You know I'm going to spend more. I'm going to make sure I go to all their meetings that week and make sure everything's being handled, if that makes sense and encourage the team like I know you're busy. You know, think about that profit sharing check. You know let's not make any mistakes and handle these customers. You know that type thing.

Tammy Hershberger : 1:12:31

I picture it kind of like again, I don't have children, but, like you know, you have a new baby versus the five-year-old. Well, I mean, you're not going to ignore the five-year-old, but he's going to need a little less attention than the newborn right and so you're going to have to shift your focus just a little, you know, and in business that's not so dramatic.

Tammy Hershberger : 1:12:44

But yeah, you put where your attention needs to go, because sometimes people are killing it in one department and another one's struggling and you put your be going good, you know. So, yeah, no one's good if you had two five-year-olds and one of them's crying.

Rob Gallaher: 1:12:59

Who are you going to pick up?

Rob Gallaher: 1:13:01

yeah, the one right no one's gonna yeah, no one's gonna argue with, with you picking up the kid that's crying because they skin their knee, right. You're always going to go to where the fire is. So, um, I I will get frustrated and I'll start making changes. If that particular area is having a lot of fires all the time, that tells me there's a red flag and there's something that has to happen and make some kind of adjustments to prevent that from always being the case. But it's typically areas that are growing those growing pains. That's where a lot of the fires can be sometimes.

Tammy Hershberger : 1:13:33

Yeah, one more question on this section, then. We're about ready to wrap up. I'm going to expand this out a little bit more. Even so, my question is to you what advice would you give to someone who either wants to start their first business or maybe has a successful business and wants to be you know Rob and wants to go out and try different? You know industries. What would you give for advice on that?

Rob Gallaher: 1:13:55

Oh, that's great. So I let's see if somebody wants to start their first business, what piece of advice I would give them. I, if I had to go back and do it over again. I wish I was more educated with the leadership and the SOPs and the team building aspect of running a business. You know, most business owners start out because they're they know a trade and they also are capable of networking or some kind of sales skills. Another thing that I think new business owners should also worry about right off the bat is their accounting understanding and knowing what a P&L is Like. I didn't know what a P&L was when I when I was self-employed the first day, and that's a. That's a crazy thought to think back on, but I think it's pretty common.

Tammy Hershberger : 1:14:43

It's very common.

Rob Gallaher: 1:14:43

So yeah, and I don't know the numbers on it or haven't really researched it, but and then I think I could have done so.

Rob Gallaher: 1:14:52

For my case, being a business owner wasn't necessarily the plan. It wasn't a dream of mine my wife, it was more her dream than mine but if I was preparing to start a business, I would be reading the Dave Ramsey books and the Henry Cloud books and these books on leadership and systems and SOPs and probably would maybe take some online courses about all that. I think that would be a huge benefit. The other thing I would tell them too is I hope you're tough because it's going to get hard, and if you can't get out of bed every day and make your bed first thing and have discipline to either do something physical hard like go to the gym and weight lift, or if you don't have the discipline to do a 30 minute walk every day, whatever it wants to be let's say you're a swimmer If you don't have the discipline to swim every day, you're not going to have the discipline to stick it out in business.

Tammy Hershberger : 1:15:47

My opinion no, I would take some grit, yeah.

Rob Gallaher: 1:15:51

So if you're, if you're lazy or you struggle with discipline, you probably not in the right time to start a business Now.

Rob Gallaher: 1:15:56

If you're lazy or you struggle with discipline, you're probably not in the right time to start a business Now. If you are on top of your stuff and people are already asking you for advice and you're considered a leader in your organization that you're at, or even in your family, you're probably much more primed to be successful. The other thing I would tell them, too, is be prepared to lose friends and you need to work on not worrying about what everybody else thinks, because your friends are going to be uncomfortable because you don't have a normal job and you're going to be out there working weird hours and doing weird things that they're going to think it's weird, and then they're going to just you're going to make them uncomfortable and you're just going to kind of slowly fade away. It's not always a dramatic thing or a lot of drama and a fighting match and an official breakup, but you're just going to see the difference in your interaction socially and you have to be okay with that. That's what I would tell somebody new.

Tammy Hershberger : 1:16:52

I really, Rob, I appreciate you being honest about that. You're the first business I mean. I know that stuff and I talk about a little bit, but I've never had a business owner on here talk about that. That's the reality, because you are a different machine than them.

Tammy Hershberger : 1:17:03

You're built different, you're working different. You have this mentality that it's like go, go, go, and you know they're used to the eight to five grind or whatever their shift is, and then they're done. We're never. I mean, when I'm at home on weekends, I'm thinking about payroll and I'm thinking about this and I got to think about growth and hiring and so, yeah, I appreciate your honesty on that. That's. That's good for people to hear. What about someone that wants to expand into more things?

Rob Gallaher: 1:17:29

What? Obviously you're kind of killing it already, but what? Do you have any advice for that? Yeah, so I'm going to go back to the construction business, to when I started the plumbing, because I was just asking my customers what their problems were and they were telling me what they needed. So what I was really doing even though I probably wasn't thinking about at the time was I was really finding a market, I was finding a demand and if I was comfortable with the solution to that problem or the supply to that demand, I would do it. I would try to figure it out, and since then I've opened a restoration company based on customer demand and a HVAC department just based on customer demand. Just asking that question tell me what your biggest problem is, and I don't plan on solving all those problems. So the customer says, oh, my biggest problem is headhunting a good maintenance guy. I'm not going to get into the headhunting business. And I'm like, oh, okay, what's? What's your next biggest problem? Right, let's give you something else, give me something that I can talk about.

Rob Gallaher: 1:18:30

You know, getting into the tire store business and the car wash business was me diversifying my liabilities and assets and just trying to have. You know, we all hear about multiple streams of income. I wanted multiple streams of income, but in different industries. Because you know we hear about crashes, right, real estate crashes, housing market crashes, automobile industry crashes. So that stuff happens and a lot of times it's out of our control.

Rob Gallaher: 1:19:04

And if I can be spread out a little bit, because no matter what the crash is, my 17-year-old son is going to eat 5,000 calories a day. Right, he eats. He's a growing boy and he eats. He's very active and he just eats a lot. My kids still have to eat. I can't go home and be like I'm sorry, annie, you know the, the, the real estate market's really bad and we're going to. You know I can't buy you that prom dress. You know that's a hard, that's a hard thing for me to swallow. I want to, I want to to be, and I've had those conversations and that's why I hate them, because they're tough and you're and you gotta it's gonna happen. But if I can prevent that and work smarter when the good times, then I'll have less of those in the bad times can I ask you?

Tammy Hershberger : 1:19:54

you, um, because the in the HVAC, the plumbing, the construction, that's all one generalized carpentry, you know, building field, whatever. And then when you jumped over to car washes and tires that's you know business again has the same foundations. But was that a hard transition, cause it's very different fields, if you will.

Rob Gallaher: 1:20:12

Um there, I don't know if it was hard. My dad was a mechanic, so I grew up working on cars and tractors and and patching tires and brakes and shocks, so the actual physical work part of it. Now I wasn't a a 30 year experience mechanic.

Rob Gallaher: 1:20:29

Sure, but when somebody's talking right, so I would hire the mechanic, but we could talk the same language and then so that was. That was pretty easy. I was. I think the hardest part about that was understanding the customer and the marketing aspect of that, which is completely different than construction and plumbing, which I do for the multifamily industries. So that was probably the biggest challenge there. But there's also experts and a lot of people helping you do that. So I think you know. Back to the mistakes business owners makes is there are people that will help you and there are books out there. I mean some of these books I read, kind of like mine. They give out so much and I'm thinking like man. This book cost me 20 bucks but I feel like I got a $5,000 seminar education after reading it.

Tammy Hershberger : 1:21:20

Oh, absolutely.

Rob Gallaher: 1:21:21

I don't know if you feel the same way. Sometimes I do. Have you read Dan Martell's Buy Back your Time yet?

Tammy Hershberger : 1:21:27

I actually just got that. I have not read it. I have a couple of leadership ones. I'm trying to finish first, but I did.

Rob Gallaher: 1:21:33

Someone else recommended that to me, so it it's incredible and he could charge $50,000 to teach that to somebody. I mean, it's just incredible what he, what he put together and the detail and how he gets down to the nuts and bolts. I absolutely enjoyed it. My wife read it and is doing stuff in our home with our kids that she learned from that book, so pretty cool.

Tammy Hershberger : 1:21:55

Yeah, I read um.

Tammy Hershberger : 1:21:57

I think it was Dan Sullivan's, who, not how, was the first one? And I was like, oh, that's really good. And then I heard about this one. So I'm like I'm going to, definitely, because that's the thing I struggle with, you know, coming from, and my stories are kind of not even as exciting as yours.

Tammy Hershberger : 1:22:09

But I didn't have, you know, I went to college but it was for, like, office administration. It was a trade school and I didn't have business owners in my family and family, and so we started with the business and then it got a different business and I got the barnyard, I got the window cleaning company and I just kept expanding and a lot of mine was just learning on the fly and on the job and, you know, working for other people, you experience it. And so these books to me are like my education. I'm like I'm, you know, learning on the job, but they are so informational, you know, and I do like the Dave Ramsey summits and all that stuff too. But for 20 bucks, like you said, I mean you can really get a good education from those books.

Rob Gallaher: 1:22:42

Absolutely. You know, I know it's the Internet age and the amount of information that is out there that we're not grabbing and using, especially when we need it, is mind blowing. It's kind of silly that we're not. We should all be super smart because the information is there.

Tammy Hershberger : 1:23:00

And then remembering to implement it, because I know a guy who's nonstop listening to podcasts and doing stuff and he doesn't implement any of it. He's a terrible business owner. I'm like you have all this knowledge, I listen to the same stuff you do but you're not implementing any of it, so you have to implement.

Rob Gallaher: 1:23:14

I bet you he doesn't make his bed every day.

Tammy Hershberger : 1:23:16

No, no, no, I don't think he cleans anything.

Rob Gallaher: 1:23:19

Yeah, that's part of the, that's part of those habits, when you learn something to do it. And I tell people too. You read a book and I think Brandon Burchard, he had a book a couple years ago, the Six Habits to Exceptional Growth, something like that and you're reading it. It's all giving you all these tips and pointers and a lot of these things I like and I've learned over the years is I'm just going to pick one thing this entire book. I'm going to pick one thing and I'm going to implement it. And because if I tried to implement all of it, I wouldn't probably get to work till two o'clock in the afternoon One.

Rob Gallaher: 1:23:59

It's's a lot and it's just kind of that steps on the ladder, like I just need to get one more step on this ladder and then um, and then after I implement it and it becomes a habit and I'm disciplined and it's happening without me even thinking about it, then maybe I can pick another thing. But to go slow and to slowly implement these things has been a huge factor of my success. And what I tell other people do because business owners, what they'll do and you'll probably have had this experience is you read a book and you try to do too much.

Tammy Hershberger : 1:24:27

Yes.

Rob Gallaher: 1:24:29

And then nothing happens and nothing works.

Tammy Hershberger : 1:24:31

Well, that happened to me last year I went to the Dave Ramsey summit, which is like $7,500. And it's amazing. I mean I learned so much. But the problem was it was four straight days. Your brain is overrated.

Rob Gallaher: 1:24:42

Yeah, I was there.

Tammy Hershberger : 1:24:43

Were you there.

Rob Gallaher: 1:24:44

Yep, I was there too, yep.

Tammy Hershberger : 1:24:45

In Texas right. I can't remember the name of the town.

Rob Gallaher: 1:24:50

At the Gaylord Resorts outside of Dallas. Yeah, yes that's right.

Tammy Hershberger : 1:24:53

So you go there and you learn all this amazing stuff and have all these notes and I'm like I missed four days of work. And I came home and I was like, oh, I got to get caught up in all that and a bunch of it just fell by the wayside. It's still sitting there, my to-do Cause.

Rob Gallaher: 1:25:03

I'm like I never got to it and so that's why it wasn't wasn't go ahead yeah no-transcript.

Tammy Hershberger : 1:25:28

Take your time at it yeah, so yeah.

Rob Gallaher: 1:25:30

But even going to that dave ramsey deal is just pick one thing and come back and start there.

Tammy Hershberger : 1:25:36

Yeah, that's a good point because I mean I still have it on my list. Like I got to go back through this stuff because there was so much good stuff and very encouraging and inspiring.

Rob Gallaher: 1:25:46

Yeah, you walk out of there pretty fired up. I'll say that.

Tammy Hershberger : 1:25:49

I mean, you walk so much between the convention center and the rooms, you're exhausted, and then you get all this information. I remember like every night I call my team and I was like, oh, these are great things that are happening. And then I get back and I was wiped. I was like I don't, I got to figure out what I'm going to do.

Rob Gallaher: 1:26:02

And but there's good information for sure, yeah, absolutely, it's a good event.

Tammy Hershberger : 1:26:08

Yeah. So a couple more questions and then we'll finish up here. Ok, for profit sharing in the business world do you see that change? I mean you've got a solid plan. I mean things are always evolving. Do you think that's going to change much? Do you think you'll have a new addition eventually to your book, or is it kind of just tried and true is best?

Rob Gallaher: 1:26:26

I think tried and true is good, but I can tell you that every year my profit sharing plan is a little bit different. Okay, and we test profit sharing plans with one company to see if it works and see if it actually motivates more or pays people more money. Every time we make a change to a profit sharing plan, it's always what can we do to make it better? How do they make more money? So I do make changes to it. I see profit sharing as if I can. I'm going to tell a story.

Rob Gallaher: 1:26:59

This just happened. I think it was Saturday. My wife and I go to this mom and pop Austrian restaurant in town here and I walked in and I do this at every business that I that I go to, especially restaurants, and I want to know where the owner is and what's he doing, and I just something I pay attention to. And I walked in this restaurant and the hostess was talking to us, well-dressed young man, and sat us down, checked our reservation and he did a great job and I thought to myself he might be the owner he's probably not because of his age, but he acted like an owner. And then the server came up phenomenal server. Explained the specials well, well and just the whole experience is really good and I thought, well, he could be the owner.

Rob Gallaher: 1:27:44

And usually when you get an exceptional experience from somebody in a restaurant or a business you're using maybe even just a us ups store you always kind of think they might be the owner because they were just, they knew their stuff, they did a really good job. And so I go through this whole dining experience, kind of looking around the chefs back there cooking. Maybe he's the owner. He'd seen the food was phenomenal, by the way, and so like, maybe the guy cooking the food is so good, maybe because he's the owner and he really cares about it going well. And so on the way out the door, the owner came over and thanked us the real owner. And I thought what a perfect business, because I could not tell for sure who was or wasn't the owner.

Rob Gallaher: 1:28:25

Now imagine in America, every business that we go to the doggy daycare restaurants, the flower shop, the gym, even a mom and pop grocery store, a mom and pop convenience store, everyone in these businesses that we interacted what if you couldn't tell if they were the owner or not? And your experience was so phenomenal, that whole idea, that experience of every business we go to is my dream for profit sharing. And how cool would it be that, whether I was buying flowers for my wife, taking her out to dinner, or dropping the dog off for doggy daycare or my children off at daycare or whatever, I was doing the candy, the ice cream shop, if my experience was so well, it was as if the owner was taking care of me. That would be pretty cool. That is not our experience today in America.

Tammy Hershberger : 1:29:18

No.

Rob Gallaher: 1:29:20

And I think every step, every book I can sell and I don't make money on these books every books that moves to a business owner that reads this and starts implementing some of this stuff, his whole business and his whole customer experience will be elevated and that would be cool. I just think that would be cool, that no matter where I went, I was getting that type of service.

Tammy Hershberger : 1:29:41

Yeah, I mean you're looking for a movement of change in business and how it's run and done.

Rob Gallaher: 1:29:47

Yeah, imagine the lives changed by people that want to go to work and they're rewarded for their efforts. Just imagine the mood of traffic going home every day.

Tammy Hershberger : 1:29:58

Yeah, it's pretty interesting to think about. Well, and we all affect. I mean I always say that in my podcast. That's as a business owner in a small business like I am that's one of my favorite things about owning a business is I get to have an effect on the people that work with me as my team members and I love that they get to go home and let you know they're so happy and have such a great day and I hear them laughing together and they go home and they're so happy and have such a great day and I hear them laughing together and they go home and they treat their families good and they love on their families but they're not going home and drinking and hating their life and being mean. That affects them and it affects their children and it just has this effect that just rolls out everywhere. If everybody would do it.

Rob Gallaher: 1:30:35

Yes, the ripple, the ripple. Thank you, the ripple effect is pretty amazing.

Tammy Hershberger : 1:30:38

Yeah, so I love that. So in just a second here I want more question, and then I want you to tell us how we're going to get your book. Well, it sounds like you have ProfitX coming up, which I'm excited to hear about, but what is next for you and your ventures and what are you working on that you can share besides that, or maybe even more on that?

Rob Gallaher: 1:30:57

Yeah, right now I got two hot projects in my lap. I yeah, right now I got two hot projects in my lap. I have a car wash in development, so that would be our second location. And I am working on ProfitX. I last year, the last six months ofher or searching profit sharing, the power of shared success. It should pop up there, and you can also find me on Facebook and Instagram and you'll see my kids and all this other fun stuff, hobby stuff I like to do, but also you'll see some announcements about ProfitX and when the course will be available, and I have a lot of plans with ProfitX.

Rob Gallaher: 1:31:44

You know, I would like to have a community of businesses owners in there that are all doing profit sharing and be able to learn from them, because I think there's more out there. I mean, I think I cracked the egg and I found some things that work, but I think that there's and I know there is because of somebody that I coached and helped him set up his. He's come back with me with ideas, asking me what I think about these ideas, and the only thing I can say is I think that idea is incredible and I wish I would have thought of it, and so the more business owners I'm helping do it, and then they do it for a while. They're coming back with ideas too, and that's pretty exciting to me.

Tammy Hershberger : 1:32:24

So that's what I got going on okay, and you said summertime right for profit x yeah, so the course should be launched at the end of july.

Rob Gallaher: 1:32:33

That's the plan right now.

Tammy Hershberger : 1:32:34

That's on the calendar yeah, well, I'll definitely be watching this and I'll add all that to the notes for our show when that all comes out. Um is there anything else that you want to share with us before we wrap this up, man.

Rob Gallaher: 1:32:47

I just want to encourage business owners out there that you're not alone, and just the fact that you're listening to a podcast like Tammy's shows that you care and that you're trying and striving to be a better business owner and a better leader. And striving to be a better business owner and a better leader. And I think you know the old saying of people worried about changing America and they're worried about changing the world. We should worry about changing our homes and our businesses and the people in our small circles, and that's how we change the world, and that's how we change America and that's how we. That's how, when we were on our deathbed, we don't have regrets and there's all these people that we know love us and looked up to us and lives that we touched.

Rob Gallaher: 1:33:27

So keep it up, keep going. It's worth the fight. And um, the other thing I would say is sometimes you fail. I know a guy that failed eight times and now he's a freaking multi not a billionaire, but he's a multimillionaire, killing it on his ninth business. So don't get discouraged yeah, it's pretty crazy. And so keep listening to podcasts, read some books, take some notes, go to go to conferences and you will get so much value out of that stuff.

Tammy Hershberger : 1:33:58

Yeah Well, Rob, I thank you so much Again. All my listeners make sure you go out and get his book. It's profit sharing, the power of shared success. It sounds like getting on Amazon. I'll share a link in the show notes to get it. And, Rob, I just thank you again for your time. It's been an absolute pleasure having you on here and I just continue to pray for great success for you.

Rob Gallaher: 1:34:16

Thank you so much, Tammy. I really enjoyed this. I appreciate it.

Tammy Hershberger : 1:34:18

Yeah, you're welcome and to everyone listening. Thank you, make sure you go on and like, subscribe, share, share it with your friends. If you have any show ideas or want to come on the podcast, you can email me at lightupyourbusinessllc@ gmail. com and we look forward to seeing you guys next time. Thank you and remember, in the world of business, every success story begins with a passionate dream and ends with a strategic billion dollar handshake. Stay ambitious, stay innovative and keep making those deals that reshape tomorrow. Thank you all for tuning in and until next time, remember proverbs 3 3 says let love and faithfulness never leave you. Bind them around your neck, write them on the tablet of your heart. That way you will win favor and a good name in the sight of God and man. And remember if you like what you heard today, click the follow button so you never miss an episode.