Episode 014: 5 Stages of Repair Business Growth – Part 6 – Cellular Repair School

Episode 014: 5 Stages of Repair Business Growth – Part 6

ABOUT THIS EPISODE

In this episode Will and Josh talk about Stage 5 of the 5 unique stages of cell phone repair business growth, "Growth Focused."  They dive deep into the challenges at this stage and how to overcome them.

WHAT YOU'LL LEARN:

Discover how to identify what stage you or your business is in, the challenges at each stage and how to grow to the stage that you want to reach.  You'll also learn some strategies around how to overcome the challenges at Stage 5 which are your Leadership and Company Culture.

DOWNLOAD 5 STAGES INFOGRAPHIC:


AskWill+Josh 013 EPISODE TRANSCRIPT:


Josh: The idea of what culture is, is actually really big man, because culture is it's your mission statement, but not something you put up on the wall, it's how you live it, right? Do you live it day in and day out?

Will: Do you get it how you live it.

Josh: Right. Or you're just putting up posters, so they look sexy, right? What's the mission, vision, purpose, what's your core values man, right? Let me take you back down memory lane. Let me tell you about a company I used to work for and how those values permeated throughout the business.

Will: Well, go ahead and set it off first before you get into that.

Josh: Yeah, I'm just.

Will: No, I know, I know, but I want you to say something great. ()

Josh: I know, I know, yeah, yeah.

Will: All right, all right, yeah, yeah. Set it off right, at least set it off right and go with your flow.

Josh: Are we rolling?

Will: Yeah.

Josh: Okay, all right. Well, welcome back guys.

Will: Welcome back.

Josh: The #AskWillandJosh Show.

Will: AskWillandJosh Show

Josh: Here we go, this is Joshua Gray, your co-pilot.

Will: Yes, my name is William Agnew.

Josh: Sitting here with my ace in the hole, my number one dude.

Will: Let's do it.

Josh: Doing one more time, right by for you guys.

Will: Yes, sir.

Josh: Bringing information and really just our vision and dreams for where we know you can be and we are your support when you need it the most.

Will: That is what we do.

Josh: That's it man, so.

Will: We love it, we love it.

Josh: Yeah. An exciting time in the business, oh Will, I feel like every week we open it up saying how exciting it is because it is and if you're not feeling like things are exciting in your business

Will: You probably need to switch businesses.

Josh: Or you need to open your circle and open your mind.

Will: Exactly. You need to hang around to different people.

Josh: Yeah, expansion.

Will: Yeah.

Josh: Yeah. What is your problem, you are a contraction focused individual.

Will: Yes, yes, yes.

Josh: You got to expand your stuff. And that's not a knock, but you got to identify where you are so you can identify your problem.

Will: Exactly.

Josh: Right?

Will: 100%, 100%. So, what we're talking about tonight (). Listen, we've been doing the stages of business

Josh: It feels like forever.

Will: Yeah.

Josh: But it's been fun man because we've experienced every one of these stages, right?

Will: Exactly.

Josh: And it's awesome to hear our students and their feedback throughout all of these stages of business.

Will: You know for me it's been very therapeutic. It's been what it is therapeutic, because to actually reflects on where you've been.

Josh: It's almost like counseling.

Will: It is. It's crazy and it's been good for me. Actually, it's been helpful for me, I don't know about you guys, I hope you've been getting some learnings and some benefit out of our discussion which I'm sure you guys have, because we're taking you through some of the experiences that we've had, but on the rail to rail I've enjoyed this reflection.

Josh: Me too.

Will: Of that, this whole process of the five stages now.

Josh: Right.

Will: But we've done four stages. We're at the 5th stage.

Josh: Stage 5 tonight.

Will: But we're finalizing that tonight, right?

Josh: Right.

Will: And so next week it's going to be totally something different.

Josh: Wait, which I'm actually excited about. I'm excited about it at the same time to like go to something new just because

Will: It's great that the therapy's big.

Josh: Yes.

Will: Like it is time to move forward.

Josh: It is time to transition, right?

Will: But let's finish this up. Shall we

Josh: (), yeah. And the reason I say that is because I know when we go through the 5 stages not everybody follows us.

Will: Right.

Josh: Because everybody identifies what a particular stage and then the mind shuts down.

Will: Yeah, for sure, yeah.

Josh: Right? The mind comes in and it says boom, either this is where I'm at or this is where I want to be and it's done.

Will: Right.

Josh: So, it's still important for us to do this because at the end of the day we want you to grow.

Will: Absolutely.

Josh: And we know what you're capable of, right?

Will: 100%.

Josh: And you got the right support team behind you to help you do that.

Will: Right, absolutely.

Josh: So, you can do, you blast past all these 5 stages and get to a whole other segment that we do when we release our mastermind group here in the near future, right? Which is just a close circle of 10 million plus dollar a year business where we talk about things and challenges that's involved in growing those types of business.

Will: For sure.

Josh: It's a whole different situation.

Will: Yes.

Josh: So, my goal is to help you grow.

Will: To get you there, right?

Josh: To get you there.

Will: We want to get you there if you're not there.

Josh: So, we can go to the resorts together, right?

Will: Exactly. If you're not there we want to get you there and that's pretty. I'm glad you said that because I want people to understand that we're not just, we're not stuck in the 5 stages of business.

Josh: At all, yeah. This is a reflection, right? This is identification and growth.

Will: For sure.

Josh: And education.

Will: Yes.

Josh: Right.

Will: Absolutely.

Josh: At the end of the day.

Will: Yeah.

Josh: But I didn't mean to catch you off.

Will: No, no, no. I was just saying we're not stuck in the 5 stages of business, so we're definitely going to be exceling and propelling into different avenues of what you guys can expect and experience and have opportunity into, and we haven't even touched the surface of some of the things that we've actually been working on and some of the things we're actually going to be introducing you guys too. So, this over the last few weeks, these 5 stages as been obviously the stages, but we're going to get into some tremendous value with some crazy things.

Josh: Yeah, we're going to start diving deep. I'm excited.

Will: I'm totally excited.

Josh: And that's why I said like the 5 stages has been fun, but I'm excited for the next stage. ()

Will: And I think that's what it is, we got to get finished with the 5 stages, right?

Josh: Yeah, because we've been working on some really cool things behind the scenes. We're going to bring some really cool guests on for you guys, some big players in the industry, right?

Will: Yes, yes.

Josh: And it's all about just educating you on this business, our challenges, the community that we're growing and how we go through this together.

Will: Absolutely.

Josh: How we do it the right way, so quick recap about the 5 stages.

Will: Let's do it.

Josh: Right? So, five stages actually technically six, we started stage 0 and today we're going to be focusing on stage 5 which is the final stage.

Will: Right.

Josh: Which means that you have 25 to 100 employees, typically 3 to 10 million dollars in revenue.

Will: Right.

Josh: There's about 300 thousand of these businesses in the US today, and this is just US focused, so obviously all of this applies worldwide, but we're just saying the statistics from the US from what we've seen. The team is as opposed to having multiple teams or just one team this is a core management team that really drives the business day in and day out.

Will: Right.

Josh: If you look at any business of a pretty decent size there is a C-suite team.

Will: Yes.

Josh: As they're called.

Will: Right.

Josh: there’s your chiefs.

Will: Yes.

Josh: Those are the guys that drive the vision, mission, values which is what we're about to dive into.

Will: And the growth. If you go back and you look at the actual stage in regards to what the topic of the stage or what it's called, it's called growth stage, and the guys that are really going to control growth are those guys. Those are the very specific guys at the top who are in charge of growth.

Josh: Right.

Will: And a lot of time that water falls down , right?

Josh: And to be clear, to be clear, guys, in our world means anybody.

Will: Right.

Josh: That's what we're referring to whether you're a male or female, whatever.

Will: For sure. Right.

Josh: There are a lot of really powerful women in our space too.

Will: Yes, yes, yes, yeah.

Josh: So, I don't want anybody to feel offended in a way, right?

Will: Exactly, exactly.

Josh: This is just how we're talking like it's just in general.

Will: Yes.

Josh: Guys is our guys that you're, meaning that you're a repair expert in this space.

Will: Exactly.

Josh: All around.

Will: Yeah, that can be any sex. Male, man or women guys is what we use kind of generally. But like I said the growth focus is what we're focused on. So, the management team a lot of times is focused on exactly that.

Josh: Right.

Will: The growth of what we're talking about in stage 5 it's all about growth. As a matter of fact, that is a specific word I want you guys to kind of focus on.

Josh: Drive it home one more time, what is it?

Will: Growth, focus, all right?

Josh: All right. That means that when you wake up in the morning you are thinking about how can I grow my business.

Will: Exactly, exactly.

Josh: When you go to sleep at night that's what you're thinking about, how can I grow my business?

Will: How can I grow my business? Exactly.

Josh: That's all you're going to think about. When you go to lunch, you know what you think about?  How can I grow my business?

Will: Exactly.

Josh: That's it. Growth focused, that is your focus.

Will: Exactly.

Josh: Right?

Will: Exactly.

Josh: So, to step back again that's what we're going to be talking about today.

Will: Right.

Josh: To step back real quick. I will encourage you to listen to our previous shows, right? Stages 0 through 4 are covered in previous episodes, but I'll just give you a real quick recap. So, stage 0 we call Ideation.

Will: Right.

Josh: Basically, it's just an idea at this stage, right? So, you're just trying to figure out what you need to figure out if you really want to do this. Is this the right business for you, are you really right to go into business?

Will: Right.

Josh: All that sort of stuff. Your biggest challenges, education, you need a lot of information at this stage.

Will: Right.

Josh: Stage 1 we call it onetrepreneur, solopreneur is the other term for it, right? You're going at it all alone.

Will: Right.

Josh: And there are two halves to this, we broke it down. One half of it is you're on your own and this is a side gig.

Will: Yeah.

Josh: Solopreneur, you're doing side gig. So, you got a full-time job, you're moonlighting, almost like a Uber driver, maybe you're working at Icrack or Pulse or one of these kinds of companies.

Will: Yes.

Josh: Right, that are feeding you leads and you pick up a lead when you want, when it makes sense for you, right, just making a couple of hundred extra bucks or a couple of thousands of extra bucks on the side.

Will: Which is very popular today.

Josh: Very, very popular, very good model, we call it the toe dipper model in our education series, right?

Will: Right.

Josh: Because you're dipping your toes in and figuring out if this is the right thing for you, can I make a little money, dip my toes in, can I make money to figure out how to take the full plunge. The other side of the line is what we call the tipping point. Tipping point means you are now self-employed, but you're still in the same stage, you're still you, you're still a solopreneur, right?

Will: Right.

Josh: The difference is you went from side gig to now you have no job except for this, which is repairing devices.

Will: Right.

Josh: 100% in. So, to break it down, side gig you're making 0 to 4 thousand dollars a month roughly, when you cross the line it should be 4 to 10 thousand dollars a month. It's by yourself maybe you're doing a few different things again go back, I'm not going to go any depth today.

Will: Right.

Josh: Go back and listen to those episodes for the details on that episode.

Will: Yeah, yeah, yeah, we just bringing you up to speed.

Josh: I want you to understand where we're at.

Will: Yes.

Josh: Stage 2, we call it new employer. There are two to three employees in the company, you're making a hundred to three hundred thousand dollars a year.

Will: Right.

Josh: It's usually you and a partner that’s kind of running the business. Your biggest challenge is sales.

Will: Right.

Josh: You're really having a hard time, you're generating leads, but you're having a hard time converting your sales, right? Stage 3, you move into this you're a consistent business. You’ve solved the problems of stage 2.

Will: Right.

Josh: You’ve figured out how to really get a nice system going of converting leads into customers.

Will: Right.

Josh: You are a selling machine, right? Consistent business. Selling machine equals consistent business.

Will: Exactly.

Josh: Now, you're doing 300 thousand to a million dollars a year, right, in gross revenue. You got one still solid team, it's you and a few people around you that really are very integrated, you're doing business every day, you come into the same office, you're bumping shoulders with everybody that's moving the business in the direction that you want to go, right?

Will: Right.

Josh: Biggest challenge at this stage we say is marketing and services.

Will: Right.

Josh: Again, if you want details on that go check out that episode, right? You should go and see the links below this episode when it's posted, right?

Will: Exactly, exactly, yup.

Josh: Next stage, stage 4, one million dollar plus business. One double M baby, right? You're doing something I'm going to tell you, when you go back to even stage 1 ideation, there's over a hundred million people just in the US that are in ideation stage.

Will: Right.

Josh: It's way bigger than that.

Will: Right. It's a lot.

Josh: Stage 1 though, there's, how many we got there? 16 million of these guys.

Will: Right.

Josh: There are 16 million people playing with business.

Will: Right.

Josh: Trying it, seeing it out, doing it on the side, doing it part time.

Will: Right.

Josh: The difference between you now when you get to stage 4, there's only 700 thousand of you guys, look at how the number shrink down.

Will: Right.

Josh: Only 700 thousand make it to the stage of a million plus in revenue.

Will: Exactly.

Josh: I'm going to tell you this was one of the hardest paths for us to cross in our business when we hit the million dollar mark, it actually took a lot to get to that place.

Will: Right.

Josh: I remember very succinctly man, it was clear in my mind that it was a lot of hard work and grinding and dedication to solving the hurdles in the other stages to get to this place.

Will: Right.

Josh: So anyways. Go back listen to the episodes for more details. Bottom line is this stage, you're doing one to three million dollars in business per year, you got a few teams and leaders, right? So, there are clusters. Maybe you got a few stores, right?

Will: Right.

Josh: Which means that in all the stores you maybe got a district manager it’s you, district manager, you got a store managers, right? So, you got a cluster of leader’s kind of broken up all over the place.

Will: Right.

Josh: Biggest problem? People and systems. You want to know more about people and system problem go back and listen to the episode. Today, we're going to dive into the growth focused business. So, growth focus one more time. That means you have 25 to 100 employees in general. Now, this doesn't always fit, every model can change, right? These are just kind of rules of thumb from what we've seen by doing surveys, our own experiences in our businesses, talking to other industry experts and what we see, but usually 25 to 100 employees, you're going to be doing 3 to 10 million dollars a year in revenue, very small percentage of you guys, there are 300 thousand of you guys, right?

And the team is a concentrated management team, right? So, it's different than having multiple teams, now you have a very concentrated management team that manages all of these sub teams, right?

Will: Right.

Josh: So everyday your office shows up with the same management team all bumping shoulders into each other, right? That's the difference. Management team knocking shoulders, sitting around the water cooler going to lunch together, the management team, right?

Will: Right.

Josh: Your biggest problem which in these episode by the, we're not here to talk about what's working great for you. If you want that that's great, there are books written on this staff.

Will: Right.

Josh: We're here to talk about the problems, so you can figure out how to grow past this. Your biggest problem at this stage is, guess what? Leadership and culture.

Will: Leadership and culture.

Josh: Man, and this is a tough one, but an exciting one to talk about, because that means you are the problem, right, because you're the leader.

Will: Yeah.

Josh: But let's define what leadership means actually. What is leadership and culture? What does that mean to you by way?

Will: You know what I've heard so many times is people in this space because we go to a lot of conferences.

Josh: Absolutely.

Will: Leadership conferences, and we go to a lot of conferences where you have multimillion dollars CEOs, you have multimillion dollar companies, you have the executive branch of multi-million dollar businesses, and what always stands out in my mind and what I see and what I really take notice of is how many times the CEOs or this executive branch or the guys who lead, they tell their stories a lot of the time.

Josh: Right.

Will: And one of the most consistent things that I often hear that is consistent in all of the stories is the CEO saying I had to learn how to get out of the way of the growth of my business.

Josh: That's true.

Will: I was blocking the growth of my business. It was me, because I was kind of a control kind of guy.

Josh: Right.

Will: Right? And I always wanted to have my finger on the pulse. I needed to know what was always going on with the growth of my business, I needed to be involved in the growth of my business to the point where it was actually harming, right or keeping my business from growing in a way that it needed to grow.

Josh: Yeah, because I would argue that that's not bad, right?

Will: That's not a bad thing. The feeling is not bad, the feeling is not bad.

Josh: Honestly the whole reason guys like us survive and grow is because we're control freaks.

Will: Right, exactly, exactly.

Josh: Honestly, at the end of the day, right?

Will: Exactly.

Josh: I need to control the environment, so it does what I need it to do.

Will: Right. That's actually a good characteristic and a good trait to have, it's not a bad thing by any means.

Josh: Right.

Will: But what you have to understand is when it is actually working against you or against you as opposed to working for you, when you're hindering the advancement of the people, or the advancement of the business, most of the time it's the people, right? You're getting in the way. It's people, right? It's a people thing.

Josh: And again, that is why I wanted to point out this is leadership and culture.

Will: Right.

Josh: So, if you define those words leadership means you're leading people.

Will: Right, exactly.

Josh: Culture means what your people believe in.

Will: Right.

Josh: Right?

Will: Yes.

Josh: It's the culture of what they believe in. Like just when you move to a country.

Will: Yes.

Josh: I'll give you an example. Someone from New York, they leave New York, the move to California, you're on the streets they run into someone else in New York, guess what they're like best friends, Why?

Will: Yes, yes, exactly.

Josh: Because the New York culture attracts them.

Will: It's very specific, it's very distinct.

Josh: It's very specific, right? It's the same thing

Will: Yes.

Josh: Like someone from London, right?

Will: Yeah.

Josh: Our partner Niggy he is from London, right?

Will: You're right, right, right, right.

Josh: Man, if you got someone else from London oh, hey bro, it's crazy bro.

Will: You can’t even understand the dialect because it changes so much.

Josh: Yeah, all of a sudden it changes.

Will: Yeah, it changes, yeah.

Josh: It changes because there's a culture and understanding of the culture.

Will: Yes, yes.

Josh: Right? Countries, cities, states, counties, neighborhoods do this. Your house has a culture, right? Now, what I would tell you is your business whether you choose to actively create one or not has a culture, right?

Will: Yes.

Josh: So, what we're trying to tell you is you need to actively create the culture.

Will: Yes.

Josh: So, it's not a toxic culture.

Will: Right.

Josh: And you are proactive about building the culture that builds the company in the direction that you want to.

Will: Yes.

Josh: Again, I always go back to parenting.

Will: Yes.

Josh: Right?

Will: Yes.

Josh: And this is just like parenting man. Like when I talk to my children, right? The whole point of what I try to tell my children all the time, I'm like a broken record, I'm repeating myself with the same core values all the time which we're going to circle back to and talk about, right?

Will: Right, right, right.

Josh: But there's core values that me and my wife agreed on that these are the things that are important to us and we're going to impute these things into our children come hell or high water.

Will: Yes.

Josh: Right?

Will: Yes.

Josh: They're going to get tired of us saying this ish take to them all the time.

Will: Yeah, yeah, yeah.

Josh: Right?

Will: Yeah.

Josh: Because we say it we're like broken records, but why do we do that because that's the culture, and I want them to be so engrained into our beliefs.

Will: Right.

Josh: That it's a part of who they are even when we're not around.

Will: I think it's

Josh: And that's what you want for your employees.

Will: For sure, 100%. I think it's important and I think you hit on this a little bit. I think it's important to understand that regardless whether you intentionally try to set a culture or not or whether it's intentional or whether it's not intentional, a culture will create itself, right? Or it will be form, right? Whether intentional or non-intentional, a culture always is created.

Josh: Is form.

Will: Yeah.

Josh: Always form every time.

Will: Yes, right. And so it's better to be in control, right, of what the culture is or create the culture and the advantage of what you're trying to accomplish as supposed to culture creating itself and I'll give you guys kind of example because we've had this happened plenty of time where I'm seeing where people specifically let's talk about technicians because we're in the repair business, right?

Josh: And that's our people, right? It's the management teams and the technician, plus sales teams.

Will: Exactly.

Josh: Right? But technicians are the ones we tend to focus on a lot because in our space they're hard to come by.

Will: Exactly.

Josh: Right? It's easier to train sales people, but you can't find people who have good personalities that could become sales people.

Will: Exactly.

Josh: It's much harder to find technical people these days.

Will: Exactly. One thing we always preach and I'm thing I'm a big fan of is from a technical standpoint and the technician standpoint is everybody doing the same thing the same way and the reason why we actually promote that and we do that is because it creates this comradery of culture of everybody doing the same thing the same way, so everybody can hold everybody accountable for what happens of what the result is, right?

Josh: Right.

Will: And one thing about that is if you have a culture where especially in a technician field in this space where everybody is doing things kind of hodge fudge and different and it's not the same and Jake is doing it one way and Jim is doing it in another way, number one it's going to be very hard to manage because if there's a problem you're not really going to know how to resolve that problem and you really not going to know where to start. But at the same time it just doesn't create this culture of everybody doing the same thing the same way, so nobody's holding anybody's accountable of what the result is and it's very hard to understand like where did the problem start and how do we fix the problem if the culture of doing things is I'm going to do it my way and you do it your way is not succint. Does that make sense?

Josh: Right.

Will: So, that is just one example of culture and when you talk about culture, a culture is like when I bring you this orientation, this all of that and one thing we actually do is we actually hire for culture. I know we're going to get into that.

Josh: Yeah, yeah.

Will: Because culture is a big thing and when I talk about culture it's not being, it's not in a sense of I'm not hiring and this is a thing you got to understand like hiring for culture is not about the sex or the race or the background of these people.

Josh: It's mindset now.

Will: It's the mindset culture, it's a belief.

Josh: Yeah.

Will: It's do you buy in to the way that we actually operate in how we operate in this culture and that has to fit and that's very big especially in this time period that we're in now where things are little more, little different, you know what I mean, because I'll give you an example like I see online now where people are pushing the envelope a little bit like culture has changed a lot in terms of human resources and things like

Josh: Pop culture.

Will: Pop culture, yeah.

Josh: Pop culture, right?

Will: Yeah, exactly.

Josh: It change, yeah.

Will: Pop culture. So, it's changed and that's something that we have to adjust to as employers, right?

Josh: Right.

Will: And as understanding people and technology and

Josh: And honestly I think you bring up a good point.

Will: Yeah, man.

Josh: Because obviously you're addressing millennials and what I'll tell you, what I'll tell you is one thing I see because we hire and employee and a lot are millennials, right? And we've interviewed a lot of millennials and one of the things that I see is the key which ties in to exactly what we're talking about, I think the key to millennials is mission, vision value.

Will: Yes.

Josh: Right? My generation, our generation and older actually we were motivated by different things, right? I didn't care so much what a company was doing.

Will: Right.

Josh: As what was in it for me.

Will: Yeah, yeah.

Josh: Right?

Will: Yeah.

Josh: And what I've seen and even in my own career actually it transforms because as i grew and mature I cared more about what I was doing.

Will: Right.

Josh: And how that impacts what I think I could do with my life, right?

Will: For sure, for sure.

Josh: So, big vision, () circle back to, right, because that's the whole point of this. This is leadership and culture, so I really want to go deep on this, we're not even doing questions today guys because I'm passion about this one because I know.

Will: Yeah, it's a big one.

Josh: And by the way, you need to build this in at stage 1.

Will: Right.

Josh: Honestly, it's hard work, but you need to start doing this in stage 1 because it makes all the other stages collapse which means they're easier to transform.

Will: Exactly and keep your training thought. I don't want you to lose your training thought where you are, but that is important, right? We say this to the last stage and we didn't come at this in the first stages because you guys had to understand it's a development part, right?

Josh: It totally is.

Will: You don't want to jump into this too early because we fear that you might miss the point or the importance of culture because a lot of people do take culture for granted.

Josh: Exactly. And so my point

Will: Yes.

Josh: My point was what I see with millennials is it's about the mission. What are you doing? How are you making a dent in the universe, right? How are you doing something that I can rally behind, right?

Will: Right.

Josh: That's what motivates them, right?

Will: Yes.

Josh: If you can sit down and have a conversation about look this is what we're here to do.

Will: Exactly.

Josh: This is our 5 year goal, this is what we're trying to do long term, right? This is how I think you're going to play into this, what is it that you want to do?

Will: Right.

Josh: Right? Let me learn more about you and what's important to you. Does this align? Yeah, yeah, I love it or no, no, man, not at all. I want weed baskets or whatever.

Will: Right.

Josh: Well, this ain't going to fit.

Will: Right.

Josh: I'm telling you, you get good at this, right? And we got a whole course that's about to be release on hiring.

Will: Right.

Josh: Right? But if you get good at this because this is the same, this is all in the same vein, right? The culture and hiring are the keys to unlocking whatever it is you want to accomplish in your and in your business.

Will: Yes.

Josh: You get good at this, man I'm going to tell you, because you don't have to figure everything out anymore.

Will: Right.

Josh: Because you got smart people around you that believe in you.

Will: Yeah.

Josh: Right?

Will: Yeah.

Josh: It's like getting married.

Will: Right.

Josh: Like you don't just go get married, right?

Will: Right.

Josh: You lock eyes with somebody, you're like man, that's sexy and then you have to have that conversation.

Will: Right.

Josh: And that conversation can be make or break, right?

Will: Right.

Josh: That's the interview, like oh no, that's dumb dude or a dumb chick.

Will: Right.

Josh: We're not align, right?

Will: Right.

Josh: And then you start to date and the dating it's all about knowing where your values lie. Can I raise a family with you? Can I spend my long term life with you? Are we aligned? Even though I might not agree with you with everything that comes out of your mouth, are we align at the core who I am, right?

Will: Yeah.

Josh: And what I believe in.

Will: Yeah.

Josh: And I really want to drive this home because I see a lot of businesses, I walk in businesses every day, I fly all around the country, all around the world.

Will: Right.

Josh: When I walk in a business they got stuff on their walls, but when you spend two hours on that business, the stuff on their walls is not what's happening in that business.

Will: Right.

Josh: That's not how I am being treated when I'm a guest walking in, right?

Will: Right.

Josh: That's not anything of the truth of what's happening. It's just wallpaper.

Will: Yeah.

Josh: Right? It is not about wallpapers, it's not about decoration, you need to develop core values and say this is who are.

Will: Yes.

Josh: This is how we operate, right?

Will: Yeah.

Josh: This is how we are going to do this, we're going to treat people a certain way or you know what we're in it for a profit.

Will: Right.

Josh: That's fine. Whatever it is that is you're value and when you hire people, you hire trained and developed people to those values.

Will: Right.

Josh: Because those are going to be keys in fair amount to your vision.

Will: Yes.

Josh: Right?

Will: And that's what people

Josh: So, we're going to circle back.

Josh: And that's what people are going to buy into, right? That's the way individuals are going to buy into and that's so important from a growth perspective. So, if you look at stage 5. Again the title of stage 5 is growth focused and growth is not just for the company, right? And I think that's what a lot of people got to understand, growth is not just for the company, because if you're going to preach growth or if you're going to be in this growth stage then you also have to, they has to be in uniform, right?

And what I mean by that is the employee has to also understand how they're going to grow, right? It's not just the company's growth, it's about we are going to grow. How the employee is going to grow, how the company is going to grow, how everything, it's about growth, it's across the board. Does that make sense? One, it's interesting because in my experience I actually had an employee one time send to me a email and it said because I was being a little bit of a control freak like I am Josh know I'm a little bit of a control freak and sometime I want things the way that I envision things to be, right? And that's in my mind.

And I had an employee of mine one time he send me an email after we had a discussion and he said, he literally said it was a quote, he sent me a quote from Steve Jobs and it was you hire smart people, you don't hire smart people, actually Steve Jobs said the quote was "You don't hire smart people to tell them what to do."

Josh: You hire smart people, so they can tell you what to do.

Will: So they can tell you what to do.

Josh: Exactly.

Will: For the most part.

Josh: Yeah.

Will: You shouldn't hire people in order to tell them what to do and I thought about that based on a conversation that I had and it was exactly correct and it goes back to kind of what Joshua is saying like what you have to get really good at is identify from a growth perspective, so we're in growth now and that's what you guys need to understand, we're in a growth phase and the growth phase is about identifying the right people in order to help you grow, because Joshua and myself can't be the guys to grow a multimillion billion dollars business

Josh: Or you.

Will: Right. We can't do it by

Josh: If you're own you own.

Will: Right.

Josh: I'll tell you that that's what I've been doing.

Will: Well, basically what I'm saying is we can't do it by ourselves, right?

Josh: Right.

Will: We have to have people, smart enough people who can be empowered to make decisions, right and do things, right, we don't hire smart people to tell smart people like exactly what to do each and every day.

Josh: Absolutely.

Will: That's my point, right? When you get into this growth stage, this growth stage is about identifying people who can help you grow and that means people who can actually make the decisions, right? To actually

Josh: Empowerment.

Will: Empowerment

Josh: You're empowering people, right?

Will: Exactly.

Josh: You're empowering them, you're coaching them, right?

Will: Exactly.

Josh: You are there to eliminate roadblocks, right?

Will: Exactly. So, we can remove ourselves to a certain extent, focus on other areas of growth for the business, right?

Josh: Right.

Will: While these people are empowered to actually do growth in the area that they are experts in.

Josh: And again I'll tell you I think this is important like if I could rewind the clock, I thought I was doing this at stage 1.

Will: Right.

Josh: When I was moving from stage 1 to stage 2.

Will: Right.

Josh: I don't know what I was doing.

Will: Right.

Josh: So, if I could rewind the clock, man, this is the key skill

Will: Right.

Josh: That would have compressed the timeframe down.

Will: Which is exactly what? What is that skill exactly from a ownership empowerment hiring standpoint, because that's what the people

Josh: I'll tell you

Will: Listening

Josh: To me

Will: They're like how do I do exactly what you're telling me that I should be able to

Josh: I'll tell you, to me it's very clear it comes down into these two key things. I would have been very pointed in creating a mission, a vision in setting core values for the business.

Will: Right.

Josh: Right? And not just floppy ish take that I put on the wall.

Will: Right.

Josh: Like real stuff that is important to me.

Will: Right.

Josh: That actually my early employees knew, but it was in a guiding line, right? It wasn't posted so my customers saw it. It wasn't posted on my website, it wasn't posted and it wasn't how we operated every day because it wasn't something we saw every day. So, that's part one.

Will: It wasn't on a screen saver or anything.

Josh: Right. That's part one.

Will: Yeah, yeah, yeah.

Josh: That's part one.

Will: Yeah.

Josh: Part two, I would have hired two of those core values.

Will: What do you mean exactly like hired?

Josh: All of that. Everybody I would have hired would have been not about what your background was, what your skillset was, it would have been

Will: Specifically.

Josh: Do you fit into what I am trying to build.

Will: Right.

Josh: Because I will train you what you need to know.

Will: Right.

Josh: And that's the mistake I made. I hired a lot of people that I thought had skills and it slows the growth down because they didn't have the vision, they had the skills, but they didn't buy into the vision.

Will: Right.

Josh: So, it actually handicapped the business. The business was crippled man because yeah, we were able to do repairs and do things, but the business wasn't growing because the guys in it weren't all about the same vision about where we're trying to go with the business. It was I had a team of mercenaries.

Will: Right, yeah.

Josh: You know?

Will: Yes.

Josh: Mercenaries are useful once in a while, but you got to clip them from your team quick man. You got to get and we go really deep into this in some of the other trainings that we have.

Will: Right.

Josh: But you got to get a core team of A players, right

Will: Yes.

Josh: Like people that are solid that you can grow and develop.

Will: Right.

Josh: Those are the two key skills that I truly believe are everything and then on the leadership side.

Will: Right.

Josh: Right? Get the hell out of the way.

Will: Yeah.

Josh: Right?

Will: For sure.

Josh: Like get the hell out of the way, that's it.

Will: That's the big one.

Josh: Yeah. That was my other problem, I was in a way a lot.

Will: Right.

Josh: Right?

Will: Yeah, yeah.

Josh: Get the hell out of the way. When you post up your mission as a business, right?

Will: Right.

Josh: You know what our mission is? I'm going to climb Mt. Everest. Boom, that's our mission, right? My vision is we're going to do it without eating anybody, right? Everybody comes back alive and we're going to set a Guinness World Record.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: That's the vision, right?

Will: Right.

Josh:  Nobody dies.

Will: Right, right.

Josh: Right?

Will: Yeah.

Josh: And we set a world record and my core values are this is the way we're going to do it, we're going to do it we're not going to leave plastic bottles everywhere.

Will: Right.

Josh: Right? We're going to do it by climbing in an organic shoes, I don't know you know I'm going crazy with the analogies, but you get it. Those three things are what ties into together.

Will: Right.

Josh: Getting that right, guess what? It makes it easy to get your climbing team there.

Will: Right.

Josh: Because you know what? What's your experience? It doesn't matter actually.

Will: Right.

Josh: Are you healthy?

Will: Yes.

Josh: Do you want to go to Everest the way that I want to go to the Everest, right?

Will: Yes. Absolutely.

Josh: Are you like are you, you got a backpack full of plastic bottles or you're carrying aluminum bottles?

Will: Right.

Josh: You know what I'm saying?

Will: Right, right, right.

Josh: Because when I know that we're align in our values, right?

Will: Yes.

Josh: With what I'm doing it makes it easier to accomplish the mission.

Will: Right.

Josh: Does that makes sense?

Will: It makes total sense.

Josh: I'm totally crazy with analogies man.

Will: You do, but you know what, it works. It works, it totally works and I get and that is the thing is like you have to align yourself with people who are like minded, right? We had this discussion today, Josh and I actually had a discussion with a gentleman today and we were talking in, it was about like mindedness.

Josh: Yeah man.

Will: Right? And it was really about getting to the next level and how difficult it is sometimes to actually found people who are likeminded on the same, kind of the same who think.

Josh: Right.

Will: Kind of think the same way as you do.

Josh: Right. You could feel like an outcast.

Will: Right, exactly and that has a lot to do with culture, right? And you have to set that culture because how you think and how you see your business to be as the most important playing and what you need to do is align people, right? You got to be good at, you know what you got to be good at, you got to be good at identifying and hiring people who are about that growth. Again, we want to take it back to growth, right?

Josh: Let me tell you

Will: Because this is really about growth.

Josh: Let's take it back to real world experience, right? So for me right after college I joined Intel, a fortune 500 company back in the day, right?

Will: Right.

Josh: This is my first () into understanding and at the time I had no clue what I was getting into. Looking back on it, you want to talk about a company that has a lot of this figure out.

Will: Oh my goodness.

Josh: Holy crap.

Will: Not even now because it's 2018.

Josh: Yeah, this I'm talking about 96, 97.

Will: Yes.

Josh: This is a long time ago man.

Will: Exactly.

Josh: These guys have this figure out to the point safety was a core value. We wore badges with our with our 10 core values around it..

Will: Exactly.

Josh: Right, you remember, I remember.

Will: Yeah, for sure.

Josh: We wear badges without core values around it, right? Safety was value number 1 to the point to where when you walk down from a level on the stairs, when you went from the second level down to the first level on the stairs.

Will: Yes, right.

Josh: You're expected to hold a hand rail.

Will: Right.

Josh: Man that culture was engrained that you didn't () it would be anybody, if you're coming at the stairs and somebody else that work in the company and I'm not talking about management, it could be a janitor, it could be anybody.

Will: It could be the CEO.

Josh: (), hold the handrail. Hold the handrail.

Will: It could be the CEO.

Josh: It was the craziest thing I've ever experience.

Will: Yeah.

Josh: That first two weeks almost shook me out.

Will: Yes, it did,

Josh: I'm almost shook out because the culture was overwhelming with how much people were drinking the Kool-Aid.

Will: It was.

Josh: I was like how in the hell are all of these people brainwashed.

Will: Right, yes.

Josh: I literally thought that to myself.

Will: Yeah.

Josh: I'm a 20 year old kid.

Will: Right.

Josh: You know what I'm saying, 19, ().

Will: You think you got to figure it out right? I got to figure it out.

Josh: I'm like dude these guys are brainwashed.

Will: Right, exactly.

Josh: They're stupid. Everybody walks away walking handrails telling me I got to hold handrail.

Will: Exactly.

Josh: Man, I'm going to tell you though those guys got it figure out.

Will: They got it figure out.

Josh: Because it was part of the core values. You know what we've value? Safety. We don't want anybody getting hurt while we're here. We want you to get home safe to your family.

Will: Yeah.

Josh: You know what the key part of it is? People fall down these damn stairs all the time.

Will: Yeah.

Josh: So when you go down the stairs, hold the () and rail.

Will: Exactly.

Josh: Right?

Will: Yeah.

Josh: That is an expectation in everybody out of 85 thousand employees held you accountable. I didn't need to be your manager, it would be anybody in the building.

Will: And here's the thing like, you're exactly correct.

Josh: Core value.

Will: It was crazy because it's such a culture shocked. Like if you weren't accustomed to anything like that you would have been culturally shocked, but quickly you would adapt into what the culture was and it was always healthy, but it was so different than what the norm was.

Josh: It was intense.

Will: Right.

Josh: But I'm telling you it shook people out. There were a lot of people who bail.

Will: For certain.

Josh: But the people who stay had become 10, 20, 30 years vets man.

Will: Exactly, exactly and it was () like Joshua is saying even expectation like the whole example with the handrail, like the expectation was that even if you saw say the CEO of the company, right? Your who ever manager or whatever it was, it didn't matter who it was.

Josh: Yeah, factory manager.

Will: Yeah, it didn't matter. Anybody that was, they could have been 10 levels ahead of you, that expectation that was set in orientation, right? This is the first day, so you guys know orientation. Orientation is the first day, right?

Josh: Yeah. Back then they call it NEO.

Will: NEO, yeah.

Josh: New employee orientation.

Will: New employee orientation, right.

Josh: Orientation yes.

Will: And even then the first thing they talk about was say safety was like the biggest first thing they talk about

Josh: Number one, safety is number one.

Will: Right? Because if you, their whole thing was if you're not safe and you don't do your job safe then it nothing else matters, but safety, right? You know what I mean? And so even if you saw the president or the CEO breaking the rule, this is what the culture was like even if you saw, it was your responsibility.

Josh: Yeah, you call them out.

Will: You call them out.

Josh: Yeah.

Will: You call them out. That was the culture and that right there was such a, it was kind of different at first.

Josh: It was.

Will: But then what you realize

Josh: Because I see it, you see it.

Will: Yes.

Josh: I saw people at very low level calling out high level manager

Will: Right, right.

Josh: Like no, no, that's the safety issue, so get it together.

Will: Exactly.

Josh: Right?

Will: And they really balance things.

Josh: It was dope.

Will: It was dope.

Josh: I didn't, like I said I didn't respect it back then

Will: Yes.

Josh: But now that I'm a grown man running a business, you know

Will: Yes.

Josh: Man, I get it. I have such respect for it, it was a training ground for the importance of mission, vision value. We're talking about company has 85 thousand employees.

Will: Yeah and this is back in 1990's, it was back in the 1990's bro.

Josh: Market leader man, like these guys are innovative, they created the damn computer chip.

Will: They got it figure out, they got it figure out.

Josh: Yeah.

Will: For sure, they got it figure out.

Josh: And that's one core value, but in everything that they did those core values drove the business and the organizations to the place, until this day bro, until this day I'll tell you real talk, we got a lot of like homeboys.

Will: Yeah.

Josh: I've been gone out of that for decades.

Will: Right.

Josh: But man, the guys that are y homeboys are still there.

Will: Still there.

Josh: Bets.

Will: Happy.

Josh: They bets. Man, King?

Will: Yeah.

Josh: He's about to hit 30 and in 30, 30 years in the business.

Will: In one business.

Josh: In one business, 30 year vet with Intel. Man like

Will: Which is, it's crazy.

Josh: Think about in a manufacturing business. 30 years in American manufacturing business.

Will: In America, that's big.

Josh: Yeah.

Will: an American manufacturing business.

Josh: Yeah.

Will: Let's slow that down.

Josh: Right.

Will: an American manufacturing business. He's 30 years today.

Josh: He's treated right. Loves his job.

Will: Loves his job.

Josh: Lives those core values.

Will: Lives though.

Josh: Man, I’m telling you like it works.

Will: It works.

Josh: It works 100%.

Will: 100%.

Josh: I've seen it time and time again. Guys to take your business to this level and beyond

Will: 100%

Josh: Mission, vision, values, and for you as a leader understand that your job is to become a coach and a people developer.

Will: Yup.

Josh: Get out of the damn way.

Will: Yes.

Josh: Get out of the way and let your people grow man.

Will: Yes. You don't hire smart people to tell them what to do.

Josh: Right.

Will: And it's crazy that sticks with me, that will forever stick with me, because I got that email and I read it and I was like you know what, he was absolutely correct, right?

Josh: Right.

Will: And what he was saying based on the scenario of the situation that was going on, because I was literally in my control freak stage trying to tell him exactly how I wanted it done, and he literally told me you don't hire smart people to tell them exactly what to do and it made so much sense.

Josh: You know what's crazy, so I wasn't going to go here in this episode, but as you were saying that I started thinking about it, right? Thinking about our business and the consolidation that's happening in the space right now with the tier 1 clients that we deal with.

Will: Right.

Josh: And man, these giants are dying. We got whole divisions being closed, and I truly believe that this is part of the problem. Its mission, vision, values, right? And because the people weren't hired to this core purpose.

Will: Right.

Josh: Of what they're supposed to be about.

Will: Right.

Josh: And man, these businesses are truly, in our space you're talking about fortune 500 companies man like big, big companies man.

Will: Right.

Josh: That their whole ability divisions are being closed right now, and it's not because the opportunities are shrinking.

Will: Right. Opportunities are actually growing.

Josh: Yeah.

Will: Yeah.

Josh: It's because they suck at the opportunity. For real.

Will: Say it again Mr. Josh.

Josh: #YouSuckAtTheOpportunity. #YouSuck. That's it.

Will: Right, right.

Josh: And if the shoe fits, wear it. I'm not calling anybody out unless if it's right and if it smells right, but at the end of the day I see it man like you see it.

Will: Right, right.

Josh: And if you're in it you're experiencing it, you know what it is, and I promise you at the end of the day this is part of it.

Will: Yeah.

Josh: These companies are not respecting the feedback they're getting from the floor.

Will: Yeah.

Josh: They don't have the culture of getting feedback from their people, respecting people's opinions, right?

Will: Right.

Josh: The way they manage, the way they develop, all of that stuff man is what's missing. There these weird glass layers in between.

Will: Right.

Josh: I see it.

Will: Yeah.

Josh: I’ve never seen it like this coming from the example we just gave way back in the day 97 to here I almost feel like I'm in a foreign country when I walk into some of these places.

Will: Yeah.

Josh: The way that they operate bro.

Will: I feel like things are going in reverse and that is just based on my experience, but I guess I was a little special because I was kind of working for the company that we talked about, I was kind of in front, right? Whereas now when I go out and see other companies it's almost like a rewind, right? I'm back previous to what my experience was.

Josh: Right.

Will: And what I see it a lot of times is people don't have that same understanding of how culture impacts positively the environment and the bottom line, right? And what I've seen is the experience that me and Josh was talking about with the whole safety thing, that company, right, that we were talking about is a company that continues to grow, continues to move forward, continues to be innovative, continues to be one of the best places, voted as one of the best places to work in America by the people who actually worked in that place, and so how can you have that voting, right? And people who stay there and people, you know you can't do that without honestly doing it, right?

You don't get that without honestly doing it and proving that it works, right? And so there's no question that it works and that's what I want you guys to understand, we're not just preaching something that we feel like is philosophical.

Josh: No, this is tried, true and tested.

Will: This is tried, true, tested, proven.

Josh: I'm telling you we've seen it in other companies, we do it in our own business.

Will: Yes.

Josh: And it makes a big huge difference. I'm telling you like, now at the end of the day are you going to keep everybody? Of course not.

Will: Right.

Josh: Right? Life is individuals’ man. We're all here, we're growing we are on different paths.

Will: Right.

Josh: The goal is to extrapolate as much out of everybody who's part of your business as possible.

Will: Yeah.

Josh: You don't want people who is just showing up, punching a clock and not doing ish tay, right? I don't want a bunch of lazy ish bays on my payroll. You know what I mean?

Will: Right.

Josh: You're business isn't going to grow like that.

Will: Right.

Josh: You need people who care about what you're doing. When you're not there, they still care.

Will: They still care.

Josh: They still do what's right just because it's right.

Will: That's the biggest thing.

Josh: Because that's the way they were hired to do and that's who they are in their bones.

Will: That's the biggest thing. Right, you want people who are smart people, who buy into the same goals, values that you buy into, and when you can remove yourself, because in order to get out of the way, right? You have to trust that the people who are going to step in for you can fulfill the same visions, the goals, the values and all the things that you value in your business the way that you do. So, it's two-fold. You have to hire the right people who can do that in order for you to get out of the way. So, you can't get out of the way and that's not who you empower to actually do that. You have to make sure that you have the skills, you have the ability to identify those people, right? Who are the people who are growth focused and that you trust that can do what it is you do when you remove yourself and get yourself out of the way.

Josh: Hire them to your core values.

Will: Exactly.

Josh: Your mission.

Will: Exactly.

Josh: And vision.

Will: That's it, that's it. Hire to your core value, mission and vision.

Josh: I actually would prefer real talk 100%.

Will: Yes.

Josh: I prefer to hire somebody that don't know nothing.

Will: Right.

Josh: And train them

Will: To my core values.

Josh: Because they actually believe and they're aligned with the mission, vision and values.

Will: Exactly.

Josh: Even if you don't have the skills, I'm good with that.

Will: Yes.

Josh: Versus someone who is skill superstar, right? You're Kobe in the game right now, but you know what? I am not the Lakers.

Will: Right.

Josh: You know what I'm saying? So, you're not going to fit in my team bro.

Will: Right.

Josh: I don't care how good you are.

Will: And I will say most of you guys probably like, and we just want to be honest right. We want to be honest with this commentary, because this is the smallest amount of people based on in US, right? If you look at the stages of business that we talked about.

Josh: Yeah. This stage of business.

Will: This stage of business is the smallest, it's 300k.

Josh: Right.

Will: Versus stage 1 ideation which is a 100 million plus. So, we don't expect that this particular episode is going to resonate

Josh: Resonate with everybody.

Will: With everybody, but the people that it will resonate with are the people who actually have made it to stage 5 or at the tip.

Josh: Actually, I argued man like this needs to resonate with you at stage 0.

Will: It needs to, yeah, it does.

Josh: If you think that it's going to step into stage 1

Will: Right.

Josh: This needs to resonate with you because at the end of the day, if you ever want to get to a place of you not having to do everything, guess what you need? People.

Will: You're right.

Josh: And if you need people, you need to learn how to lead and coach them and build a culture that survives without you being there.

Will: Right.

Josh: Period.

Will: Exactly.

Josh: If you don't figure that out, you're going to suck at this thing.

Will: Right.

Josh: And you're going to feel a lot of pain baby.

Will: Yeah.

Josh: There's going to be a lot of pain.

Will: Yeah.

Josh: I got a lot of wrinkles in this game right now, because I didn't have this figured out 8 years ago.

Will: Right.

Josh: And I'm not telling I'm a 100% perfect on it. There's a lot to learn.

Will: Yeah.

Josh: But you get good at this and at the end of the day all you got to do is be clear about what it is you're doing, how you're going to do it and where you're going and hire to that and develop to that and reward to that. Hey men, sky is the limit.

Will: Sky is the limit. Growth is growth, growth focused.

Josh: That's it baby.

Will: I think with that being said Mr. Josh, I think we have concluded

Josh: The 5 stages.

Will: The 5 stages. I mean that was deep.

Josh: Yeah man, it was a good series. Hopefully you guys got a lot of value out of this. Obviously there's  a lot more deep content, this is just high level conversations about this.

Will: And if you guys have any questions in regards to any stage, right? Always hit us up and how can they hit us up?

Josh: First of all #AskWillandJosh.

Will: Exactly.

Josh: Oh any social media platform is the first way, but you can reach out to us at our team right at Cellular Repair School or any of our social media accounts.

Will: Yeah.

Josh: We're always available to you.

Will: Right.

Josh: And again, we are here, guys this whole series of #AskWillandJosh is here so you can ask your questions. We're here to really help guide and coach you in whatever stage you are, whether you're just getting off the fence dipping your toes in, or whether you have 10 thousand employees and you're struggling with figuring out how to do a specific thing, I promise you we have a solution for you at some level that can really help move the needle for you, and that's what this is all about man, it's just creating a community of people who are like minded and wanted to do the best, who wants to #RepairRight.

Will: Yes.

Josh: #AirItOut

Will: Yes.

Josh: And just get it done man.

Will: Yes.

Josh: No more games.

Will: Exactly.

Josh: I'm awesome this week. No more F games man, let's get this right.

Will: So, #NoMoreFandGames?

Josh: #NoMoreFandGames.

Will: That's a long, no more F and games. I like that one, #NoMoreFandGames.

Josh: Yeah. At the end of the day I'm going to tell you why, it's because now the 5 stages are done we're about to go in, we're about to air something, we're about to air some ish () out.

Will: #AirItOut

Josh: #Ish()AirItOut. Enough with the hash tags, I'm having fun, it's fun to say it, I don't know why.

Will: Yeah, yeah, yeah, for sure. But the stage's done, so what we're going to be doing is we're going to be transitioning to some different type of content, is that what you're saying?

Josh: Yes. And again we're really going to be diving deep into the community.

Will: Yes.

Josh: We're going to bringing guests on.

Will: Yes.

Josh: Right? And we're really going to get into, and the goal with the show is really to kind of go all over the place as you can see like this was unique because we did a series, right?

Will: Yes.

Josh: But we're going to do a lot of content like this as far as like business building.

Will: Right.

Josh: Now, I'll tell you the hard part is because our audience is a wide swatch, right? We had people who are not in this business at all, and then we have people who are fortune 500 companies, right? So there's a very wide swatch, and again we're here to just help and just talk and have a conversation, this ain't Dr. Phil, but you know.

Will: At the end of the day you pick what you mature and interested in.

Josh: Yeah. What resonates to you and yeah reach out, ask us questions.

Will: Absolutely.

Josh: We are here to answer it.

Will: Absolutely.

Josh: This is fun. I'm looking forward to bringing in the guests on by the way.

Will: You know what? I can't wait. I cannot wait. I'm looking forward to it too. Let's get busy.

Josh: If you know a guest by the way that you think we should feature, please shoot us an email, hit us on our social link, tell us hey, I'd love for you guys to interview this person for this company.

Will: Right. Or if you're interested in actually being interviewed.

Josh: Or it that's you.

Will: Yeah.

Josh: Let us know.

Will: Exactly.

Josh: We're totally open to it.

Will: Yeah.

Josh: Let's reach out, let's have a conversation and let's put it on air. Let's talk about how we can make this industry better. Let's talk about how we can move the world forward.

Will: #AirItup.

Josh: All right guys.

Will: All right guys.

Josh: All right, so punching out man come on. Again this is Ask Will and Josh Show, thank you for being with us. Hopefully, we left you better than we found you.

Will: Absolutely. My name is William Agnew.

Josh: Joshua Gray.

Will: And this is Ask Will and Josh Show, we'll see you guys next time. Peace out.

About the Author Joshua Gray

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