Along with starting a business comes bigger responsibilities as the owner or CEO of your own company. But not all owners are entrepreneurs and so, the important skills in leadership and management are often missed out. How do you learn leadership and management as a starting entrepreneur? And what are the struggles you may come across with? Listen to this podcast episode to find out.
- Learning from each other in groups
- What the CEO title really means
- Todd’s advice about leadership and management
- Leaders are readers
- The main issues and first road blocks a starting entrepreneur will hit
- Trusting another person to leverage yourself to
- Business goal, mission and vision
- Responsibility is a big thing
- Hiring and putting people in the right roles
- Educating yourself and being intentional with what you’re trying to do in life and business
- Todd’s book suggestions
Links mentioned and contact info:
Tools and Resources:
- The E-Myth Revisited
- First Break All the Rules by Marcus Buckingham
- All Good Endeavors
[Todd Uterstaedt] Business only exists to make other people’s lives better in some form of fashion.
Welcome to Smart Tradesmen, the show dedicated to bringing entrepreneurship into small business. Whether you are a seasoned business owner or just starting out, it is our mission to help you design a business that works for you—and not the other way around. Now, here’s your host: Daniel Eric Bowling.
[Daniel Bowling] Thank you for joining me for Episode No. 3 of The Smart Tradesmen Podcast. As I record this intro I’m preparing to go to Podcast Movement tomorrow. My first time in Texas, and also my first time to a no working event. So, I’m a little nervous but really excited. And, speaking of excited, I’m very excited to introduce you to today’s guest Todd Uterstaedt. Todd and I have become really good friends over the last year and I have no doubts that we’ll be working closely together for a long time. Our two platforms have a lot of synergy in dealing with business owners at different levels. Todd hosts the podcast called ‘From Founder to CEO’ where he helps educate owners of businesses who have just spent the days in the trenches building the business and wake up one day and realized that they have a new role that they have to fill. And, you know what sometimes? We need a little bit of help figuring out what our role is in our own business, and also what our business is even doing in the direction we wanna go. So, my gift for you today is if you go to smarttradesmen.com/bizplan, you can pick up a free worksheet that will get you started, get you asked on the right questions to yourself so that you can just get unstuck and get moving in the right direction. So, go to smarttradesmen.com/bizplan and get your free worksheet today.
If you have any questions about today’s episode or you need to connect with Todd further, then go to smarttradesmen.com/fromfoundertoceo and leave a comment at the bottom of the show notes page and we will respond and get back to you.
I don’t wanna keep you waiting any longer, so here’s my conversation with Todd Uterstaedt.
[Daniel Bowling] From the day is a good friend of mine Todd Uterstaedt. Todd is a podcaster, former army officer, corporate VP and founder of two successful start ups. Above all else, he is a loving father and husband. His life mission is to bring us to the most practical, beneficial, how to tips, tricks and techniques to solve the issues that we face when we try to go to from being Founders to CEO’s. Thank you for joining us today, Todd.
[Todd Uterstaedt] Daniel, it’s so much fun to be in your podcast and talk with you. You know we’ve known each other for a little while, just glad to be here and looking forward to it.
[Daniel Bowling] Yeah. You’ve helped me along the way just internally with mindset issues and my hurdles I’d like to create for myself. When I say you’re true friend and I really mean it.
[Todd Uterstaedt] Likewise. I always enjoy our conversation cause I learn a lot from you, too. You know, it’s always about learning from each other.
[Daniel Bowling] Well you don’t know what you don’t know is typically the case.
[Todd Uterstaedt] That’s for sure.
[Daniel Bowling] So, when you’re talking to somebody you don’t realize, “Well, I don’t even know that?”
[Todd Uterstaedt] Alright. I know, yeah!
[Daniel Bowling] Today, you’re schooling me in Instagram and I just started even thinking about Instagram, so that was a great conversation for me to have.
[Todd Uterstaedt] Well, that’s so funny to say that I’m shooling you in Instagram because I was schooled on like maybe a week ago and just doing some experiment with it. And, you know having some initial success. I learned about it from Nathan Chan. Nathan is the founder of Foundr Magazine and he was on Pat Flynn’s podcast talking about how to use Instagram effectively to help build your audience. Yeah, I just learned about it from them and I passed it along to you because we all learn from each other.
[Daniel Bowling] I think that’s a great lesson actually. We may not feel like experts in a certain field but you just getting know more than the person you’re trying to help. Cause I, I’m gonna connect you with Instagram like you taught me even that you don’t feel like you’re an expert.
[Todd Uterstaedt] Far from it right. Yeah, you know, I mean I think one of the things since we talk a little bit about business and leadership, I think one of the things that assert me really well is just being getting to know so many different diverse people and in some CEO round tables, and on some virtual groups and just having a lot of people to be able to bounce ideas off of and learn from, I found to be for me the most effective way to build my business. Whether it’s a formal group or informal group, you know Daniel, we’ve got to know each other because we are in a group together and we talked informally once in a while. We learned from each other. I think that’s one of the big keys. In fact, in my podcast for today, there’s an amazing woman her name is Betsy Craig, and she has a really fascinating story. She has this company called Menu Trinfo. Basically she helps restaurants in kind of food service industry with educating them about food allergies and gluten-free. Her business started from a facebook question that a friend of hers pointed out to her some information about menu changes or menu loss for restaurants. I said to her, “Did you have much background as a leader before you started your company Menu Trinfo?” And she said, “No. My most significant experience was being the vice president of local parent-teacher association at the middle school in our town.” And I said, “Whoah! So, you don’t have any supervisors, managers?” She says, “Nope!” And her company is doing well. She said to me that the reason why she’s doing so well is because she tapped into groups of other business leaders and other people to learn from in her community. I just thought it’s a great example of what we’re talking about.
[Daniel Bowling] Yeah! And it come full circle. If we value what we know and we apply it and everything goes great. We found the company, and all of the sudden one day we’re facing we’re gonna be a CEO of that company, that’s where you come in.
[Todd Uterstaedt] Yeah. You know it’s interesting. I like my title, my platform, of course I won’t be using it. But I dig it push back for sometimes because CEO is typically a term that we use for really big companies, right? And now we have companies that we can build that are much more scaleable than building a small business that ours in our neighborhood whether it’s just a dry cleaner or cabinet maker or electrician. So, more and more some of those CEO responsibilities of leading a big organization are important in our small business life as well and specially if you’re growing a business. I helped a lot of people went though CEO issues although some don’t quite like that CEO role but I think it comes down to this. Doesn’t really matter what the title is, does it? What really matter is there’s usually someone who has to help provide an input is for when the company needs to change, when the company needs to respond the changes in the marketplace or to roll out a new product or service and typically people looked to someone for a little bit more than input is. Even if is I shared responsibility in an organization where people aren’t not so high where someone’s tracking them to do. I think it’s just really basically about do you have someone whose interested in leading and growing the organization, that’s all.
[Daniel Bowling] I love the title of you platform ‘From Founder to CEO’ because I never took it as the official title. To me, it was always approach it like a CEO fill that position. With my platform I’d like to bring entrepreneurship into small business because I don’t think being a business owner means you’re an entrepreneur. It’s more of job titles and descriptions but it just comes down to how do you approach what you do at your job and are you just there owning your own job, or you’re looking to leverage yourself and get help from people like you to scale?
[Todd Uterstaedt] Yeah! Well, thanks that if you back on the title, I appreciate that. I kinda like it for the same reason you’re talking about to because it’s just about a transition, right? We all experience transitions. A lot of people know about the book the E-Myth from Michael Gerber and it’s a pretty much classic. It’s about the lady who bought a pie bakery and she’s get involved in making the pies and she realized, “Oh well I can’t be doing all these works myself.” And this is the same thing with someone in your space where if you are really good carpenter and you wanna great your business, you can’t do everything yourself. You have to find somewhere as you said to leverage yourself I think.
[Daniel Bowling] Many of us in business, we got to where we are through pure grit and determination, and a little bit of luck comes sure. But we’re never actually trained in running a business or in areas such as management leadership. So, do you have any advice to somebody just starting out to get hit the ground running and being on their way to being a good leader?
[Todd Uterstaedt] Yeah. I’m sensitive to this topic because even if a small business leader or you’re the founder and CEO of a fast growing software service platform that really growing fast. I think the issue is there’s not a lot of time to go back to school to learn management, there’s no enough time to get a certificate program or read tons of books, it’s not a lot of time when you’re running a business like that. So, one of the things I’m a big advocate of the very first thing I’ve always recommend is cause there are group of people, that’s we’re talking about before, that you can either pull together yourself or they’re already exist. Sometimes there’s some small towns, even in small towns they have chambers of commerces and they make it together and they may have a round table experience that you can join. Or there’s very expensive turn tables like vintage which it was never expensive, I think it’s like 20 or 25,000$ somewhere around there where you get together with the other people. Learning from others I guess the easiest and probably the most efficient cause you’re also helping relationships with those. You and I understand that because we’re partners from virtual groups, and that works for us, right?
[Daniel Bowling] Yeah. I think that it was a big mind shift that I had did come to though coming from offline world and seeing the value of a mastermind and really opening myself up to criticism to other people.
[Todd Uterstaedt] Yeah. I agree. I mean like feedback that’s negative to critic. But I do think you and I have experienced the value of being part of those types of group and that’s 1. Number 2 is if you’re not gonna have time to read books then I think you have to at least find one resource even if it’s a blog. Like Brad Feld has a very popular blog at feld.com that a lot of people read for these types for helping this. Or you may read Inc Magazine, subscription for 20 bucks a year and you read the magazine. A lot of people even read the magazines when they’re in the restroom. Leaders are readers. Even if you can’t, if you don’t have a time to read then you can get an audio book on audiobook.com and just listen to some of the classic books on leadership. If only to do this, to open up your mindset into a larger aperture to say “Oh, well! Yeah, you know I never really considered XYZ” Like an example is a lot of people like the book Crucial Conversation. Have you ever heard Crucial Conversation before?
[Daniel Bowling] No.
[Todd Uterstaedt] It’s a really good book. A lot of people in small businesses if there are new CEO or even a fast growing company, they struggle with some of the key conversation that you have to have in business. For example, how do you get performance feedback to someone whose not living up to the expectations that you had hope that they would? How do you tell them that, right? I mean people struggle with that. I was working with the CEO but 2 years ago he had never and been seen10 years never given feedback about their performance. But they have a lot of performance issues. And I said to him “Why haven’t you given feedback about it?” He said, “I don’t have had a performance conversation.” And I said, “Well, just ask him question”. And he insists, “No, you don’t understand.” I know you know what it looks like. And so, book like Crucial Conversation can help open your mindset about it was how look like, what are some people say, how different people approach is. I do think that leaders are readers. But if you can’t, if you don’t have time to read tons of books then the very least you can listen to an audiobook when you’re driving in a car, right?
[Daniel Bowling] I made a first step there was in the podcast that if they’re listening to this.
[Todd Uterstaedt] Exactly, specially yours which is always informative.
[Daniel Bowling] I did talk to somebody the other day. Randal Dehart, I believed, was the man I was interviewing he does accounting for contractors and specializes in that and gives away a ton of information. Definitely I’ll link to that again on the shownotes. We got down to a subject to strongly about educating yourself and he recommend a lot of books. I think what we both realized was somebody’s not ready to make a change in their life and they should start reading yet, because once they start reading and listen to audiobooks and educating themselves they might start getting a little unhappy, things may a little uncomfortable for him once realized what is out there if I’m not ready to move forward.
[Todd Uterstaedt] Right. That’s a good point cause you get a little frustrated if you just can’t change your circumstance anyway, right? I feel stuck. Though sometimes I wanna listen to some podcasts. Some of the stories in terms of building and scaling a business just seems so remote to me. Even though I help CEO’s for living and make a good living at it and you see some other people are doing, “Oh, gosh!”, and “I can get to that level” per se, feels frustrating to hear those stories. I think it’s kinda similar emotion. But I think you’re right, but I do think sometimes being a little bit of uncomfortable helps us to stretch in, key our minds to wanting to learning and growing, try some different things.
[Daniel Bowling] I think that feeling of uncomfortable is a necessity. You just have to be willing to act on it.
[Todd Uterstaedt] Yeah, good point.
[Daniel Bowling] Go outside your comfort zone and be willing to change your mindset. You can’t be stubborn, you just gonna end up being unhappy.
[Todd Uterstaedt] Right. I know this is just an audio but in my little office, I’m surrounded two sides by tons of bookshelves, tons of books. But I remember a time period where I was like I don’t wanna do any reading, just not what I wanna do. But now can’t get enough I was on a holic, I’m always reading stuff cause once you kinda have a sliver in something, you’re kinda like “What’s interesting, what are the reason more about that? I learn more about that.” It kinda catches fire if you feel focused on something that you do have an interest in. In fact, it’s funny we’re talking about this. It was yesterday I was with an attorney, and this attorney was saying her law firm hired young attorney to work with her. He’s 20 something, and I think she’s in early 50’s. And it’s gonna be in situation where she gets to train him and develop him. I said so I’m gonna go back doing this and she said, “Well, I’m gonna spend the next 30 days making sure all the processes are up today.” And I said to her, “Okay, that’s great for you! But what about him?” And she said, “What do you mean?” “Why don’t just ask somebody’s interest in learning first? Then start with that natural interest is then he can learn all your stuff that he have or he may have to learn.” But start with a sliver of an interest that you have, that’s how I always recommend people approach it.
[Daniel Bowling] That’s powerful advice cause I know that approaching being a manager for the first time as a kid, I just as good as a skill set and all of a sudden I’m hiring people, and I’m not suppose to manage them. I realized the quickest way to get them on board or something is to ask them their opinion and see what their actually interest them first, and then if they can please help me do all the rest of the stuff, too, I would appreciate it. Approach your interest first.
[Todd Uterstaedt] Yeah. And, I remember you telling me stories about how you’re managing people much older than you and kinda looking at you like, I forget what you said, what have you just kind of that.
[Daniel Bowling] It’s funny specially in alley skilled area where nobody wants to listen to nobody any ways because they know everything.
[Todd Uterstaedt] Oh, that’s really how it works?
[Daniel Bowling] Supposedly, yes.
[Todd Uterstaedt] On me, because I’ve never been in that world so I didn’t realized that.
[Daniel Bowling] No, it’s just people are highly skilled specially creative areas where there’s no really one way to do it, they forget that and they realized that they think that their way is the only way.
[Todd Uterstaedt] Oh, I see.
[Daniel Bowling] Doesn’t allow them to even grow, learn or even keep up to date because they only know one way. I did the reverse. I jumped in even with the people that I hire, I try to figure out their tricks and their tactics and applying what I know and constantly learning and growing. And then what I would try to give them feedback on how they could do something a little better because even they may be younger and may have more experience with it, it’s just not received very well.
[Todd Uterstaedt] They weren’t interested?
[Daniel Bowling] Not interested making it hard to even show up to work because I dreaded dealing with the issues they would almost purposely create just to make it hard for me. First time managing somebody have in fire was hard and you learn from experience but now looking back it’s almost funny that I had fired my first person over the phone because I didn’t wanna see him anymore. And I told them they were the worst part about my job was coming and happen to see their face. That’s rude. He actually apologized and said that he’s sorry that he made it so I couldn’t come to him and all his thread that I had about how am I even gonna tell him, I could have sat him down and treated him like a human being probably long before we could have avoided to make issues in the first place but instead I let it blow up and handled it embarrassingly and even worse he took it well.
[Todd Uterstaedt] Yeah. I think we all learn that way of experience is the best thing that teaches us all the time. I’ve similar stories. I remember this one time when I was a platoon leader in the army. My company commander was worried that I wasn’t concern about the overall company, I was just concern about my platoon. I was like, “Why I get that impression?” the first time we talked about it and then I realized I need to learn more about that. Then, I got in trouble again and I think we all kinda learn from a lot of those experiences when we’re in our first management type role, leader role. It’s hard cause you bumped bumped again some of these things like you said, that you don’t know what you don’t know. I never thought that somebody would think that, I didn’t care about the larger unit. When I did in my own mind but I wasn’t demonstrating it in my own behavior. So, that was gonna hard to take at first because I never intended that. There’s always a difference between the way behaviors are intended in the way we think they are, back to your story, that I’m sure he didn’t mean to cross that way cause that’s why he apologized, right?
[Daniel Bowling] I would think so. And that’s a different case. I was actually trying to train him. That was hard because tryin’ to teach him something that’s almost impossible to learn quickly and exactly. Like I said there’s so many different ways to do it. I was trying to teach him my way but we just clashed. And then, there’s always the person that’s been doing it for 50 years. That’s a different problem together.
[Todd Uterstaedt] Right. What’s the problem with that situation?
[Daniel Bowling] Well, that’s when I get him to their ways, that way, they don’t wanna hear any suggestions specially from young kid. I gotta tell you that I learned that lesson managing people but then when I went to try to help small businesses beyond that, I got all of the same feedback. Everybody kept everything so close to the best. They didn’t wanna share, they act like you’re gonna steal their work. It took me years to breakthrough to the couple of the older small business owners and tradesmen to let them know I’m trying to help as a whole. I’m trying bringing you work so why would I steal yours? What I’m trying to do with Smart Tradesmen is something that other small business experts can’t do that to offer a safe place in a relatable way to really approach the business side and help them grow. That’s really what I wanna like to do, breakthrough their stubbornness and show them a better way. And of course to be entrepreneurial, instead of just owning their own business and owning their own jobs.
[Todd Uterstaedt] Yeah. I know your passion about that and I share your passion. It pains me for example when you have someone, let’s think of someone who has really beautiful pottery and they’re really skillful at it, but they are struggling in terms of being able to sustain that. And, yet the rest of the world isn’t able to benefit from their great gifts and aren’t able to sustain their interest cause as you point out, they may be starving about just kinda learning basic principles of running a business, no one’s buying their pottery because maybe they didn’t know about Etsy, maybe they didn’t know about some other way of selling their stuff online to a how many billion people in earth right now, who might be interested on their stuff.
[Daniel Bowling] Yeah. I think a lot of us, we might hear about Etsy, we create an account then it doesn’t go anywhere. We’re like, “Whoah, we tried!” Nobody’s telling them how to tell their story though.
[Todd Uterstaedt] Some, I guessed, has been telling them. Maybe I did in the beginning, too cause I learned the hard way but it’s like this, “Upload and done.” That well, I let everyone know about it, I sent it them to twitter. I don’t have any sales.” “Yeah, it kinda work out. Okay, I’m just sending something on twitter”, right?
[Daniel Bowling] Unfortunately say, yeah!
[Todd Uterstaedt] Yeah, and increasingly more challenging.
[Daniel Bowling] Yeah. And, I think that there’s a huge need for learning how to tell our stories. But what do we do when we start getting those sales and we’re trying to keep up with the man or hiring on help where still no more to business expert than we were before all the same we started getting notice. So, what would be the main issues that you see or you have seen from your experience for somebody that does start to grow and the first road blocks that they’re gonna hit?
[Todd Uterstaedt] Yeah. It’s funny you asked this question because the last 3 weeks my podcast and some of my social media channels the whole topic of delegation has come up and has been a common theme with a lot of the Founder and CEO’s that I’ve been working with also, they interviewed my podcast. Even before the concept that delegation comes up it’s this other thoughts, precursor thoughts and that is particularly when people who work with their hands in creating something or fixing something or building something. There’s a tangible quality with trusting our own bodily influence on something. That transition from I’m comfortable with having someone else to do something for me for whatever reasons like I think it was last week we had this podcast where we had the top 25 mental barriers that founding CEO’s have to delegation. I just have to listed all the things that I hear all the time and there’s tons of them. Like for example one of them is they’re not gonna do as their jobs as I do which is common one. So, I think the first mental barrier to doing just what you said is to really wrapping your arms to this idea of building trust with another human being that they’re gonna take care at the minimum task for you. Or at the ultimum at entire functional responsibility for you and you can take it off your brain space. It’s not longer occupying like no worries about in your brain. I think that’s the next biggest thing. It’s huge and I see it all the time. I’ve struggle with it all the time. You’re clients talk about it. That’s what I think is the next big thing after coming to turn with being able to be with other people to learn, it’s okay. Now, can I get comfortable establishing a trusting relationship with other people so that I can leverage myself more and leverage my knowledge more so that I can grow the business? Do you experience that, see that, too?
[Daniel Bowling] Yeah, I think that’s a great point and you know by the time, any of us to the actual time, we were worrying about it. We may have planted for seeds our own destruction by being the terrible leader years back where we’re supposed to be trusting these people to help us build our business. But there’s something that we did that totally undermind that goal because we learned the hard way. So, you need to early on take your employees into consideration, get to know them – their lives, their businesses, and learn to successfully lead them, don’t just let growth happen, stir in the direction you wanna go and make sure you’re the one leading it.
[Todd Uterstaedt] Yeah. You said that so well. And I agree with you. You have to be intentional about it. You have to bear in your mind “Okay, I’m gonna be intentional about it in my interest in growing the business, and be intentional about me being interested in the lives of the people I am entrusting.” And if you have a past experience doing or not doing those things, it’s hard to rebuild trust cause people take a long time trust another person after trust have been violated. I think you’re right, you have to be intentional and purposeful about those things. You said the key thing is you have to care about the people. I mean business only exist to make other people’s lives better in some form of fashion. When you have employees their part of that mission to make someone or some groups’ life a little better. Whether it’s through furniture, whether it’s through electrician, plumbing, whatever. And in your world it doesn’t matter, you’re there to make someone else’s life better. And if you’re the leader you’re not interested in making the life better of the people that worked with you or your employees, how are they going to have an interest in helping other people’s lives better. So, because the leader really first start with the actually care about the people that worked for with you.
[Daniel Bowling] You know, Todd, I’ve seen many times in small business specially trade-based businesses where we might start out business on accident, we have skill set. We start on our garage and also we lend a bigger counter just to temporary job, and we hire friend to help us. And all of a sudden another big job comes in and now we are for a business. We have overhead cause we have here our garage we got a place to work out of, now we have employees. It’s like we’ve seen it happened. You go from being a contractor, or just somebody have skilled set to. You wake up one day, you’re in business. I think that I’ve seen it happened, they let it grow around them and like you said it’s not intentional about that growth where they need that one thing so they go get it, they need this next thing they go get it. There’s no plan behind it and it really affects their employees, too because they don’t have any vision for the future, they don’t even know what they’re working for. So, the day that you wake up you said you wanna be an actual business owner, it’s like, “Whoa! Who are you? Where did you come from?” They look at you as a business owner, they look at you as their friend paying them to help them.
[Todd Uterstaedt] You know I’m so glad, it’s so funny I’m listening to what you just said and I’m processing and saying myself what definitely a new one distinction that I wasn’t really thinking about because if you’re just doing some work and you just happen to get a job, it just happen to need 3 guys to go to, I don’t know, whatever, you’re right! They’re not looking that person as a boss, look at as friend who happens to get some work to take a pick you back-up, right? That’s a lot how to start, I mean. You’re right, at some point in time in that person’s mindset they have to ask themselves this question ‘What are they doing and what’s the ultimate goal here? Do they wanna build a sustainable business? Is this something that they want to run for the future? Because just going along and getting new jobs, you’re new work and as you said employ some of your friends whoever you know, that can’t last. What if one of those guys gets married gotta get a mortgage. And they have this unspoken expectation that they’re gonna be all continue to pay their mortgage with the work that they’re getting. But also the work doesn’t come along because you’re not being intentional about building your business and all of a sudden some competitor comes along does something differently. You’re impacting that person’s lives, I think you’re right. You have to be… you have to, in some point in time, act self discretion. Do I want, do I wanna be in business with intention, with purpose? And when you ask that question, I think that’s what opens the door to so many other opportunities – for learning, in growth, and questions. I’m assuming it might be scary. I mean, you know the trades world more than I do. It might be scary for someone to kinda face them and say, “Oh, I’m committing to this!” Right?
[Daniel Bowling] It is a little bit. There’s a good majority of us specially guys who fear commitment as is, so it does get a little scary sometimes.
[Todd Uterstaedt] Yeah. I mean, I mentioned the woman I was talking in my podcast today. She even said in my podcast today and she wasn’t necessarily intentional in making a huge company but she said along the way, she says it’s still so very bringful for her, I think she use that word, to realize that so many people are relying upon her lead the company successfully and pay their mortgages with their salary that they’d earned or the paycheck that they get. And she says she thinks about that all the time and it really is kind of weight in her shoulders. So, I think you’re right. When you suddenly feel this kinda weight of responsibility in your shoulders and in your back pack in your back, it is, it can be scary, it gets scare you off from one to be intention because ‘well, I don’t wanna have to commit because if I commit there’s always other things that come along with it’ and before you know I got all these responsibilities carrying around. Responsibility is a big thing.
[Daniel Bowling] If you don’t want the responsibility then you should work for somebody else.
[Todd Uterstaedt] Yes. But then, of course, you know, people wanna be in that sweet spot where you don’t have responsibility but you also connect money. They don’t wanna make, you and I know people who making million dollars a year selling stuff online, and they work 24 hours a week uploading content, they work really hard in the beginning but now they don’t have to worry about that stuff. Who never wants that sweet spot where you don’t want a lot of responsibility but you make a lot of money, right?
[Daniel Bowling] Yeah. I’m all for that. That’s how I actually approach my upholstery business. I don’t hire people anymore, I don’t have the overhead, I have strategic alliances with other people I use their shops when needed, I give them work, they give me work and we are all with understanding that end of the day we think of ourselves but we’re approaching together but separately. It depends on the track that you wanted to go. If you wanted to call on employees, you want the leverage of their time, then you’re a business owner with the business model of employees in hiring and you have to take care of them. And, if you wanna go the other way and have that sweet spot then be intentional about it. You can’t really ride defense without making a decision.
[Todd Uterstaedt] I agree with you and you’re in a group of an age group, too, where more and more it’s acceptable but to be making a living by being an entrepreneur or independent contractor working in an strategical line with a lots of different people. That wasn’t the norm 10, 15, 20 years ago. But that’s becoming more and more the norm but still to your point, you still have to be intentional about those strategic relationships, right?
[Daniel Bowling] Yeah, you do and, you have to pick them well, too. You can’t just, it just doesn’t work with everybody. Relationships I think that they need to be not only well worked on, they also need to be… You make sure they worth the time.
[Todd Uterstaedt] Yeah, I think you’re right.
[Daniel Bowling] What’s the saying you’re the some of the 5 people you spent the most time with?
[Todd Uterstaedt] What’s his first name, Rome? Jim Rome, right?
[Daniel Bowling] Yes.
[Todd Uterstaedt] That, good as, yeah.
[Daniel Bowling] That’s where it was originated?
[Todd Uterstaedt] I think so. Jim Rome at the key is an inspirational speaker, writer, now a preacher that’s where he came from.
[Daniel Bowling] When we do shot our point our business for trying to now, okay, we’re business, we need to start acting like it. And, then our friends and employees look at it as ‘Whoa! Who are you?’ Things do become uncomfortable when you have to start deciding who do I wanna spend my time with and I could even go down daily that employees that got me here are the once that are gonna be able to get me to the next level. What does that mean – keeping them on or that does mean just firing the people above them? These are uncomfortable things with to think about.
[Todd Uterstaedt] Oh, for sure. You remind me of Tom Sanetti, founder and CEO of Earth-Log. He was on Shark Tank, maybe a season or two ago, he is in my podcast From Founder and CEO. He talked about that and he said, “You know, we hired our friends and family took care of the business. And, it is some point in time he had to make some hard decisions about what does friends and family were the best people to be in the roles that he needed to have because the company was growing.” And he said it was really difficult for him to have those types of conversation which in some cases resulted in them some other individuals leading the company. So, it’s hard, it is really hard. That’s why the more intentional you can be about hiring and putting people in the right roles even still at some point in time, or often times, companies as they grow, they outgrow certain individuals who may not have the skill set or most importantly are not interested in learning and growing anymore. That’s what I see the most. And, people turned off to learning lamp light per se and they no longer wanna learn something new, it’s really difficult to have them in company that’s growing because you gotta always be learning. I mean, you and I, how much time do we both spend in learning this whole online business world? I mean, like in a week? All the time, right?
[Daniel Bowling] God, yeah. I didn’t know where has to keep a track. But I did it very depressing.
[Todd Uterstaedt] I know, I know! Mine store in some money and time but not because things change and we have to adopt and I think the speed of adoption and flexibility and changes has certainly picked up over the years. I think it forces us all to have to be continuously learning. If you are not a continuously learner, good luck out there in the world.
[Daniel Bowling] Yeah, you have to keep up with the changing times than changing competition. You have to keep learning.
[Todd Uterstaedt] Yeah. Just look at Mc Donalds, right? I mean they’re struggling now. They’re closing restaurants for the first time. Restaurants like Chipotle, just eating their lunch not to ease up on like that but Mc Donalds is struggling now because they’re not keeping up with the changing palette of people. They actually closing stores now, some of the first store that had closed in years because they’re not adopting to the new, fast, casual restaurants expectations of people. When you go to Chipotle, you get your food real quickly, it’s fresh, it’s lot of source locally, lot of it doesn’t have a lot of the antibiotics and all the other junk that Mc Donalds puts on their food according to some reports. I don’t know for sure but that’s what I read. And, Chipotle and other fast casual type like Panera Bread are growing as Mc Donalds struggles.
[Daniel Bowling] I didn’t know they were struggling by then.
[Todd Uterstaedt] Yes. Yeah, they’ve been on the ropes.
[Daniel Bowling] Those of you who like Big Macs pick that as an example they better change with the times.
[Todd Uterstaedt] Yeah, I know. Will see what happens. I’m not an expert on Mc Donalds or the restaurant industry but it is interesting to watch.
[Daniel Bowling] Yes. To wrap up what are my biggest take away so far I would say educating yourself which is seems to be a common theme but also being very intentional with what you’re trying to do in life and in business.
[Todd Uterstaedt] Yeah, I think so. I think sometimes intention could be just for 3 months. I mean, high for the next 3 months I’m gonna learn this thing or I’m going to read this or I’m gonna listen to Daniel Bowling’s podcast for next 3 months because I wanna really get my wrap my arms around all the great knowledge that he has and just can I make my commitment for short time period just good, too. You don’t have to be intentional about something for years an end and you just make short term intention that I think you can really expand your knowledge of growth in your business. It will really help share your gifts, sure God’s gifts that have given you. It pains me, for example to see a painter do really good and they’re struggling to earn a living at it. I say to myself, “Oh my gosh! Nowadays with so much capability of being able to sell I’m talking about, like Candice Painters. Now the ability to sell your stuff around the world, shame on you if you’re not learning how artist sell their things nowadays because you can do these. Be intentional about learning one segment for that the next couple of months. As you said be purposeful about it.
[Daniel Bowling] We know at Smart Tradesmen that’s my goal, is to figure out a system and have Smart Tradesmen has a system of selling yourself and giving out there. That’s really what I would like come out of talking to experts like yourself is to take all that knowledge and apply it in a way that we can use it for these business models for always different trades and get those people at their extremely talented but starving and get them out there making just a difference in the world with their skills that they have. There’s too many of them taken to their grave. They need to be getting, first of all, themselves to a place where they’re okay. And, then, passing that knowledge on once they can afford to do so.
[Todd Uterstaedt] Absolutely, which is why I love what you’re doing with your platform because you’re really helping a really wonderful group of people who have such God given talents being able to thrive and use them in a way that they can be compensated and live a quality life, for quality healthy life with those great skills that they have in this trades that they practice. So, I love what you’re doing and I think it is much needed and you will continue to have a huge impact in the tradesman world.
[Daniel Bowling] Would you have any book suggestion before I let you go?
[Todd Uterstaedt] One, old one that I like particularly probably for a tradesman it’s First Break All the Rules. Who wrote that? Let me check on my bookshelf, I forgot who wrote. Marcus Buckingham, that’s right. First Break All the Rules, Marcus Buckingham. He does a nice job outlining kind of how people expect to be interacted with from a management perspective. That’s an easy read, I think there’s also audio version on audible or on audiobooks.com. I think it’s a good one.
[Daniel Bowling] I know one that I enjoyed that you recommended to me was called All Good Endeavors.
[Todd Uterstaedt] Oh, yeah. That’s a good one.
[Daniel Bowling] I really like that one. If I remember correctly made me think about, well, being purposeful and intentional with what I’m doing.
[Todd Uterstaedt] Yeah, yeah. Exactly. Right.
[Daniel Bowling] To tie you back in to the message of the podcast.
[Todd Uterstaedt] Nice job!
[Daniel Bowling] That was totally an accident.
[Todd Uterstaedt] You’re good at this, Daniel.
[Daniel Bowling] Hey, well, you know? You said God given talents maybe podcasting isn’t one, but with practice I’ll get there.
[Todd Uterstaedt] I know you’re pretty good at it. I’m looking forward to seeing your platform continue to grow so you can help more people.
[Daniel Bowling] Yeah, I appreciate that. I’m curious to suit you my next segment. That’s what I like to wrap it up with and I call it go plug yourself?
[Todd Uterstaedt] Yeah.
[Daniel Bowling] So you can shamelessly plug yourself in anything that your working on and where we can find you?
[Todd Uterstaedt] Let’s see. Shamelessly plug myself. Okay. How about this? If you go to fromfoundertoceo.com/052, Dan Shapiro was on my podcast this Tuesday, this past Tuesday and his my podcast Number 52. So fromfoundertoceo.com/052, and he is the author of the book Hot Seat, the start up CEO guidebook. And I interviewed him about the 6 things that you can not delegate as a CEO. And Dan just knocked it out the park with this topic. It’s the topic that based upon a chapter of his book. His book is really getting a lot of attraction and I love his book and so I brought him on my podcast. He really talks eloquently about those 6 things that you can’t delegate in and I would recommend that everyone in your audience give a listen to it. I think it’s about 20-25 minutes long.
[Daniel Bowling] I know that I’m going to catch up on mine on fromfounderstoCEO, so I’ll link to all these in shownotes, definitely just go to his website. I was just reading through myself and there’s a lot of great information there fromfoundertoceo.com and then you can throw a /052 at the end and check out that episode.
[Todd Uterstaedt] Yeah. Thank you, Daniel. Appreciate it.
[Daniel Bowling] Yeah. So, I wanna thank you so much for coming on and you know I wouldn’t be surprised to have you on again in the future because I enjoyed the conversation.
[Todd Uterstaedt] Likewise, always love hanging out with you and your audience. Thanks, Daniel.
[Daniel Bowling] Alright. Fun, fun, fun! I’m really liking having a podcast because I enjoy the conversation that I get to have on a pre-regular basis now. If you wanna have a conversation with industry leaders or people that you look up to or just any body you want at all, start your own podcast because people really, really surprise you when they would agree to give you so much of their time for a conversation when normally you would think that it will be impossible to get them on the phone, well, before agreeing all the time to connect with you on podcast, so go for it. Why not? I did it! I’m a regular guy, I didn’t have a computer before I started to do this. And, now I have awesome people like Todd Uterstaedt who have given me half hour to hour their time all the time, still blows me away. My part of few episodes in the back log are ready to go. Can’t wait to get them all out to you. I have a lot of exciting things to come here in Smart Tradesmen. Now I just wanna ask a favor from you, please go to iTunes or Stitcher leave me a rating and review. That is the very best way that you can help me get into your earbuds and other listeners that need to be hearing the message. And, I would just really appreciate it. I read every single rating and review and I could read some of it on air, but it will also make my day. So, please do that and subscribe. If you hit the subscribe button you can get all the latest episodes directly to your smartphone so you don’t do the searching for them. When you’re driving in your truck, you’re on the job site or just walking around the house in your underwear you don’t have to look for the new episode it’s already right there, all you gotta do is push play. And now what can you be thinking about me where you’re in your underwear. And that’s when I’m gonna let you go cause things are kinda creepy up in here. So, until next time. Good luck in everything that you do. Be good. And if you can’t be good then be good at it, there’s some point to that, I think that’s all I guess. I’ll catch you in the next episode. See you later.