The Three Things Every Owner Gets to Give
Generosity isn't just money, and it isn't a grand gesture you make on your best day. The three things you actually have to give as an owner, and why two of them cost almost nothing.
Short, practical reads for construction, trades and manufacturing owners. Drawn from the books, the job sites, and twenty-four years of getting it wrong before getting it right.
Generosity isn't just money, and it isn't a grand gesture you make on your best day. The three things you actually have to give as an owner, and why two of them cost almost nothing.
The subtitle of the book is 'Why Profit Is the Byproduct.' People hear that as soft. It's the opposite. When money is the compass you end up misdirected. Build it right and the profit follows.
Most good owners deliver a ten and charge a six, then call it humility. Why the block on pricing was never the math, and how undercharging quietly keeps good businesses small.
Most owners hire in a panic: slammed, short-handed, so they take the first willing person with a pulse. Then they spend a year managing the fallout. A better way to hire the people your business deserves.
You're working sixty-hour weeks chasing growth, but if someone asked where the business is actually going, could you answer? Why bigger is not a destination, and how to set a real one.
Owners come to me wanting more leads. Often the worst thing I could do is get them. If the machine those leads land in is broken, more marketing just wastes money faster. Fix the machine first.
Most salespeople lose the deal by running their mouth. The one skill underneath every sale I ever closed was the opposite: shut up, read the person in front of you, and earn trust before you ask for the order.
Ask most owners what they're building toward and the answer is 'bigger.' But bigger is not a destination, it's a gas pedal. Why growth for its own sake makes you more tired, not more free.