My Team Won’t Take Our Rules Seriously
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Why does Josh think his team isn’t following the key process?
If you've ever had a team that refuses to do one simple thing, even after you've corrected them a hundred times, this next conversation is for you. Josh Hembry runs a successful heating and air business. But there's one key process his team keeps ignoring. And no matter how many times he addresses it, nothing changes. Josh thinks he has an accountability problem, but today, Head coach John Falkins helps him uncover the real reason work isn't getting done. And once Josh sees it, it completely changes how he leads his team. Let's get to it. Well,
Josh, thanks for coming and hanging out with us today. It
is my
absolute
pleasure. Thank you for the invitation. This is exciting.
Of course, yeah. This is big fun. Tell me, tell me a little bit about your business. What what are you doing? Where are you from? How big's the team? All those things. Yeah.
Yeah, okay, all the fun things. Yeah. Well, I own and operate a heating and air conditioning company in Alabama. Okay. You can imagine it's hot in Alabama. They need air conditioning. They need air conditioning. There's a lot of emphasis on the air conditioning and not so much emphasis on the heating. I can imagine that. Yeah. So our company's fifty-seven years old. Okay. As you might think, I'm not fifty-seven years old. Yeah. So it's it's my skincare routine, is what it is. No, I'm just kidding. It's a legacy business. business. Okay. My grandfather started the company in nineteen sixty nine. Okay. My dad took it over and bought it from his dad in the eighties. I bought it from my dad about thirty one days ago. So I'm an owner.
You are newly meant to free heating and air. Oh wow. However, I've been operating it for about the past seven years. Okay. Um for my dad. Okay.
How does John Falkins reveal the real reason the process is ignored?
Um we do about six and a half million dollars in top line revenue. Well done. Um we've got about twenty-five team members at any given time. Okay. Well that's fantastic. Now does does dad still work there? So he's trying to phase out as we speak. Okay. Okay. Um when when the buyout happened about a month ago, that was kind of his uh sailing off into the sunset um moments. Okay. Okay. So not so much anymore. Very cool. Well, what what got you interested in hanging out? What do you want to talk about? What what's going on? So I think the the biggest conundrum that I have in business that I have not figured out how to solve is how do you balance grace with accountability? Okay. So grace comes natural to me. It's really easy for me to give grace to people when they when they break a process, you know, or don't follow the rules or make a mistake.
That's just something that it's a God given gift I have. Okay. However, I found that when I give grace for too long of a period, yes, without some kind of correction point, when it does come time for me to have a correction point. it they d it doesn't go well. They don't respond well to it because they're so used to me being full of grace and kindness and patience. Okay. That things kinda get a little tense when I start trying to hold the hold the line to a process. Okay. So I'm trying to figure out how do I keep that in balance. Okay.
Mind if I ask you a couple more questions? So you said you've been running it for seven years. Yes, sir. Is the is the crew that you're leading your crew or your dad's crew? My crew. They're your crew. I've I've hired the vast majority of them. Okay. Okay, fair enough. And the processes that you're talking about holding people to, how well established and and documented are those processes? Okay. They are technically documented.
Why do you use the word technically? I was hoping I was hoping you wouldn't ask that. They're they're che Tell me about that. They're technically documented, but but they're probably uh in some drawer collecting dust somewhere. We hadn't gotten them out recently.
Okay. So when you sit down with this person and you're having a conversation about not following this process that's in a drawer somewhere. Yeah. Tell me a little more about how that conversation goes and what the conversation is really about. Okay.
Yeah. I I spend a lot of time trying to help them understand the why, this help them to see the big picture behind the process.
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Chapters
5 chapters
1
Why does Josh think his team isn’t following the key process?
0:05–1:44
2
How does John Falkins reveal the real reason the process is ignored?
1:44–5:48
3
What role does explaining the “why” play in getting the team to follow rules?
5:48–9:53
4
How can proactive conversations replace reactive corrections?
9:53–14:24
5
What compensation changes can motivate employees to complete paperwork?
14:24–16:31