Episode 30

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Published on:

20th Sep 2021

Bringing The Dream Back To Your Business

We've reached the end of the E Myth. Mike shares his final thoughts on everything we've learned with this book. Also a look forward to the next book we'll be going through!

If you want to reach Mike or have a question for him, contact us at hello@coachblueprint.com

Transcript
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Hi, this is Mike Crow, and I run home inspection business.

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In fact, I've run a couple of home inspection businesses.

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You know, true joy for me, though, has been helping literally

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thousands of home inspectors build really solid home inspection business as well.

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We can help a single man operation be able to do over three hundred

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thousand dollars a year,

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maybe all the way up

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to 400 thousand dollars a year as a single inspector operation.

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Even better for me is the 80 plus companies that we have helped

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be able to build million dollar home inspection businesses.

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I would like to help you be able to do the same thing.

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Hey everybody, this is Mike Crow, and I am so excited today.

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It's always nice to finish

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something you started, you know, and we have been working through the book,

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The E Myth and if you go to buy it, it's going to be called The E Myth Revisited.

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This is the one I originally worked out of that literally changed my business.

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And we are going through the very last part of the book on this.

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And so it's actually called The epilogue. It's not even a chapter.

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No, it's called the epilogue bringing the dream back to American business.

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And, you know, the funny thing was this. I was looking at this.

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I also realized I had made a series of notes here

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in the back of the book of things that I wanted to try to get done.

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Now, they're not to Intel.

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They're pretty broad.

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But I think maybe this will help you understand how to take some

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of the information that we've been working with out of the book

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and put it into your business as well.

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And the truth is, I've done all of these

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and so much more since I read the book way, way, way back.

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OK, so in the epilog, bringing the dream back to the American business,

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one of the things that says right up front

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here is that this book is not simply a prescription for success.

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It's more of a call to arms.

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But even then, it's not a call to arms to do battle.

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OK, it's a call to learning.

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And that's what this book was for me.

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I had studied a lot of books and learned from a lot of books,

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but this book was so straightforward and so organized that it helped me

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understand how to structure my business.

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So what I learned I could put into the business

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in the form of different systems in top of all that, he says.

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So it really is talking about how to feel, think, act differently

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and more productively, more humanely even than our existing skills

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and and our current understanding allow. And

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I'm still not perfect that this sometimes people tell me I'm too harsh,

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I'm too cold, I'm too direct, and then I'm never satisfied.

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And I'm sure to some degree, all of that's correct.

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You know, one of my greatest lines from Star Trek, not Star Trek Star Wars

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at one point is, you know, Han Solo was talking to the person who got the

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Falcon from and I'm sure you know, in the name of that.

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And he said, I've heard a lot about you.

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And the guy looks up at it and goes, and it's all true.

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All right. So to some degree, that's my whole philosophy, is

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when people say, man, I've heard a lot about you.

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It's all true, buddy.

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OK, so one of the things it talks about

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is that, you know, boundaries that once kind of served us,

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whether they were geographically, politically, socially, emotionally, OK,

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if you put all this into place , a lot of those go away.

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And I've seen all of these go away in one form or another for people.

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Geographically, boundaries have gone away.

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Politically, boundaries have gone away.

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Socially, boundaries have really gone away.

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And emotionally boundaries have gone away.

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When you understand what we're doing here.

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And so the rules are constantly, constantly changing.

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And you know what?

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People cannot live without boundaries, though.

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They need some kind of boundaries and they need some kind of structure.

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They need some kind of rules.

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And what I'm really saying is they need a system. OK.

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So it's so difficult for us to do anything about our business.

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How in the world are we going to do anything about the world?

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So if it's hard to do stuff in our business,

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how are we going to do anything with the world?

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And I will tell you,

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that was a barrier that was set for me, and I've been able to overcome that.

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In fact, one of the things I tell people

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all the time is be successful and be around those that are successful.

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And the more money we make, the more people we can help.

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And all of that really has helped me be able to change the world a little bit.

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Am I changing the whole world? Of course not.

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It is very, very, very few people that have changed the whole world.

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All right. However, I have changed my corner of it

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and I have changed this industry and the way a lot of people think with it.

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Here's one of the problems

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that comes with that, though, because the world's not the problem.

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You and I are the problem. All right.

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The world's not in chaos.

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A lot of times people say it

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is, by the way, but it's honestly, it's people that are in chaos.

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And honestly, we are in chaos.

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I was in chaos when I needed this book, when I discovered this book,

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when I had this book presented to me.

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And maybe you are, maybe you're not.

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And it's OK if you are and it's OK if you're not.

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In fact, it's great if you're not.

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Either way, you can take this information and move forward.

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And the world's apparent chaos is truly

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only a reflection of the inner chaos from people.

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In that way, if the world reflects a lack of good sense

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is because each one of us reflects that.

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And if the world acts, if it doesn't know what it's doing,

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is because each one of us acts that way.

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And if the world is violent and greedy and heartless and inhumane

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and often just plain stupid, maybe it's because you and I are that way.

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I'd like to say maybe it was because I was that way.

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My world is a lot better at this point.

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So the world is going to be changed and the world is always

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changing our world, the world we live in.

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We can change that now.

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We can change it with the way we live our lives.

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And it helps in a lot of different ways here.

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And if you think about this whole process, you do that either

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with your business or with your job or whatever it is.

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And that, you know,

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that's exactly what we're trying to make sure that we talk about here.

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A small business is a place that responds

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instantly to any action we take.

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I don't know if it response instantly, but I think it does.

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If we market, we get business.

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If we don't market, we don't get business.

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A business is a place

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where we can practice implementing ideas in a way that changes lives.

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A place where we can begin to test all of the assumptions.

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That we have about ourselves.

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It's a place where questions are at least as important as the answers.

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In fact, one of the things that coaches have taught me over the years is,

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Mike, you're saying you want answers, but you may be asking the wrong question.

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And so the questions and a lot of cases are more important than the answers,

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because you've got to try to get that right as well.

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So it's a place where generalizations can give way to specifics.

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Your business, your business is a place that demands your attention.

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It's a place where rules must be followed in order preserved.

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It's a place where, you know,

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you can see things be practical and not necessarily idealistic now.

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I'm very idealistic.

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But in my business, on a

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day to day basis, I am very, very practical.

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In fact, once a week I sit down and go over the numbers with our general manager,

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and sometimes I sit down with the inspector managers and I go over numbers

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and I go over numbers on our vehicles and I go over numbers on our phone calls.

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I go over numbers all the time.

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So in business, I'm very practical.

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Past that, though, just running this business, I'm very idealistic.

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And I think the two can be one as long as you get the other. Right.

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You cannot be idealistic, though, and be successful at it.

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If you can't be practical and get the numbers right.

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So it's kind of an important thing.

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There be a place where idealism must be present for the practical to serve it.

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That's his next sentence here, which is exactly what I'm saying.

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You know, your business is a place where idealism must be present.

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But you need the practical to make sure that it's serving it.

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It's a place where the world is reduced to manageable size.

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Your business brings the world down to a manageable size.

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Inside of all that, small enough to be responsive, but big enough to test

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everything we have and a true practice.

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All that's what our business is.

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It's a true practice hall.

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There are businesses really our own little world.

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It's our our world where we get to test things

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and do things and see the results in it quickly.

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He goes on to say here that we can't change our lives

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by starting out there by like starting outside our business.

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We have to change it inside our business.

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We can only change our lives and create a world of our own.

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If we first understand how such a world is constructed,

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how it works and the rules of the game.

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That's what we've been talking about here.

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This whole book is the rules of the game.

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And so if you think about things, we're talking about creating a business

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development program. We're talking about the franchise prototype.

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My business is a franchise prototype.

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Now, I'm not selling franchises, but my business is built in such a way

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that anybody could step in and take a look at the manuals,

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take a look at the numbers and start reproducing what I'm doing.

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And you need to make sure that your business is set up that way.

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So, one, if you ever decide you want to sell it, you can.

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And two, you can start hiring other people to do parts of the business.

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So you don't have to go into that.

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So take a look at it from this points of view, innovation,

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quantification and orchestration.

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You know, they become the practice that brings us and our opponents,

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whoever they might be,

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to the discovery of our limits, our weaknesses and our strengths.

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All right. So innovation, quantification and orchestration

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provide the belief system for our business.

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Let we say that again.

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Innovation, quantification and orchestration.

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Provide the belief system for our business.

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The philosophical bedrock of our interaction with the world.

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And, you know, they become our source for learning and creating

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and expanding beyond our own self-imposed limits.

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I had self-imposed limits by the time I got to high school.

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And by the way, it is young children.

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We don't really have very many self-imposed limits,

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but we learn to have self imposing limits.

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Now, what you need to learn is to get rid of those self-imposed limits

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and start creating something bigger than yourself, even inside of that.

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And so it's all about kind of having an idea for action.

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So when you hear something, you know, you'll forget it when you see something.

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You'll remember it when you start doing something.

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You actually start to understand it.

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And by the way, this is part of what I teach people

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when they're training people, right?

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Yeah. You want to tell them and you want them to see it.

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But when they start doing it, that's when they really start understanding why

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it needs to be done that way.

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You know, one of my best commercials I think I ever saw.

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I don't remember.

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And it may have been several versions of this at the airport,

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but the guy that's loading the luggage on and off,

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he just walking through the airport and looking at the people,

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the people that have luggage out there that's going to be on that plane.

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And then at some point, I think it's the pilot

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that's walking through and he's just looking at the people.

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And these are the people, you know, that he's

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going to be flying from point A to point B. All right.

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And then you see somebody else and a ladies walking through

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and she's like the lady that is the one that takes the phone calls

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and talks to people and helps them get their flight straight and everything.

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And she realizes that these people out here is why she does what she does.

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And sometimes I think we forget about that.

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In fact, one of the the funniest things that I hear people say so often is,

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you know, this would be a great business if it weren't for the people,

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you know. So, you know,

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you could probably be a great parent if it weren't for the kids, you know.

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But that's just the way the world works.

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So you want to try to make sure, though, that not only that, you understand

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why you're doing it,

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you want to be able to teach other people to understand why it's done that way.

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All right. Here's what he's going to say.

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He says, I ask you not to think about,

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you know, a lot of the little pieces in a way, OK?

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Or the big overall thing, even in the way it's time to act, because until you do

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until you actually take action, you're not going to really understand it.

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I have all the time I have people tell me that's too complicated.

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And then they do it.

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They go, oh, I wasn't as complicated as I think.

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But, you know, I also had people tell me sometimes,

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Mike, it's too simple, but that's too simple.

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And yet they do it and they go, wow, look at what happened when I did that.

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So sometimes that's when you do it,

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when you actually put it into action, you begin to understand how easy it is.

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I remember when I was a young young man and I had a friend and he had a big sister

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and she was in high school and she had a book of like calculus.

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And I looked at that book and went there, and there's no way

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I'm ever going to understand that.

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And then when I got older and I got into learning

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algebra and learning calculus, and I went, wow, that's that.

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Look, it's just formulas.

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And it was a lot less complicated because I grew up and because I learned

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what I needed to do from here to there to be able to get there.

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It's kind of fun because my youngest daughter now teaches honors, calculus

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and pre AP calculus, I think they call it, and all that good stuff .

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So you need to act OK.

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And as soon as you act, you'll begin to understand.

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And when you do, then there will be nothing left to think about.

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You'll be on your way.

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Once you start acting,

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you won't be thinking about why things don't work or this or that.

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You'll actually be thinking of what you need to get done.

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And then there's a lot of creative thought in there.

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And this is at the point where you start

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really beginning to innovate things and really move things forward.

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I had so much fun going through this book with you,

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and I do want to give credit to my my Aivi guy

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and there that's making this possible and getting this all out there for you.

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Just what an incredible guy.

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And I want to tell him thank you for bearing with me,

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because some days I'm coming in and going, OK, let's do one. All right.

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You know, and sometimes I'm going,

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oh, I'm sorry, I can't show up today for whatever reason.

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Sometimes it had to do with the fact

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that we had some deaths in the family this year.

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Sometimes it had to do with other people having emergencies or business

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needing me somewhere.

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So I want to say I want to say thank you to him.

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The other thing that he pointed out to me

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is that we have just recently set up a new website.

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You can go out to home inspector marketing secrets dot com, home

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inspector marketing secrets, dot com slash formulas, slash

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formulas, efo r m u l s home inspector marketing secrets, dot com slash formulas.

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And out there, you're going to see

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some of the systems that I built and some of the formulas that I built

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to help Singleman operations be able to become what I call Ironmen.

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And they're doing 300000 to 400000 dollars a year.

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And the formulas, the same formulas that I help

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teach people, that I built a million dollar home inspection businesses.

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And keep in mind.

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And if you're a home inspector, you know this.

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But for other people, a million dollars doesn't sound like a big business

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until you realize in the home inspection business to do anywhere from 100 to 150

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thousand is considered really good every year.

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And yet I've helped over 100 companies be able to get to the point

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where they're running million dollar companies.

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Our company is running well, well over two million,

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and they're getting ready to hit three million.

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And hopefully the next time

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we get a chance to say hi, I can tell you that we're at that point, I don't know.

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So here are some of the systems that I went back and I made notes.

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So I said, hey, I want to set up inspections more systematically.

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I want to start with a lower level of skill with the person

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that I need to be a home inspector so I can teach them the system.

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Even if we have an inspector that comes in that's already licensed

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and already been out there two years.

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I generally have a lot that I need to teach them.

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And it's very common.

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In fact, I don't I can't think of a time that it hasn't happened

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when I was doing it.

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Within two weeks, they go I've learned more in two weeks with you

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as a home inspector than I learned the whole two years

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that I was out there in the field on my own, which doesn't surprise me.

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The reason that is, of course, is because we put the systems in place

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and we systematically created the business the way we want.

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Now, this is where it starts getting fun.

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Start making a set of tapes.

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Is that Ajmi? A little bit.

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So audios or videos. OK.

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So you could start teaching people what you're doing and how you're doing it.

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One of the reasons we're successful is because the way our systems

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give our customers and clients

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the same consistent treatment each and every time we work for them .

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Let me say this again. I want to make sure that you hear it.

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One of the reasons my company is so successful,

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one of the reasons the companies that I help become Ironmen,

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300 to 400 thousand dollars a year, maybe more, or companies

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become other million dollar companies, is because of the systems,

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because of the way the systems give our customers and our clients

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the same consistent treatment each and every time we work for them.

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And then I started making a list of some of the the audios and videos

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I wanted to make.

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So we have a system on answering the phone.

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And I wanted to learn how to quantify that. And we've done that.

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I wanted to make a routine of an inspection.

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You know, I say this now.

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What I want you to understand is when I started the home inspection,

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there wasn't a routine.

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Now everybody says, oh, yeah, our routine is blah, blah, blah.

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OK, well, I wish that had been there when I started.

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It is now, of course, in our business. And here's the other thing is our.

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Is different than 95 percent of all home inspection companies out there.

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When I start teaching, people are routine and why we do it, they go, Huh?

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Let me give that a try.

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And it changes the whole perspective for your client and your customer

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so that they get a more consistent treatment each and every time.

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And then we also built a system for marketing marketing online now.

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But back then, it was marketing at real estate offices.

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We set up a system for our office procedures.

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I remember one time I came in with my oldest daughter

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and we said, hey, when the paperwork comes in from the inspectors,

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what procedure, what system does that paperwork go through?

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And we eventually sat down and created exactly the way

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we want the paperwork to be put together by the inspectors.

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Now, there's actually less paperwork now than there used to be

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because a lot of it's digital now, but we still have it set up exactly

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the way with where the check is put on there or the credit card

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number is put on there. This piece and this part up here.

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So it can be signed so we can make copies and then put that on top of everything.

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Make sure the check goes into the bank. Make sure the credit card.

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So we took it step by step, by step by step.

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And then once it went there, it went into the stack

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and then it went through like four or five or six different steps.

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And then it was eventually filed into the file cabinets.

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OK, so one of our systems was setting up office procedures.

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And then the last one I have written here,

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and it's written in a different color ink.

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So it makes me think I, I added it in later.

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But, you know, how does an inspector maintain his image

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when he's out there in the field?

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How does an inspector maintain his image when he's out there in the field?

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One of the things that we've tried to teach inspectors is what I call the W,

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where they understand,

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hey, here's where you start, here's overwhelm, here's competency.

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Here is complacency, and here's where significance lies for you as an inspector.

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But it's not just understanding that.

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It's the different steps and systems in place in each of those

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all the way from start to finish in that, you know, we have a 17 point

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I think it's actually an

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18 point introduction now that we do at the beginning of every inspection.

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And we're always working on improving that and trying to help teach people to that.

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So that is been an exciting adventure.

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Now, here's the cool thing is I wrote a book years ago.

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I don't even know how long ago.

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Let's see. Back in. Wow. I don't know. It's been a long time.

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I wrote this book.

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The cool thing is that

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the information in this book is still working today for people.

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So I took a lot of the systems that I created for the home inspection business.

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And I put it into this book called Home Inspector Marketing Secrets

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How to Double Your Home Inspection Business in 12 Months Guaranteed.

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We have seen people do that over and over and over again.

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I got a text from one of the latest

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private coaching clients that I have, and he's in Southern California.

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And keep in mind, we just went through a pandemic. Right.

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But he literally has doubled his business.

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He's grown his business to a whole new level

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and grew it by six figures plus all because

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of what he learned from this book and different parts as well.

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So I'm going to start going through this book piece by piece by piece

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and trying to explain each part of this to you.

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Home inspector marketing

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secrets, how to double your business in 12 months guaranteed.

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And I'm going to talk about, you know, the how plus why.

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I'm going to talk about what do you want me

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to talk about, systems for your business? I'm going to talk about refundability.

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I'm going to talk about what you need to do

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to make your business different from everybody else and why that's important.

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We're going to talk about business cards, handling the phones, handling

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your cell phone, even voicemail, making yourself referable.

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There's three things that I'm going to talk about here.

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There's more than three things, but three must that

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you do to make yourself referable.

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And then I want to talk about how do you handle a while?

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And you know what or magic words that has gotten me more referrals

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than you probably ever seen before.

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And I'm going to talk about that

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and then we're going to talk about the importance of the word asking

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and how you do that and OK, and then finding yourself a guide.

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I'm going to give you a right now moneymaking strategy.

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And then the book is just full of success stories.

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And people that I've worked with over the year,

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I'm probably not going to mention a lot of them.

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Many of them have sold their business.

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And now I have retired and gone on to do amazing and wonderful things.

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So that will be what we start with next time.

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And I do want to tell you. Thank you.

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If you made it all the way through this with me,

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the Emet revisited or the email, I want to congratulate you on that.

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You'd be surprised how many

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people start something and they don't finish it.

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If that's happening to you, it's a good chance

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you don't have somebody walking side by side with you

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that has actually already achieved what you're trying to achieve.

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You're getting ready to do something you've never done before.

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I don't know about you, but when I drive somewhere

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for the first time, it seems like it takes forever.

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But when I'm driving home, it seems much quicker.

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Well, it's because we're familiar with it,

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the same thing is for me on the inspection business.

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And and the people here with me, my son, who is the general manager,

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and our three inspector managers and the coaches that I trained inside

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my coaching program and everything, you know, they all had to do that as well.

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It's kind of like going to the top of Mount Everest.

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If you've never been,

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would you want to go all by yourself and figure it out all by yourself?

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And if you do well,

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that's not a very healthy thing to do, and it's a very deadly thing to do.

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Almost everybody has taken a guide to show them the way

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because it's so much easier, so much easier when you have somebody

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that's already been there and done that and maybe has done it several times.

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So, you know, I built my first company and it was over a million dollars,

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and I sold it for over a million dollars, which was pretty cool.

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And then I left that company and went to work and started coaching people.

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And then I decided I needed another franchise prototype or a prototype company

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so I could teach it to other people so that they could see it.

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So we built I bought Texan's back then.

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Then I started transforming it into our prototype.

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So it's here for you to be able to see and learn from as well.

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And if you'd like to come ride with us, we'll let me know that

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if you'd like for me to help you

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and stand side by side with you as you're going through this process,

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then I would be I'd be honored to be able to help you with that.

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Well, this is micro.

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And as I love to tell you, be successful and be around those that are successful,

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because the more money you make, the more people you can help.

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About the Podcast

The Home Inspector Marketing Podcast
Marketing and Business Building Strategies for Home Inspectors.
Revealing the secrets to building your home inspection business.