00:00:00 Jody Underhill
So we’ve we’ve focused on the home service industry. Well that’s how people as if the employee gets in the truck and goes to someone’s house as you work. And The thing is, is that we’re not really recruiters because I’m not I’ll have a recruiting back now and I have a marketing. So our system is basically marketing for employees the way you market for customers and then doing that. The thing about it in today it’s an employee’s market employees have many choices and they you have to put. And your choice in front of them, no way that gets their attention. So the thing that makes us different when there’s nothing on with your words indeed simply I would there for a reason but there’s a lot of separating the week from chef there And So what we do is we take offer there and we do all of our recruiting through social media, through Facebook and because that’s where people are spending their time about 2 1/2 hours every day on those channels and. We will put the ad in such a way that it gets her attention when they’re just scrolling through their newsfeed or they’re looking at the latest brisket knife or the latest their their friends kids soccer game with somebody had for breakfast and then there’s a job at.
00:01:06 Matthew Kuehlhorn
Welcome to the Kooler Lifestyle Podcast. I’m your host, Matt Kuehlhorn, and I’m excited to have you join me as I interview community members and business leaders from the communities in which I live, work and serve through my business Kooler Garage Doors. We’re going to bring you highlights on characters in our communities. Why? Because community matters, and I want to know more about who is behind our business and leadership in order to understand and support the community fabric that our relationships make up. And collectively, we can build stronger communities that support our lifestyles, our youth, and our health. Ladies and gentlemen, welcome to the Kooler Lifestyle Podcast. I’m your host, Matt Kilhorn. Today, I have the honor of sitting live with Jody Underhill. We’re at Vertical Track. Jody is the founder and owner of Rapid Hire Pro, and I’m really excited to talk to you. Our prerecorded conversation has already been fascinating and so I’m excited to get into it. Thanks so much for joining.
00:02:09 Jody Underhill
Oh, it’s my pleasure. Glad to do it. Yeah. Looking forward to.
00:02:12 Matthew Kuehlhorn
It awesome. All right. So you kind of tease this in our preconversation, Joey, but where did you grow up?
00:02:18 Jody Underhill
So I was born and raised, and when I call the thriving metropolis of Okeechobee, FL, which most of them can’t even never heard of it, much less be able to pronounce it, it’s the Big Lake in the middle of the state and the middle of the state of Florida, and there’s more cows than people there. People always ask me about my southern accent, if I’m from Texas or Oklahoma, and I tell them I’m from Florida, but I’m from the part of Florida that looks like Texas and Oklahoma. More cows than people.
00:02:41 Matthew Kuehlhorn
Yeah, right on. So was that. I mean, that was rural, was a lot of freedom.
00:02:47 Jody Underhill
Oh yeah, because I was raised on a ranch. So the good part about reading raising our ranch is a lot of freedom. That part is there’s a lot of work. So I had, I learned a very work ethic very early on.
00:02:59 Matthew Kuehlhorn
Yeah, yeah, I get that. All right. How’d you get out of that area? Did you go to school?
00:03:06 Jody Underhill
Actually I went to school for one semester and went to college for one semester and. I went directly to work. I worked from the time I was 8 years old. I started working on my dad even though we had a ranch. My dad was a Barber. I worked in this barbershop. It’s a shoe shine boy from the time I was 8. When I was 12 I went to work at the livestock market because I know Vechovies, the second largest livestock market in the country and which no 12 year old should ever work at a livestock market. Just want to go ahead and say that it was a different time and but from there I went to work in a grocery store and I we’ve always moved up very quickly and by the time I was. 19 years old, I was an assistant manager of a full size grocery store and but I was working like 80 hours a week. I mean I was this was 1979 and I was making $26,000 a year. At 19 that was like.
00:03:52 Matthew Kuehlhorn
That’s pretty good.
00:03:53 Jody Underhill
But I was killing myself. So I left and went to work for the power company and I tell people I started there in Okeechobee, FL, driving a forklift in the store room. And then I did go to school at night eventually and got my 40 degree. But I when I left I was the. Executive Director of National Accounts for the entire company and I tell with them, but at the age of 45 after 5 back-to-back to back-to-back hurricanes, I just decided I’d had enough And I didn’t retire. I resigned after 26 year career and started a marketing agency. Then the rest is kind of goes from there.
00:04:28 Matthew Kuehlhorn
Yeah, you’re telling me a little bit about that. I’m curious. So do you think it was work ethic that? That drove you kind of up those ladders quickly or is there something in a a mentor or?
00:04:42 Jody Underhill
There was. I had a couple mentors along the way. That was absolutely true. Whenever I went from working in the store and working in the junior APT, I didn’t have a degree, but I had that sort of a sponsor, right? Somebody that was that was that believed in me to solve the potential and kind of sponsored me through that and then. Whenever I moved over into the construction side on the drive and the supervisor crews there, I had someone again to believed in in because I was the youngest crew supervisor in the history of Florida Power Light. I had people working for me who had to their union employees. I had people working for me who started with the company before I was born and struggled with that. And that’s heard. The person pulled me aside and said no. I brought you in here to do this, but not because of your age, but because of your skill and your intelligence. And so you need to go with that. And I didn’t ever look back, but the one thing I did do is whatever role I go into, I learned everything about it. And so that I know more, I know everything about it. So the first six months for me is sure hell, because I’m kind of nervous about everything and I’m like learning it. But then when I do, then I become usually the best at it. And that’s not bragging. It’s just what happened. But even at that along the way, I tell people at 45 years old. I had a leader jet at my disposal. I traveled all over the country visiting national accounts and now having an agency doing marketing and recruiting and tell people that the worst day doing this is better than the best day of the power.
00:06:09 Matthew Kuehlhorn
Company. So you did power company, you resigned and then you got into marketing. And what was the real driver for that? Was it a simple opportunity or was there a real interest?
00:06:20 Jody Underhill
Whenever I left the power company because I didn’t have any real world experience working in business, so I bought a franchise. Franchises never fail. And I mean, most of the time they don’t. But what turns to fail was the people had a franchise. And I learned after about a year and a half that it was a coaching franchise helping business owners and what I really. But the real business owners really needed instead of somebody helping them to kind of the CEO, they needed more business because it’s kind of hard to focus on being a CEO when you’re trying to keep the doors open. And so that’s what got me in the marketing and I started in marketing, doing video marketing because I was doing digital marketing in 2009. Whenever there wasn’t, there weren’t things like Google. My business, there weren’t everything we did was like videos or trying to build stuff on Twitter and Facebook and even like school do lenses back in the day of those microblogs. From there and then kind of grew that to grew that to A7 figure agency within about a year and it’ll just kind of unheard of for little marketing agencies to be able to do again, I learned everything about it and the software that we were using. I became the number one user in the world of the video distribution software and I got invited to speak on stages and I was talking earlier. That’s where I met Tommy. And so we just continued to go from there. And full circle when I walked off that stage, like people came up to me and asked me if I had a coaching program because I was talking about how I’d been successful in a year’s time and I had no intention of doing that. I was a single guy living in Palm Beach, FL. I was going to San Diego to talk and party and have fun and go back and run my agency. But I had so many people asked me about it that I started a coaching program. So I kind of came full circle back to them coaching. And the irony is the thing I didn’t know anything about. When I went over to the power company was how to talk to people other than other executives or how to get business. So as a power company, customers don’t have a choice. I told people I didn’t have to make them happy, I just had to make them less mad, right? So you’d be in that process. And so then again, I had to learn everything, but I learned networking and learn sales.
00:08:22 Luke Hylton
Thank you everybody. This is Luke from Kooler Garage Doors. Just want to take a quick second to talk about our sponsor, Sommar Garage Door Openers. We believe Sommars are the best in the business when it comes to garage door openers. We always recommend them for residential installs because of the many features they have such as Wi-Fi connectivity and safety features like a fixed chain that runs along a secure rail for a quiet and safe operation. Click the link to find out more about Sommar Garage Door Openers. https://www.sommer-usa.com/
00:09:02 Matthew Kuehlhorn
It’s awesome. So you know, I shared with you and and for our listeners like it’s a conversation around Better Business community connection and living longer and we’re about to extract some really good Nuggets for Better Business community connection for sure. And just so folks know we’re at vertical track, this is a conference that’s. Put together and hosted by Tommy Mellow A1 garage doors, he has just brought fire every time I’ve been here and brings in guys like you and Al Levy and and just really top level information. So I just wanted to give a shout out there. We’re literally outside of the auditorium and in in Jody’s booth. So as far as networking goes, I want you to share the four questions because. For our listeners, listen up, grab a pen and paper, because I think if anybody has introversion like this is just a great system that can move on outside of that and and be super effective. Would you mind sharing those the thing?
00:10:04 Jody Underhill
Is I didn’t admit I learned it right. So because whatever I bought this coaching franchise, like they taught you, I went to their training and they teach you to go join the chamber and then they go to networking that. So they don’t teach you how to network, they just tell you to go do these things. So I had the stroke of luck that the first time of the day I joined the chamber. They said we’re doing a networking event. It’s this restaurant. If you want to go, we’ll connect you with an ambassador that can introduce you to people. And if you’re a member of the chamber, and it does have an ambassador program, every chamber should start one because it helps new members. And so I go walk in the door. And The thing is, is that when you go walk in the door to a networking event and you’re new, you go to one of the three B’s. Bar in the bathroom or the buffet. Yes. And so I’ve done them and so I got there. So I just, I went to the bathroom because they gave me somewhere to be going to and sore to be coming back. I didn’t even go to that. That’s it. So when I came out though I bumped into this woman. So Jody, So what do you do? I was like, I got to slap. I got to go back first people to talk to me. We’re trying to some of their services. I had one lady she goes, hi, my name is so and so I’m with this network marketing company and she handed me a balloon discipline that your kids are going to love it. And I’m like. Well, my little ones are 28 and 25, but I was like, I don’t think they want to believe them but and so yeah, they’ll give somebody else’s talk. Call them sprinkler Steve. And so people like hang up the business cards like a sprinkler look, see where I came out and she’s like, so Jody, so tell me what do you do? I was like well on on this franchise and she’s like, right. So I don’t even doing that. I was like, well today and tomorrow will be two days when I’ve been doing it. She says, what do you like best about it? I was like, well, I’ve been business owners and I’m sure how would I know if someone I’m talking to would be a good. So the four questions are, what do you do? How long have you been doing that? What do you like best about it? And how would I know if someone I’m talking to would be a good referral for you? And I was like, that’s different. So then a little reciprocity. Yes. So I asked her, So what do you do? She’s like, oh, I hope salespeople stop selling. I’m like, what? She said, I help salespeople stop selling. She says those people buy in spite of the sales process, not the cause of it. And I was like, OK, and then so I was like. And the next day I joined for coaching program for learning how to do sales, cuz I knew nothing about sales and that’s kind of what helped me do that. But then when I started the coaching program the thing that everybody came to me for was that saving advice on networking and sales. Yes, in order to do that. But those four questions cuz in the networking event everyone’s nervous about how am I gonna go in and tell people about my services. And The thing is it’s like Ziggler said it. Ziggler is that. Become the most interesting person in the room by being interested in everyone else. And so by doing that with those four questions, it takes all the pressure off. You can walk into any room and any group of people because you get the little clicks at networking. That’s right. That’s two or three people. You’ve got the alpha personality that everybody’s listening to. When you walk up there, you just ask. It’s kind of like baby, right? It’s just like you. You ask them questions and just like, what do you do? That’s not intrusive. And most of the time in the networking they got a name pack on so you know their name, right?
00:13:06 Matthew Kuehlhorn
That’s right. That’s right. Now I love it because it’s such a simple system and you know as we get into, I want to offer the opportunity for folks to hear what Rapid Hire Pro does and kind of a little bit of how it does it because it is very systematic and I think this is some of the gold. Anytime you can have a repetitive piece that gives scalability, that gives consistency, that’s what. Good business is built around, so thanks for that share. Rapid Hire pro, this is recruiting for like this day and age, it’s been shifting. I’m going to ask you a question about our new generation coming into the workforce because I had some interesting interactions in a in a social post. But before I get there, will you share a little bit about rapid hire pro, what it does, what helps?
00:14:01 Jody Underhill
So we’ve we’ve focused on the home service industry. Well that’s how people as if the employee gets in the truck and goes to someone’s house as you work. And The thing is, is that we’re not really recruiters because I’m not I’ll have a recruiting back now and have a market. So our system is basically marketing for employees the way you market for customers and then doing that. The thing about it in today it’s an employee’s market employees have many choices and they you have to put your choice in front of them in a way to get search engine. So the thing that makes us different when there’s nothing on with the others, indeed simply out there for a reason, but there’s a lot of separating the week from chef there. And So what we do is we take offer there and we do all of our recruiting through social media, through Facebook and because that’s where people are spending their time, about 2 1/2 hours every day on those channels. And we will put the ad in such a way that it gets our attention when they’re just scrolling through their newsfeed or they’re looking at the latest. Brisket knife or the latest their their friends kids soccer game. What somebody had for breakfast and then there’s a job at. And what that does is it gets it in front of people whenever they’re not necessarily looking for a job. So you got to basically make them aware of an opportunity. Just like half the stuff people buy on Amazon, they didn’t buy it because they needed it. They bought it because they saw a video about it or they saw a Facebook post about it. It’s like I got to have that. Then it’s the speed and automation because. And nobody wants to go fill out an application the first time they see it. So we have automations built in talking to them as a person follow a person, moving them through the process of getting an application filled out and doing a skills assessment and doing a disk assessment which is a personality assessment. Then I had automated video interview so you can see what they look like, how it communicate before anyone at the company has ever spent a minute looking at any of it. And what that does is it frees up a lot of time for the HR department or. So we don’t replace recruiters. We we ate and doing that. So it’s all the automations and moving people through. The other thing it does is it starts to show this new employee, this new candidate that you have a culture of action and that you communicate differently than what anybody else that they’re talking to does. Your ads stand out just like you got amazing branding, right? The branding is just says everything about it. Because if there’s most a lot of home service companies or branding looks like Dollar General instead of Nordstrom’s, right? Yeah, yeah. So you’re proof of the fact. I’m sure things have changed from changing your branding. You will see it. Your fans become a billboard, a traveling billboard. And so all of those things help to make it stand out. And then having the culture to keep them there is the next.
00:16:41 Matthew Kuehlhorn
Step Yes, I love that. All right. You might have already started addressing some of the scenario I’m going to bring up, so I had an interesting interaction actually with. With my daughter who is just entering the.
00:16:58 Jody Underhill
Workforce.
00:16:59 Matthew Kuehlhorn
And I imagine this is for a lot of folks out there and in posting this, I got a lot of feedback from other business owners and and folks and and some of these folks are frustrated because the younger generation communicates different than what I did or what you did back in the day. And so the thing that I posted was that, you know, my daughter feels that it’s very weird to walk into a business and ask for a job.
00:17:26 Jody Underhill
Because they expect to find it in another way. They’d all expect to have to have that Facetoface interaction. And it’s also very intimidating because they have a butt. I mean, come on, let me ask you, how old is your daughter? 14, right? Has she ever texted you from her bedroom and you’re sitting in the living room? That’s how they hear today, right? That’s that’s what I mean. It’s like, it’s it drives me crazy. It’s like, I mean, my, my wife and my, my daughter will be arguing on text. I’m like, go talk to her. She’s on the other Rd. This is how y’all are both getting Maddie. You don’t even know that you what you’re trying to do is help each other. And so to that point, yeah, it is. It’s intimidating for them for the new genetic and they spend so much time we’re online, right? I mean they grew up with one in there and the method of communication, but they’re most comfortable with is text. And it’s like because I mean if you look at it, 68% of employment applicants say they would rather hear about the result of a job application from text instead of e-mail or phone call.
00:18:24 Matthew Kuehlhorn
68%, that’s significant. Yeah. So for folks that are hiring or looking for labor, it’s not necessarily, I mean it’s okay for anybody to be frustrated and yet that’s not effective, right. So adopting some of the technologies and just understanding how. The newer generations interact and want to communicate and also I have been trained like this. You were right, they grew up with these in their hands. This is what they know.
00:18:56 Jody Underhill
And guess what else? They’re used to being nurtured. So main thing we do is we have what call nurture sequences. You have to nurture just like a customer lead, right. You got to nurture that lead in order to be able to get them to book the call for you to go out and deep work at your house, you have to nurture these employment leads the same way. It’s like and you don’t know, hey go fill this out and it’s like, hey Matt, we’re so glad you’re interested in position here. Here’s we got the next step in the processes and this is this. We’re excited to see the next step and you have to make them that you’re excited that they’re interested in the position. And a lot of especially old school, older school people are like, if they want a job here, they need to do the things that I want them to do. They need to do this and do that. And you can tell that because there’s a couple of things that they do. And I see this not just in home and services. I see this anywhere people are trying to hire people is. They write their job ads would like they would never write an ad for it. So if they write the ad, it’s like we’re looking. So for instance, if you want in garage doors, right, we’re looking for homeowners that have it. A three bedroom, 2 bath house with A2 car garage that pay their bills on time. Have a six, have a 780 credit score and need us to come fix your garage door, give us a call and we might come help you. You’ll never do that. But that’s how people write their job ads. We’re looking for an experienced garage door technician that has this, this and this and. Like you’re a clean driver at your good side, blah blah blah. And then then they don’t even tell them how much the job pays. So you have to start off with what their why? Why should they want to leave where they’re at. It can work for you. And I said to when you help them understand that why it goes a lot smoother. But even at that you still have to nurture them every day. So we put a people into a seven day nurture sequence for each step and we do crazy things like get down to day 4. Send a picture of a pet. So do you have a dog or a cat or a goldfish or anything who you got?
00:20:43 Matthew Kuehlhorn
They have Rosie little Pitbull.
00:20:45 Jody Underhill
Right. So we get the picture of Rosie the Pitbull, and we send that out with a text and it’s like, this is our mascot, Rosie. Every time somebody police an application, Rosie gets a treat. Who had complete the application? Rosie’s counting. And it seems kind of childish, whatever. But it gets conversion, gets their attention. It looks different than what everyone else is doing because everything today is people want to know they’re coming to work somewhere that sort of gets it and they’re that’s. As culture it’s fun and it’s like what they’re doing this this is this is I got at least check this out.
00:21:13 Matthew Kuehlhorn
Yeah, yeah. What I like about that Jody is it’s not saying make it super easy, but the word is nurture and you’re still able to go through some checks and balances along the way to be able to vet, to be able pre qualified before there’s a lot of time spent and.
00:21:30 Jody Underhill
Yeah. I mean, we’re putting them through the paces, but we’re doing it nicely. Yeah. We’re not. I’m not a drill Sergeant, right. We’re just, we’re sort of helping them through the process. Yeah.
00:21:38 Matthew Kuehlhorn
That’s awesome. So you mentioned culture a ton. I I’ve shared I’m big culture. I love. I think one of my most important jobs is to build and protect the culture for Kooler, and I can only get better at it. So you shared some of the pieces of, you know, from the stage yesterday around awards and different incentivizing pieces that can be indoctrinated into culture. So I guess one question, just how do you think of culture in general?
00:22:10 Jody Underhill
Culture in general has to come from the feeling that the person has coming in the door whenever they walk it. What is that feeling they have when they walk in the door? The reason I left the power company at age of 45 after 26 years when I walked in the door, I mean Sunday evening I started the feeling of the sick feeling in the pit of my stomach because of having to walk in that door Monday morning. And I had a great job. Like I said, I had a leirdit at my disposal and I had that sick feeling. And I promised myself when I left there, I was never going to do anything again. That gave me that feeling. And I wasn’t ever going to ask anyone who works for me to have that sick feeling in the fit of their stomach. I wanted them to. You know, you don’t have to wake up on top of the world excited, singing, singing songs to walk in the door, but you have to walk in the door, walk in the door knowing that you’re appreciated and knowing that you’re making a difference. And because another thing is. Knowing that the company cares about you and what you’re trying to attain yourself, because that is so missed today as everybody’s, you know, focused on making the dollars. And that’s fine. But what I found is the more that you help your employees real attain their goals, the more vested they are and helping you attain the goals of the business. So for us, the culture side comes from it’s not there, it’s not always monetary, it can just be recognition of the fact that they did a great job. The other thing with culture is a big driver of culture should be your core values. And I’d have this conversation with business owners a lot. I tell you, they sell. I should somebody work for you? I have a great culture. I’m so great. So explain that to me. And so I was like, for my core values, I’m like, what are they? And they have trouble telling me I was like, well, do you have those written down? Do you, do you recognize your employees whenever they do something? That exemplifies your core values because if you can’t tell me what they are, how are you going to reward the employee or recognize them whenever they do something that exemplifies those core values? And it’s like, oh, it’s like, but so you mean making a reward system that you reward them. And it don’t have to be monetary, it can just be a recognition. Because you have, from the statistics from the Gallup polls, shows that employees that get at least one form of recognition a year are 47% more likely not to leave the company.
00:24:25 Matthew Kuehlhorn
Just one A.
00:24:27 Jody Underhill
Year. A year. Imagine if you something, we put it. Let’s put a perspective. I I do this a lot of time when I’m helping business owners grow their business. You ever watch a football game You have football player at all. Sure. What. So do you ever have you ever seen whenever a quarterback throws a pass to a wide receiver or a tight end and they they make a first down. Yeah. And I mean they just went seven yards and they caught a pass that they’re being paid millions of dollars to do. Yeah. And they celebrate like they just. And won the Nobel Peace Prize.
00:24:57 Matthew Kuehlhorn
Right.
00:24:57 Jody Underhill
And I mean, they’re just doing their job and they celebrate that. Imagine if you just had a small celebration for your employees doing a great job doing it, not even just doing what they’re paid for, but doing a great job. How much farther that would go? So if it increases that much for one recognition, what if it was two? What if it was 5? What if it was 6 and it doesn’t. And I’m not saying everybody gets a trophy because I’m, I’m definitely. I’m a firm believer and you need to be be rewarded for the participation and the achievement that you’ve made because it showed up. Anybody can show up, but those are the things that that make the difference and it doesn’t have to be supervisor to employee recognition or owner to employee recognition. Also, studies show that there’s 36% improvement in productivity from employees who receive peer-to-peer recognition.
00:25:46 Matthew Kuehlhorn
How does a company foster peer-to-peer?
00:25:48 Jody Underhill
By. Basically putting a program in place, it’s basically like catch somebody doing something, right? Because we’re all so eager to catch anybody doing something and the way society is made. And it’s just we look at companies based on their reviews on Google or Facebook or whatever. But I know coming from the power company, I came from a world where you do everything exactly correct. Best grade you get is a seat, right? Because there’s only two times you think about the power company and neither are positive. You get your bill every month and when the lights go out. Because otherwise you expect it to work. So we kind of get that same rut with employees, but it’s like catch instead of catching somebody doing something wrong, catch them doing something and and that’s when you foster that it’s and putting it in a way that you don’t make other people so bad that they didn’t get recognized as the trick, but it has to to eat them out. But just I said you don’t have to go whole hog and make this huge thing. Just start small, start small and let it build because it will build and it will continue to grow. And that’s what causes people to stay.
00:26:50 Matthew Kuehlhorn
Yeah, I love that. And the emphasis on that is to just really just start and it doesn’t have to cost.
00:26:58 Jody Underhill
Money at all, because there’s intangibles. So I talked about the recognition of the things that you can allow someone to do that doesn’t cost money. One of the things I talked about when we run job as a site, they’re like, we have health and we got this and that. I’m like, OK, do you have continued coaching and growth? I’m like, well, yeah, I’m like that’s a benefit that no one else is listening. Right. Do you let them dispatch from home? That’s a work life balance benefit. That doesn’t cost you anything. You’re already doing it. If you don’t do it, don’t say you do it right, but with that. But can you reward them in a way that’s not costing you monetarily? There’s a lot of ways that you can do that. I mean, they could be company swag. I mean, you got cool swag. I’m sure they’re better. How looks. I could get one of those cool the shirts with the cool Hawaiian flowers on it. And if you don’t, your head says so. OK, you got to do this. When you do that, then I get rewarded with that something you already have, but not everybody has it.
00:27:47 Matthew Kuehlhorn
That’s right. That’s right.
00:27:49 Jody Underhill
Just those are can be those small things that that mean so much.
00:27:52 Matthew Kuehlhorn
Yeah, absolutely. All right. So let’s say that somebody’s listening and they are hearing this about culture and they recognize that they haven’t been intentional about culture. Maybe it sucks. Do you have recommendations on shifting that? Where do we begin?
00:28:15 Jody Underhill
So the first thing you feel, I just we don’t have money to really invest in that. Well yeah. How much a box of Bisquick cost in a in a bottle of syrup. I don’t want to say a man cause I might be politically interacting. Log cabin. I guess that was safe. You have somebody about it about Bisquick, some butter and some log cabin syrup and you can get a Blackstone grill for like 200 bucks and cook them breakfast. Just do that. Do that once a once a month, right. They give, they look forward to it. Little thing. So one of the things that really just made me dawn on how this works is when I was at the power company, we provided those crews everything, right. They had Gatorade mix. So we had that people filled up the water Koolers form because their job was to go build power lines. We didn’t need them wasting time filling up water Koolers and everything. So they had everything at their disposal. But when I’d go visit a crew, if I took them drinks and Gatorade or coke or whatever, they looked at that as like Oh my God, that this thank you so much. It goes. Those other supervisors, they come out, they don’t bring us anything. Was because our mindset as well. You got a Kooler full of stuff. Why should I bring you anything? It’s back to the whole thing, the old Christmas story. It’s not about the value of the gift, it’s the fault that counts. And you’d be surprised how far just the thought of the little things can get. You know, I mean having it so that they can do that. One of the cool things that we had there was a company in Tucson, AZ and one of the things that was the biggest comments on the ads that we ran for them and made the biggest difference is they have a fully stocked rate rate. And it was like everybody loved that and I was talking to another company and now like we tried that and people just took advantage of it like and you wonder why your culture. So I think it’s like they can only take advantage of it if you feel like it’s been taken advantage.
00:29:57 Matthew Kuehlhorn
Of that’s right, right, that’s.
00:29:58 Jody Underhill
Right. So if you make it plentiful for them, they won’t feel like they have to take it all, continue to put it as much there as you can and they will that way. They will look at it Okay, I’ll just take what I need now because I know it’s always going to be here.
00:30:11 Matthew Kuehlhorn
Yeah, it’s an interesting one because I know there’s a lot of folks that talk about, you know, times there’s there’s games or there’s nap rooms or, you know, all these little subtleties. But it’s really got to be driven to authentic caring. And, you know, I know you and I have connected with around Keith Cunningham in the past and he’s one of my mentors that I’ve learned a lot from. You know, he talks about the apology. And just being the opportunity, like if we really needed to reset, it starts with the owner or the leader, like I’m sorry I let this go reset and then really follow it up with those authentic caring.
00:30:49 Jody Underhill
Actions and and make sure you don’t have to have a full time person doing it, but makes sure somebody’s in charge, it’s there, it’s on their Kpi’s, on their indicators and things that they’re doing to help. It’s not like help, just do something once a week to make sure that things are happening. Yeah, this is just the small things can go along. Especially if there’s no culture or bad culture, doing little things can have a huge impact.
00:31:13 Matthew Kuehlhorn
Yeah, yeah, I love it. Jody, for those in the home services and even others, if if you’re open to it, how do, how do people find you to reach out? Learn from you?
00:31:24 Jody Underhill
Yeah, it’s real simple. It’s just our website www.rapidhirepro.com There’s a big green button at the top of it is schedule a call and I don’t do sales calls. I was even though. To do sales coaching, I don’t sell. I do what I call recommendations. I’ll go to you look at your company and see what things are there, and I’ll make recommendations of what you should do in order to improve whatever processes you’re looking to create. And if you want some help with it, great. We can do that. The other thing I do is different. When everybody yells at me, you give so much away. I record the calls and I give you a recording at the call. It’s exactly what we do. But here’s our ads, here’s the images, here’s how we position things, Here’s exactly how our whole process works. And even if we’re not the right fit, if you can take this and benefit from it, then we’ve done some because we are in business to make money, but we’re firstly in business to help.
00:32:12 Matthew Kuehlhorn
Yeah, Rapid Hire Pro.
00:32:14 Jody Underhill
Hire pro.
00:32:15 Matthew Kuehlhorn
Dot com Are you also in social? Yeah, same thing everywhere. We’re on social. It’s rapidhire for our social. It’s our YouTube channel. https://www.youtube.com/@rapidhire6511
00:32:25 Jody Underhill
Hour. We’re also, we just started our own podcast. Yeah, it’s like, why do you have one? I’m like, I’m so busy being a guest on podcast, so I bet you’re doing that. And on Facebook, it’s just everything.
00:32:37 Matthew Kuehlhorn
Yeah, awesome. We’ll include all those in show notes and make sure that folks know how to find you. I love the conversation. You dropped so much value. Where does it go from here? Is it closing out? What are we? What are we excited for over the next several years?
00:32:55 Jody Underhill
So what we’re doing is we’re basically taking everything we do is everything is automated and systematic and we’re turning it into a complete recruiting retention at sweep. And our big thing is right now my wife is certified, we have our Chief Operating Officer is getting certified right now they’re green managers and for those of you who haven’t heard of it, you should get the book green manager and read it but it’s and. So they’re looking, we’re looking at adding that to what we do because people come to work for their dreams, not yours. And if you didn’t help them understand how to build a road map to achieving their dreams. And most people I said, don’t have 60 grand laying around to pay a dream manager. So if we can help in that aspect, it gives you can help them do that with culture retention and also helping their employees shoot their dreams. It goes all the way.
00:33:44 Matthew Kuehlhorn
Amazing now. Thank you so much for your time today, Jody. I really appreciate the value you dropped. I.
00:33:49 Jody Underhill
Appreciate it. Yeah.
00:33:51 Matthew Kuehlhorn
Ladies and gentlemen, thank you so much for listening to the Kooler lifestyle podcast. We count on your subscriptions, your likes, your shares and I encourage you to do that. Now, if you’re watching on YouTube, go ahead and subscribe lower right hand button. If you’re on audio, download this, share it and we look forward to having you on the next one.