Perfect execution beats perfect decision-making every single time. Hey, welcome back to the show. I'm your host, Brad Hemmer, licensed general contractor, author of The Contractor Profit Blueprint, and business coach to overwhelm contractors who are looking to boost their profits and regain their freedom. Now, contractors who make decisions and execute fast will always beat the contractors who spend way too much time. trying to make decisions. They have analysis paralysis. They're trying to have all of the information so that they can make the perfect decision and not make any mistakes. So we're going to dive into on this episode is why it's more important to actually execute than it is to have the right decision. And there's a term for this and we call it velocity, right? You need to have velocity in your decision making. Your business needs to constantly be making velocity decisions, like moving fast and forward. right? That's what a velocity means is moving fast and forward. So what does velocity mean? Well, it means not just being busy, not just like doing things fast, it actually means having a decision, taking an action on it, getting feedback, making adjustments, and then action again. There's a book called Ready, Fire, Aim. I can't think of the author right this second. But it's a great analogy of like, you don't always have to be ready, right? and then aim for a long period of time and then make the perfect shot. You get ready, you take the best shot you can with the information you have, and then you adjust. So in the military, we call it Kentucky windage. It just means that you're not going to be on the battlefield in the middle of a combat and adjusting your windage and elevation on your rifle. You have what they call a BZO, a battle sight zero, which is this is sighted in, as I say, a 300-yard distance, and then anything beyond and above that, you adjust. Right. So if it's, if it's BZO to 300 yards and you got to take a thousand yard shot, you're going to adjust the aim, the dot or the, the sights in order to counter that. Right. Same in your business. Like you're not going to take the time to get everything right and analyze everything for, you know, six months. So you can make the, the one perfect decision to avoid making mistakes. There's another book called fail faster, right? It's the same concept. Like the faster you make decisions and the faster you fail, the faster you get feedback, the faster you can make the corrections and then get the right results. So it's all about taking as many decisions and executing on them as fast as possible. And I can tell you that of all the contractors that I work with, the single biggest factor that determines whether or not they have success fast and that they have a lot of success is how fast they execute on changes. And here's the thing. Nobody likes to make a change. Nobody likes changes. Once we get something comfortable, we don't want to change it. And that's where most businesses go to die is because people don't want to make change. Change is inevitable. Change is going to happen, especially with AI right now. Like every day, one platform is outperforming the other. Every day is a new feature, a new capability. And it's just going to continue down that path. And now we're probably going to get to where it's like three times a day, there's an update, right? And so it's like, well, what do I do? We're talking about this in the Profit Club. It's like, what do I do? Do I go with Claude or do I go with ChatGPT or now I have a Grok or do I do a Gemini? I don't know what to do. I don't know what to do. It's like, just pick one and execute. It doesn't matter if you decide to go with ChatGPT and then Claude comes out with a better version the next day. that can do 10% more. Just pick one and execute on it as fast as you possibly can and then make adjustments as needed, right? And when there's a significant difference, let's just say hypothetically, there's a point where Chad Chibiti has this huge revelation of capability and now it's like a 50% increase of what Claude can do, right? Which is probably not gonna happen, but I'm just saying hypothetically. You're using one or the other, you're using Claude, and now all of a sudden Chagibiti comes out and has a 50% increase. That's when you say, okay, it doesn't make sense now to actually switch to the other one, right? Now, what I do is I just use all of them. I have accounts with all the different ones, and I pay for all of them. I pay like, I don't know, $400 or $500 a month for all the AI options that I have available. I just use them all. I just kind of bypass this whole decision-making process with that. It's far better for me to overpay for something if I don't use it than to try to jump back and forth and retrain and do all this stuff. I use each one of different capacities and what they're good at. Now that's, you know, AI is not what we're talking about here. It's just an easy example. We're talking about every decision you have to make in your business, right? It's make decisions fast, shorten the learning curve, you know, increase the feedback loop. In other words, get feedback as soon as possible. Make the course correction, test again. Get in the habit of executing when you're not ready, when you feel like you don't have enough information. Now, what we're gonna talk about here in a minute is like the two different levels of decisions and why one's more important or which one applies to you. But let's talk about why not making decisions has an enormous cost. So slow decisions have a cost. So contractors tend to calculate the cost of bad decisions. Again, most people, given the opportunity, will avoid pain over taking a risk for gain. If the option is, if you make a mistake, you're going to have pain, or if you do it right, you're going to have gain, most people will try to avoid pain. That's just human nature. We want to try and avoid it. So they rarely calculate the cost of not making a decision. In decision, has a huge cost, a huge cost. We call it opportunity cost. Every decision we make, there's an opportunity cost that goes with it. You know, should I hire an employee? Yes or no, right? Well, if I don't hire an employee and I stay on the tools, what's the opportunity cost? Well, the opportunity cost is that I have to work more hours. So if I hire someone, I can free up some of my hours, right? There's an opportunity cost here. I could actually make more money if I have more people that are billable. So the opportunity cost there can actually be revenue. The opportunity cost can be more free time for you, right? Less headaches, less work. There's always an opportunity cost to not making a decision and not making a decision is actually a decision because in action, you're deciding not to do anything. So you can't just sit around and wait and hope and pray that everything gets better on its own. Man, my lead guy, you know, he's been doing awesome for two years and all of a sudden he's starting to suck. Man, I just, I hope he gets out of it. Six months later. He's not gotten any better. He's gotten worse, right? And you're just hoping that he gets out of it, hoping that he turns around. That's not a decision. That's indecision. And there's a cost there because you're scared to make conflict because you're scared to have a change. You can't do that. Well, here's some examples of, you know, not making a decision in the cost. So should I raise my prices? Right? Should I start charging for estimates? Should I fire this employee? Should I hire someone? Should I change software? Should I stop buying these crappy leads? Should I start job costing? Should I hire a bookkeeper? Should I start making videos? Right? These guys will spend six months weighing all of these decisions or weighing any of these decisions when they could have just done it in two weeks and executed. They could have tested it in two weeks. There's a term in the military and I love it. It applies here. A poor plan. executed violently will always beat a perfect plan executed poorly. So when you're the perfectionist and you take six months to make a decision and you get all the information, go through analysis paralysis because you wanna make the perfect decision so you don't make a mistake, your competition has already executed on the same thing, right? And they're on the sixth iteration of that and they've gotten it now down to where it works and they're making money. You haven't even started yet. So this is an area in your business where you can be passed by your competition because you wait too long to make decisions. Get about 70% of the information that you need and then make a decision. I'm not saying you get 2% of information and then make a decision on a whim. We're not talking about that. We're talking about we got to make a decision. We go out and re-research. We ask AI. We ask mentors, coaches, friends, other people. We get all the information that we can. Once we have 60%,70% of information that we need, then we make a decision. We don't wait until we have 100% of the information. We just start executing on it. Here's the thing that I want to drive home, what I was talking about. Most decisions are not permanent decisions. Let me say it again. Most decisions are not permanent decisions, but we're treating them like permanent decisions. So when contractors treat decisions like they're carving them into a stone tablet, they're not, right? So raise your price 10%. See what happens. If it doesn't work, if you start losing leads or jobs, guess what? You can lower your price. Charge for doing estimates, right? And if you run into a conflict and people stop paying, guess what? You can go back to doing free estimates, right? You can change your sales process, see what happens. You can change it back. This is what I'm talking about. No decision is permanent. Even if you like rebrand your business, which is a big process and costs a lot of money, you can still rebrand again. It's not a permanent decision, right? I mean, truly, there's only like one permanent decision in life. We're not going to talk about it, but it really is only one permanent decision you can't come back from, right? So most of your business decisions that you make, they are experiments. They're not marriages. They're not permanent, right? One of the benefits of being in the community or having a coach or mentor, reading books, videos, all that stuff is that you can lean on other people's experiences on certain decisions, right? And then you can use that information as part of your 70% and then you can make a decision. If you have no information, you've never done it before, you've never hired someone, you know, you've never done marketing or whatever, never hired a marketing company, you've never hired a bookkeeper, like go out and get enough information and then make a decision or talk to enough people. and get enough range of information and then make a decision. You don't have to wait a year, six months or a year to make that decision. Most of you listening to this, your business will look completely different in six months. In as little as six months, if you just made decisions today that you've been putting off for three to six months because you're scared to death. What if I make the wrong decision? Well, then you change it. That's it. You change it. It's not permanent. Well, what about my reputation, Brett? Your reputation is not hinged on one decision in your business. And we're not talking about like, you know, you go out and rob a store, right? We're talking about like, you started charging for estimates. That decision is not going to tarnish your reputation. You raise your price by 10% and people say, oh man, you're ripping people off. That decision is not going to change or tarnish your reputation. You just have to get over that. It's not, okay? So what we need to do is we need to separate reversible decisions. from non-reversible decisions. And even like I said, even though we're calling them non-reversible or irreversible, they're still reversible to an extent. It's just how hard it is to reverse it, right? So we need to put all of our decisions into two buckets, reversible, irreversible. And that's how we make a decision, right? So one-way door decisions. are expensive and difficult to undo. So again, like rebranding, you know, if you were to rebrand your business, I've had several clients go through a rebrand. It can cost, you know, if you're redoing vehicles and vehicle wraps, I mean, you could spend $20,000, $30,000, you know, total rebranding your business. It's not cheap. It's expensive, right? But it's not completely irreversible. I mean, you could change it again. You could go back. But it's not a decision that you can just make, you know, three times. You can't rebrand, you know, in one year three times and pay, you know,20,30,40,50, $60,000. Most people can't afford that. So it's a much more difficult decision to have to come back from. But if you put them in this bucket, things like. buying a $500,000 building, right? You've been renting for the past five years. Now you want to buy your own building so you can grow and manage and make changes and do all that. That's a big decision, right? You need to spend more time on that. You need to slow down a little bit. You need to evaluate it because the opposite is like making decisions too quick without enough information. That can also be detrimental. But more times than not, the contractors that I work with and talk to, it's always a waiting to make decision, a waiting to implement, fear of implementation. It's almost never, we just make decisions too fast and don't think about it. I mean, there are some out there, but that's not the majority, right? So changing pricing, texting, or not texting, testing paid consultations, trying a different marketing channel, making videos, trying Instagram or whatever, changing a meeting. you know, testing a software, trying a new sales script. Those are not big mistakes. Those don't go into the big bucket category, right? We treat those as like a two-way door, right? It's a decision that can go both ways. You can go in and out. The one-way door is like the $500,000 building you're gonna buy, right? It's the rebrand. So that's like you treat it like a one-way door or a two-way door. One-way door, I go out, I can't come back in. Two-way door, I can go out, turn around, come right back. And most of the decisions that we make on a day-to-day basis are gonna be two-way doors. They're not one-way decisions. So what we do is we don't get clarity before action. People think information equals certainty. And then certainty equals decision and then decision equals action, right? So we got to get enough information so that we're absolutely certain about the outcome so that we can make a decision. And then once we can make a decision, then we can take action. But the way business usually works is information, decision, action, feedback, clarity. Again, this is the ready, fire, aim. You get information, you get ready, then you make a decision and take action, which is the firing. And then you get feedback. where you can make adjustments and you get clarity. That's the aiming part. Ready, fire, aim, not ready, aim, fire. We get stuck in the analysis paralysis, which is the certainty and then the decision. We wanna have a certain level of guarantee that we're making the right decision. So you learn by doing, guys. Contractor A. makes, you know,10 videos a day, throws them out there. Contractor B makes the perfect video, one a day, and then, you know, post it. Well, at the end of an eek, eek, at the end of a week, contractor A has 50 videos that he can get feedback on. Contractor B has five. Who has more information that's accurate? Contractor A does, right? So it's about taking decisions quickly, making decisions quickly, and then executing violently. and executing with mass, mass amounts of volume, right? Doing it a lot and doing it fast and doing it a lot. If you increase the speed of feedback, then you increase the speed of results, right? You create these feedback loops. Feedback is what you need. You got to have feedback in everything you do, right? So if we can shorten the timeline, increase the speed, shorten the timeline for the feedback loop, our success is guaranteed much faster. And then if our velocity is very high in our feedback and our success, then our business is going to grow at a much higher and more successful rate than the contractor who plays it safe all the time. So stop trying to think your way into certainty. Execute your way into clarity. Stop trying to think your way into certainty. Execute your way into clarity. Okay, that is an absolute phenomenal quote, and you should live by that. Stop trying to think your way into certainty and execute your way into clarity. Your first decision doesn't have to be right. Make a decision, execute, measure. That's it. We just talked about this. Make a decision, execute, measure. If it's wrong, change it. If it's right, do more of it. Pretty straightforward. The real danger isn't making a wrong decision. It's waiting too long to make the right decision. You wait six months to make a decision. By then, technology changes, situations change, people change, opportunities are lost, and you miss out, right? So, you know, making a wrong decision, And then defending it for three years because your ego won't let you admit it. I've made lots of bad decisions. I've made lots of wrong decisions. There's the things that, you know, probably should let go of. And I don't that are like 10,15 years, you know, years old or 20 years ago. And there's only a handful of those. Most of them are like parenting mistakes, but we have to let go of it. It's just, you made a decision right or wrong. And then you have to adjust from it. Right. You did something embarrassing. Who cares, right? You put too much power into it if you're too worried about it. Your ego is keeping you from, you know, accepting that and moving on. Just stop it. I mean, seriously, guys, just stop it, okay? Hey, just a quick time out from the show. If you're a frustrated contractor who's dealing with low profit margins, stuck working on the tools every day, or doing free estimates for people who are never going to hire you in the first place, I invite you to my private contractor community, The Profit Club, where contractors just like you are adding two to three times more profit each year without producing any more jobs and finally getting completely off the tools to never do another free estimate again. So if you're ready to increase your profits, stop doing free estimates and get off the tools, then all you have to do is click the link in the show notes to learn more about The Profit Club. and see how it can easily two to three times the cash in your pocket, give you a proven sales process that will convert more jobs with ease and get you off the tools once and for all. And the best part is you can do all of this without having to produce more jobs than you currently are. Click the link to learn more. Now let's get back to the show. I told you earlier about the 70% rule. It's a simple rule. You get 70% of the information, you need to make a decision and execute, right? The downside of not having the other 30% isn't going to be catastrophic. You're not going to be missing. You're not going to have 70% of the information you need. And then that 30% is the most important information that's going to be catastrophic. That's not how it works. That's just you catastrophizing it. If you have 70% information, you have enough. You have enough to make decisions. So make it and then adjust for the other 30%, right? Increase the feedback loop and make decisions fast and then make adjustments even faster. So speed compounds in both directions. So like I was talking about earlier, right? So speed is where velocity gets really interesting. So contractor A runs one pricing experiment this year. Like, hey, Brad told me to increase my prices by 10%. I'm at 30% right now. I increase them to get to 40% gross profit. And I'm having some success with it, right? Which is great. But contractor B runs it every month. They run a price experiment every month. They raise their prices every single month. Three, four months in, they're at 50% gross profit. Another three, four months later, they're at 55% or 60% because they're testing their pricing every single month and seeing where that ceiling is, where that line is, right? Contractor A made one decision. They made more money. That's great. You know,10% increase. That's awesome. You made an extra $100,000 this year. That's amazing. But contractor B, because they're checking it every single month. By the end of the year, they've made an extra $200,000 or $300,000 because they kept testing it. This is where the difference is, right? So even if contractor B gets half of them wrong, he's still going through 12 learning cycles while contractor A went through one. So contractor B is changing it every single month. He had 12 different learning cycles and feedback loops and contractor A had one that year. You tell me which one's going to grow faster, which one's going to get more feedback and have more, be able to correct more information. It's pretty obvious. And a lot of guys know this. Like I say, it's like, oh yeah, I know, I know. But then you don't go do it. Like you don't go execute on it. Like you know it intellectually, you know it, right? But emotionally you can't do it because you have an ego problem, because you have a fear of failure problem. You have a scarcity mindset, whatever it is, you have a mindset problem that's keeping you from making these decisions because you're afraid to make the wrong decision. Especially if you're a people pleaser. People pleaser's out there, raise your hand. You guys are the worst. I don't want to make a decision. Make it anyways. And sometimes you're going to make the wrong decision. I hired a guy one time for a lead guy. I fired him three days later. Hired fast, fired fast. Did I like it? No. His wife was a stay-at-home mom. They had five kids under like the age of 10. And I took him away from his job he had to bring him on. Fired him three days later. Was it easy? No, it sucked. It was a sucky decision. I hated it. But it was the right decision at the time. I didn't procrastinate. I actually wanted to fire him in the first 30 minutes, if I'm being true. The first 30 minutes of working together on the job, I already knew I made the wrong decision. But my old boss was like, oh, you got to give him a couple days, man. You got to give him a little bit of time. And I'm like, okay, okay, I'll give you a little bit of time. So I gave him a couple more days and then he made a major decision and flooded a bathroom. And on his third day, he flooded a bathroom on a second floor. Luckily, it was over a garage. Otherwise, it would have been a lot worse. But it was a stupid decision. It was a stupid, not a stupid decision. It was a stupid mistake that he made. And it was just the compounding effort of him and his, you know, his character, his ability to think and learn and be a leader and all that stuff. At that point, it was time to let him go. Right. I made the wrong decision. I got feedback. And for me, it was feedback. He flooded a bathroom. Right. And then I made it. I made a course correction. I fired him and then I moved on. And that's it. And that wasn't even the end of it because then his wife got on. So his wife started messaging me and like telling me how bad of a person I was. So like that wasn't even the end of it, right? I had to deal with all the fallout of that. Would I make that same decision again? Absolutely. And I would have made it on the first day. If I had the same information, I would have made it on the first day. I mean, I wouldn't have hired him in the first place, but had I hired him and I had that information, I would have fired him on the first day and it would have saved me the issue of the bathroom flooding. That's still the right decision. It was still the right decision. 100% was the right decision. So, you know, this applies to everything. Sales, marketing, hiring systems, leadership, production, everything, right? The velocity compounds. So the advantage isn't that you're right more often. It's that you get the opportunities. You get more opportunities to become right. Again, contractor A makes one decision that gets it right. Great job. Contractor B. makes 12 decisions or makes one decision and then has 11 course corrections. And at the end, he gets to make a lot more money, right? So he has more opportunities to become right versus making the right decision. So here's another thing you can do. You can give yourself decision deadlines. This happens all the time at Profit Club. Somebody comes on a call or we get on one-on-one, whatever, and like, hey, I'm dealing with this problem. I got this bad employee. I got this situation. I got to make this decision. I'm like, we go through, okay, what's the pros and cons? What's, you know, what's this and this and this when we have it? What's the timeline for like when this has to be, you know, decision has to be made. Cause not all decisions have to be made like right then. It could be something like branding. A lot of times when we're talking about branding, guys rebranding, I tell them they need to slow that decision down. Remember I told you big decisions, you got to slow down because it's something that has to go through like iterations prior to making the final decision. coming up with a business name, coming up with a logo, colors, all that stuff. We talk about it in the group. There's four or five revisions back and forth. You know, that's a slow process. But if you have an employee who's not doing well and consistently not performing well, and you have a talk to find out if there's anything going on at home and they're either not telling you or they're, you know, they don't, they say nothing's going on, then you have to make a decision sooner than later because of the lost opportunity costs. So you have to make that decision a lot faster. So give yourself a deadline, right? Stop leaving the decision open-ended. Whenever it feels right, I'll fire. Well, it's Brad, it's the holiday. Man, it's two days before Thanksgiving. I don't want to fire him. I get it. I know some of you may think I'm a robot with no feelings. I get it. I understand. I have compassion. Trust me, I do. I'm very compassionate. I have empathy towards things. But in business, as an owner, there's no feelings in business. You cannot have feelings. You cannot have emotions. You have to make decisions based on data. Does that mean you treat people like crap and throw them the curb? No. But if the best decision for your business and for other employees is to let someone go two days before Thanksgiving, that's when you need to do that. You know what happens most of the time when people wait? That employee makes a really bad decision and it costs the company even more money, whether it's brand equity, brand reputation, financial problems. It causes issues with the team. Like there's always something that happens. The second you know that you need to let someone go, you need to let them go. Like let them go. Don't wait until after the holidays. I get it. Trust me, I'm not heartless. I get it. But you have to make the difficult decisions fast, right? So small decisions should take minutes. Most of us know that like, oh, should I put the, should we use a, you know, I don't know, use a PEX here or copper? Like what should we use? Make a decision. Pretty easy. Medium decisions should take 24 to 48 hours, right? We got a problem here. The window didn't come in in time. And now we got to make a decision on what we're going to do, how we're going to process this. Take it home, sleep on it, come back the next morning, fresh mind, make a decision, right? Big reversible decisions, maybe a week. So it's a big decision, but it take a week. That could be firing someone. Now I'm not talking about waiting a week to fire them. I'm talking about waiting a week to make the decision. Once you make the decision in your head, it should be executed on immediately, right? More major irreversible decisions, you take the necessary time. It could be weeks, it could be days, weeks, could potentially be months, but hopefully not more than that, right? We don't want to drag this out. But don't allow we're thinking about it as an excuse, right? Put a deadline on that decision. By Friday, we're making a decision. A lot of times I talk to contractors that are wanting to get coaching their business. I had a call a couple weeks ago with a remodeling contractor doing about $1.6 million. They've been in business for 22 years, and they're trying to make a decision because they're stuck. And I'm like, well, yeah, absolutely. We get some information. I see a clear path forward for them, but they're interviewing some other coaches and stuff. I said, that's great. I have no problem with that. Find the right coach who you feel like is going to be the right one for you, and this and this and this. I said, when is your timeline for making a decision? She said, oh, probably about a month. You just got done telling me that like, you don't know how much longer you're in. And we're talking like potentially divorcing, you know, her husband who's a business partner, like serious problems in the business, but let's postpone it a month of whether or not we're going to hire a business coach or not. That's the kind of decision where the velocity matters. And you're going to have that compounding effect either way. So for them not making a decision and You know, and not making and waiting is the wrong decision. I'm not saying they have to hire me. I'm saying they should hire someone. Make a hiring decision to solve the problems in their business. So when I followed up with them today, about two weeks afterward, when I told her I would, I'd follow up in two weeks. Their response was, well, let's just table it for now. Let's table that decision for now. That's the procrastination part of it. So you can't do that. Like get enough information, execute. Okay. So put a deadline on it and then execute. Right. So here is a challenge for you. I want you to think of one decision you've been putting off for a while. Could be anything. It could be whether or not you're joining coaching. Could be whether or not you're going to hire someone. It could be whether or not you want to buy another vehicle, invest in some piece of equipment, whatever it is, whatever that decision you've been sitting on. And you already know what it is. The second I started talking about this, you guys are already, that's already popping in your head. You'd already know. Right. So the first thing you need to do is you need to give it a deadline. Decide when you're going to decide. Brad, we're going to make this decision by Friday. We're going to make this decision a week from now. We're going to have this decision made by, you know, this certain date or two days from now or whatever. You have to make a deadline date, okay? And if it's a reversible and you've already got enough information, you can just go ahead and make that decision today. You don't even have to really have a deadline. But if it's an irreversible, give yourself the time you needed. Now, if you've already been sitting on this for six months and you already have 70% of the information, you don't need another month to make a decision, right? So for most of you, you probably shouldn't have a deadline more than a week at the most. The only exception is like you had to make it like this happened today of listening to this. Something happened in your business and now you have to make a decision and you're happy to be listening to this episode today. Then yeah, maybe you need a week. But if you've been sitting on this for weeks and months, it should be like one more day and make a decision. All right. Here, I'll leave you with this statement. Speed doesn't mean you'll never make a mistake. You're going to make mistakes. It's inevitable. Speed means you'll make the mistake, then you'll learn the lesson, you'll make the correction, and then three moves ahead, and then B3 moves ahead while everyone else is still thinking about move number one, right? That's it. The velocity of making a decision, adjusting, and moving forward is going to put you way, way ahead of your competition. Way, way, way ahead of your competition. I can give you lots of examples in my own business where this mattered. And that is the first velocity decision that I made was building a website when nobody had websites because it wasn't even a thing yet. So I'm always a, well, they call it first mover, right? So first mover advantage. First person to do this gets the advantage. I had a website. No one else had a website in my town. It was a terrible website. I built it myself. Looked like crap. Back to the day when it was first come out, it was a terrible website. But by today's standard, it was absolutely junk. Like AI could build it 100 times better than it was when I built it, okay? But still, terrible website versus no website. They put me online. People could find me online. That was one decision, the velocity decision that had gave me first mover advantage. Second decision, getting Google reviews. I was collecting Google reviews and most people didn't even have a Google profile yet. Right? It put me in the advantage. I had more reviews than anyone else because I started collecting them sooner. Right? First mover advantage. Third thing I did, I got my vehicle wrapped. When this is before wraps were even really a thing, like they just started doing them. The technology wasn't as good as it is today. There was maybe one other company. It was a pest control company that had wrapped vehicles. No other contractors in my town had wrapped vehicles. They had decals, you know, like the typical corporate decal, but nobody had wrapped vehicles. First one, first contractor to wrap their vehicle. First mover advantage, phone started ringing off the hook. Okay. And then on and on and on. First one to start going live. Some of you guys are scared to death to go live like right now and make videos. I was making videos like 10 years ago. First, I was going live on Facebook like 10,12 years ago when they first started coming out. I didn't know what I was doing. First mover advantage. Started making content. Clients coming to me, hey, I see all your videos. We knew you were the one we're going to hire, right? Again, this was like 10 years ago. I'm not patting myself on the back. I'm just saying always making decisions and moving forward quickly gives you the advantage. Right now, where does the advantage sit? Implementing AI in your business. If you're not using AI, if you're not implementing it, if you're not learning it, you're going to get left behind. And what's scary about AI is the rate of change. Like if you wait two years, it's not going to be like you're two months behind. You're going to be like five years behind because the technology is going to change so fast in the next six months. You won't even be able to keep up if you try to start. So if you're not implementing AI right now, in some capacity, you absolutely should be. Now here's, I'll leave you with this. Being late to the party is always better than never showing up. So even though Google reviews have been around for a decade plus and you haven't collected the Google review, you could still start, right? Doesn't mean you can't do it. Oh, well, my competitor has 300 reviews. I'm never going to catch up. Maybe not, but that doesn't mean that people still aren't going to look at your business. So start collecting the reviews, right? Well, I don't need a vehicle wrap because people know who I am. Bad decision. You make a decision like that and then your phone starts ringing off the hook, right? Your other competition is not doing it either. That's a first mover. It's not really first mover because it's been around, but it's still an advantage even though you're late to the party. You can still make that is what I'm trying to say. All right. So velocity wins. Make the damn decision. That's what I'm leaving you with. Velocity always wins. Make the damn decision. A poor plan executed violently always beats out a perfect plan executed. poorly. So go out there and start executing, guys. Execute, execute, execute. For my veterans, you know what that means. Execute, execute, execute. Guys, you know where to find me. You can social medias. I did change some of my socials. Brad Hebner, going with my personal name. TikTok, it's Brad Hebner. Instagram, it's Brad Hebner. YouTube and other stuff is still a hammer grind podcast. Also, if you haven't heard, we've moved our community over to school. We have a new school community there. Absolutely free to join. We're adding lots of content, lots of resources in there. And we're giving the first 100 people that sign up, join. We're going to give you, not only am I going to give you the ebook version, my ebook, but you also get my labor burden worksheet absolutely free. Typically charge $39 for that. You can have it absolutely free for the first 100 people that join to get in there. That alone is worth the price of admission, even though the price is free. You can get the labor burden worksheet. figure out what your true labor burden costs are, stop losing that money in your business. So school, we'll put the links in the show notes, but it's just school. com forward slash contractor profit blueprint is the URL. If you go to school and you just search for contractor profit blueprint, you'll find it there as well. We're going to be on there. You can always message, comment, you know, I'll help you out as best I can, as much as I can. It's going to be a great community. We're building up. It's going to be phenomenal. So make sure first mover advantage. Right? Don't wait six months, a year to join. Go do it. Make that decision and go do it. It doesn't cost you anything, but the opportunity cost could be great. Could be very great. Right? So, go do that. God, until we talk again, I want you to remember one thing. Profit is not a dirty word.
