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In a world where customer expectations are higher than ever, the success of your HVAC or plumbing business hinges on one thing: a well-trained team.
Jack and John are here to show you how to make it happen. Drawing on their experience and dynamic insights, they reveal the secrets to creating training programs that don’t just do the job — but transform how you do business.
From onboarding new hires to advanced technical and sales tips, they break down the steps to building high-performance teams.
00:00 Introduction
01:30 Technician Training 101
04:10 Starting a Training Program
07:55 Weekly Training and Structure
09:35 Importance of Numbers and Metrics
12:03 Training Behaviours and Measuring Outcomes
13:49 Overcoming Objections
16:20 Adding Value to Training Sessions
19:02 Training Frequency and Consistency
21:32 1-1 Training Sessions
23:44 Technical and Product Training
26:33 Building a Consistent Training Program
30:23 Conclusion
Special Thanks to Avoca
Looking to train your call center and improve technician performance? Avoca AI is here to help your team identify existing issues, improve call quality, and drive results from start to finish.
Click here to schedule your demo today.
Special Thanks to Hatch
Turn communication into conversion with Hatch and its AI Agents, ready to handle follow-ups, reminders, email blasts, and more for your home service business. Save employee hours and book more leads with the power of Hatch.
Episode Hosts: 🎤
John Wilson:@WilsonCompanies on X
Jack Carr:@TheHVACJack on X
Owned and Operated Episode #162 Transcript
John Wilson: Like there's a lot of optimism for 2025 as owners. We always want more.
If your team's conversion rate is half of what it should be, then I'm going to ask what's happening. The bigger we've gotten, the tighter we've gotten our product lines. That's how you start with building a training program.
We're about eight months into using Avoca and Avoca has been an awesome partner for us in our call center. So what Avoca does for us is they do two different things. One. They have their coach product and coach has been helping us do what it says. Coach our CSRs every single day. It listens to every call and uses AI technology to basically pick apart that call and tell us where we can improve.
And for the last eight months, we've been consistently improving our scores, which has been awesome. The other product they have is just conventional booking. And it's an AI tool that books over the phone customer calls in and it either handles overflow as in our phones are full or it does nights and weekends for us.
And a customer will call in and actually deal with an AI agent all the way through booking. And the savings inside call center has allowed us to ramp up our marketing to continue to grow even more. Thank you, Loka. And thank you Tyson for your partnership.
Jack Carr: Welcome back to owned and operated. With your host, the HVAC Jack and John Wilson.
It still gets me every time. It still feels good.
John Wilson: I often can't wait to talk plumbing and HVAC and electric.
Jack Carr: Sweet, man. Well, let's, let's dig in. we wanted to touch base today on training. Was there any specific kind of training that you wanted to hit on?
John Wilson: Yeah, so what I wanted to talk about today, I, this has come up just in the couple of the groups we're in. So I thought, I thought just a 101 on how to do technician training, how we think about it, what to talk about, when to talk about it. I thought that'd be an interesting discussion to sort of like, Hey, I want to do more training.
Great. What now?
Jack Carr: Yeah. Do you want to start off? I will give how we train because it's definitely suboptimal to where you're going to be. And then how you would do it differently. So we do, departmental trainings twice a week. I guess you want to start on, do you, do you start on new hire? I guess that's probably the better place to start on initially.
The background is going to be shaped by the new hire process itself. so taken from you, we do our interviews. We have a ride along work day with our team to make sure that this person has the basic skill set, has the basic attitude, is, is willing to get their hands dirty, do the work that's necessary, so they do a ride along day, then follows in a week of training and that week of training starts off with day one being service titan training in depth on how we are How we do the systems and how we, how we do service Titan and all of the subsequent, needs of our business and our expectations for them, followed by then twice weekly trainings after that week ride along.
Oh, excuse me. I, I jumped ahead. Then the other four days of that week, they're doing a ride along training with a, our senior member of, HVAC or plumbing, who is given a sheet of things that they are grading them on essentially. We get that sheet back and then we determine if they made it. Need more training, another week in the van to really figure out if they're going to make it or they get their own vehicle.
So one week of onboarding training and then it becomes a twice a week. Once a week is is going over numbers, how we did last week, did we win, did we not win, and then on Fridays we do another training which is sales based. Hey! We're going to go through role playing. We're going to go through, different scripting, how you deal with these scenarios.
And so that is the extent of our training is, is really three items. It's onboarding and then twice a week numbers. And sales.
John Wilson: I feel like that's good.
Jack Carr: Really?
John Wilson: I think the, the place to start: I want to start training. What do we do? So like you had that question at some point and you decided, Hey, our onboarding isn't robust enough.
So I'm going to create this week long program of like, here's how to use service Titan. Here's how to use Divi years at a clock in clock out. Here's how the price book works. so I agree. It's like setting them up for success off that route. That makes total sense to me. And then as you get going, you develop a cadence of, yeah, sales or ticket training.
We've done a bunch of stuff. we've tried a lot of different things and it really depends on like the maturity of the team. Some, sometimes we do role play. Sometimes it's more indirect role play. So, like, we'll pull a Ciro or Rilla recording and we'll listen to what happened on that call and then give each other feedback.
and that tends to be pretty impactful. We'll do invoice reviews. And I think where I was hoping to start is maybe a company does a training once a month or, or no training at all. And they're like, how do I begin? So, how did you think about beginning?
Jack Carr: So, we think about beginning because we had a, a point in time very recently where techs weren't meeting standards and you can probably go back and listen six months ago and you'll hear this point somewhere right around pre summer to going into summer, maybe June, April, May, June, and the techs weren't performing.
And we said instead of blaming them for non performance, because when you're so small, all you're doing is trying to get someone out in the field because you can't afford to. to keep them into training, but realistically it feels that way. I think at the end of the day though, you're wasting your, your leads.
You're wasting really good leads that are high ticket value, which are going to allow you to grow and allow you to do more training, because you're not training them, so they're not putting in opportunities. But that's because you as the employer didn't set those expectations from the gate. So that's where we, we started and the first step was to say, okay.
Let's start with bringing people in so that they know their numbers, they know where they are, they know where they're winning. That was the first thing. That was our first weekly training is touching base for 30 minutes a week. We have to at least do that. And then after we got past that point, that was great.
Now the techs know if they're winning, they know if they're losing, there's a bit of a competitive spirit that they are utilizing against each other. And it's, it's more fun. They're getting to know us. We bring in breakfast, whatever. the case may be. And then we said, okay, that is extremely helpful. But the next step is they're asking now, Hey, my number's this, you're expecting me to be up here north of that.
Like, how do I get there? And can we get training? They were asking us, we need sales training. Yeah. We want to reach our goals. We want to get those benefits and the commissions show us how. And so that's when we started that, that secondary training day. And then we said, well, we need to now wrap all this up of what, you know, is the, the key and entrance points for all of these items that we're requiring.
And we need to put that now on the very front end so that from day one, This is now the culture versus trying to change the culture midway through so much harder. And so that's how we got to where we are today. And it's through a lot of conversations on this podcast with you. Yeah. Cause I would imagine you, you do it somewhat similarly.
John Wilson: Yeah. I mean, ours is pretty similar. You know, we started at seven, eight years ago at this point, it started with a once a week huddle and, still what we call it. And now it's more developed. You know, some teams have one training a week, some have three and it really just depends on like what's going on with that team.
But yeah, they, they're going to deep dive into numbers, they're going to do sales objections, videos. They're going to do a lot of stuff. I think when you're thinking about planning the training, the important thing to cover is that it's really the same stuff over and over and over. And. And it's not because I think when we first started, I remember it like four years ago, we're like, all right, we want to really take training seriously.
So let's, let's plan out the next year of training because we want to be able to hold our managers accountable to doing trainings, which we still believe in that. It's just, what we found was. Really, all we actually need is like the next eight weeks, and then all you do on week nine is do a week one again.
So you're talking about like 20 different topics, and really, you're talking about five different topics in four different ways. So it's 20 total, but you know, conversion rate, you've got a million different ways to take conversion rate. But I think, I just think it's like a simpler process. So we started, I think the first one was probably like 52 straight weeks or 26 straight weeks of like a totally different topic every single time.
And we've landed now on like, I think it's week 12 or week 13. It's a rolling 13 week calendar. So at week 13, we just like start again.
Jack Carr: So if you were to go back in time though and talk to yourself, you know, circa 2019, 2020, what would be the advice you would give yourself on starting those first initial trainings?
Either a, like what makes the training actually meaningful while you're doing it? How do you structure these trainings so that they are high value to you guys? The team, what, where would you focus, would you focus on their numbers, would you focus on actually like the objection in the sales portion? Where do you think that the first training should start?
John Wilson: I mean, the first training I think is how do you read your numbers and like, what, what are we looking for? Like, what is good? Cause I think that's a, that's a big one that honestly is, complicated. I think is, you know, as owners, we always want more. So. You know, often our teams will be like, Hey, what's the goal?
And I'm like, the goal is more like the, you know, the goal is always more, but they're like, okay, but like, we need a number that we can tire, tie ourselves to here to know that I did a good job. so as an owner, we always want more, but like people need to know if they've done a good job. Like, so I think getting really clear about like, Hey, this number is a good job and like how to read your numbers, how to look at them.
I think that's just consistency of reporting and conversation.
Jack Carr: Well, and so how did you get that? Is there any kind of rule of thumb? Cause I'm trying to not, you know, jump over stuff. Open
John Wilson: sharing, scorecarding, talking in the onboarding. We talk about your scorecard on service Titan. but like being very open with numbers, like our, you know, you can walk around our office and there's dashboards everywhere, everyone can see everything and we're adding more.
not every, not every day, but every month we had, we had more data, so we all understand and we increase visibility. so like now daily gross margin and daily net margin is public information. Like you just go, go walk up to the TVs and like, there it is. We're getting ready to add, You know, this is, this isn't tech focus, but just sort of the level of clarity.
We think we're getting ready to add an HR dashboard for like, here's how many inquiries we've received. And here's how many we've answered, or here's how many customers we've contacted in the last 24 hours to collect money, or here's the dollar amount of money. And those are going in hallways. That's like going up on a TV so we can hold our support team.
to the same level of kind of, of accountability that we hold our field team. So I think, Hey, here's what's good. And then display that information. Absolutely. Everywhere is the answer. Like, you know, Hey, it's everywhere. We're going to talk about a nonstop and make that a part of your culture and public, public dashboarding, I think is the easiest way to do it because at that point is, is a part of your culture.
Like people are going to look at that wall and they're going to be like, interesting.
Jack Carr: Yes. And then, so, so the first step is Make time make time for these meetings. They're important.
John Wilson: Yeah, so you make time for the meetings and then you start like hey What are the things that happen and this is like you can do this for call center You can do this for whatever but how do we train the behaviors and then how do we compare them against the outcomes?
So the behaviors are like, how are we going to show up to the house? How are we going to dress? How are we going to drive our trucks? Where are we going to park? How are we going to greet? How are we going to like handle exploring? How are we going to explain options? How many options? Those are behaviors.
The outcome is your sales, your conversion rate, your number of options and your total sales output. So you like compare those. Here's how we're doing in trainings to here's what and here's what those trainings resulted in and it's just that cycle back and forth. So, okay, our conversion rate is low and plumbing or in the thirties.
We want to be in the fifties. What do we do? okay, well, it's conversion rate and number of options look good. So that means. We're not handling objections very well. It could be pricing objections, could be any type of objection. So we, we really hone in on objections for a couple of weeks. So you can deviate from that 13 week schedule a little bit based on like whatever the current need is, but really it's always like, what's the average ticket and average ticket.
Just means how much are you selling and conversion rate is are you selling something on every job like it's those two things and that's most of what we're going to focus on and then recently we've added more technical training because one we we want to be good at our jobs and two, we would. You know, people sell or they talk about more options that they understand what the option is.
Jack Carr: Mm hmm. And so what, when, when you're going in there, I mean, this is a lot for anyone new who's listening is like, I don't do trainings now have to do behavioral and figure out like how as an owner, how to understand overcoming objections and how to understand that this means that.
So I think like you do a topic on like, here's how to overcome the service fee objection. Yeah. Here's how to overcome the, your price is too high objection. Here's how to overcome the next available. Like when can you do it? Objection. So I think you can do it by like micro topic. So that's what I said, like, Hey, it's probably 20 trainings, but really it's five topics said in four different ways, four different ways to say conversion, like dealing with objections.
Then the next one could be like how to, how to explore the home and like ask open based open ended questions to try to understand the need of that customer. and that could be, okay, here's a training on lifestyle questions. Here's a training on who lives in the home. Here's a training on their current mechanical systems.
And again, you just have three different ways to attack the same problem.
John Wilson: Earlier this year, we started an outbounding campaign and we really didn't know where to begin. So we were using dialing on the phones. We were sending text messages. We were trying emails. Tried a couple different softwares and ultimately we ended up with Hatch.
Hatch has been an awesome service. awesome partner for us. We started with them about five or six months ago, and we've just continued to ramp. Every month we add three or four more automations, and my personal favorite thing about working with Hatch is Hatch comes out of the box ready to go. With Hatch you get automated multi touch outreach across text, voicemail drop, email, and a ton more.
So every single lead that you have gets worked, every invoice that you leave gets retouched and rehashed, and it's freaking awesome. Check out usehatchapp.com
Jack Carr: So as you're going through these trainings, right, you, the owner or the trainer, manager, HR, whoever's available to do these, at these, at everyone's company is putting these together.
They're trying to be one step ahead of the text to give them value. Do you have any advice? As that you're going through the actual structure of the training itself, you bring them in, you set them down, you bullshit for 10 minutes, and then you're on to like the actual structure of the training itself.
Is there any advice to making them extremely effective? Because I know a lot of times what we had to curb very early on was this, this, I don't call it banter, but like this back and forth where with very little, actual value in the training. Yeah. Right. Somebody argues and then that argument goes and just continues.
Well, we can't do that because of this and da da and then you go back and forth. How, how do you, do you, is there any books that you use? Is there any kind of resources that you use that help you to structure trainings really well? Any advice there?
John Wilson: I think most of it's like, who's doing the training. that seems to be the biggest differentiator and honestly, like the best way to do it.
This might be a little bit scary, but ask your team. Like we ask them for feedback. We got this from Chris Hoffman, but just like, Hey, was this a good training? Like did we do good? Did we answer your questions? Do you feel like you got value out of it? Was it worth the drive? We really honed in on that and we tried to get, we tried to improve and take that feedback and improve and I was still early in it, but yeah.
I think who's doing the training was the biggest lesson because we had people that would permit that for 30 straight minutes. And then we had other people who would just sort of corral it and then get the training on. And that was a, seemed to be a person by person. So my point there is I would lean into your strength, lean into the strengths of your team of like, Who does this really well and who just doesn't
Jack Carr: and I know we've talked about this before but also I mean Where where it helped me in terms of those trainings and to get to a point where they were actually becoming valuable was eos understanding how to do a training and how to I mean, frankly take objections and take questions from your employees Put them aside to continue the training to get the points across and then go back and solve or however, you want to handle those but making them highly valuable with time frames and with any kind of follow ups necessary.
I think that that's an important part to making it effective training, at least on our end, what we find is that high level of structure dissuades, kind of the monkeying around to some extent.
John Wilson: No, that's, honestly, that's a good idea. We don't do it exactly like that. Something that we're getting ready to do.
And this was a move that we saw from a shop visit two months ago was we went to the shop and they start every meeting the exact same way. And that's in my next 90 days. That's one of my like tasks to complete is every meeting starts the same exact way. So it's like, You start with like some to review shout outs, you go through the core values real quick, you give a shout, a quick shout out to somebody that like live those core values.
And it's a literal slideshow. And every meeting starts the exact same way, which kind of aligns with what you just said. And I like that because it like, I think, I think what it does over time is it gets you in the mode of like, okay, we're in meeting mode. Like we've done this five things. Yep. We're aligned on this.
Yep. I'm totally on for the VTO. Makes sense. So yeah, we, we sort of backed into it from a different way though, but I do like that a lot, that level of uniformity.
Jack Carr: Yeah. And so, so we have those trainings. Well, we have the two separate trainings. How many times are you training? You said multiple for some departments, maybe one for other departments, and is that based on the needs and the wants of the technicians?
Who's dictating how many trainings they're getting?
John Wilson: We will typically leave it up to the manager, unless that team is suffering, then we stop leaving it up to the manager. But we'll typically leave it up to the manager, and if the team is succeeding and hitting their targets, I'm, you know, I'm not going to ride them.
But if your team's conversion rate is half of what it should be, then I'm going to ask what's happening. Like, hey, what's your training plan? What are you doing? When it's, when the team as a whole is succeeding, then there's always going to be like one or two people that need more help. Then we go personalized.
So we do this, That's interesting. And, and I, I personally do this. Yeah. So every Monday afternoon, I spend a half an hour with each frontline, like department plumbing, HVAC, electric drains, and we go through their KPIs for the previous week. Hey, here's what happened. your guy did this. His conversion rate was this.
Average ticket was this. What's going on with this guy? when was the last time you talked to him? Is there something going on with his personal life? Is there like something professional? Has he been struggling a lot? Like, did he follow the process? How many times did he contact you for help? And we just sort of unpack it.
And usually what ends up happening is we, we force a ride along. Okay. Hey, this guy, like, what do you think you're going to do about it? Here's the results. This is what happened. How are we going to support this guy? How do we like help, you know, keep him improving? And, our, our manager's going to ride along and they, they help out or sometimes he's like, I don't think a ride along is necessary.
Like, I think he's good. We're just going to talk to him. I'm like, great. We'll try that. And if it's not improved next week, then we're going to do a ride along. So like you tell me.
Jack Carr: Yeah.
John Wilson: but I think a weekly, Touch base and making it like we don't need to make one person's problem a group problem. So if one person's struggling for some reason, like we've had, you know, it's a big business.
So people have a lot of personal stuff going on every, any given time somebody's. parent is really going through something or somebody's kid has really gone through something. And so like we just try to handle, handle that on a personal basis. But if the whole team is underperforming, then we're, we're going to start.
Yeah. Then we're going to start what's going on with your trainings. When was the last time you had an objection training? How are you talking about options? What's going on?
Jack Carr: And so, so from an individual training perspective, still managers to individuals and on an as needed basis, correct?
John Wilson: Yeah.
Jack Carr: Okay. And then with that, I mean, I guess is, would you consider a one on one training and then how often do you, are you requiring managers to, give one on ones to front line staff?
John Wilson: it should be weekly. Okay. We are not as consistent as we should be on that. And that's a big. That's a big area of focus for us.
Jack Carr: Yeah, it is for us as well. We do it in plumbing pretty well, but in HVAC, it's, it's, non existent. So we, we're working to streamline that across. Interesting. I mean, it's a, it's a lot, but I think at the end of the day, training is as much as nobody wants.
to spend that time and that money to bring people in that's not revenue generating. You know I reiterate like, the amount of, the amount of returns we saw off of that training and those training exercises is so extremely valuable. People who don't have the training and who are not performing, you're wasting, you're wasting money.
I mean you really are, you're wasting those calls, you're wasting those leads, and you're not getting performance at the end of the day. And it's, it's, it's, Not doing, you're not winning as a team. You're not winning as an individual and the customer's not winning because they're not getting the best service possible by a trained individual.
John Wilson: And I think like if you're just getting started off in training, I, I just don't think you have to overcomplicate it. Like pick three, four topics and you can repeat 'em. Like right now we're on a six week training with HVC service. And it is literally four topics that we're repeating for six straight weeks.
That's it.
Jack Carr: yeah.
John Wilson: I think we really want to overcomplicate it and make it brand new or whatever, but like, it just doesn't matter. Like, this is the, this is the four things that we have to talk about. And at the end of six weeks, you have to know it. you have to know how to size, you have to know how to call by call, you have to know how to do these things, which the whole team is systemically struggling with.
Jack Carr: With those trainings, are you focusing especially like this instance that you're talking about? Is it focused primarily around the sales portion or is it technical training? Do you offer technical training on the back end?
John Wilson: We're doing a ton more technical. So that's been an area of focus. I would say it's by trade.
We're trying to make it more systemic because really the managers run the training, but we asked for a survey. We just did a survey of our team of like, Hey, what do you think of our benefits? And like, if you could add something, what would it be? And most requested was more technical training.
Jack Carr: Interesting.
So like, can, sorry, this is purely selfish here and now asking, but like, what kind of technical, like, can you, can you give examples of what kind of technical training you guys are moving into?
John Wilson: A lot of it's product specific. I mean, with HVAC, a lot of it's been refrigeration focused. Like we're doing a refrigeration changeover right now.
Yeah. We've got to know what's up. Like, that's a big deal. That's a really big deal. like, oh, we've got the new fire alarms or whatever inside the, inside these, systems. We need to know what's up. So that's a big area of focus for water. It's okay. What's, how does water quality work for water heaters?
We just switched water heater, water tankless water heater brands. How's it work? Like literally how does it work? different, like it has a different type of condensate and our installers need to know and our sales people need to know so they can sound intelligent when they're talking about it. so pretty product specific stuff.
Jack Carr: And then, so now, now circling that back. Yeah, that does circling that back, back to the, the kind of hiring process. So when you're doing the hirings now, if you are offering these product level, You still are requiring on hiring that these individuals have a decent background in HVAC. And then you're just giving them specialized, not generalized knowledge and specialized.
Yeah. Like
John Wilson: here's the specific products that we install because we've, the bigger we've gotten, the tighter we've gotten our product lines just because it's easier. So yeah, that, that's been an area of focus for us. It's really
Jack Carr: interesting. I mean, that's neat because you know, when, when I think about technical training, what scares me is right.
You should be able to. higher out the generalist portion. If you, if your technicians in HVAC are having trouble with refrigeration theory, you know, maybe a refresher course doesn't hurt, but to be giving in depth trainings on, you know, how does a, you know, a heat coil work or how does a contactor work?
I'm, I'm thinking that, you know, that's a hiring problem, not a training issue, but it sounds like what you're doing is completely wrong. Not that it's, it's products only, and how does this new, these new items work, which makes sense because you want the text to be We do want to
John Wilson: add, we do want to add a live fire lab to do more of what you just said, because I feel like that would help anybody sharpen up their skills.
Jack Carr: Yeah.
John Wilson: Like heat exchanger breakdowns. Here's how you identify cracks, you know, cause you want to be able to do a good job. Like we want to be good at the thing that we're hired to do.
Jack Carr: We, we had something like that. A live fire, the live fire box. When we got to, when I was working at free delay and it was this giant box and it had like six different electrical tests in it.
Like how to, how to set up the Y and all this kind of stuff, how to wire up a three phase motor. And that was like the first thing they touched before they even got hired was making sure that the individuals know. They're basic, electrical skills. So, interesting. I mean, that's extremely helpful. I highly recommend anybody out there who's not doing trainings regularly to make the time.
It's hard. It is so hard. And I'm not, I'm not someone who's going to pretend like it's not. Because stealing that time away from running,
John Wilson: it's
Jack Carr: hard, you know,
John Wilson: planning it out and like, and that's why I think you take a few hours and like, you just build a program.
Jack Carr: Yeah.
John Wilson: And that's why I'm going to really like push for that.
Because if you build a program, it's like, Hey, here's our 12 week program twice a week. Here's the links to the videos. Here's the links to any like paper forms that you print out with it. Yeah. Just do it once. Yeah. And then you're done. And then you go in and you open up, you click the video. Boom. Here we go.
Here's the talking points. The problem
Jack Carr: is not, at least for me, John, the problem is not that the problem is like, Hey, I got to call at 7 a. m. And we got an active water leak on this just super juicy call and all the plumbers now. They're sitting in a training for two hours or an hour and 10 minutes plus drive time.
So or we have a down 10 year old HVAC unit, we need somebody over there ASAP or we're going to lose the call. And at the end of the day, like those juicy calls are, you know, we still will skip trainings on call by call because of that. If it has to be that, that juicy. But in general, we've said, Hey, you know, It's not worth it because the time that that goes into training, yeah, that's one call, but they have another 15 over the next two, three days.
Like those 15 are going to be more important than that singular call.
John Wilson: Yeah. I mean, I, I think so. And I think, yeah, I mean, you can go even for like, we have eight people right now at a Nexstar training for basically the whole week. And like, obviously eight people's a lot, It's like two people from each department.
It costs Nexstar a lot. Yeah, yeah. I was saying that to somebody the other day. Like, I do think Nexstar is the right answer above a certain point. Yeah. I was talking to someone about that the other day. It's like, I don't remember what Nexstar is. Probably like 30 or 40 grand a year or something. But, On top of that, we easily paid 80 to 100 grand additional for training, like easily.
Jack Carr: I puked in my mouth a little bit.
John Wilson: Yeah, but I mean,
Jack Carr: no, I know, I know it's, it's the same concept, right? It's like really good training to be able to get an employee to a spot where they can convert.
John Wilson: I mean, we have eight people that are gone, This week, and they're going to come back and probably double, they're going to like permanently double basically, because now what's going to happen, and this is how this gets even more impactful.
So you get into this training rhythm. So then onboarding people onboard into this awesome rhythm that you have. And then when you do one time trainings where like people move up a level, you're ongoing and consistent training. Like, they get more out of it. So, like, these eight people are going to go to these trainings, they're going to come back, and they're going to get more out of the trainings that you're already doing, so they'll never regress.
Whereas, if you send people to these, like, I hear about people going to these one time trainings, and then they never follow up with another training. And they regress and they're like, Oh my God. Yeah. The first month was amazing. They did awesome. I was like, well, what did you just do to support him after that?
Nothing. Then what are we doing here? You know?
Jack Carr: Yeah. I mean, it's like anything else you don't, it slowly falls off. You don't use it, you lose it. And then they regress back to initial points. Whatever the mean was.
John Wilson: Yeah. Well, that's how you, that's how you start with building a training program. So you make it simple.
Same five topics, 12 weeks, eight weeks. Like you can do six weeks. You can do four weeks if you want. Just repeat it once a month. people have to hear stuff seven times for it to get in. By the seventh month, they'll be maybe tired of the training, but I bet not because you will add more people. People will have different perspective and just document it.
Jack Carr: I love it. I mean, we started it, like I said, based on the talks from this podcast. I think if you haven't started today, get it ready to go. Nothing crazy. Just. make it a habit. We're meeting, we're talking about training, we're talking about our goals, who we are, where we are, and, how we're going to overcome those objections in the future.
John Wilson: Thanks for, checking us out. Check out ownedandoperated.com if you want to hear more. That website is starting to get a lot more traffic, which is kind of fun. I think we're at like a few thousand hits a month and I'm just like, where are you guys coming from? That's pretty cool. Follow us on the Facebook group too.
Facebook group is awesome. I've been more active in there. Love it. Really good groups of people in there. So.
John Wilson: Yeah, I think we're about to cross 700 there.
Jack Carr: Yeah, lots of question answering. I think it's a very, very, very helpful.
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