“The way you do pest control is uniquely you. So, how do you transfer "You" into your systems and processes and make it repeatable, so that the essence of your flavor remains in service?”

- Jake Claus

Introduction:

Welcome to a course tailored for One-Man-Show PCOs looking to grow their businesses efficiently. Jake Claus, President, Founder, and Co-Owner of Natura Pest Control in Vancouver, Washington, shares valuable insights to help you delegate tasks, expand your operations, and maximize your time effectively.

Dive into essential strategies such as expansion philosophy, service protocol development, technician hiring, and leveraging "CAN" reports. Let's propel your pest control business to new heights together.

With that said, here are 4 major components to consider in the next step for the One Man Show PCO! 👊

1. Expansion Philosophy

 Entrepreneurship often confronts the challenge of the comfort zone—a safe space where control reigns but dreams stagnate. For sole Owner/Operators, this zone encompasses the tangible tasks and decisions within reach. However, the next phase of growth, often marked by hiring employees, demands stepping beyond this boundary. As the business expands, so does the comfort zone, serving as a guide for further advancement. Crucially, this growth hinges on cultivating leaders within the organization, empowering them with responsibility and trust.

Embracing this philosophy transforms entrepreneurship from wielding power to empowering others. In my journey, it was my wife, Jana, who illuminated this principle, leading to the attraction of top talents in our industry. Expanding your business isn't just about hiring; it's an opportunity to foster leadership, mutual growth, and learning. As you empower others, you'll find yourself evolving alongside them, enriching both your business and your entrepreneurial journey.

2. Creating Your Service Protocol

As your pest control business grows and you bring in new technicians to serve your customers, maintaining the quality of service becomes paramount. Your established methods and procedures are the backbone of your reputation, and ensuring these are upheld is essential. Merely instructing your hires to replicate your methods isn't enough; you need comprehensive guidelines in place. These guidelines serve as a blueprint, ensuring consistency and excellence across every service visit. But what's the difference between a procedure and a guideline? Procedures detail specific actions in a set sequence to achieve a particular outcome, while guidelines offer broader policies allowing some flexibility in execution while staying within defined boundaries. Having clear protocols not only preserves your service standards but also lays the foundation for scalable growth in your business.

3. Hiring Your First Technician

As you contemplate hiring your first employee, it's natural to have a barrage of concerns. Questions about trust, reliability, and the future may flood your mind. Yet, these apprehensions are part and parcel of business growth. Embracing them, rather than letting them hinder progress, can actually propel your expansion forward. Sure, finding the perfect candidate may feel like searching for a needle in a haystack, but have faith that the right fit will emerge at the opportune moment. From personal experience and discussions with industry peers, it's evident that the right people often appear when you least expect them.

Instead of fixating on their potential shortcomings, invest your energy in their development. Training and fostering a sense of ownership and engagement in your team can yield remarkable results. Take our recent weather-related setback, for example. Despite facing unexpected challenges, our employees displayed unwavering commitment and initiative, eager to pitch in and ensure the company's success.

Cultivating this mindset from the outset pays dividends in the long run, fostering a culture of dedication and collective achievement. So, while uncertainties may linger, viewing them as opportunities for growth can be the catalyst for building a resilient and thriving team.

4. Roles of your First Technician/Setting Them up for Success

When bringing on your first technician, it's crucial to view their role as more than just a service provider. As the face of your company, they represent your brand and embody your values in every interaction with customers. Recently, we had the opportunity to acquire a customer base from a local One-Man-Show operator, and it was during this process that we truly appreciated the importance of trust and loyalty in customer relationships. Each client was not just a number but a friend, nurtured through years of genuine care and attention.

Transitioning these relationships to our new technician required delicate handling and a deep understanding of the bond formed between the previous owner and his clientele. While it's essential to convey to your new hire the significance of these connections, it's also realistic to recognize that their level of care may not match yours initially. Just as leaving your child in the care of a relative may evoke mixed feelings, entrusting your customers to someone new requires a leap of faith tempered with clear communication and ongoing support.

5. Utilizing the “CAN” Report

Now that your new hire is handling the bulk of fieldwork, you might find yourself with a surplus of time. But how do you make the most of it? The key is to prioritize tasks based on importance rather than busyness. Remember, the goal of expanding your business is to increase revenue while reducing the time spent working. There are numerous resources available to help you manage your time effectively, such as Stephen R. Covey’s Important/Urgent matrix and Dan Martell’s DRIP matrix from "Buy Back Your Time." However, I want to introduce you to a simple method I've adapted from my experience as a firefighter: the C.A.N. report. This report, which stands for Conditions, Actions, and Needs, provides a concise overview of what requires your immediate attention in your business. Much like in firefighting, where the Incident Commander seeks a CAN report to assess the situation, you can use this approach to evaluate the current state of your business. By tracking Key Performance Indicators (KPIs) relevant to your business size and goals, such as customer cancellation rate, lead generation, revenue, and service efficiency, you can quickly identify areas that need your focus and determine the necessary actions to take.

Other resources to help you get started