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In this mastermind session BioClean Systems operators Tyler Schake from T&T Mobile Washing in Kearney, NE and Nate Farrier from Northern Lightning Wash in Northern Michigan shared their real-world strategies for cultivating strong company culture, navigating tough hiring landscapes, and driving leadership excellence. The discussion offered actionable advice for operators looking to build enduring, high-performing teams.
Here are the key takeaways from the conversation on leadership, hiring, and culture.
Core Values: The Foundation of Strong Company Culture
A strong company culture starts with clearly defined values. Tyler emphasized the critical role of core values in both the hiring process and subsequent employee reviews. By contrast, Nate discussed the strategy of using anti-values—identifying what the company absolutely isn’t—to help articulate positive company values.
Both operators stressed that cultural fit is paramount. Nate uses specific, value-based questions during interviews, while Tyler relies on his existing team to act as “cultural police,” ensuring that new hires align with established standards. Furthermore, the group agreed that maintaining culture requires consistency: setting a clear, low level of acceptable behavior and holding all employees accountable.
Streamlining Hiring: Consistency and Overcoming Obstacles
To maintain a steady pipeline of talent, Tyler and Adam underscored the necessity of a consistent interview schedule. Tyler’s team aims to conduct three interviews every week, recognizing that not all candidates will attend.
The operators acknowledged the rising challenges in recruitment, particularly due to strict employment criteria like background checks, drug testing, and insurability. To counter these obstacles, the team collectively committed to sustained advertising efforts and heavily relying on employee referrals. On the topic of referrals, Nate shared that they have successfully replaced cash bonuses with alternative rewards like Paid Time Off (PTO) or high-value items like TVs, finding them more effective in driving engagement.
Leading by Example and Boosting Employee Engagement
Effective leadership is about setting the standard. Nate and Adam agreed that leaders must consistently lead by example. Tyler added that as leaders and businesses expand, their focus should shift to teaching others how to lead by example, fostering decentralized leadership.
Nate also demonstrated a commitment to transparency and accountability by using project-tracking software. This tool allows his team to see his current tasks and milestones, providing a clear example of operational transparency.
When it comes to recognition, the discussion highlighted the value of positive reinforcement. Tyler focuses on “catching employees doing things right,” while Nate detailed various structured and spontaneous ways they reward and recognize employees, including onboarding gifts, quarterly awards, and spontaneous shout-outs, all of which positively impact team morale. They also emphasized the importance of ongoing coaching and mentorship, noting that they utilize operations coaches and provide development opportunities for team and production leaders.
Fostering Community and Adaptability for Growth
Building a sense of community is vital, especially for teams operating across spread-out locations. Nate shared his approach to quarterly team activities, which mix all-day meetings, leadership exercises, and community engagement events like volunteering and cooking classes. Tyler mentioned simpler, less structured efforts, such as cooking for his staff and organizing group meals, to foster camaraderie in their challenging work environment.
Finally, the operators discussed the need for culture to adapt as a business grows. Nate shared a valuable lesson learned: implementing a policy where employees must train their replacements before being promoted. This ensures continuity and prevents the instability caused by a missing second-in-command. Tyler concluded by stressing that when making tough decisions during growth, operators must anchor themselves to their core values to remove personal emotions from the equation, ensuring decisions serve the long-term health of the culture.