Latest / The Inspired Stories Podcast / The Power of Faith: Carrie Charles' Business Blueprint | Staffing Series

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The Power of Faith: Carrie Charles' Business Blueprint | Staffing Series · The Inspired Stories Podcast

0:04
Welcome to another edition of Inspired Stories, where leaders
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share their experiences so we can learn from their successes,
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how they've overcome adversity, and explore current challenges
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they're facing. Welcome to another edition of
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the Inspired Stories podcast, where leaders share their
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experiences so we can learn from their successes and be inspired
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by how they've overcome adversity.
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My name is Anthony Cotespotti and today's guest is Carrie
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Charles, CEO of Broad Staff, which is a full service national
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staffing firm specialized in providing workforce solutions
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for telecommunications and information technology and
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growing into the energy sector as we speak.
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Founded in 2015, Broadstaff is a private woman owned and veteran
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owned small business with a team of industry trained recruiters
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and leadership with over 30 years experience in wireless,
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OSP and IT. They know the industry, they
1:01
know people, they understand their clients needs and they
1:04
invest in their people. And they have innovative models
1:07
that reduce churn, capital outlay, boost employee retention
1:11
and lower fee losses. Their AI platform gives clients
1:15
access to millions of skilled candidates, some that are never
1:19
seen in resume databases. Carrie herself is AUS Marine
1:23
Corps vet. She was Tampa Bay CEO of the
1:26
Year in 2021, Tampa Bay Businesswoman of the Year.
1:30
She's the host of 5G Talent Talk podcast and an industry keynote
1:35
speaker. Now before we get into all that
1:38
good stuff, today's episode is brought to you by my company,
1:42
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To find out if your company qualifies, contact us today at
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Add Back benefitsagency.com. All right now back to our guest
2:09
today, the CEO of Broad Staff Global.
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Carrie, I appreciate you making the time to Share your story
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today. Hi, Anthony.
2:16
Thank you for having me on the show.
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I'm super excited. So Carrie, first of all, a happy
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belated Veteran's Day to you as we're recording on November
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13th, just a couple of days after the holiday.
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Thank you. Thank you.
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And the Marine Corps Birthday. Is that right?
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Yes, one in the same. All right, tell me a little bit
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about your experience in the military.
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Boy, that's a that's a long story, but I'll make it really
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short. So, and a lot of people ask me
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about this. It's interesting because I
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joined the Marine Corps on a dare when when I was younger, I
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had, it's crazy, I know. I dropped out of college because
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my father passed away and it really just sent me into a major
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depression and, and I, you know, I was lost.
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And so I got involved with the wrong crowd and just going in
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the wrong direction. Dropped out of college and I was
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in a parking lot 1 day and a Marine Corps recruiter came up
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to me and my friends. I was there with some friends
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and, you know, all dressed up and, and he talked to us and he
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said, you know, talk to us about the Marine Corps and wanted us
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to come over and learn more. And my friend looked at me and
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she's like, you could never do that.
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And I said, really, well, watch me, I'm going to do it right
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now. And I really just walked over
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and joined the Marine Corps right then and there.
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It was crazy. I went and I had really long
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hair and I got all my hair cut off.
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Like that day I called my mom and I said I just joined the
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Marine Corps. And it was really something that
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saved my life, though. It really, really was.
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Wow, that's that's quite an endorsement of the experience.
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How long were you in the service?
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I was in about a little under three years and that's a whole
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other story too. And I did get out a little early
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because I was a witness in a court martial.
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OK. And so was this by your choice
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or not? It was.
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To to to exit early. Yes, it was.
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It was because I was a witness. I asked that that I I said OK,
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I'm ready to go, got an honorable discharge and moved on
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with my life. So.
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So what did you notice differently about yourself
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coming out of the service as opposed to when you first went
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in? Oh my goodness.
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I was unbelievable the changes. I did not have a lot of
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discipline when I was younger and just just from the way I was
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the, my life, as you know, a young person, I just, I don't
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know it. I was just very, very different
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than I am now. So when I came out of the
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service, I had incredible discipline.
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It's gave me, I mean, the ability to accomplish things I
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never was able to accomplish before.
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The other thing is, you know, do the best with what you have.
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And so no matter where I am or, you know, what I have at my
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disposal, I can pretty much figure it out, right?
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So I'm probably one of those people that could be dropped on
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an island somewhere and learn how to live and build a house
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and fish and you know, but the other thing is, is about team
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and working as a team and leadership.
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You know, I learned a lot about that as well.
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So the Marine Corps gave me a lot, but mostly it was just
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knowing that I can pretty much do anything and get through
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anything that life hands my way. Showed you that you're strong
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and courageous. Yes.
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Maybe in a way that you didn't realize going in.
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Yes, definitely. So what's the path that got you
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to starting Broad Staff? Did you have a background in the
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staffing space before you started your own company?
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You know, I didn't. It's interesting because in the
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Marine Corps I chose telecommunications as an MOS,
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and so I had a little bit of telecom background.
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But when I, you know, when I got into staffing, I'd never been in
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staffing before. I really had never been in
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technology before and it and, or telecom, it was all brand new
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for me. And what happened is one of my,
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our, our, one of our investors, he brought the opportunity to
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me. And at the time, I was working
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in another role and I had my own company.
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But he brought the opportunity to me.
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And he said, you know, one of me and one of my partners just
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started this company called Broad Staff.
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And it was a few months after it started, just a few short
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months. And he said, why don't you join
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us and help us grow it? And I thought to myself, gosh, I
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don't know anything about telecom, really, not technology,
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those industries, nothing about staffing.
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But I was getting ready to be an empty nester.
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I was 49. And I thought, you know, why not
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just go do something totally different at this new chapter of
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your life, right? And so I said, yes, I'll do it.
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And soon after that, we bought out one of our partners.
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And so now it is just me and my investor that owns the company.
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But since I guess we've been in business for nine years now and
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we have been on the Ink 5000, I believe this was our fifth
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appearance on the Ink 5000 and it just, it's just been an
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incredible, incredible ride. So I want to hear about what's
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been so instrumental to your success.
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But, and I gave sort of the the fancy introduction of what you
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guys do, but kind of break it down for me and just plain
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language like tell me what broad staff does.
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Yeah. So Broad staff is a traditional
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staffing and recruiting company. And so we have three different
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services that we provide. One is contract staffing and
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that's essentially where we employ the the people and then
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they are contractors or consultants with our customers.
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So you know, let's just use for an example, let's say Verizon,
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right? So we have employees that are
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RW2 employees, but they work as contractors for Verizon on
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projects. And so that's one of our models
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is contract. The other model is contract to
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hire and it's basically the same as temp to hire, try before you
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buy where, where our clients will bring on the employees as
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contractors to them, their employees to us and it's for a
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limited amount of time. So they can just see are they a
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fit for the culture, are they doing a great job and if so,
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they hire them on permanently. And then the third service we
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provide is a direct hire model where we just find the talent
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for the company and then they hire them full time.
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OK, so why have you been so successful at growing?
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I mean what did you say 5 times on the Inc 5000 list?
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Yeah, so. It's not like you had one
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Goodyear and just hit it out of the park once.
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I mean, this is like boom, boom, boom.
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Like this is a habit. It's it, it really has been so
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exciting. I, I think, you know, there's,
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there's one, just one reason that stands above, above
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everything. And I can tell a little story
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too that comes with that. But the, you know, Broad Staff
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is a faith-based company and ever since that I started, you
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know, just walked in the door of Broad Staff and, and, and
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started working at Broad Staff. You know, I have run that
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company based on, you know, faith and data.
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And so faith is a huge part of how I make decisions.
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And you know, prayer is a business strategy.
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I, I say that all the time and I truly believe that because I
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feel like that we as leaders or executives, we don't really
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understand the power of prayer and our spiritual practices and
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that connection and business. And so that's a huge, huge part
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because I actually will ask questions, I get information, I
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get in quiet time. It's that's my #1 secret of
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success is that spiritual connection and also bringing
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that to the company and you know, having a higher purpose,
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if you will. That's actually our, our tagline
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is we have a higher purpose HIRE.
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But really it's, you know, it's that higher purpose of making a
10:36
difference in impact and having something bigger than ourselves
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that we are reaching for and making a, a bigger impact.
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The other thing there's, there's a few other reasons why we have
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grown to such success. And I will just again tell a
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story. There was one year where we grew
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from 12 million to 30 million in revenue.
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In a single year. In a single year, yeah, it was
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crazy. It was, it was just amazing.
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But the story, it was actually in Ink magazine that the whole
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story was there. And we, we met as a whole team
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and met in person and we created a goal together of what we
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wanted to achieve the next year. And we had done 12 million that
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year. And so I, you know, I asked the
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team, I said, well, what do you think we should do?
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You know, I'm thinking, OK, maybe 17/15/17, something like
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that. And I, you know, I told the team
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a story about my son who is a cancer survivor, pediatric
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cancer survivor, and he had cancer when he was 11.
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And that, you know, once he, he was a baseball player and once
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he was out of the hospital and his cancer was gone, you know,
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he got to choose his number on his baseball uniform.
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And he chose the number 33. And is one because 3 is my
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favorite number and the other was because of, you know, the,
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the Holy Trinity. And so I told them the story
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about how threes are so meaningful to me and they're so
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special for so many reasons. And that's one of them.
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And then my literally people on the team were like 33 million,
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let's do 33 million. And I remember just like
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stopping and thinking to myself, that's crazy.
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Like how should I really like encourage because.
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Clearly you can't make that right.
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You're not going to go from 12 to 30.
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You won't even come close. Like you'll just feel like like
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he failed. Yeah, so I thought, I, I really
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thought about it. And then again, you know, I'm
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very focused on my faith and connection.
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And I sat there for a minute and I, I felt like I got to go for
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it. I, you know, you got to do it.
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You got to, you got to do it. So what we did is we had
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everyone enrolled in that vision of 33 million and you know,
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everyone was that was texting and, and, and sending pictures
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of 30 threes or, you know, threes they would see on the
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road at gas stations. If their phone said 333, they
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would send a picture. I mean, everyone for the entire
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year was engaged around threes. And it was the most incredible
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experience of having an entire team so passionate about one
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goal and 1 mission. And I remember that we, I mean,
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we were just, we were so close and I knew we were going to come
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in less than 33 million. And I was thinking, please just
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let there be a three in it somewhere.
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OK, God, let there be a three. And so we came in at 30 million
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for the year. And I'll take it, right?
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I'll take it. It was an amazing experience and
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and you know, one that I'll never forget.
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So we still duplicate that within our culture.
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And, you know, we all are aligned toward and goals and,
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you know, the excitement around a mission, what we're trying to
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accomplish. So we're not just a staffing
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company. It's not just, OK, come to work
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and do your job and do this. It's like we've got these
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bigger, higher purposes that we constantly talk about, you know,
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making a difference. We have a program called Get a
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Job Save a Life where we give a portion of every placement to,
14:15
you know, to charities or to people who need it or employees
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who need it. And so everything has this
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greater purpose in our culture, and we still stick to that to
14:25
this day. A couple of follow-ups here.
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I wonder if it's OK if we talk about who's in your home right
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now because I think the what you just shared, wow, that sounds
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amazing. You guys have a higher purpose,
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get a job, save a life. And, and sometimes I think
14:47
people hear those stories and they're like, they're kind of
14:49
rolling their eyes a little bit like, oh, yeah.
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Like what, what is, what is she giving like $30 a year to some
14:54
'cause you know, but what you were telling me before we
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started recording, 'cause you're in the Tampa Bay area, the, you
15:02
had the, the storms that came through earlier this year.
15:05
Do you mind sharing? OK, 'cause I, I think this is
15:08
like a real like tangible story that that highlights the kind of
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person that you are. Yes.
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And the type of company that we are for sure.
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But so yeah, after the Hurricanes we had, we got hit by
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two, one after the other and with the first hurricane we had
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three employees that lost their homes, I mean really lost their
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homes. And, and So what we did, one
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thing that we did at Broad Staff is we created a fund for the
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people who were affected and, and gave them cash right to help
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them. But the other thing that we did
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is one of our employees just really, you know, needed a place
15:55
to go that was near their children's school.
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And her and her husband, you know, they, they had, they were
16:01
just struggling and finding how are we going to make this work
16:04
for the next, let's say a few weeks or however long we need to
16:08
be able to, you know, to get through this difficult time
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because they literally had nowhere to live.
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They had no home. Everything had been affected.
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And so I said, stay with me, stay at my house and there and
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then they fought it for a while and thought, no, there's no way
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we can't do that. You know, we've got pets and
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kids and, and I said, I don't care, just move in, bring
16:29
everything with you and stay at my house because I do travel a
16:33
lot. But I said when I'm there, you
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know, we'll all stay together and it's fine.
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And it's just been, you know, it's been wonderful because
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they're there. And I feel so good about that.
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Like I, when we go on virtual calls and I see her at my house,
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you know, working from my desk, it just feels so good to me
16:55
knowing that they're in a safe place and that they've got time
16:59
to figure it out and find a place for their family to be.
17:04
So you know that again, that's the company, that's the people
17:09
that we have and our team. And that's really, like I said,
17:12
the heart of the company. I love that story.
17:15
I want to talk a little bit more about how faith is such a big
17:18
part of running your company. Faith and data.
17:21
That's what I heard you say. And as you were talking about
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the faith component of it, I think I heard you say that I get
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answers. Is that right?
17:31
So walk me through that. You're in prayer.
17:35
You're you're, you're talking to God.
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You're. You're what?
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What? What's happening?
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Yeah. And, you know, this, this is
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something that I think confuses people a lot.
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Like, you know, do really the, you know, do you hear an audible
17:50
voice? You know, how do I hear?
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How do I know what to do? But from a very young age, I
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would sit quietly a lot like in a meditation, just really very,
18:04
very quiet. And over the years, I learned
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about my voices, like I've got multiple voices in my head,
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right? I've got voices that sometimes
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will say things that are negative to me, you know, oh,
18:18
you can't do that or you're not qualified for that.
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And then I've got other voices are more positive, but there's
18:24
this one voice that I've learned to, to discern.
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And I call that God's voice to me.
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And I've tested it over the years.
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I'm 57 years old. OK, so I've got a I've had a lot
18:38
of time to test this, this voice that I'm hearing again, it's not
18:41
audible. It's like, you know, it's, it's
18:43
in my mind, just like that inner voice that we have.
18:46
But so I sit quietly a lot. So I'll sit quietly in the
18:50
morning and I'll sit quietly in the evening.
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In the morning, I have about 45 minutes where I'm in prayer and
18:58
I read the Bible and, and that in that quiet time, I'll
19:03
actually ask questions like, like I'm, I say God's the
19:07
chairman of my board. So I will literally ask
19:10
questions very specifically, you know, about my company and about
19:14
decisions I'm making. And then in that quiet time, I
19:18
will hear, I'll hear some of these answers and then I test
19:24
those answers out to see if they make sense, right, with, you
19:29
know, with some of the data and some of the company, you know,
19:31
some of the, the physical parts of, of the company.
19:34
And then other times they don't make sense.
19:36
And I, and I do it anyway, right?
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And I follow it because I feel so strongly that that's what I
19:42
needed to do. So it's, you know, it is really
19:46
just spending and it's so hard to sit in silence.
19:50
It's so hard. But spending that quiet time
19:54
with yourself, you know, with in those spiritual moments where
20:00
you're just listening and people call it different things, OK, I,
20:03
I believe in God and I know that that's God.
20:06
I know, right? But everyone has their own
20:09
beliefs and I honor that. So.
20:11
Some people think that it's just their own inner voice, right?
20:14
And that's fine, Yeah. And I honor that.
20:15
I, I respect everyone's beliefs, but but with it, you know, with
20:20
I've gotten some very, very specific direction and guidance
20:26
that has been unbelievable with business and decisions that I've
20:31
made and where we've gotten to. I mean, certain contracts that
20:34
we've gotten that we would we should have never gotten and
20:38
things that have happened that are literally miraculous in the
20:41
company that should have never happened, right?
20:43
Can you give a specific example? Is there one story you can
20:46
remember that you're comfortable sharing?
20:48
Yeah. So there's one, it's very
20:49
interesting. So there's one company that it
20:53
was. It's a really large company,
20:55
Fortune 500, that had not accepted a new staffing vendor
21:01
for years and years and years. I mean, it was impossible to be
21:05
kind of, you know, if you're listening and you have any
21:07
experience in staffing, you know, how hard it is to get a
21:10
contract, especially with a big company like that.
21:13
So they had just not accepted any staffing vendors in so many
21:15
years. And I worked on it for three
21:18
years like it was, I mean, almost three.
21:21
It was probably three years between the time that I started
21:24
working on it and the time that I actually got the contract.
21:26
But the, you know, what I decided to do is I decided to
21:31
really take it to a very serious place of prayer and fasting.
21:36
And I was told by everyone, you're not getting in, you're
21:38
not getting in, you're not getting in.
21:40
There's no way we've tried and it's impossible.
21:43
So I said, OK, I am going to fast, which means I'm going to,
21:47
I'm going to not have something. I'm going to give something up
21:50
that I love so much, and I'm not going to touch that thing until
21:55
I get this contract signed. So I gave up sugar.
21:58
I love chocolate. Love chocolate.
22:01
Like I'm obsessed with it, right?
22:02
And I love sugar too. So I gave up sugar.
22:05
Now I didn't just give up sweets.
22:07
I read labels. If there was 1g of sugar in
22:12
almond milk, I could not drink it.
22:14
If there was a gram of sugar in a protein bar, I could not eat.
22:18
It you went full Atkins keto hardcore.
22:21
Crazy. Yeah.
22:22
And you never know. You don't know until you
22:24
actually do that how much sugar is in every single thing that we
22:27
eat. Right.
22:28
So I was, I was just committed. I was absolutely committed.
22:34
And I remember it was probably about eight months of that.
22:38
And then we got it, we got the contract and I couldn't, I was
22:43
just, I was, so I wasn't shocked because I knew it worked.
22:47
But at the same time, you know, it was, it was a little bit
22:51
surprising. I was sitting there with a piece
22:53
of chocolate and I've got a picture of my team is standing
22:55
around me. I got a piece of chocolate
22:56
waiting for when I sign it. And then I ate it and it was, it
22:59
was really cool. But but that's one example of,
23:03
you know, a type of a miracle and and there's, you know,
23:08
there's many others that I just know.
23:11
There's no way that this is has to be 100% God.
23:17
There's no other way, no other. Explications.
23:20
So when you go into prayer and are you asking for help, are
23:24
you, I don't know, sort of laying out an outline of what
23:28
you would like to see? Do you I want this particular
23:31
contract or I want to reach this number?
23:33
Like how does that dialogue happen?
23:36
Yeah. You know, that's a great
23:37
question because I know we all pray differently, but I have
23:41
typically I do have a list and I have a list of who I pray for
23:46
and then the things that I pray for.
23:50
But again, I'm not necessarily certain that I'm going to get
23:53
them. But yes, I do.
23:54
I will go through some of those things on a list and I will ask
23:57
for help in those areas. And if there's something
23:59
specific that I'm praying for, like a decision that it needs to
24:02
be made or a problem, right? So just to give you an example,
24:05
this has been a really tough year.
24:08
OK. It's been a tough year.
24:09
Cross staffing in general, right?
24:11
Cross staffing in general, right?
24:13
And you know, we're slowly rebounding and staffing and it's
24:18
it's challenging it's been a very tough year.
24:20
So there's been times where I have just sat down in my prayer
24:25
in my quiet time with God and I've, you know, I've said, look,
24:30
I, I need help with this decision.
24:34
I need help because I don't know how to get from here to here and
24:38
I need just just ideas and strategies and, and open doors
24:43
or find, you know, help me to, to find areas of opportunity or,
24:50
you know, to increase this profitability or, you know, very
24:54
specifically, I asked for very, like I said, very specific help.
24:58
And it's interesting because I literally just did this this
25:01
morning at 4:00 AM. So I get up between 4:00 and
25:03
5:00 AM. So I just did this this morning
25:06
at 4:00 because I was struggling with a big decision and a
25:10
challenge. And so I got up this morning, I
25:13
sat and I asked God and I said, I need, I need, I need help
25:18
here. I need clarity, help me, please
25:21
help me with these things. And so then I just started
25:27
things started coming to me and I started just having these
25:31
realizations. And then you know how sometimes
25:33
when you're in flow state, things just start coming
25:35
together? Connecting dots in ways that
25:38
seem obvious now, but we're not just a minute ago.
25:41
Totally. And it was like somebody pulled
25:44
back the curtains and said, here's the problem.
25:46
Or, or you may be a surgeon, you know, cut me open and cut, you
25:50
know, cut the company open and said, oh, there's the tumor
25:53
right there. And I started seeing things so
25:55
clearly. And I was just writing and
25:58
writing and writing and I got so excited.
26:00
And then I called my team and I said, OK, I think I found some
26:04
of the solution to what we're dealing with.
26:07
And the team said, yes, that's it.
26:09
I got it. Oh my gosh, that's great.
26:11
So it's, it's unbelievable really, what can be accomplished
26:17
in prayer when you really truly believe, not just in God, but in
26:21
the process. Is there a follow up to that?
26:23
Is there like a gratitude sort of session afterwards?
26:28
Yes, lots and lots of gratitude. Lots and lots of gratitude for
26:32
sure. Yeah, I live in that state, I
26:34
think all day long. So I always like to ask the the
26:38
question, what sets you apart, you know, from others in your
26:40
industry? Clearly this is a huge
26:44
component. I mean, I interview lots of
26:46
founders, lots of owners and C-Suite folks, and, you know, a
26:49
lot of them, faith is very important to them.
26:51
But I've never gotten this exact answer before.
26:55
Faith and data, that's what drives your company.
26:58
What else, though, aside aside from that and kind of how you,
27:01
you know, drive decisions for, you know, either somebody who's
27:05
looking to come work for you or maybe a potential client?
27:10
Like, what would you tell them? Here's what's different about
27:12
the experience that you get with broad staff.
27:15
Yeah. So I think one thing that's very
27:17
different with, you know, with our experience is our team, our
27:23
people. And I know a lot of companies
27:25
say that, right? Our team, our team, our team,
27:28
you know that we're so people focused, but are, are people
27:32
really on? They care from deep inside their
27:35
hearts, They care, they care about that customer.
27:39
They put that customer first above all else, that candidate.
27:42
They care about that person like they, there's a true heart
27:46
connection there, a love. We talk about love all the time
27:49
at work and never apologize for it, right?
27:54
I tell my team I love you. I tell my clients I love them,
27:58
right? I mean, I don't ever apologize
28:00
for love because it's something I think that we need to admit
28:04
that is, is part of business. It really is.
28:07
I mean, it's, it's not just business, you know, to me, to
28:12
us, these are real people with real problems to solve and real
28:18
families and real conditions. I mean, there's, there's people
28:22
out there that, you know, there's a, there's somebody out
28:25
there that needs a job so bad because their son needs a
28:29
special surgery to, you know, to heal them of, of some disease or
28:34
cancer. And they're, they need a job.
28:36
And, and so we're there to give them that so they can, you know,
28:40
heal their son. I mean, it's like, So what we
28:44
bring that's different to the customer is one thing is we care
28:47
so, so much and so deeply about doing well and bringing the
28:51
results. And then the second thing is, is
28:53
we're highly specialized and we decided that right off the bat.
28:58
And I remember in the very beginning, the company, my ex
29:01
partner, you know, he said, let's let's get into this, let's
29:04
go into healthcare, let's go here, let's go there.
29:06
And I said, no, no, no, let's just stay really hyper focused
29:10
in what we're doing, right? Telecommunications technology
29:14
is, is part of telecom and it's converging.
29:17
I mean, it's a huge part of telecom and energy as well
29:20
because you've got data centers, you've got power, EV charging,
29:24
everything is converging. So those 3 verticals are just
29:29
closely connected. So we're experts in those areas
29:35
and we really understand the industries.
29:38
So that way we can vet and we know when you know when a
29:42
candidate is good, when it's not good.
29:44
And so our quality is much higher because we understand the
29:47
industries. And I think those two things
29:49
come to mind as really what what makes us unique.
29:53
Tell me about your innovative models that reduce churn, boost
29:57
retention, lower fee losses. Yes, Oh, I'm so excited that you
30:03
brought this up. So I I for years, you know, I'm
30:08
a very creative person. I like thinking outside the box.
30:10
That's why, you know, I started a podcast.
30:12
I like to do things, everything, you know, everything different.
30:15
And so I thought about this for years.
30:16
I thought this is so weird in staffing because I don't come
30:20
from staffing. And I thought this is so strange
30:23
that we place people and that's what we do.
30:26
We just run around placing people.
30:28
What if they don't stay? What I mean, I know we have
30:32
guarantees, but how long is the guarantee?
30:35
And is that even that valuable if they, you know, let's say we
30:38
have a six month guarantee and they leave in the seventh month.
30:41
Or you know, what about retention?
30:44
Are we really doing 100% of our jobs if we don't place people
30:48
who stay with the company? So what I wanted to do is I
30:51
wanted to create a some sort of of structure or process that
30:58
allowed people to stay with the companies that we placed them
31:03
in. And So what we did is we created
31:05
a company that's a sister company to Broad Staff and it's
31:08
called Retention Partners and Retention Partners.
31:13
My partner within that company is Doctor Kent Westinger.
31:16
He's a PhD. He has a very massive research
31:20
project on the younger generation and the younger
31:23
workforce, millennials and Gen. Z's, how to attract, engage and
31:25
retain them. So I joined forces with him for
31:28
this sister company to Broad Staff and we created this
31:32
company that helps not just our clients, but companies all over
31:36
the the country. And soon we're going to be going
31:40
global with it and helps companies to attract, retain and
31:44
engage the younger workforce. Now why just the younger
31:47
workforce? Well, because I mean between
31:50
millennials and Gen. Z's soon it's going to make up
31:53
probably 75% of our workforce. It's a very large portion right
31:58
now. And the other reason why there's
31:59
generational conflict in the workforce right now where the
32:03
older generations like me don't really understand some of the
32:06
younger generations. So we decided to focus there.
32:09
So our methodology helps companies retain their workforce
32:16
and their talent. So it's almost like coming full
32:19
circle with staffing. So we offer that service in
32:22
addition to the services I mentioned with staffing.
32:25
But aren't you cannibalizing some of your sales?
32:27
I mean don't you earn more money when your employed when these
32:31
contract workers turn over? You would think so, but that
32:35
again, our clients love it because they, we have a high
32:39
conversion rate and many times, you know, they're going to want
32:42
to hire them permanently. And yes, it they come out of
32:46
our, you know, that they, we don't have them anymore.
32:49
We can't place them anymore. But I will say I subscribe to
32:53
when you do the right thing, you're going to be blessed.
32:56
And that's what we focus on, is just constantly doing the right
32:59
thing for other people. So I talk with a lot of business
33:03
leaders and I hear a lot of people complain about the
33:06
younger generation. They don't want to work.
33:09
They've got a different viewpoint on responsibility and
33:12
work. And I always wonder, like, how
33:15
much of that is actually true and how much of that is just us
33:19
as old people saying the same thing that our parents and
33:22
grandparents said about, you know, they're, you know,
33:24
generations that were younger than them.
33:26
So from the research that's being done inside of retention
33:29
partners, what can you tell us? What have you learned?
33:32
Yes, so the, the, the generations, you know, the Gen.
33:40
X and Baby Boomers, you know, the older generations, they look
33:43
at the younger folks and they say, what do they say about
33:47
them? What do you think?
33:48
What are the What are a couple of ways that they describe them?
33:51
You're asking me? Yeah, I'm asking you.
33:54
Not rhetorically. Oh, lazy.
33:56
They just don't want to work. They don't have the same level
33:59
of responsibility. They don't see jobs through to
34:01
the end. Yeah, all that right.
34:04
And entitled. They're so entitled, who are
34:07
they to come in here and think that they can just, you know, do
34:10
this and do that and they don't want to work.
34:14
Let you know the work ethic, right?
34:16
All of those things. It's the way the the lens that
34:19
the older generation is seeing the younger generation.
34:21
Now with the research from Doctor Kent Westinger, research
34:25
shows how millennials and Gen. Z's see themself and it's the
34:30
opposite. It is the opposite in fact,
34:34
millennials and Gen. Z's, they want to learn from the
34:37
wisdom of the older generations. They want that mentorship so
34:40
bad. And part of our solution to
34:42
businesses is we have a full mentorship program.
34:45
And it's it's actually phenomenal the way that it's set
34:47
up because it's set up in groups.
34:49
But the way that the millennials and the Gen.
34:51
Z's are seeing themselves is very different.
34:54
So they, they see themselves as creative, you know, willing to
35:00
work with a, with a good work ethic, but they have purpose and
35:03
meaning. They want purpose, they want
35:05
meaning in their roles. In fact, they would rather have
35:08
purpose and meaning sometimes than more pay.
35:13
It's very important to them. Mentorship is important.
35:17
And the other thing that's I think one of the most important
35:19
things for the younger generation now, and it's one way
35:23
that you can real it really help you to retain them is they want
35:27
to have a voice. Now being, you know, the older
35:32
generation may say, what do you mean have a voice?
35:35
You're telling me that this kid that who just graduated from
35:38
college is going to come and tell me how to run my company.
35:40
Are you kidding me? And but they they're really,
35:46
really smart. They want to be heard.
35:48
They want to seat at the table. They want to be part of the
35:49
conversation. Right.
35:51
And they have talents. They want to be part of the
35:53
conversation. Now, you don't necessarily have
35:55
to implement every single idea, which we wouldn't, right?
35:58
That just wouldn't be smart to do.
36:01
But they want to be heard, and they want to know that their
36:04
voice matters. So it's important to set up some
36:08
structures where people feel heard and they feel like that if
36:14
they have an idea that it, they could potentially, it could
36:18
potentially be implemented. I mean, we have a program we
36:21
call Create and Elevate where it's kind of a little bit like
36:23
Shark Tank on steroids where we break the the teams up and
36:28
employee teams up into groups. And then the groups will create
36:32
a business idea for improvement efficiencies, something for the
36:35
company, right? And then there's a contest
36:38
between the groups and then there's the, you know, the
36:41
judges are the leaders of the company and it's like a whole
36:44
day thing. We, we just really hype it up
36:47
and promote it. And so each team presents their
36:50
idea to the leadership and then the team that wins gets like a
36:54
prize of some sort of really big prize.
36:57
But I'm telling you these teams and these winners in our
37:01
experience have created multi multi $1,000,000 ideas for these
37:07
companies. And there was one company that
37:09
actually gave away vehicles as prizes to the winning team
37:14
because it saved the company so much money.
37:17
So the brilliance of, of your team many times is you're not
37:23
seeing it because you're just not open to the idea that it
37:27
could be somebody that is 27 years old, right, or someone who
37:33
doesn't have that experience. So that's, it's very, very
37:36
important to allow them to have a voice and, and to feel like
37:41
that what they're doing is meaningful and that they matter.
37:44
So if you had to guess, what would you attribute this
37:47
disconnect to the older generation seeing the younger
37:51
generation and seeing them in this negative light, but the
37:54
younger generation, they they see themselves very differently.
37:57
Is it just a generational thing that happens over and over
38:01
again? We're just, as we get old, we're
38:03
just wired to to look at young people and say, you know, like
38:08
crusty old people. I think that's crusty old
38:11
people. I think that there's such
38:14
there's a real, there's such a difference between the
38:18
generations and because I know when I look at even, you know,
38:22
even myself and my generation and the difference between Gen.
38:25
ZS or even millennials, there's a big difference.
38:29
There's a gap. And I think the gap is so much
38:32
bigger than let's say from the baby boomers to X.
38:35
The gap from X to millennial and X to Z is so much bigger than
38:41
the gap was from baby boomer to X.
38:44
So I think that's why it's so much more noticeable, right.
38:49
And, and, you know, and if we, if we really look at it, it's a
38:56
conversation that has taken over our world.
39:01
It started to have a life of its own, you know, when things, when
39:06
things take on a life of its own, right.
39:08
So the great resignation, I mean, somebody created those
39:12
words and before you knew it, there were 50,000 articles about
39:15
it and everybody was talking about it, but it came from
39:17
somewhere. So I think these these, you
39:21
know, massive conversations get started and then we hear about
39:26
them over and over and then we become them.
39:29
And I think that's part of it as well.
39:31
So we need to really make conscious choices to behave
39:34
differently and become something different in order to make our
39:37
companies profitable and to produce the results that we need
39:41
with the younger generation because that's where our success
39:44
lies. If you can nail this and you can
39:46
get this right, you are going to soar.
39:49
Really. I like that, Terry.
39:52
Let's talk about the use of technology in your business and
39:56
more specifically AI. You know there are people in the
39:58
staffing world that are afraid of it.
40:01
It's going to take our jobs. It's going to make us redundant.
40:04
There are some that are very excited.
40:06
There are some in the middle who are taking kind of a wait and
40:09
see approach. How would you categorize the
40:11
approach that Broad staff is taking?
40:14
So we have, we have software that utilizes AI in our sourcing
40:20
software and it's very successful.
40:23
And we also have created a proprietary software platform.
40:26
My COO Mike Day actually created it with developed with a group
40:29
of developers. And so we are, we are so bullish
40:34
on technology and the way we use AI is we also use, you know,
40:40
various models. We use ChatGPT.
40:42
I use it almost every day, all day long.
40:45
So we're, you know, we have designated one person in our
40:49
company that is the like AI leader, if you will.
40:55
Now he doesn't know anything. He didn't know anything about AI
40:58
with an expert in AI. But we said, OK, you're going to
41:00
be the one who's going to lead these initiatives.
41:02
You're going to figure this out and you're going to figure out
41:05
how we can become more efficient as a company using AI.
41:08
The key to all of this, though, I believe with broad staff is
41:12
that the leadership has been involved.
41:14
And I truly believe that if leaders delegate AI or the
41:21
implementation of AI or this transition transformation, I
41:26
just, I just don't think it's as effective.
41:28
I think the leadership has to be involved in this and has to be
41:31
committed and in the game. And so I took a through YPOI did
41:39
AI course in Denver. It was 11 hours in a chair in a
41:43
room and just really studied AI because I said I need to figure
41:47
this out. I need to understand this
41:49
because it's here, it's happening and I want to not only
41:55
be able to use it to become more efficient in our business for
41:59
our customers, but you know, looking at how I can help other
42:02
people as well. And you know, when it looks,
42:07
talking about when we look at OK, is it, do we see that it's
42:11
taking jobs? Do we see that that is
42:14
happening? As much as I want to say that AI
42:19
is going to create more jobs then it's going to eliminate, I
42:22
don't believe that. I truly don't believe that.
42:25
I believe that there are going to be many jobs that are going
42:30
to be eliminated. And so I also believe that it is
42:37
a urgent message, a cry out for everyone to learn about AI.
42:44
Don't be afraid of it, understand it up level your
42:46
skills. And if you can be a person who
42:52
is, who is savvy with technology and you know, you understand
42:58
where we're going and you're up living, you're up leveling
43:01
yourself, you're educating yourself, you're probably going
43:04
to be more likely to be able to be repositioned somewhere else
43:07
or, or reskilled somewhere else. But if you're sitting still
43:13
rejecting technology, rejecting AI and you are in a, you know,
43:20
a, a skill set or a role that could potentially be eliminated
43:23
by it, then. What kinds of positions do you
43:27
think are most at risk if people don't level up into the new AI
43:31
world? I just think there's most
43:38
positions, but I mean, most positions are even leadership
43:43
roles, but I think that field positions, you know, actually
43:47
being in the field and, and being hands on, you know, I
43:51
think a lot of those positions are going to still be needed,
43:54
but maybe less of them because there's going to be more, you
43:58
know, there's going to be more technology that's going to make
44:00
it more efficient. But I truly believe that almost
44:05
every position could be replaced.
44:07
And let me let me tell you why not ever.
44:09
I mean, there there are going to be some, but I mean, I feel that
44:12
I when I did this class. OK, so this is so interesting.
44:16
I built bots and I built a team of bots and the bots were
44:23
leaders and they were leaders in my company.
44:26
So I think we built a whole team of it was HR is what we did and
44:30
it was, we did it all together as a group, but we literally had
44:33
an HR team, HR leaders, and I built the whole thing.
44:37
And then I would have meetings with my bots and ask them
44:41
questions and then they would answer and I would get all this
44:44
information based on this new virtual leadership team that I
44:49
created. And it blew my mind, blew my
44:53
mind. So I, I do feel that the people
44:57
that are going to, you know, really thrive and survive in
45:01
this are the people who embrace it versus reject it.
45:05
And I do think that that there's, you know, the roles,
45:09
anything, anyone who has a job where you do repetitive tasks.
45:14
I mean, we've heard this over and over again.
45:16
It's happening very fast and you know, we're looking at every
45:20
day. I read the Wall Street Journal
45:22
and I read all these publications.
45:23
Layoffs continue, huge layoffs. Are those people going to be
45:28
replaced? Are they not?
45:30
Are they replaced by technology? We don't know.
45:32
So it is crucial, absolutely crucial again, that we all take
45:37
responsibility for our own up leveling and our own training
45:40
and education. Like I did and I sat in that 11
45:43
hour class and paid for it myself.
45:46
Yeah, I listened to another interesting podcast that talked
45:48
about how people in the field, hands on jobs, skilled, skilled
45:54
trades, they're probably the safest ones right now because
45:58
the field of robotics is so much further behind than the field of
46:03
AI. So we don't have robotics that
46:05
are as nimble and dexterous as, you know, human hands are.
46:10
And so hopefully, because, you know, I also talked to people in
46:14
the trades and they're like, young people aren't coming in,
46:17
Like, I don't know who the next generation of, you know,
46:19
plumbers and electricians are going to be.
46:22
So I don't know, hopefully people listening to this young
46:24
people are like, Oh, yeah, maybe that's a safe career path where
46:28
you can make, you know, good money.
46:31
Yes, I I agree with that. And, you know, people who use,
46:36
like you said, use their hands in the field, but there will be
46:40
technology that will disrupt and, you know, create more
46:45
efficiencies where we may not need as many people in the field
46:49
possibly. Right?
46:50
Right now, there's a massive shortage.
46:51
Like you said, young people are just not entering.
46:53
They're not becoming, you know, field technicians and fiber
46:57
technicians and tower climbers. And, you know, it's just not
47:01
high on their list after they graduate high school.
47:03
But so right now, we do have a major, major shortage.
47:07
But because of that, anytime there's a shortage, then
47:10
companies are starting to look at where else, how can I solve
47:12
this problem? Can I solve this problem with
47:14
technology? Do I need to hire or can I solve
47:17
it through technology? Right.
47:19
And I think that's a big question and everyone's, every
47:21
leader's mind right now is how can I solve these issues remain
47:25
profitable without hiring the headcount that we need.
47:29
I mean, I'm hearing it all the time and especially in in
47:32
staffing because they have pulled back quite a bit.
47:35
Kerry, shifting gears, what's a serious challenge that you've
47:38
had to overcome either in your business or personal life, and
47:42
what did you learn from that experience?
47:46
Oh gosh, I've just, there's hundreds of them as we all have
47:51
so many challenges. But I would say that this last
47:56
year has been from a business perspective has been a very big
48:01
challenge for us and for me because, you know, we, we built
48:09
the infrastructure, we grew, grew, grew, we grew so fast and
48:13
we had this amazing infrastructure for, you know,
48:16
this company that was doing 30 million in revenue.
48:20
And then there were slowdowns and pull backs.
48:25
And, you know, what we had to do is we had to make changes and we
48:30
had to scramble and cut expenses and figure out a way that we
48:34
could still be successful in an, in let's say an industry where
48:39
the faucet just got turned off, right?
48:42
Where we went from having, you know, like a, a flood of
48:47
requisitions to 0 in an industry and how, what do we do?
48:53
Where do we pivot, where do we go?
48:54
How do we fix this? And now we've got all of these
48:56
expenses and infrastructure that we built that was so good.
49:03
We, you know, we loved it, we did a great job with it.
49:06
And now we're sitting here, but the revenues not there and the
49:09
infrastructure is there. So what do you do?
49:11
So we have had a year of, of challenge, you know, figuring
49:17
out how do we make this happen. And So what I, what we decided
49:22
to do, and I say we because my gosh, my team is everything.
49:25
It's not. I mean, I have the most amazing
49:28
team. And So what we decided to do is
49:33
really focus on making our company healthier, right?
49:38
Because when you grow so fast, there's just things you just
49:41
don't build, right. I mean, we didn't have the right
49:44
performance review model in place.
49:46
We, there were so many Sops we didn't have and we were just
49:49
growing like crazy and just drinking from a garden, you
49:52
know, a garden hose. So we decided to pull back, be
49:55
leaner and develop this really, really strong foundation and
50:02
become a healthier, stronger company and grow mindfully.
50:06
And so that's what we chose to do.
50:09
Now I will say the toughest part has been mentally because when
50:13
there is, you know that you know, you, you, you, you're at
50:17
this place and then you move backwards.
50:22
Boy, it's hard. It's.
50:24
Deflating. It's deflating.
50:26
You know, every day you get up and it's like, is today the day
50:28
where we're going to have the hockey stick again?
50:31
Nope. Today is not the day, so you've
50:35
got to stay motivated and inspired and also more than
50:38
anything else, inspire and motivate your team without being
50:42
too positive, right? Be transparent, tell the truth,
50:47
but keep your team motivated and inspired.
50:49
And that has been a huge challenge for me is I have to
50:54
keep my head in the right place and how have I done that over
50:58
this past year? You know, we, we are out of the
51:02
woods. We're busier than we've been all
51:04
year and just literally the past two months and you know it, you
51:09
know, it looks like we made it right.
51:10
So I mean, we're, we're coming out of this, but I will tell
51:15
you, I mean, I am a health fanatic.
51:18
I I exercise seven days a week. I eat very healthy.
51:22
I still maintain my low sugar. I still have chocolate
51:25
sometimes, but you know, very, very healthy with managing
51:30
things like, you know, just just making sure my energy levels are
51:34
high and I can get up every day and I can be 100%.
51:36
I get my sleep. So I have to keep myself
51:40
operating physically and mentally at a certain place so I
51:44
can be that person that my company needs.
51:47
So diet, exercise, faith, anything else that helps you on
51:51
that? Gosh, I mean, I look at
51:56
everything, I look at my relationships and I want to make
51:59
sure my relationships are healthy.
52:01
And so communication and, you know, staying in in touch with
52:05
my kids, my kids are grown, but staying in touch with my kids
52:08
and maintaining a healthy relationship, maintaining a
52:10
healthy relationship, a love relationship, making sure that
52:13
relationship is very strong as well.
52:16
And you know, also I think it's important to be healthy
52:22
financially. And so I look at all the areas
52:26
of life. I was a life coach for years and
52:29
so I would focus on all areas of life as a life coach, everything
52:32
from spirituality to relationships to health,
52:35
fitness, career, finances, everything.
52:39
And So what I do is I look at my life as a whole.
52:43
And let's say that each portion is a piece of this pie.
52:48
And I want to make sure that each piece is healthy.
52:51
Now, it's not going to be perfect, it's not going to be
52:53
balanced perfectly, but I want to make sure that each piece is
52:56
healthy. So if for some reason, let's say
53:00
I haven't forgiven someone for something and it's really
53:02
bothering me and I'm holding it inside and it's getting in my
53:05
way, I will call them and, and apologize and give them, you
53:10
know, just make up because I don't want this in my space
53:13
anymore. So that's one example.
53:15
So I would say that, you know, looking at all the areas of
53:18
life, because if one area is out of really out of balance, let's
53:25
say a relationship, it affects everything.
53:28
Yeah. So that aside, looking at the
53:31
business part of it that's turned around in the last couple
53:33
of months, why do you think that's happened?
53:35
Is it the economy's coming back? Is it some of the other levers
53:39
that you were pulling during the year to make yourselves more
53:41
efficient? Did you go in a new direction?
53:45
Yeah. So we we did a little bit of all
53:48
of that, right. So we we focused went in a new
53:51
direction. So we really focused on some
53:54
other, you know, another vertical.
53:56
We doubled down on a vertical that was really busy in our
54:00
industry. The we created just enormous
54:05
efficiencies. But I think the thing that
54:09
helped us the most is that we just went back to basics, Good
54:15
old fashioned sales, pick up the phone, call people really just
54:21
sales. And we had to work harder at
54:25
sales than we ever have. I mean, our phone was ringing
54:27
off the hook for years because we're specialized.
54:29
There's not a lot of people to do what we do.
54:31
And we're good at it. But it wasn't ringing anymore
54:35
this year. So we had to look at each other
54:38
in the eye and say, OK, we got to just get back to basics.
54:41
And we've got to grind so hard, even though, you know, we
54:45
haven't done that in a while. We have to get out there and
54:48
we've got to go. We've got to attend events and
54:51
we've got to, we've got to just roll up our sleeves.
54:54
And I got to get back to when, you know, I was in my 20s and
54:57
30s and I was out door to door, you know, knocking on doors and,
55:02
and, you know, that's, that's really, I think a big part of
55:05
how we've generated so much just in the last two months.
55:08
Jerry, I've got one more question for you, but before I
55:10
ask it, I want to do 2 things. Those listening today, if you
55:13
like today's content, please hit the like Share subscribe button
55:15
on your favorite podcast app. Jerry, I also want to let people
55:18
know the best way to get in touch with you.
55:20
What would that be? Yes, so our website
55:23
isbroadstaffglobal.com and you can always reach me on LinkedIn
55:28
as well. Carrie Charles CARRIECHARLES.
55:33
We'll have those links in the show notes, folks.
55:35
Last question for you, Carrie, I'm curious, what do you see the
55:38
big changes are coming to your industry in the next couple of
55:42
years? Yeah, there's huge changes.
55:46
The Biden administration has infrastructure, a large amount
55:54
of infrastructure funding coming to our industry and we call it
55:57
bead funding. So it's in the 40 to, you know,
56:02
$45 million, billion dollar range.
56:04
So there's enormous funding coming to our industry to build
56:11
fiber infrastructure for people who don't have Internet.
56:15
Millions of people do not have Internet in our country.
56:18
Millions. And there's kids who can't, you
56:21
know, who can't do have virtual school.
56:23
There's people who can't work virtually, they can't work
56:26
remote. So having access to, you know,
56:30
this, you know, to Internet and the ability to just opens up a
56:34
whole new world for people, right?
56:36
So all of those that funding is going to be going to the States
56:41
and then the companies in the states are going to be doing the
56:44
work and building the broadband, fiber broadband.
56:46
We staff that. So that's something that's
56:49
important for our industry is we're going to be staffing for
56:52
those projects. And there's, you know, there's
56:56
also just enormous opportunity in data center right now.
57:00
You know, AI is driving the, the data center growth, the
57:04
hyperscalers, I mean there's, it's massive.
57:06
So that's another opportunity that's in our industry.
57:09
The other opportunity is in power because there's a massive,
57:13
there's a shortage of electricians.
57:15
You know, data centers need, they need power, they need to be
57:19
cool, they need. So there's a lot of opportunity
57:22
there as well. So I think AI is going to be
57:24
driving a lot of growth in the in the data center arena.
57:28
Terry Charles, I want to be the first one to thank you for
57:31
sharing both your time and your story with us today.
57:33
I really appreciate it. Yes, absolutely.
57:36
Thank you, Anthony. This has been wonderful.
57:37
Thank you. Folks, that's a wrap on another
57:39
episode of the Inspired Stories podcast.
57:42
Thanks for learning with us today.