Sep 11, 2026 · 58 min · 11 segments
A live leak. A holiday weekend. And a decision that led Paul to call a competitor instead of his own longtime plumber. I'm Chad Peterman, CEO of Peterman Brothers, and Paul Redman, President of…
Paul RedmanGuestChad PetermanHost
So when you look back at some of the problems you've solved over the last couple of years, was it people or process? One magic person or one magic process?
And it is kind of fun when you do find that right person who just takes off with things and, you know, is creating and improving things.
But I think also a lot of what those people are doing are building the right processes and procedures and KPIs and systems that around things that make it look as though they're the magic person.
They're maybe not magic, but they've figured out what are the building blocks to building a successful department or venture or whatever it is that they're building with inside the business.
When you were going through that process, this will be back to your interview here in a moment, but when you were going through that process, how much of it did you just have to just let go of certain things? Like you hired the person, they know what they're doing.
I think that there is a part where, yes, you have to empower and you've got to let them run.
I also think that you can do yourself a giant favor by putting measurement into that.
I would say that's the thing I got wrong at the beginning is holding people accountable is not probably one of my strengths.
But sometimes being nice and friendly can also mean giving them certain metrics that they need to hit and certain things that they need to be doing in order to be successful.
Because when you do it up front, it's not like you empowered them, they fell off the horse, and now you're retracing.
And then it looks like micromanagement of, hey, I need you to do all of these things.
Whereas if you would have came up with from the beginning of like, hey, this is what success looks like in this position, then I think that you get off on the wrong foot.
So when you look back at some of the problems you've solved over the last couple of years, was it people or process? One magic person or one magic process?
And it is kind of fun when you do find that right person who just takes off with things and, you know, is creating and improving things.
But I think also a lot of what those people are doing are building the right processes and procedures and KPIs and systems that around things that make it look as though they're the magic person.
They're maybe not magic, but they've figured out what are the building blocks to building a successful department or venture or whatever it is that they're building with inside the business.
When you were going through that process, this will be back to your interview here in a moment, but when you were going through that process, how much of it did you just have to just let go of certain things? Like you hired the person, they know what they're doing.
I think that there is a part where, yes, you have to empower and you've got to let them run.
I also think that you can do yourself a giant favor by putting measurement into that.
I would say that's the thing I got wrong at the beginning is holding people accountable is not probably one of my strengths.
But sometimes being nice and friendly can also mean giving them certain metrics that they need to hit and certain things that they need to be doing in order to be successful.
Because when you do it up front, it's not like you empowered them, they fell off the horse, and now you're retracing.
And then it looks like micromanagement of, hey, I need you to do all of these things.
Whereas if you would have came up with from the beginning of like, hey, this is what success looks like in this position, then I think that you get off on the wrong foot.
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