Lucas Griffin ON: Why Prioritizing and Balancing is Important in Business and Life (#120) — Transcript
Updated: Oct 26
THE PICTURE OF WEALTH · EPISODE 120
Lucas Griffin of Secure-Rite joins Dustin Serviss to discuss priorities, company values and building a mobile-storage business while balancing work with the rest of life.
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This transcript was generated from the episode audio and lightly edited for readability. It may contain transcription or speaker-attribution errors. Refer to the recording for exact wording.
Chapters
[00:00:00] Putting the big rocks into life first
[00:03:08] The early days of Secure-Rite
[00:06:00] When a regional market changes direction
[00:09:27] Diversifying products, customers and geography
[00:12:59] The challenge of quoting unusual projects
[00:16:40] Where the company culture came from
[00:19:59] Clear priorities and a firm end to the workday
[00:23:49] Learning and growing alongside others
[00:27:02] Meaningful meetings and the EOS model
Guest & resources
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Transcript
[00:00:00] Lucas Griffin: I've defined my big rocks. You've probably heard the story about the professor. He showed his class that you've gotta put the big rocks in first, and then the smaller stuff can fit around it. And so it's all about priorities. And so priorities and balance are two things that go hand in hand here. And I've been one of those guys that thankfully through my life, priorities were very clear to me. They made sense. One of the books that I read early on and I still recommend it is Stephen Covey's Seven Habits of Highly Effective People. That book is powerful. It's ancient wisdom, and he just kinda goes through it.
[00:00:37] Lucas Griffin: One of the threads through that book is priorities.
[00:00:41] Dustin Serviss: Welcome to the Picture of Wealth or TPAW as we call it. I am your host, Dustin Service. I'm excited to have Lucas Griffin on the show today. This is a a throwback for me because when Lucas got into the business, I was actually just getting into the business as well. And for any of you people who were OG, coffee shop goers, we met at the old bike cafe, the old location. For any of you laughing and remembering, it was a pretty kind of, retro, we'll call it, or dingy place, which it's now not. But, Lucas, thanks a lot for being on the show today.
[00:01:30] Lucas Griffin: Oh, Dustin, thanks for having me. I had forgotten about that meeting until just now, so thanks for bringing it up. And, yeah, the good old bike shop, it is still popular, moved, of course. That feels like a long time ago that you and I chatted there.
[00:01:43] Dustin Serviss: I think it's eighteen or nineteen years. So listener, Lucas is the leader of a company called SecureRight, which is a mobile... I won't even say a mobile storage business because it's so much more, and I hope we can get a little glimpse under the hood of all the different applications that you're using, mobile bins or storage containers, c cans, however you wanna call it. So, Lucas, people can look you up online, see all the accolades and all the successful awards you've won about the business, but I think it's important that we do spend a couple minutes on what is the business, where
[00:02:13] Dustin Serviss: did it come from, you know, from the one deck truck and your wife standing on the side of the road waving on enterprise. Give us a a close notes of how you got here today and what the business looks like.
[00:02:23] Lucas Griffin: Amazing. Yeah. You know me well enough to know that if I go in storytelling mode, we'd be here a while. So
[00:02:29] Dustin Serviss: Oh, I'm really whoop. Yeah. Woah. Woah. Woah, Lucas.
[00:02:32] Lucas Griffin: Yeah. So in really short and quick, so we started... Launched in two thousand five, March of two thousand five, which in hindsight, spring is a busy time for our industry. So it was a really good time to launch and started on a little lot in enterprise, And we were able to secure property for a really good price and work out some really neat stuff with the delivery company, forklift operations, etcetera. And so kept overhead low, and that's a message that I give to entrepreneurs all the time. You know, keep your start up costs as low as possible so that you can be profitable as soon as possible.
[00:03:08] Lucas Griffin: And so we were able to enjoy profitability in our first year, which is unheard of. From there, just started to surround myself with really good people, hired some good staff just a year and a half in. It was fun in those first days doing everything, pressure washing a container, the phone rings, kinda quickly turn it off, dripping sweat and water. Good morning. So you're right. Lucas speaking and trying to sound all pro and wearing all hats as entrepreneurs need to do. And then as we grew, I was able to get really good people in the right place. And I think that's been key to our success is we have really good
[00:03:43] Lucas Griffin: people who have stayed with us for a really long time. So I have a couple of sixteen year old... Like, sixteen year veterans working with me now. Just an amazing team that helps us do great things. So we started doing really well in in Kelowna and then a few years later started satellite locations in Vernon and Penticton. And then in about two thousand nine, launched our Calgary location and then just really tried to grow the areas that we had really well, and then COVID hit. And I know I'm fast forwarding, but it was one of those, will we have a business when this is all over? In those early days, we just didn't know.
[00:04:23] Lucas Griffin: And so we kinda put our growth plans on hold, but only for two months. And we saw that, hey. We're not falling apart here. And so after two months, we decided, let's go hard. And so I hired a general manager in August of twenty twenty. We launched our Vancouver location in October twenty twenty, bought a forty year old competitor June twenty twenty one, bought our property in Kelowna in February of the same year, and doubled our company through the last two years. So it just goes to show that if you build a really good foundation, like, we always try to do things well. We wanted to do the right things right.
[00:05:00] Lucas Griffin: And so it took about fifteen years to lay a really, really solid foundation growing the whole time, but then we were able to just hit it over the last couple of years and really thankful for the way things have gone and kinda looking towards the future with the same outlook. You know? What are some other established companies we can acquire, and what are some greenfield locations that we can start as we move across the country?
[00:05:23] Dustin Serviss: Well, man, that was very concise. Definitely, no timeouts needed. And I think that, you know, the funny thing about the storage business and mobile storage and container business, how many people have ever said to you, man, I wish I started that business? So I'll do a two part question. How many people have ever said that to you? Anyone?
[00:05:40] Lucas Griffin: Lots. Like, man, this is such a good concept. Who knew? You know, I get the, who knew?
[00:05:46] Dustin Serviss: So then the next flash thought, it's like some of those stressful days when you're like, you have no freaking clue about what it's like to own this. Does that happen, or is it just that good of a business?
[00:05:56] Lucas Griffin: Do you mean, like, yesterday?
[00:05:59] Dustin Serviss: Yeah. So...
[00:06:00] Lucas Griffin: Yeah. Like, there is always moments of, oh, crap. And the storage industry can be a little bit fickle in that you're flying high one year, and then the next year, the economy totally changes. So we're very linked to construction, very linked to residential home sales just with the different divisions that we serve. And so we can feel like champions one year and then for the next two years take a beating. Like, Calgary is a great example. We were flying so high in Calgary for our first five years. We just couldn't get enough units there. We were doing so well. And then June twenty fourteen, it's, like, forever etched in my mind.
[00:06:42] Lucas Griffin: The bottom fell out of oil. And in Alberta, everything is linked to it whether or not you want it to be. And so since twenty fourteen, we've just kind of been hanging on in Calgary, and other locations have been new and better. But then Calgary's had a turnaround over the last year. We've just seen steady growth and really good things happening in Calgary again. So, yeah, there are days where you're like, this is awesome. And then mobile storage has a lot of moving parts. Right? We have forklifts. We have trucks. We have people. And and so it's it's an amazing business, but not as simple as you would think.
[00:07:19] Lucas Griffin: A lot of operational stuff, a lot of logistics. So today, it's funny... Or sorry. Yesterday, I wasn't joking when I said, you mean, like, yesterday, we had one of our key pieces of equipment go down, and it was on one of those days in one of those weeks where I literally woke up thinking that truck better not go down. It was our forty foot delivery truck, and I woke up thinking, like, I hope that truck holds in there this week. We have so many forty foot deliveries. Nope. First job of the day, we blew a turbo up by Big White. Then it's like, okay. Now what? And so you get creative, and that's one of the things I love about
[00:07:58] Lucas Griffin: business is creative problem solving. Really unique tractor. It has a wet kit on board, which is a hydraulic set that runs our trailer, and there are very few trucks like that in town. But just started calling, and I wasn't gonna give up, wasn't gonna back down because grit is one of our core values. And, we found a company that actually needed work. The lady said to me, you and I should go buy lottery tickets right now because I need work and you need me. So we have a third party truck delivering our containers with our trailer this week. So, yeah, there's always challenges and always moments of, oh, shoot. What are we gonna do?
[00:08:40] Dustin Serviss: So just to help listener understand the business more, like, you think of mobile storage, you think of recurring revenue business model. It's like, okay. Pretty simple. We rent the cell for this much. It costs us this much. We make a bit of money. And just from what I've known of you, there's way more business models that you've got or business thing. Is the recurring one nice to have or is it, you know, is it nice to have a big sale of something? And then you're like, okay. Let's expand. But where I I could see the problem being is if your new watermark, construction's going going up, you're like recurring revenue.
[00:09:12] Dustin Serviss: It's like, oh, it's it's obviously coming in. It's gonna keep coming in for the future. Let's expand. Let's take on debt. Let's do whatever. How does your head sort of digest balancing big sales versus, like, the recurring revenue for business expansion if you're in growth mode?
[00:09:27] Lucas Griffin: That's a good question, and I feel like there's so many different directions I could go with it. In business, I'm a big believer that if you can be diversified product wise, market segment wise, and geographic, I am a huge believer in diversification. Like, Alberta taught us, and I already knew it. It just reminded us, don't have all your eggs in one basket. When it comes to our product line, we have a lot of different types of containers that we rent, sell, and modify. But as you've alluded to, we have a rental fleet, a fairly significant rental fleet now. And then we sell boxes, and we modify containers as well.
[00:10:03] Lucas Griffin: So what this does, when a customer comes to us, customer is our top priority. And so we love any revenue stream. Sales are that nice cash infusion, and we have built this business being cash flow experts. Right? We have bootstrapped our way to success. So sales, big cash infusion, as you've alluded to, the rentals are great residual income. And so in our business, the gold standard is a large rental fleet. So when businesses like ours sell or are looking to acquire one of our competitors, we actually don't even care about sales. We look at the size of your rental fleet, and that's what we're buying.
[00:10:46] Dustin Serviss: Right.
[00:10:46] Lucas Griffin: And so, yes, there is huge power and attraction in the rental side. But what's really cool about the modification side is, number one, it's a way to sell more containers because now it's not just a container. It's an office or it's a kiosk. It's a lunchroom. It's a first aid room, whatever. But it opens up new markets. Like, we're a CSA certified. Well, we're certified to CSA standards by a third party, and so we are building factory built buildings. Basically, we fall under the modular building... Factory built building code, And so that opens up a huge industry for us as well. So I love all three segments whether a customer wants
[00:11:28] Lucas Griffin: to buy, rent, or lease in any of these areas, we're there. We don't try to talk them in any specific direction because they're the customer. We wanna do what makes the most sense for them.
[00:11:39] Dustin Serviss: What's the most unique container that you've modified, if you're allowed to talk about it?
[00:11:44] Lucas Griffin: Yeah. No no problem. I would say it's an escape route. So we built a forty foot container that was used by Bayer Medical. This thing has traveled the world. It has self loading legs on it. So when a truck comes, these legs swing out, it lifts up, the truck backs underneath, and then the legs collapse and fold in, and they head down the road. So that's pretty cool. But inside, there's three chambers, and you have to solve puzzles to move through these chambers. It is so intricate. It looks like a submarine inside. They kinda made it as an underwater laboratory, so this thing is incredible. And, yeah, it's been to Harvard. It's been to Wheaton.
[00:12:29] Lucas Griffin: It's been to Berkeley. It's been to all the top institutions in in the states just trying to attract medical students into Bay Area Medical.
[00:12:38] Dustin Serviss: So How do you, for listeners and entrepreneur, how do you motivate your staff to do something that's not in their normal job description? Like, that comes in, and you're like, this is what we're building. Maybe the the culture isn't groans or whatever, but it's like, oh, man. We've never done this. That's a two part question because I I see that as a issue. And then how do you quote it?
[00:12:59] Lucas Griffin: Okay. How do you quote it? That is always challenging. And a guy who used to work for me says, with projects like this, make your estimate and then double it and add thirty percent, and you'll probably be close. Like, that's how hard it is to quote jobs like that. Yeah. Yeah. But we're we're getting better and better at it. The more projects that you do, the more you understand. But, yeah, our most exciting projects in the past were the ones that we made the least amount of money on. And I could name a few, but I won't, where I literally have nightmares thinking about them. The more experienced you are, the more you tracked...
[00:13:35] Lucas Griffin: So if you wanna be accurate with pricing, you have to track data on past project. We do a postmortem, so it's just a post project financial outlook. How was our estimate? How was reality? Okay. What do we need to adjust in the future? So that's really important. In terms of motivating staff, I think this is huge, and this is where I'm really, really passionate. At SecureRight, we have... Clearly, we spent two days with a consultant defining our values. So not who we want to be, but rather who are we. What does a good secure writer look like? And so we just drill deep. We went down every kind of rabbit hole you could think of and
[00:14:18] Lucas Griffin: really drill down. And so now we have a tribal narrative, which is life fits here, and that applies to our staff, that applies to our customers, that applies to our community at large. But our four values, and we hire and fire based on these values, community, excellence, agility, and cowboy grit. And so everyone at SecureRight that works here has those four values. And not just a little bit of them, they're dripping with these four values. And if they don't have them, they don't work here. That is how committed we are to these values. And so when you have values like excellence and agility, when a project like
[00:14:58] Lucas Griffin: this escape room comes in, we already have a team that is like, wow. That's different. But because we're agile, because we believe in excellence, and because we're just a gritty group of people who are gonna work together and display our value of community, we're gonna make this happen. There's not a lot of groaning around here. There's not a lot of we can't do that. It's like we know who we are. We know the team that we have. Let's just make this happen. But that took time and energy to develop these core values and define them and live by them. But because we live by them, everything else is easier.
[00:15:39] Dustin Serviss: I love it. Lucas Griffin, Secure Right is who you're listening to, listener. And if you've just sort of picked up the pod, this is a topic that I think is important for listener if you are successful in all the metrics of, you know, observing sort of success in wealth and money and all that stuff, but yet you're missing something or feeling burnt out. Why is this so... Seems so hard, or why does it feel like I'm not supposed to be here even though you've got the money in the bank account, your hold goes full, you bought real estate? Lucas, on this topic, you have five children. You run a... From what I see and and for...
[00:16:15] Dustin Serviss: I've known you for the years, it's been consistent. A balanced... You know, and that's an overused word, but, you know, give us the example of, you know, you're doing a family vacation. It's an annual thing. You make time. How with five children do you find time to grow a business? Because in my head, I think it's either or. It's either you could be the successful business tycoon or you could be really good with your family. And I know you're great with your family because I
[00:16:39] Lucas Griffin: know you.
[00:16:40] Dustin Serviss: But help us understand, is that intentional? Is that something that started with you and your wife waving at cars in the parking lot, or is it something that you've picked up in courses? If so, what courses were they?
[00:16:54] Lucas Griffin: Yeah. Like you said, balance is an overused word, and yet at the same point in time, I think it's helpful. So for me, I've defined my big rocks. You probably heard the story about the professor. He showed his class that you've gotta put the big rocks in first, and then the smaller stuff can fit around it. And so it's all about priorities. And so priorities and balance are two things that go hand in hand here. And I've been one of those guys that thankfully through my life, priorities were very clear to me. They made sense. One of the books that I read early on and I still recommend it
[00:17:31] Lucas Griffin: is Stephen Covey's seven habits of highly effective people. That book is powerful. It's ancient wisdom, and he just kinda goes through. And one of the threads through that book is priorities. So for me, setting my priorities was a big help. Another thing that I do is I come up with phrases or keywords that are catchy, that help me remember. And so for me, my three f's are faith, family, and finances. And so I'm always trying to keep a balance and equilibrium between those three things. I often refer to my company as a beast. It is a beast that will eat anything you can throw at it. Like, I can throw a hundred containers at it.
[00:18:12] Lucas Griffin: It just eats them up, spits them out. I can throw time at it. It eats it up, spits it out. I can throw cash at it, eats it up, spits it out. And so when you understand that this thing almost has a life of its own, and you need to tame it and train it. And part of that is building systems and teams that can keep everything in check. So I have a really, really good management team. As I've already told you, we hire very, very carefully, and we fire based on those values as well. If if we don't see those values in somebody repeatedly, they're no longer with the company. So when you build good systems, when you build a good team, when you
[00:18:51] Lucas Griffin: have job descriptions for every team member on that team, so it's very clear who's doing what. So you have the right people on the bus. You have the right people in the right seats on the bus. We've heard that before. All of a sudden, you have systems and people that can tame the dragon, that can tame the beast, that can keep it going in the right direction. And so because of that, I'm able to keep things in a good balance. I just know I will be in my truck driving my kids to school at eight fifteen every day. I make a lot of my calls. People laugh. They're like, you know that you'll be in your truck at eight thirty five on Tuesday.
[00:19:28] Lucas Griffin: I'm like, yeah. Call me then. I'll be in my truck. Or if that doesn't work, you can call me at five thirty five because I will be in my truck again on my way home. And that's just how I've structured my life. There is no choice. Everything I need to get done is gonna be done within this time period because I need to go home to be with my family. We're gonna sit down for dinner together. And then I've probably got some other event, whether it's a sporting event or a church event planned. And so I just need to be there and be present. And so pretty disciplined that way. Those are a few of my keys.
[00:19:59] Lucas Griffin: Priorities, balance, know what your priorities are, be able to put words around them, faith, family, finance, and then live it and be dedicated to it. And it's amazing. All of us can accomplish far more than we realize if we are driven and pushing and we give ourselves finite amounts of time to do stuff. So I know in a workday, everything I need to get done has to be done before five thirty because I'm shutting her down, and I'm out of there. Very rare that I I maybe work one evening every quarter, if that. And the only time I'll be working a Saturday or a Sunday is if it's a trade show, and I'll be taking some days off in lieu because
[00:20:42] Lucas Griffin: I have other priorities. So, hopefully, that wasn't too verbose, but that made me Not
[00:20:46] Dustin Serviss: at all.
[00:20:47] Lucas Griffin: List. There's an idea.
[00:20:48] Dustin Serviss: I think it's important. And is there... My brain wanders to, like... You know, a person can look up your company and do rough math. You're in great shape financially. Now you don't have to work, you know. Yeah. You want to. But at the same time, was there a moment where you had to recharge yourself? Was there a moment where, you know, you were going along and you'd mentioned you got did some acquisitions in twenty twenty one? Or was there, like, a moment where you had an or was there something that kind of nudged you that said, no. I'm not gonna look at this like, oh, twenty more years of this. I'm gonna, like, go growth mode.
[00:21:24] Dustin Serviss: And it's a a common entrepreneur go up, plateau, move to the next level. And sometimes, listener, if you're caught in the plateau, it doesn't even mean that growth is plateauing. It could mean that your mindset is plateauing of, is this it? It could be external from other things happening in your life. But, Lucas, was there any sort of moment where you you needed to boost, recircle that, took a course? You mentioned EOS and, like, getting new system for the office. What was it, or was there ever one?
[00:21:54] Lucas Griffin: I I think it's important that everybody gives themselves a break. Like, none of us are superhuman is what I mean. And I've reached near burnout several times. Like, when I go, I go hard. So I make sure that my family and I do a really good vacation every year. I make sure that I take a few weeks off with my family throughout the year. I I go so hard that I know that if I don't have these moments of rest, I will burn out. And so I think it's important. Some people think I just gotta keep working, just gotta keep working, but there actually reaches a point where you're getting less done.
[00:22:32] Lucas Griffin: Like, if you're working under burnout, you're actually not producing that well. And so, yeah, there's been times, and I've learned the signs where I just had to tap out even for, like, an unplugged weekend away with my wife locally at Sparkling Hill Resort or something like that where I was like, honey, we need to get out of here. I'm gonna go crazy. And so when your body... When your mind is telling you that, listen to it. And, hopefully, you've structured your business in such a way, and this would be my biggest encouragement to anyone listening, is structure your business so that when you need to be away, you can be away.
[00:23:10] Lucas Griffin: Who is that key person that's gonna cover? Who is that team that you know you can just count on? And so when you need a break, take a break. Because when you come back, you're gonna produce way better. You're gonna feel way better. You're gonna have fun again, and I think that's pretty huge. The other thing that I think is important in another place where our paths crossed, Dustin, was with Tech Canada. So join some sort of group, some sort of mentorship group or mastermind group where you can learn with other people. I'm an... I am a huge advocate of continual learning. So I I have my business degree.
[00:23:49] Lucas Griffin: I'm now forty five years old, but I'm always reading, always learning, just soaking in whatever I can. And I think that's important that you surround yourself with good people that you can share ideas with, solve problems together, but also learn together and grow. And so I never wanna stop learning. I have a pile of books at home that I'm literally working my way through. You know? And most of them are educational books. Even though I love a good Western novel every now and again, most of them are, you know, either business books or church building books or anything that I'm passionate about.
[00:24:28] Lucas Griffin: They're there for the read, and I'm working my way through.
[00:24:31] Dustin Serviss: Lucas, yeah. So you mentioned tech, which is, is the entrepreneurs council or committee. Is that, the
[00:24:38] Lucas Griffin: The executive committee, but it's mostly entrepreneurs that are part of it.
[00:24:42] Dustin Serviss: And we were a part of it pre COVID. You're still part of it. Are you not? Yeah. So I see your stuff online. But one of the things that that we... Did did you hire a consultant from EOS?
[00:24:53] Lucas Griffin: We self implemented. Yeah. And Traction is another book that I'm super passionate about. The author goes through EOS, the entrepreneurial operating system. And when I hired my GM, this was her number one big project is let's implement EOS. So we self implemented. We had a really good team. And just because of who I am and who my GM is, it worked. For most people, I think having a consultant to lead them and guide them through the process would be worth the money spent.
[00:25:24] Dustin Serviss: Yeah. And we are self implementing after hiring a consultant and going through it, in twenty twenty, and then COVID happened, and then my team went way down. For anyone who doesn't know... Maybe, Lucas, help just the wave tops of, like, what is it... Or you're helping an entrepreneur orientate towards?
[00:25:42] Lucas Griffin: So the way I describe this entrepreneurial operating system is it's the best of business practices brought together in one system. And so he talks about starting with your values and vision, and then you move to people, and then you look at your product, and then you look at your processes, and then you look at your data, so your KPIs and what you're tracking. And so there's these six components that when they all come together, you really start to gain traction. And it is so powerful. Again, setting ten year goals, three year goals, one year goals, but within those one year goals, ninety day plans.
[00:26:21] Lucas Griffin: And he talks about rocks, and these are the big priorities for that quarter that you're going to push your goals, your overarching goals for the year ahead. So I've created a strategic planning team. We meet once a week, and we have a ninety minute meeting. The meeting is predictable. We know exactly what we're gonna go through. We start with good news updates, and then we move to the KPI review. And then we move into issue resolution, but we also, every week, look at these ninety day rocks. And if you have to be accountable to a group of peers every week, you definitely have motivation to move those ahead.
[00:27:02] Lucas Griffin: And so just this routine and regime of hard hitting meetings, not just meetings for the sake of meetings, but, like, meetings that you're gonna talk about meaningful stuff and pushing goals together, it is so powerful. And I give this model, this EOS model, a lot of the credit for our growth over the past two years since we've implemented it. We've doubled our company since implementing it. I don't think that's just because of the system, but has played a part in it for sure.
[00:27:33] Dustin Serviss: Listen, you're gonna hear two entrepreneurs just sort of riff here for a second. I think it'll be good. I appreciate your patience. So this is a selfish question. We have not been very good at implementing EOS. So your weekly meeting is what's called a level ten meeting, and each member of the team has these certain KPIs or meet five clients a week or, you know, every business might have sell ten ladders or... You're trying to get goals down that are not like, did we increase revenue at the end of the quarter? Because really, whether that happens or not, you get there, and it's like, well, we didn't or we did.
[00:28:08] Dustin Serviss: We don't really know why, and so you're trying to get a little bit more ahead of the curve with real time data. That's my encapsulation of the weekly goal. So you've had trouble with not labeling well enough the things to track. In your business, are you open to share maybe one of your level ten scorecard things Yeah. When you find one?
[00:28:30] Lucas Griffin: What are we tracking and why? Is that Well,
[00:28:33] Dustin Serviss: just just one example. So, like, every week, Lucas meets his team. It's like, Lucas, did you... And then you report, and then this scorecard is quite cool if you design them. There's all different ways you can design it, but it could have a star if you overachieve it or a green light, yellow light, red light. But I'm I'm just trying to get an idea or an example of, like, what you at the top level. You're not on the phone making cold calls in the call center. You're not driving the trucks or trying to log kilometers or do the best drop offs. You know? So can you give us a gist of one of yours?
[00:29:07] Lucas Griffin: Yeah. So, I mean, it's interesting. I've structured my company so that I am still doing sales and growth, and that's where I'm trying to focus my time. So one of the areas this quarter that I'm working on is I've I've also just read another book called The Perfect Plan, and he highlights the need for gratitude and not taking current clients for granted. So for this quarter, I said I'm gonna take ten long term clients out for lunch. And I just wanna do this as an opportunity to say thank you to them and, like, look them in the eye and say we value you. We value your business. You are important to us. And to touch base, how's it going?
[00:29:49] Lucas Griffin: Are we meeting your needs? Are we responding fast enough, etcetera? So for this quarter, one of my rocks was take ten long term clients out for lunch because I'm a pretty hardcore guy. I like to be at my desk on the phone churning, working. I love people, but I struggle to, like, go golfing and go out for lunch and that sort of thing. So that was one of my goals, and I'm on track for q two. I think I've taken seven clients out for lunch and said thank you, and they've gone super well. I've just been so thankful that I was able to achieve this. So that's what one of my rocks looked like for q two of twenty twenty three.
[00:30:28] Dustin Serviss: I love it. Thank you for that context. Lucas, where can people find you? I know that you're super sharing with your information on social media and about the company. Where can people find you?
[00:30:39] Lucas Griffin: Yeah. So our website is w w w dot secure dash right dot com. My email is lucas at secure right dot com. And any other information from there, if you email me or reach out via the website or phone, I'm happy to chat more. I love sharing knowledge that I've gained because I feel like it's so powerful and because I'm always learning. I'm always excited about something. So, yeah, look forward to chatting with anyone that has any specific questions.
[00:31:10] Dustin Serviss: Well, thanks, Lucas. You've definitely stayed humble in your response because you could sell energy water. So thanks a lot for being on the show today.
[00:31:16] Lucas Griffin: Thank you for having me.
[00:31:19] Dustin Serviss: Thank you for tuning in to this episode. If you enjoyed the show, please like and rate the show, share with a friend, or use your new knowledge in your next conversation. If during the show something gave you a pang of inspiration, motivation, or sense of uncertainty, act on it now. Get the clarity you're looking for. Find the permission you seek. Go to servicewealth dot com to discover how others are learning how to take Fridays off, or buying a recreation property, or spending more money. If you're an organizer of an event where you believe my philosophy on finance
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