Podcast Summary: To The Point - Home Services Podcast

Episode: The Leadership Gap Costing Contractors the Best Young Talent
Host: RYNO Strategic Solutions
Guests: Chris and Chad Peterman
Date: January 27, 2026

Episode Overview

This episode centers on a persistent challenge in home services: how to attract, retain, and lead the best young talent. Hosts Chris and Chad Peterman share hands-on, real-world insights from their own operations, especially at Peterman Brothers, diving into why the leadership gap is costing contractors top young technicians. They break down the evolving motivations of the younger workforce, common missteps by management, and what it takes to create a culture and growth path that young techs buy into. The conversation is candid, practical, and packed with actionable advice for anyone managing younger field staff.

Key Discussion Points & Insights

The Changing Landscape of Young Talent

• Shift in Motivations:
  • Young techs are not just chasing money; they value purpose, progression, benefits, and culture just as much (or more).

    “Not all the young talents motivated by money. There’s other things that come into play.” (05:01, Chris)

• The Retention Struggle:
  • Many young techs, often new to the workforce, leave early to explore other opportunities. However, a high percentage return ("boomerang hires") after finding "the grass isn't greener."

    “Probably 15 to 20 of our technicians were boomerang hires… they left, then either we reached out or they reached out about coming back.” (09:12, Chad)

Paths to Progression and Motivation

• Clear Advancement Paths:
  • Having detailed, transparent progression ladders with performance-based KPIs keeps young staff motivated and gives them a roadmap for how to earn more and advance.

    “The biggest thing that we have seen work the best is having a path to progression… you gain these skills, you execute at this level, I’ll pay you more.” (10:57, Chad)

• Scorecards and Real-Time Feedback:
  • Techs at Peterman Brothers have digital scorecards visible daily, showing exactly where they stand—an approach praised for keeping goals visible and motivation up.

Training the Next Generation

• Structured Training Over Ride-Alongs:
  • Relying solely on shadowing and truck rides with seasoned techs is outdated; structured training regimens and systems are key.

    “The old way doesn’t work… Throw ‘em in a truck and, okay Gary, let me know in five years when Tristan’s ready to go out in the field by himself. Well, if I had given you the training and resources we give now, how good would you have been?” (20:18, Chad)

• Acknowledging the 80/20 Reality:
  • No one loves every part of their job. For young staff, understanding this helps them settle in and not jump ship for minor dissatisfactions.

    “If you love 80% of it, like, 20% is probably not going to be what you love to do… If you get 80% of the way of loving it, don’t jump around from place to place because of it.” (13:25, Chris)

Culture, Recognition, and Feedback

• What ‘Culture’ Means to Young Techs:
  • Beyond pings pong tables, young staff look for meaningful upward mobility, recognition, and a feedback loop where their voices are heard.

    “They have the ability to give feedback… if something goes wrong in the field...it goes straight to our COO… the feedback loop is critical for our younger generation because they have a lot of great ideas.” (29:20, Chad)

• Celebrating Wins—Big & Small:
  • Recognize achievement at all levels, not just top performers, to keep motivation high across the board.

    “…it’s not just about parading someone up on a stage...others may just want a thank you note. Give acknowledgement in different fashions because people respond to it differently.” (32:05, Chad)

Accountability & Consistency

• KPIs & Regular Check-Ins:
  • Consistent, scheduled 1-on-1 meetings, backed by clear metrics, help make accountability routine and less threatening.

    “When do we have a one-on-one? When something screwed up yesterday… We train all our managers: set your 1-on-1 schedule… it’s not because he screwed something up, because I already scheduled them through the whole year.” (34:31, Chad)

• Make Them Part of the Solution:
  • Allow young staff to surface their own challenges based on their KPIs and participate in problem-solving.

    “Let the scoreboard dictate the score… you don’t have to point out all the flaws. Let them bring it to you.” (35:53, Chad)

Technology & Gamification

• App for Personal Progress:
  • Peterman Brothers developed an app where techs can see their KPIs, access tools, and even forecast future earnings.

    “If they keep on that pace, here’s what your year-end W2 is going to look like… They love games. We’re going to gamify it and all this stuff.” (40:01, Chad)

What NOT to Do with Young Talent

• Stop Complaining About ‘Kids These Days’:
  • Every generation disparages the next; instead, meet them where they are, and adapt leadership and policies accordingly.

    “Stop complaining. However old you are, the generation ahead of you complains about you… We want to lean into that generation and meet them where they are.” (41:06, Chad)

• Beware Rigid Old-School Thinking:
  • Sticking to “it’s always been done this way” limits the talent pool and obstructs growth.

Challenging Leadership Self-Assessment

• Mirror Moment:
  • If you think you don’t have a problem attracting or keeping young talent, prove it by asking a pointed question:

    “If your younger tech can’t describe a future with you, they won’t build one with you.” (50:09, Chris quoting ChatGPT)

  • Or, as Chad puts it:

    "What would have to be true for you to want to run another call outside of your normal capacity?" (46:11, Chad)

  • If the answer’s vague or negative, there's still work to do.

Notable Quotes & Memorable Moments

• On Boomerang Hires:

  “We want to leave on good terms. I think the flip side is true—if you're a field pro and thinking about leaving, leave on good terms... you just never know.” — Chad (09:46)

• On Praise:

  “Praise in the trades is not something that comes easy for especially the older generation...I think that the praise piece is a piece that we often overlook.” — Chad (18:11)

• On KPIs and Gamification:

  “Give them a game. They love games. We're going to gamify it and all this stuff.” — Chad (40:14)

• On Self-Reflection for Owners:

  “If your younger tech can't describe a future with you, they won't build one with you.” — Chris (50:09, quoting ChatGPT)

• On Leadership Philosophy:

  “It’s our goal to continue to grow this company so that you have every opportunity in the world... it’s my hope that this is your last first day ever.” — Chad (51:10)

Timestamps of Important Segments

• 06:00 – Percentage of young techs & challenges with retention
• 09:00 – Boomerang hires and the importance of leaving/rejoining on good terms
• 10:45 – Creating visible career progression; leveraging KPIs and scorecards
• 12:45 – Training completely green techs: structured programs not just ride-alongs
• 17:30 – Why young techs leave “good” jobs and what they’re missing
• 20:00 – Pitfalls of traditional “throw them in the truck” training
• 23:45 – Setting career expectations years down the road
• 27:10 – Celebrating not just top performers, but level-appropriate wins
• 29:20 – Enhancing culture: feedback tools and loops
• 32:10 – The five languages of appreciation in the workplace
• 34:00 – Building accountability with KPIs and routine 1-on-1s
• 40:00 – Technology, scorecards, and gamifying advancement
• 41:06 – What leaders should STOP doing with younger staff
• 46:11 – The “owner mirror moment” and probing the real connection with young techs
• 50:09 – The future-building test for leadership
• 51:10 – Chad’s “last first day” orientation speech

Tone & Language

• The discussion is casual, honest, and occasionally humorous, packed with practical wisdom and blunt truths. The hosts speak directly from their own leadership and operational experiences, keeping the advice actionable and real.

Final Takeaway

The leadership gap with young home service techs isn’t solved with higher pay alone. Success depends on:

• Clear career paths & transparent progression
• Real recognition & feedback loops
• Structured training, not just ride-alongs
• Tech tools & gamification for motivation
• Leadership willing to adapt and meet young staff where they are
• Regular self-reflection, not just lip service, on culture and inclusion

As Chad sums it up:

“You don’t got to do everything, but you got to do something. No zero.” (53:27, Chris summarizing)