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Host: I am honored today to
introduce to you somebody who is

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not only a thought leader, but
much more importantly, a

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practitioner. Dina Dwyer Owens,
you may recognize her as faith

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brown on Undercover Boss, which
was one of the most popular

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episodes from that reality TV
show. She's also an author, and

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we're going to talk about some
of her stuff today around her

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first book was called live rich
and then values. Inc, her real

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life job as the co chair of the
Dwyer Group, which is a billion

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dollar, well over a billion
dollar organization that is in

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sort of the franchise space.
Anyways, I'm excited and

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honored. Dina, welcome to the
show.

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Dina Dwyer-Owens: Thank you. I'm
the one who's honored here. I so

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appreciate the opportunity to
share with all your listeners

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about what's most important to
me at the Dwyer Group.

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Host: Yeah. So how did the Dwyer
group get started?

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Dina Dwyer-Owens: Well, my
father, Don Dwyer founded the

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company in 1981 and he had a
vision for having a collection

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of Franchise Businesses
basically serving the same

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customer base. And he was just
so clear about his vision, his

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mission and his values. In fact,
his mission statement still

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lives on today, and that's to
teach our principles and

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systems. Franchising is all
about systems of personal and

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business success, so that all
people we touch live happier,

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more successful lives. So it's a
great way to wake up every day.

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We're in the business of helping
people have a better quality of

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life. We just happen to use
franchising as our vehicle to do

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that. And when Don founded the
company, he also had always been

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a student of leadership. Those
listening are all students of

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leadership. Here. We all want to
get better. And Don said, How do

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I really start this company off
right with the right foundation?

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And what he had learned by
studying great leaders was that

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they were always clear about
their values, and that they put

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their values in writing, and
then they put their values to

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work, and they worked hard to
practice those values day in and

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day. In and day out. So when he
launched the business in 81 he

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launched it with what he coined
his code of values. And you

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know, looking back, there are
probably more emotionally based

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beliefs, things like loyalty as
meaning to our lives. We must

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count our blessings every day in
every way, and one that I will

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never forget. And unfortunately,
we lost Don in 1994 but one

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value as a kid growing up in his
business was re earning our

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position every day in every way.
So he always said, celebrate the

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victories of the past. Learn
from the mistakes, but be better

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today than you were yesterday.
So Don, again, had this vision,

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and he began to build the
company with rainbow

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International, which was the
flagship Company, which was back

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then, a carpet dying and
cleaning company. So we could

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come into your house, if you had
that good old tan shag carpeting

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and you wanted it to take care
of some stains, we could make

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that a nice brown shag
carpeting. That industry has

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changed. So rainbow today is a
restoration and carpet cleaning

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company mostly focused on fire
and fly restoration. And then he

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bought a company called Mr.
Reuter, and it was actually a

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penny stock that he ended up
doing a reverse merger on in 93

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and took the company public,
started up some brands like Mr.

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Electric and air serve and Mr.
Appliance. And after his

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passing, we bought a company
called the glass doctor. And

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from there, the grounds guys and
Mr. Handyman and Molly made and

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five star painting, and I'm
probably forgetting some Window

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Genie. So today, our key
business is being a values

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guided world leader of franchise
brands that focus on enhancing,

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repairing and maintaining
customers, homes and businesses.

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But my mind still to net it all
out. It's about helping anybody

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we touch have a better quality
of life. And again, franchising

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is the vehicle we happen to use
to do that, whether it's

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touching our franchisees lives,
our customers lives, our vendors

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lives, it's all about making a
positive impact.

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Host: Yeah.  So talk to me about
"live rich". Okay, so you you

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use that a lot. Rich is actually
an acronym.

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Dina Dwyer-Owens: So in 1993 I
mentioned we took our company

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public, which was a big step for
our founder and my father, and

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then, unfortunately, in 1994 he
died of a sudden heart attack at

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the age of 60. So quite a young
man. So one of the things that

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we knew as a leadership team was
we had to keep this culture

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special. It's what attracted the
strong franchisees we had. It's

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what attracted the great team
that. We had, they were aligned

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in those values. So we knew we
had to keep that foundation

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strong. We took Don's original
values, his belief system, and

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we operationalized it. So that's
where rich came from, and rich

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stands for respect, integrity,
customer focus and having fun in

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the process. So when we say we
live rich at the Dwyer group. Of

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course, we're in business to
make money at the end of the

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day, but it's about how we treat
people, and when we treat people

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with respect and dignity, we
provide a quality of product or

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service profits. The profits are
the applause We get. As my

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friend Ken Blanchard would say,
I have to say we're guilty of,

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over the years, going down some
bunny trails you get excited

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about other businesses that are
franchisable or franchise, and

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yet our teams had to come back
stay focused on what we're

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really great at, and that's
these home service type

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businesses.

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Host: What do you think is the
difference between the companies

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that successfully franchise and
they start to successfully

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scale, and then the ones that
can never really create that

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scale?

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Dina Dwyer-Owens: Yeah, a couple
of things. You know, it has a

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lot to do with the people.
People are a pedigree at the

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Dwyer group and at all franchise
companies, because it takes the

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people to create the systems and
then coach the franchisees to

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those systems. So at Dwyer, and
again, a franchise, you're

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right. It's all about taking
What's complicated about

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business and streamlining that
into a system or process, then

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training to that system or
process and making sure people

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are living up to it. And then,
unfortunately, these are

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independent small business
owners. Every franchisee is a

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small business owner and and
even though we want them all to

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follow the systems perfectly,
that's not going to happen.

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It'll never happen. We have 2800
franchises today. The majority

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of them do a beautiful job
living by the system, and those

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are the ones realizing the most
success. But unfortunately, some

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feel like they've got their own
ideas, and you coach them up,

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and if you can't coach them up
to follow the systems, you have

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to coach them out, because it's
not fair to the other franchises

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who are committed to delivering
the brand promise, which is

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really what the systems do. And
if I talk just for a second

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about the distinction about the
Dwyer group's core values, we

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would not be where we are today.
We've grown at a pace of about

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50% the last three years, some
of that through acquisition, but

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a lot of that through organic
growth. And if it weren't for

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the alignment of our team around
our core values, I don't think

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we could be here, because it's
one thing to have great systems,

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but if you don't have great
people that really believe in

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those systems and believe in
delivering that value to the

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customer, you're right. That is
who we're competing with. We're

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competing with who's going to
solve the customer's problems,

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even around our values, we had
to create a system for keeping

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those values front and center.
We learned our lesson when Don

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Dwyer passed away in 94 he was
the one who would hold us

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accountable to the original
values. So he'd let you know if

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he felt you were loyal today or
you weren't. You know the values

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weren't that black and white.
Well, today, our values are very

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clear. One of our values is
continuously striving to

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maximize internal and external
customer loyalty. And the

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internal customers are our
employee. The external customer

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is you, the person who's calling
us to your home or business to

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take care of, keeping your
again, your home or business

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comfortable. So the values
really have been the foundation

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for our success, but had we not
put a system in place, we

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wouldn't be where we are today.
And I think people make this

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more complicated than they need
to, but they're not in

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franchising. So, you know, as a
franchise organization, we

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always think about system,
systems, systems. If something's

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not working, it's probably
because the system is not there

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or people haven't been trained
to it. So we when we created the

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operationalized code of values,
we knew as a leadership team,

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number one, we couldn't just
throw them in the face of our

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employees and say, hey, look,
starting today, these are going

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to be the new values we're going
to follow. Instead, we said to

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our employees, and we didn't
realize we were being so smart

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when we gamified our values, but
we basically said to our

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employees, we think this is
going to be the solution to

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keeping our culture special. We
handed them handed them a

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laminated card. On one side of
the card had the original

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values, Don's values. On the
other side of the card had the

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new operationalized values, the
rich values. And we said, we

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need your help for the next 90
days. We want you guys to study

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these values, and in order to
show our commitment to you, we

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want you to give us feedback
anytime you catch a management

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team member violating a value,
we want you to give us a beep.

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And as silly as that sounds, it
worked. So the employees really

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studied these values, much more
than I would have ever imagined,

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because they loved the idea of
catching their bosses doing

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something wrong. So if you could
imagine the Road Runner running

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through our building for 90
days, that's what it sounded

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like around here. We were being
beeped. It's just a verbal beep,

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beeped right and left, because
we were so bad at the new

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operationalized values. So once
we played that game, we brought

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the team back together, we asked
them what they thought, and they

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loved it, and they added a value
that I think is the toughest one

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we have today. But we said,
okay, so going forward, because

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this, this. Not die. When the
CEO of the company dies or the

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leadership team dies in this
company, it's got to be

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sustainable. So let's create a
system. We said, anytime we have

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the meeting of three or more of
our team members or our

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franchisees, we're simply going
to bring the values front and

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center in that meeting. So
before we talk about anything

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else, we're going to either
review all 15 values in our

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case, because they're really
behavioral statements, if you

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want to think about them being
that black and white, and

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sometimes we might just
highlight a value that we're not

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so good at. Maybe we've gotten
some feedback from a customer

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that we're not doing a great job
responding in a timely fashion,

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for example, or maybe we
highlight a team member who's

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gotten exceptional feedback. The
bottom line is, at the beginning

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of every meeting of three or
more, we should take a deep

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breath and reflect on our
values. And most of our team

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members, not all of them,
because we're a fast growing

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company, many of our team
members can do that by heart

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with heart, as we call it. It's
not just a memorization act. We

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want people to internalize the
values so that when a problem

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occurs, what happens in your
mind is you could write to a

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value, or maybe a number of
values that can be the solution

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to the problem. We do it out
loud, and sometimes, again,

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we'll go over all 15 values.
Sometimes we'll just highlight

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the key areas, showing respect
for all people, acting with

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integrity and all dealings and
serving customers with

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enthusiasm. It just kind of
depends on how many meetings

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you're in in a day. Sometimes it
seems, oh, all 15 again. Can we?

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Can we just focus on one that we
know we need to get better at?

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There's one that's very topical.
You know, if you think about,

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we're having a meeting about
customer service, but we want to

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talk about one of the values
that has to do with customer

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loyalty.

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Host: Okay, so let me play the
devil's advocate here, right?

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Like we don't have the extra two
minutes to spare to do this.

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What do you say to that?

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Dina Dwyer-Owens: This is what I
say to the leader. You don't

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want to hear the whining. This
is who we are. This is the only

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way that we're going to keep
these values front and center,

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and the minute we start getting
lazy about it, I liken it to

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people who do a good job of
brushing their teeth, but they

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don't floss their teeth very
often. And what happens when you

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don't floss your teeth very
often? You get rot, you get

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decay. And what happens when you
start having decay? It not only

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affects your teeth, it affects
major organs in your body. And

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in my mind, it's up to the
leader to stay firm on the fact

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that you've got to keep the
values front and center, because

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the minute you quit flossing,
you're going to get decay. You

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start getting decay. Organs
start shutting down. Your body

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is not going to be at optimal
health. It's the same thing with

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a franchise organization or any
organization, the values have to

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remain front and center, and the
minute we start getting lazy

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about it, we lose an opportunity
to really be great when properly

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practice values inflict pain.
They make some employees feel

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like outcast. They can limit an
organization's strategic and

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operational freedom and
constrain the behavior of its

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people. They leave executives
open to heavy criticism for even

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minor violations, and they
demand constant vigilance. So

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this value step is not for
everybody. It's really not for

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the faint of heart. I have a
quick example for you. I was

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just at a I'm on the board of
lead like Jesus, which is a Ken

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Blanchard nonprofit
organization. It's about

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teaching that Jesus is the
greatest leadership role model

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of all times. It's not about
being a believer in Jesus. You

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know that then he was a prophet
for some but it's about the fact

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that he was such a great leader
and and the founder and owner of

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all the Omni resorts, they
shared a story about his values,

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and they said, here's the guy
who goes up to his values, and

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the numbers is not what drives
it, it's it's what's right,

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doing the right thing. So, you
know, they have these terrible

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adult stations on TVs in these
hotel rooms.  They're poison.

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They're poison. And this guy was
in one of his hotel rooms one

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night and realized they had
these adult channels. You know,

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he doesn't know every single
working of the the hotel can't

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possibly 30,000 employees a big,
big operation. And he says, What

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are we doing here? Why do we
have this? He got with his

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management team, and they
disconnected all of the adult

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channels. Now that takes
courage, but that's following

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your values all the way through.
You know what? As a customer,

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guess where I'm going to stay?
Because I respect that. He's got

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the courage to make that kind of
decision, losing millions a year

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but not having the adult
stations. But he's not really

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losing millions a year because
he's living up to his values.

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What's most important? Because
when you do that, it translates

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into financial results. We're
proof of it. At the Dwyer group,

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we had a private equity partner
who took us private in 2003 sold

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us in 2010 Three years later,
came knocking on our door to buy

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us back, because they were
having a hard time putting a new

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$1.5 billion fund they had
raised to work with great

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companies, and they said, What
we love about Dwyer is your

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culture, the mission that you
have the leadership team. And of

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course, the growth opportunities
are huge. Every franchisee has

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an opportunity to grow their
business. My attitude, and I say

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this in the book a couple of
times, the rewards are really

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too great to ignore. And is it
easy? No, it's not easy, getting

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clarity about your vows. It's
not easy making sure that you're

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leading with them, because we
are human beings, and we fail

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every day. You know, every day,
probably somebody could beat me

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for not living up to the value,
to the degree that I should be,

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but I'm doing my best. I'm
striving to live those and

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that's all we can ask of our
team. And we're surrounded by

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people at Dwyer who work hard to
live up to those values. Is

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every day our values have
surrounded us with people that

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are like minded, that really
care about that customer

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experience that you talked about
early on. Without the values,

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though, we wouldn't be able to
do this, I'm certain.

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Host: Yeah, Dina, I do have one
other question that I want to

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make sure to ask you. But before
I do that, where do you want

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people to go to connect with
you? You know, learn more.

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Dina Dwyer-Owens: Yeah, they can
simply go to Dina Dwyer

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owens.com and it's D, W, y, E,
R, owens.com.

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Host: Okay, so here's our last
question. Let's say there's

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somebody out there listening,
and maybe they run a franchise,

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maybe they have a small
business, maybe they are mid

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level manager at some large
public organization, and they're

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not, they don't have ownership,
but they have leadership to the

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leader that's out there
listening right now. What action

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would you encourage them to
immediately take?

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Dina Dwyer-Owens: The first
action would be is discover if

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you do have clearly written
values, because most of the

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time, organizations have done a
lot of work, whether, again,

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it's a church or a for profit
business, they've done a lot of

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work thinking about what's
important to them. So I would

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say, dig those up. Dig those
values up. Get with key leaders

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in that organization. It could
even be a family. It could be a

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parent who's listening and sit
down and talk about those,

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revisit them, polish them up,
and again, download the Create

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your culture workbook, or invest
in values. Inc, there's some

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very clear directions at the
back of values. Inc, too, on how

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to then take that to the next
level, so that you truly can

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create a system around keeping
your values front and center so

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you don't forget who you are and
what you want to stand for in

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this world.

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Host: Well, Dina, thank you so
much for your time today, and we

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appreciate you taking the time.

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Dina Dwyer-Owens: Thank you for
the opportunity, and I hope that

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the listeners will join this
movement. We really can change

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the world one person at a time.