When Ego Paves the Wrong Road with Bryce Harem

Steve Doyle (: 00:00

Welcome back everyone to this episode of Bluecaller BS. How you doing today, Brad?

Brad Herda (: 00:05

I am fantastic. Mr. Doyle, how are you this, this day? And you can lie to us. It's okay. Cause pre-show you're a little, you're a little bitchy pre-show. Yeah, whatever.

Steve Doyle (: 00:10

I'm going to lie and say everything is fantastic. Everything is awesome, Brad. It's a great day.

Brad Herda (: 00:20

That is a little sarcasm, a little facetious. Pick a word.

Steve Doyle (: 00:25

Yeah, pick a word, go with it. And if you believe me, I've got, you know, some swampland in the Antarctic to sell you. So we're good to go. Yeah. It is. It could be. It could be. It could be. So, so Brad, who do we got on the show today?

Brad Herda (: 00:34

It's warm there. It's getting warmer there. So it could be swampland. Depends what you read.

Brad Herda (: 00:47

we have a gentleman, Bryce Haram. Haram, Haram, Haram, Haram, Haram, Haram. Here we go. I forgot to ask the question pre-show, damn it. He is a founder of Bridge the Gap Services, BTG, Coaching and Consulting Services, located out in Washington. He graduated from Central Washington University with a degree in construction management. And the reason we got hooked up was because he is part of Central Paving.

He came to General Manager in: 2022

Bryce Harem (: 01:29

Even even if the bottom is way way down there. Yeah

Brad Herda (: 01:34

So so welcome to the show sir

Bryce Harem (: 01:37

Thank you, thank you for having me.

Steve Doyle (: 01:39

So Bryce, before I forget, which generation do you identify or fit in with?

Bryce Harem (: 01:45

That would be fit in or identify as. So I'm a millennial. I am a millennial born in 1987. I would say, you know, but I probably, I grew up old school construction. So I was probably relate more to the boomer side, but I am a millennial.

Steve Doyle (: 01:49

I don't know, are they different or the same?

Brad Herda (: 01:50

Yes.

Steve Doyle (: 01:54

Okay. fuck off.

Brad Herda (: 01:54

Just like Steve.

Steve Doyle (: 02:04

Mm-hmm.

Steve Doyle (: 02:07

Whoa, okay, all right. So tell us about your journey, like how it started and how you got into the construction side.

Brad Herda (: 02:22

I was an old, millennial get to where they are today.

Steve Doyle (: 02:24

Mm-hmm.

Bryce Harem (: 02:26

Yeah, old soul, old soul millennial. I like that. That's what we're going to call that from now. That's what I'm going to start saying from now on. I like that.

Brad Herda (: 02:35

So we're here to help.

Bryce Harem (: 02:39

I wound up in construction management at college. I made the decision to go into construction management. Always liked construction, but it's never really around it. My father was an engineer, civil engineer, but other than that, did not have much experience in or out of it. And I yeah, I like building things. I like messing around. So I'm going to go into construction. And that's how it started.

Steve Doyle (: 03:04

Okay.

Bryce Harem (: 03:07

And I went right into a project manager role right out of school, which means I was hated by every field guy on the planet and gal on the planet.

Steve Doyle (: 03:12

Mm-hmm.

Brad Herda (: 03:18

Well, because you didn't know anything and you were in charge. It's OK.

Steve Doyle (: 03:18

Yep.

Mm-hmm.

Bryce Harem (: 03:22

But I acted like I knew everything. That's the problem.

Steve Doyle (: 03:27

Exactly correct.

Brad Herda (: 03:28

Correct! Ding ding ding! Hey, for all the other folks that are out there that say, hey, millennials can't figure it out, they can, you just gotta sometimes kick them in the ass here.

Steve Doyle (: 03:39

So, yep.

Brad Herda (: 03:42

Keep going, you figured it out, keep going.

Bryce Harem (: 03:44

yeah. Yeah. So I dove in and I mean, honestly, when we say that joke, you know, I was hated. I got my ass kicked. I went out into the field telling the field. This is embarrassing to say. Brad already knows the story, but I'll say it again. Trying to tell the field on my first large job in the civil side, which was actually a couple of years in at that point, that this is how you build it.

Steve Doyle (: 04:06

Mm-hmm.

Bryce Harem (: 04:12

this is what this is what the book says. I don't know how, by God's grace I did not get punched in the face. I made it out, but it was a long road for me at that point figuring out I didn't have the respect of the crew.

And so for me, I've now almost 17 years, if you count school and times I spent in the summer, I'm about 17 years in and around the industry now. And all along the way, it's been having to earn the respect of the field and try to figure out how to do that effectively.

Steve Doyle (: 04:41

Mm-hmm.

Steve Doyle (: 04:51

Hmm. So how did you do that?

Bryce Harem (: 04:55

So number, good question. Depending on if they're listening right now, they might even tell you I haven't yet.

Brad Herda (: 04:56

Hahaha

Brad Herda (: 05:03

You

Steve Doyle (: 05:06

You

Bryce Harem (: 05:08

I ended up going, I learned after that, I learned very quickly that I didn't know shit. And in order to get them to respect me, I had to start asking them what they needed from me. And so I would actually spend more time. I actually requested the tougher superintendents, the ones who didn't respect me.

Steve Doyle (: 05:17

Ha ha ha!

Steve Doyle (: 05:28

Mm-hmm.

Steve Doyle (: 05:36

Mm-hmm.

Bryce Harem (: 05:36

And when I went out on site, I said, great, can you please help me understand how you're building it so that I can better serve what you need in the office. And the more I did that, obviously the more relationships you build, the better it gets. And I wasn't scared. Yeah.

Steve Doyle (: 05:45

Mm-hmm.

Brad Herda (: 05:51

So question, question. So when you, when you asked them to help me understand and they showed you, you know, anchor bolts are always out of location or, know, the Perlins aren't necessarily right or they're cut too long or they're cut too short. Cause the damn engineers don't know how to detail anything. How did you deliver on the expectations back to the guys in the field that you were going to make it better?

Bryce Harem (: 06:15

So the biggest one you can start to do is I think where we get into a lot of trouble is we assume what people need versus actually understand what they need so you can anticipate what they need. And when you assume it gets dangerous because you don't actually know if what you're assuming is correct. by working with what, yeah, by working with those guys and asking the questions and figuring out either.

Steve Doyle (: 06:23

Mm-hmm.

Steve Doyle (: 06:34

Mm-hmm.

Brad Herda (: 06:34

It's like being married.

Bryce Harem (: 06:42

If it's timeline issues, is it not getting responses fast enough? Is it people just not getting responses at all? You know, getting a better understanding on, okay, if these are always going to be at a line, then I'm going to always look for that in the plans. I'll always ask that RFI if we need to check that, verify that before the job starts on the next one. You're not always going to be able to change it then. But what I usually ask for now is I'm trying to fix it for the next one. I'm trying to stay ahead because my job.

This is my favorite, I don't know if you call it a metaphor, maybe. I don't know if it's a metaphor, but the field drives the bus. I make sure the lights are green. And so that is how I tried to prepare and anticipate for those guys, that if I knew what they needed ahead of time, then I knew when to ask the questions so that I could stay one step.

Steve Doyle (: 07:38

Okay.

Brad Herda (: 07:39

I like that. I like that that that image you need to work on that. Because ultimately that will fit into see so you got just look at his logo right the BTG right now imagine the logo with the bridge on a red light green light on both ends of the bridge coming over here's Bryce over here making sure all lights are green that you got some see also millennial with a new logo new opportunities and more stuff. We are just killing it.

Bryce Harem (: 07:53

Yeah.

Bryce Harem (: 08:05

And we're gonna we're gonna need some Gen Z's in here too then we're gonna need some everybody. I'm gonna need a little bit everybody in here. The last thing that was really the biggest game changer for me and it took longer than I would like to admit because we all have an ego and I was embarrassed to not know for a long time so I would hide it. I hid it that I didn't know and

Steve Doyle (: 08:08

you

Brad Herda (: 08:09

Right, exactly.

Bryce Harem (: 08:32

I learned and I didn't actually really get into this until I became the general manager here at central paving to when you go out in the field and you own the fact that you don't know. I don't know. I've never, I've never paid to this day. I've been on a paper. I've ran a paper twice, so I don't pay. But I go out there and I.

Steve Doyle (: 08:43

Mm-hmm.

Steve Doyle (: 08:48

Yeah.

Brad Herda (: 08:50

No, you don't pay, you know, you don't, you don't pay for a living, but I have paid.

Bryce Harem (: 08:56

Yes, correct it. Correct it. And now I go, I'll go out. was never scared to grab a shovel. I was never scared to get in the trench. I was never scared to work on the crew. And when that comes out now, it's great. Teach me. So now when I go out, I'll pick different people. They could be the guy who's been there for a month, or the gal who's been out there for two weeks. What have you learned? Show me, show me how to do it. And that has been a tremendous gift as far as one understanding.

Steve Doyle (: 09:07

Mm-hmm.

Steve Doyle (: 09:20

Mm-hmm.

Bryce Harem (: 09:26

the struggles that they see, understanding what they go through. And then also myself, I get to learn and build a relationship.

Brad Herda (: 09:35

So when we had our pre-call, can you share with our audience when you got the promotion to general manager and that the leader, that conversation with your leader and those types of things, because I found that to be very powerful and insightful. And I think too many people hold those statements in that, that avoid that conversation.

Bryce Harem (: 09:45

Mm-hmm.

Bryce Harem (: 09:50

Thank

Brad Herda (: 10:00

because it's uncomfortable and you are willing to have it. So if you could share that story with us, I would greatly appreciate it because it's an awesome story.

Bryce Harem (: 10:07

gonna get vulnerable then. That's the deal. I'm gonna keep going. I'm gonna go through both years. You stop me if you want me to stop. Alright, so I'll start running through. In 2022, I was asked to be the general manager for Central Paving. I had been, I'd spent more than a decade as a project manager across commercial, residential, heavy civil.

Steve Doyle (: 10:10

Ooh, all right.

Bryce Harem (: 10:34

And then I had been about a year or two in the asphalt side at this point.

They had asked me to be the general manager, which I, for me.

I wanted to be the boss. That was, it was a one track mind. I had come from being the young guy on almost every team by 15, 20 years as a PM to all of sudden, I was the oldest guy. I was the experienced guy. I was the oldest person at the company, older than the owners by five years. So all of a sudden I became the person everybody wanted to seek advice from.

Steve Doyle (: 10:49

Mm-hmm.

Bryce Harem (: 11:16

You become the hero, right? yeah, and damn, it felt good. You know, it felt good. And so I said, I'm gonna, I'm gonna be the boss. And I went for it. And which is funny because I've never, I've never really had that mindset before in team sports and anything of wanting to be that the star, that person. But the ego kicked in again and I said, I'm gonna do it.

Brad Herda (: 11:18

the capon.

Bryce Harem (: 11:44

So they offered it obviously at that point. That's what I wanted. I took it and I failed. Terribly. I failed. I led the team to our largest financial loss the company has ever seen.

Steve Doyle (: 12:00

Hmm.

Bryce Harem (: 12:02

roughly just under one and half million dollar loss and as a result in order for us to keep moving I was left with the decision to let go of 66 people.

Steve Doyle (: 12:16

Wow.

Bryce Harem (: 12:16

This one as as Brad knows this is usually where I this is where it starts to. I start to hesitate because. Yeah, this.

Brad Herda (: 12:24

This is a very impactful story because it is you took ownership. That's the so this is the you took ownership of your situation, which is better than most because you could have easily said, fuck it, I quit. I'm out and gone on to the next thing and let your owners deal with

Steve Doyle (: 12:25

Yep.

Bryce Harem (: 12:32

Yeah.

Bryce Harem (: 12:41

Yeah, it's, it is, it's never felt right that I got to stay and they had to go. And, but in order for the company to move on, that was the decision that that was the only decision that needed, I mean, that had to be made at that point. And.

Steve Doyle (: 12:56

If

Bryce Harem (: 13:02

I didn't, the problem was I didn't really know what I did wrong. And so I dove back into it and I tried to figure out why and, how I ended up in that position. And the, the biggest thing I can come up with is I was running a company. We had about a hundred people at the time. So two thirds of the people had to go. I was running a company like he would manage a job. I was.

I was doing it completely off of like a, basically a spreadsheet. Everything was budgets, assets, even the people. So I went to a complete.

Bryce Harem (: 13:44

I went in completely different direction from honestly who I am by if you go back to who I was growing up to the person I thought I was supposed to be as the boss. I was always taught that you don't, you're not allowed to be friends with the people you work with as the boss. You're not allowed to be weak. can't show emotion. Vulnerability. Yeah.

Steve Doyle (: 13:56

Mm-hmm.

Steve Doyle (: 14:11

Mm-hmm.

Bryce Harem (: 14:13

right that doesn't, that doesn't exist, you know? And so I avoided every conversation that needed to be had, even when I knew it needed to be had, I didn't have it. And I treated everybody like they were a number. And because of that, no problems got addressed, nothing got fixed. And we wound up where we were. And it's never just one thing.

You know, you, you talk to everybody on the team. was a mountain of reasons and combination of reasons as to what led to that point. part of that being, also, we also got very, very confident in what we were doing. yeah, we'll say cocky. got very cocky in what we were doing and it led to.

Brad Herda (: 14:57

Here's all young guys coming and kicking everybody else's asses and taking work from everybody and we're gonna ride the wave and shit.

Steve Doyle (: 15:03

Mm-hmm.

Bryce Harem (: 15:09

It led to bidding jobs. You bid a little bit, you know, a little bit more, a little bit bigger than your britches maybe be able to handle a little bit bigger. And then pretty soon you wind up in this, in this huge mess with all this work that's really slightly above what you're ready for. And now you got to hire to fill seats. And so you don't have the right people. Don't have the clearly the leadership skills at all. You know, it all spirals with that.

Steve Doyle (: 15:34

Mm-hmm.

Bryce Harem (: 15:36

So coming into 23, I called for a meeting with the about 30 to 35 of us left. And right before the season had started, we run about an eight month season here in Washington state. So it was about the end of March and I didn't know what to say. So I just sat there at the front of the room and whiteboard like the one behind me. Maybe this is what I should have wrote on there, Brad.

This would have been a good smart ass comment to write on there. I wrote, I'm sorry. And that's all I could write. didn't, I turned around. It felt like I was up there for half hour. Just not saying a word. said, I'm sorry. This is on me. This is on nobody else. The people who are gone are gone because I failed. And I will never let it happen again.

Steve Doyle (: 16:04

you

Bryce Harem (: 16:35

And so I still didn't know how to fix it is the problem. So the only

Steve Doyle (: 16:41

Mm-hmm.

Brad Herda (: 16:43

Well, I will say that that step right there was step number one in how to fix it, right? Because it changed the 35 people that remained, their perception of what was going on immediately.

Bryce Harem (: 16:48

Yeah.

Bryce Harem (: 16:55

The it ended up going. The only thing I knew at that point was one. It's not about me that I did get that part of it's not about me. It's about the team. And which is I grew up in team sports. I knew that I had just let myself lose that perspective. It wasn't about me. It's bigger than me. It's about the people.

And so I wanted to, I wanted to help. I know you talk about autonomy, you talk about delegation, you talk about, you know, giving the team what they need. didn't, I wasn't the best at it at first. Really still probably not. mean, you know, you got your good and bad moments. So, and I dove in to trying to solve every problem.

Steve Doyle (: 17:44

Mm-hmm.

Brad Herda (: 17:45

We all do.

Bryce Harem (: 17:52

But the problem was I had to be the one to solve it. And so I threw myself into every problem as if it was my problem.

Steve Doyle (: 18:01

Mmm.

Brad Herda (: 18:02

Have you ever heard the saying, not my circus, not my monkeys?

Bryce Harem (: 18:04

clearly no. And so it worked. We ended the year doing half the revenue and making greater gross margins than we've ever made. And sat down with the owners in the last month of the season and they said, this is fantastic.

Brad Herda (: 18:09

Hahaha.

Steve Doyle (: 18:25

Mm-hmm.

Bryce Harem (: 18:33

This is what we want. We can do less, make more. Who wouldn't want that? And I quit. I quit. Done. What are you talking about? You just made more in incentives and bonuses than you've ever made. The team, the company just made more than it's ever made.

Steve Doyle (: 18:38

Right.

Bryce Harem (: 18:58

I had turned into the person I absolutely hated. I didn't know how to handle the stress and the anxiety and everything that came with being the one in the middle because I didn't know how to utilize everybody to their full potential. And I would say frankly, we probably didn't have all the right people in the spots either.

Steve Doyle (: 19:10

Mm-hmm. Mm-hmm.

Bryce Harem (: 19:18

And so I relied on the two things I knew to solve the problems, alcohol and nicotine. That was it. And for six months, it was more or less just a fog. You you drink just to get whatever you can out of your mind. And during the day it's nicotine and whatever else you can find to calm the nerves and deal with the stress.

They give me the weekend. Just give me the weekend and think about it. All right. All right. I'm pretty stubborn. we'll see. Well, you know, I'm pretty sure pretty set in my decision. Yeah. I mean, the biggest one for me was if this is what it was going to be like, and I went as far to say this is what the industry is like. I want no part of it. I'm a shit husband. I'm a shit dad.

Steve Doyle (: 19:56

Pretty sure I'm not changing my mind here.

Bryce Harem (: 20:15

I'm not there for my kids. I'm not even really there in my opinion for the people at work. I'm just getting by, you know? And so they ended up, I did, I went home and for the first time in my life I started writing and I started journaling. And this has become what I now call my why journal. And I ended up writing, why do you love the industry?

Steve Doyle (: 20:23

Mm-hmm.

Steve Doyle (: 20:34

Mmm.

Bryce Harem (: 20:42

And by the end of the weekend, it was the people and I love the people. I love what this industry stands for. mean, Brad, you and I went went rounds on this when we spoke. I love being able to see generation to generation what my kids and my grandkids and the ones when I'm not even here can see what different generations have built and what I could have been what I was a part of. I love that, but I love the people.

Steve Doyle (: 20:49

Mm-hmm.

Bryce Harem (: 21:11

We are dysfunctional in the best way.

Brad Herda (: 21:15

Hahaha

Brad Herda (: 21:19

You're not wrong.

Bryce Harem (: 21:19

And I'm here. I'm here for all of it. I love it. And at that point, I stayed. I did stay. I stayed at Central Paving. I'm still here at Central Paving today. But I wanted more. And that's when I came to the BTG. I want to help make an impact on this industry. And if I'm going through things like this,

Steve Doyle (: 21:24

Mm-hmm.

Bryce Harem (: 21:46

guarantee you there are thousands, not tens of thousands, hundreds of thousands of people going through the same exact thing. And so it's gradually morphed into, into what I get to do now, working at central paving. And I basically coach and build teams for contractors and effectively build the integrator to smaller companies who want to expand and get that owner out of the weeds so that they can work on the business instead of.

in the business.

Steve Doyle (: 22:19

Mm.

Brad Herda (: 22:19

So as you went through the journey to your journey.

What is the?

Bryce Harem (: 22:24

Which is not that long ago, Gosh, man, this is going to be a lot better when it's like 2035.

Brad Herda (: 22:31

It will be. You are correct. You are correct. But over that two year period, what is the one thing you would tell? Because we're seeing Gen Z being promoted fat, a faster rate than millennials leading teams and different things. What's the one thing you would tell young leaders? That is the

Bryce Harem (: 22:38

Okay.

Brad Herda (: 22:58

It may sound stupid. It may not be comfortable, but this is what you really need to do.

Bryce Harem (: 23:05

Chase the Impact, not the title.

Steve Doyle (: 23:09

Mm-hmm.

Bryce Harem (: 23:09

I would, it is the people I interviewed. We have a lot of Gen Z's we've interviewed over the years and hired over the years. know, I will be, I know that we speak about it. I like the way we all talk about it here. I hear you guys talk about it on here. I'm a, a large advocate of, Gen Z under the right leadership because there are a lot want to work, but, but they want to know.

Steve Doyle (: 23:29

Mm-hmm.

Brad Herda (: 23:34

yes, 100%.

Bryce Harem (: 23:38

how they can make an impact. And oftentimes what gets caught up is we get in and we get so focused on what's the next step. Where am I going? Where am I going to be that? Okay. I want to be the boss. I want to be the general manager. want to be the foreman. I want to be the superintendent. I want to be the project manager, the senior project manager. Why? Well, I, do you feel like it's the right move? You think you deserve it because you've been there the longest or you've, know, the other person.

Steve Doyle (: 23:59

Mm-hmm.

Bryce Harem (: 24:08

Maybe the senior project manager quit. You've been there a year and you think, yeah, well, I'm the next in line. Obvious, obvious choice. Or, you know, is it because you want the money and.

Most cases, when you're not seeing the bigger picture of what you're getting, you know, we talked about this, the Maslow's hierarchy of needs, when you're not getting those top, you know, top levels, you focus on what you know you can get and you want to go on the pay. You focus on the pay. And the first thing I will tell people, if one of your first two answers is pay, then you're not ready. Because I thought that I've...

That's really what I wanted to. One, I wanted to be in control, which is your big red flag. And two, I wanted the money that came with it. And I missed out on the impact. It took me two years to find out that on how to make an impact. And that's really the points. don't know. I luckily get to stay in this position right now, but I don't need the title of general manager to make the impact.

Steve Doyle (: 24:58

Mm-hmm.

Steve Doyle (: 25:12

Mm-hmm.

Steve Doyle (: 25:21

Mm-hmm.

Bryce Harem (: 25:21

And that's a big one that I work with people when I talk about the middleman mindset and bridging the gap. As the project manager, you can do that as a foreman. You can do that as a superintendent. You can do that. Everybody has the capabilities of doing that. And when you're building that, that is the culture. That is what you're creating. And you are the ones who are holding that together. Not, not the owners, not the seniors who are in the office and you know, might not see on a daily basis.

Steve Doyle (: 25:30

Yeah.

Bryce Harem (: 25:50

You're building that with the people you've got right in front of you.

Brad Herda (: 25:51

Correct. You're working on that personal power versus title power. And that goes so much further and so much longer. Steve, I'm going to throw a curve ball at you because we're not going to do, we're not going to do bite your tongue. We're going to do a quick little rapid round of something. So we're going ask you a bunch of questions. First answer pops to mind. Okay. It's very simple, very easy. Not overly.

Bryce Harem (: 25:56

Yeah.

Steve Doyle (: 26:07

Yeah, I got that.

Steve Doyle (: 26:12

Sure, go for it.

Bryce Harem (: 26:15

Alright? Okay.

Brad Herda (: 26:21

Favorite candy

Bryce Harem (: 26:22

Favorite candy? I don't eat candy.

Brad Herda (: 26:25

Fuck, why are you on the show? Favorite music. Favorite music.

Steve Doyle (: 26:27

Yeah.

Bryce Harem (: 26:28

You want a top of mind?

Brad Herda (: 26:35

Favorite sport?

Bryce Harem (: 26:37

Basketball.

Brad Herda (: 26:39

Favorite team in basketball.

Bryce Harem (: 26:41

Seattle Super Sonics. Hold them strong, they're gonna come back one day.

Steve Doyle (: 26:43

Ooh.

They're gonna come back one day.

Brad Herda (: 26:46

They will. There you go. Bucket list, vacation location.

Bryce Harem (: 26:52

OOOOH

I've got a different, can I tweak that a little bit?

Steve Doyle (: 26:58

Sure.

Bryce Harem (: 26:59

I have a bucket list to play a round of golf in all 50 states.

Steve Doyle (: 27:05

Okay.

Brad Herda (: 27:05

All right, let me know when you get to Wisconsin.

Bryce Harem (: 27:06

Yeah, so far I've only made it through about five but I got Hawaii checked off the list so we're getting somewhere.

Steve Doyle (: 27:07

you

Steve Doyle (: 27:11

Nice.

Brad Herda (: 27:12

All right, well, when you get to Wisconsin, let me know. I got lots of places we can go. Living or dead, who would you want to have a conversation with?

Steve Doyle (: 27:15

Mm-hmm.

Bryce Harem (: 27:20

It's one of the questions I ask in my interviews. That's one of my favorite interview questions. You must have read one of my posts. I'm going to say, yeah, you took that from me.

Steve Doyle (: 27:30

Yeah.

Bryce Harem (: 27:34

I'm going to say my grandpa and my grandpa was a civil engineer as well. And the, what he did and what he got to be a part of, I took for granted when I was little and he helped put in the, know, the first underground sewer system in Cairo and in Egypt and helped design it as an engineer for CH2M Hill. And he got to be boots on the ground with a lot of that stuff. And it's.

Brad Herda (: 27:36

Okay, why?

Brad Herda (: 27:57

Okay.

Bryce Harem (: 28:04

I didn't care. Well, he did pass away, so he's not around. But I'll let you know. Hopefully I don't catch it. Hopefully I don't see him first. But if I see him first, I'll let him know to give you a call.

Brad Herda (: 28:06

Let's get him on the show because I want to talk to him.

Well, you know.

Brad Herda (: 28:19

Exactly. And then last one, Ginger and Mary Ann.

Steve Doyle (: 28:23

Wow.

Bryce Harem (: 28:23

Ginger or mint?

Bryce Harem (: 28:31

Ginger. Ginger.

Brad Herda (: 28:31

That shouldn't be... Okay.

I had to throw it in there, right? It's the age-old question, right?

Steve Doyle (: 28:40

Okay.

Well, that's great.

Brad Herda (: 28:43

so Bryce, how do people find you other than LinkedIn?

Bryce Harem (: 28:48

Right now, LinkedIn, Facebook, Instagram, I'm on all of those. That's probably the main areas to find me unless you want to come to Washington State. I'm right smack dab in the middle, Ellensburg, Washington. So I am speaking at one event this year, or actually next year will be in February. That is part of the the Pavex. I am part of that education board. So that'll be down in New Orleans this year. It's gonna be down in New Orleans in February.

Steve Doyle (: 29:00

Mm-hmm.

Steve Doyle (: 29:13

Okay. Nice.

Bryce Harem (: 29:17

And other than that, just the main one is I'm most active on LinkedIn. You know, so I would love to speak to anybody, speak with everybody and anybody who's curious about middleman mindset, building teams, team alignment, starting out building teams. I'd love to help. You know, obviously mental health. I'd love to help. I'd love to talk about it. I am. I'm not a therapist. I'm not a psychiatrist. I will be the first to say it.

Steve Doyle (: 29:39

Mm-hmm.

Bryce Harem (: 29:46

But part of coaching is you have to be willing to go there. And I'm willing to go there. I'm willing to have those conversations.

Steve Doyle (: 29:52

Mm-hmm.

Brad Herda (: 29:54

That's awesome. Thank you so much for one, sharing one connecting with me on LinkedIn to begin with two, for sharing your story here with us because your story is probably not unlike many others and it needs to be shared and it needs to be celebrated because there is is success out there and too often we don't find it in the right places. so thank you so much for taking the time to be here today.

Steve Doyle (: 30:05

Mm-hmm.

Bryce Harem (: 30:20

Hey, thank you. I appreciate it.

Steve Doyle (: 30:23

Yeah, thanks.

Brad Herda (: 30:23

All right, thank you very much. We'll see you soon.

Bryce Harem (: 30:25

All right.

Steve Doyle (: 30:26

Yeah.