What happens when you build a business by deliberately running toward the things that scare you most? Andrew Kelling, founder of Sherman Buildings and my father, reveals the counterintuitive philosophy that turned a small construction company into a multi-generational family business spanning nearly five decades.

From his humble beginnings in dairy farming to taking a leap of faith at age 30, Andrew shares the pivotal moments that shaped both his company and his life philosophy. "If I don't try something now, in a few more years I'll be too scared to try it," he explains, capturing the urgency that drove him to pursue construction despite having no formal training. This willingness to confront fears rather than avoid them became the cornerstone of his approach to business and personal growth.

The conversation takes a powerful turn when Andrew reveals how the company slogan "Erect to Protect" connects to his most profound childhood memory—his petite mother physically protecting him from his father's anger. This emotional foundation of protection extends through everything from the buildings they construct to the family business they've built together, now employing his children and grandchildren.

His refreshing business philosophy contradicts conventional wisdom about entrepreneurial ego. "The reason many small businesses fail is they think they have to be the smartest and the best," Andrew observes. "I continually want to look for people who are better than I am." This humility, combined with remarkable persistence (knocking on ten doors during a recession before getting his first roofing job), offers valuable lessons for any business owner or entrepreneur.

Whether you're building a business, contemplating a career change, or simply interested in how confronting fears can lead to unexpected success, this intimate father-daughter conversation reveals timeless wisdom about courage, family legacy, and why sometimes the best path forward is directly through what scares you most.

Leadership isn't built in boardrooms—sometimes it's constructed right alongside pole barns and treehouses. Meet Isaac Maser, who at just 19 became Sherman Buildings' youngest foreman in history before taking over as crew manager five years later. His leadership philosophy began taking shape during homeschool lessons where "go outside and build stuff" was literally part of the math curriculum, complete with blueprint drawings and material lists.

"Without goals, we are lost souls," Isaac shares—a quote he crafted himself that perfectly captures his approach to both life and leadership. While most young adults are still finding their footing, Isaac was already married at 18, buying a house, and embracing the uncomfortable challenges that forge exceptional leaders. As he puts it, the toughest experiences—from relocating away from everyone he knew to managing crews of seasoned builders—became his greatest teachers.

What makes Isaac's leadership approach so effective is his perfect balance of genuine care and unflinching honesty. He sees people's potential and believes part of caring means respectfully pointing out areas for growth. When asked how new crew members earn respect, his answer is refreshingly simple: "Listen." And when faced with a crew that wouldn't stop complaining? Rather than lecture them, he offered each person $100 to go a day without complaints—a creative solution that not only worked immediately but continued working weeks later as team members became more self-aware.

From falling off a roof into snow banks (turning into an impromptu game) to navigating the transition from building physical structures to managing people and emergencies, Isaac's journey reveals how true leadership is built through relationships, resilience, and the courage to step up when challenges arise. As his mother always told him, "You can either roll with the big dogs or sit on the porch"—words that still echo in his mind whenever he faces difficult decisions. For anyone looking to strengthen their leadership foundation, Isaac's story provides both blueprint and building materials.

What happens when you follow your instincts into unexpected territory? Beth Kelling's journey from bartender to construction leadership at her family's company challenges conventional career paths and redefines what leadership looks like in a male-dominated industry.

Beth's leadership awakening began with a simple search for positivity that led her to Simon Sinek's philosophies. Though she had no plans to leave bartending, something about leadership concepts captivated her, as if preparing her for an opportunity she couldn't yet see. When her nephew Deven eventually offered her a role at Sherman Buildings, it was the culmination of a purpose that had been quietly developing for years.

The family dynamic between Beth and Deven reveals powerful lessons about mutual inspiration. Their candid conversation explores how watching each other handle difficult situations pushes both to be better leaders. As Deven explains, true leadership isn't about controlling every aspect of the business but coordinating people effectively and trusting them to excel. Beth's natural ability to connect with people proved more valuable than technical construction knowledge.

At the heart of their leadership philosophy lies a profound understanding that relationships matter as much as the physical structures they build. Sherman Buildings now provides the three basic human needs – shelter through their construction, food via their truck, and clothing through their apparel line – but Beth argues the fourth essential is connection. "Just like teachers make sure kids aren't lonely at school, it's a leader's job to ensure adults aren't lonely at work." This compassionate approach has created a company culture described as both "healthy" and "kick-ass" – perhaps the ultimate achievement for any business.

Ready to discover how emotional intelligence can transform your workplace? Listen now to explore how purpose overcomes fear, how relationships drive performance, and how family businesses can thrive through authentic leadership.