Latest / Crossroad Conversations with the Lewis Brothers / Ep. 66 - The Trust Equation: How Leaders Build, Break & Rebuild Credibility

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Ep. 66 - The Trust Equation: How Leaders Build, Break & Rebuild Credibility · Crossroad Conversations with the Lewis Brothers

0:00
SPEAKER_00: Prove to me that I can trust you.
0:01
SPEAKER_00: And once you build that trust, then you've heard the saying they would run through a wall for me.
0:07
SPEAKER_00: Well, they didn't run for they weren't willing to run through a wall for you, day one of you being in that position.
0:12
SPEAKER_02: And it's not because of your title, and it's not because you say because I say so.
0:17
SPEAKER_02: It's because what you've shown them and what you've earned.
0:23
SPEAKER_00: Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business, working through adversity, and pouring back into the community that keeps our door open.
0:35
SPEAKER_00: We're your hosts, Matt, Shelby, and Taylor, and we bring you relevant local business advice and automotive insights that are sure to change the way you look at running a business.
0:44
SPEAKER_00: And maybe even throw in a plug for you to do business with us.
0:48
SPEAKER_02: Welcome back to episode 66, Crossroad Conversations with the Lewis Brothers.
0:53
SPEAKER_02: We're your hosts, Shelby, Matt, and Taylor, bringing you interesting, relevant, or whatever topics.
1:00
SPEAKER_02: And today we're talking the trust equation.
1:03
SPEAKER_02: Not specifically an equation, but the parts and pieces to it.
1:07
SPEAKER_02: How leaders build, break, and rebuild credibility.
1:11
SPEAKER_02: That's your equation.
1:12
SPEAKER_02: That's the equation right there.
1:13
SPEAKER_02: So not an numerical, but actual, factual.
1:16
SPEAKER_02: Trust is the foundation of leadership and business success.
1:19
SPEAKER_02: Why trust matters now more than it ever has when people think maybe the handshake has gone away.
1:25
SPEAKER_02: There is a nonverbal handshake that happens and how easily trust can be built and destroyed.
1:30
SPEAKER_02: So we'll fully break that down and get into what we see, what works, and what things we have to work on.
1:35
SPEAKER_00: Hey, but before we dive into that episode, I do want to remind you about last week, episode 65.
1:41
SPEAKER_00: We discuss leading on empty.
1:43
SPEAKER_00: And if you're a business leader out there, we've all been there.
1:46
SPEAKER_00: We've been just at the end of the gas tank or nothing left in the gas tank, but we still got to show up and lead.
1:52
SPEAKER_00: So we break that down.
1:53
SPEAKER_00: If you miss that episode, it's a fantastic episode.
1:56
SPEAKER_00: It really talks about even when you don't think they can, your employees can read you and they can see when you're at your best or not at your best.
2:04
SPEAKER_00: And really what your responsibility is as a leader on bringing your best for your team and how that trickles down to the rest of the team.
2:11
SPEAKER_00: So make sure to go back, check out that episode and many more.
2:14
SPEAKER_01: And always check us out on Lewis Superstore.com for all the automotive specials we got going on and Crossroads Conversation Podcast.com for all the content that we go over up to 66 episodes now.
2:27
SPEAKER_01: So at least 66 hours worth of content.
2:30
SPEAKER_01: That can get you across the U.S.
2:31
SPEAKER_01: on a road trip.
2:32
SPEAKER_01: That's pretty solid.
2:33
SPEAKER_01: So make sure you go back and check that out.
2:36
SPEAKER_01: Hey, what's in the garage today?
2:37
SPEAKER_01: I love this because it makes the most sense.
2:39
SPEAKER_01: We are always value-minded people.
2:41
SPEAKER_01: So we love bringing great value to the table.
2:44
SPEAKER_01: A Ford Maverick, they brought this out a few years back.
2:47
SPEAKER_01: It brings the best of all the worlds of efficiency, effectiveness.
2:52
SPEAKER_01: So your payload, you're towing up to 4,000 pounds.
2:56
SPEAKER_01: You're able to haul up to 2,000 pounds.
2:59
SPEAKER_01: You're up to 45 miles a gallon.
3:01
SPEAKER_01: You're starting in the low to mid-20s for a truck, SUV, best of both worlds.
3:10
SPEAKER_02: It's truck stuff, a little bit of car stuff, a little bit of family stuff.
3:13
SPEAKER_02: It's all of it.
3:14
SPEAKER_02: At a low entry price, a low cost of ownership, wrapped with a 10-year 120.
3:18
SPEAKER_02: And we got a little bit of every shape and flavor from the entry level all the way to the trimmer.
3:24
SPEAKER_01: Oh, yeah.
3:24
SPEAKER_01: Off-road packages.
3:26
SPEAKER_01: Yep.
3:26
SPEAKER_01: All the options there are available on the ground, starting only 24,000 and some chains.
3:32
SPEAKER_01: 9999 new vehicle.
3:35
SPEAKER_02: All right, Saud, let's dive into this thing here.
3:37
SPEAKER_02: Talking building trust.
3:39
SPEAKER_02: Showing up when you say you will.
3:42
SPEAKER_00: Why is that important?
3:43
SPEAKER_00: That's so important.
3:44
SPEAKER_00: And here's why.
3:45
SPEAKER_00: Here's why that's important.
3:46
SPEAKER_00: Because the word trust, I first kind of give a little bit of definition here.
3:51
SPEAKER_00: Break it down for you.
3:52
SPEAKER_00: Trust is earned.
3:53
SPEAKER_00: It's not given.
3:54
SPEAKER_00: We've all kind of heard that quote.
3:55
SPEAKER_00: But what does that really mean?
3:57
SPEAKER_00: It's not automatic.
3:58
SPEAKER_00: Just because you got manager or doctor or whatever else you want to put after your name doesn't mean that all of a sudden everybody trusts you.
4:08
SPEAKER_00: It's built over time through consistent, reliable actions, proving your character, fulfilling commitments, and demonstrating honesty, making you worthy of another's confidence, not just freely handed out.
4:24
SPEAKER_02: So what I hear from that when you say that, that it's earned, it's not given, it's not necessary title.
4:30
SPEAKER_02: And we were just talking about this yesterday, and we were talking about employees and things going on.
4:36
SPEAKER_02: And it is so is so, so, so simple, but yet 99% of people miss it.
4:44
SPEAKER_02: Very rarely will you have to hear from a good leader who has built trust to say, I am your manager, or this is my name, or this is my title.
4:55
SPEAKER_02: Now listen to me.
4:57
SPEAKER_00: So that's so true.
4:59
SPEAKER_00: And there's a false piece there because some people that get in a manager role that maybe didn't have the best mentors, okay, that taught people to manage by fear.
5:11
SPEAKER_00: They'll they'll stand up or they'll talk to their team and they'll put all these expectations out there, they'll attach them with fear.
5:18
SPEAKER_00: And in the short term, that will work.
5:21
SPEAKER_00: So then all of a sudden they think, man, what I did right there worked.
5:24
SPEAKER_00: Let me continue to do that.
5:26
SPEAKER_00: But they're not building trust.
5:28
SPEAKER_00: That's fear.
5:28
SPEAKER_00: And fear is a short-term game that will equal a high turnover with your employees.
5:33
SPEAKER_00: So what you've got to do is shel be what you were breaking down there, and you first talked about it, you got to show up when you say you'll show up.
5:40
SPEAKER_00: And building trust is one block at a time.
5:43
SPEAKER_00: We can't just all of a sudden put a whole wall up.
5:46
SPEAKER_00: You've got to prove.
5:47
SPEAKER_00: You know, prove to me, that's what your employees are saying.
5:50
SPEAKER_00: Prove to me that I can trust you.
5:52
SPEAKER_00: And once you build that trust, then you've heard the saying they would run through a wall for me.
5:57
SPEAKER_00: Well, they didn't run for, they weren't willing to run through a wall for you, day one of you being in that position.
6:03
SPEAKER_02: And it's not because of your title, and it's not because you say, because I say so.
6:07
SPEAKER_02: It's because what you've shown them and what you've earned.
6:10
SPEAKER_00: I'll throw another one there, too, since it's us brothers sitting in here.
6:14
SPEAKER_00: It's not because your last name's on the building either.
6:18
SPEAKER_02: And and some would call that a super advantage.
6:23
SPEAKER_02: On our side, because it is us, I'd call it a super disadvantage, right?
6:28
SPEAKER_02: You have to work super hard of the other way to build that trust.
6:34
SPEAKER_02: Yeah.
6:34
SPEAKER_02: Because it's not just because of who I am or what position you're in, right?
6:39
SPEAKER_02: We have, it was over like 150 employees that have been here less than two years.
6:43
SPEAKER_02: They don't know our story unless they've listened to all 66 episodes.
6:47
SPEAKER_02: Sure.
6:47
SPEAKER_02: They don't know the pieces and parts and the time and the things that we've been through, which is a-okay, right?
6:54
SPEAKER_02: But we want to show each new employee this is why, this is how, and it's never because I say so.
7:00
SPEAKER_00: And and I think, you know, what you hit on was so important there.
7:03
SPEAKER_00: Now, the last name did give us the opportunity.
7:07
SPEAKER_00: Right.
7:08
SPEAKER_00: Uh I absolutely blessed with the opportunity, but it gave us the opportunity to work and to prove that we were the right fit for the position, to prove that our team would trust us to move them forward to hit their goals to provide for their family.
7:25
SPEAKER_00: Yeah, we love talking about, hey, we had a banner month and we were number one or number three or number two in the state, or the highest growth, or the most ROs, or this or that.
7:34
SPEAKER_00: And all those are great accolades, but really at the end of the day, the employee was, did they hit their goal so they could go home and share with their family?
7:43
SPEAKER_00: Yes, we are going to be able to go to Disney World.
7:45
SPEAKER_00: Yes, we are going to be able to pay off those credit cards.
7:47
SPEAKER_00: Yes, we are going to be able to move out of this apartment into a duplex or buy our first home.
7:51
SPEAKER_02: Yep.
7:52
SPEAKER_00: That's what it really is.
7:53
SPEAKER_00: And they want to trust somebody that will help guide them to that.
7:57
SPEAKER_00: You know, one one of the uh one of the telltales of trust is when an employee comes to you asking you advice for something that's really important that they couldn't just get from anybody, especially like financial advice.
8:10
SPEAKER_00: Yep.
8:11
SPEAKER_00: You know, when they come in at, hey, what should I do here?
8:14
SPEAKER_00: They wouldn't be asking you that if they didn't trust in you.
8:18
SPEAKER_02: Generally so.
8:19
SPEAKER_02: That's really big.
8:21
SPEAKER_02: Doing what you promise even when it's not convenient.
8:26
SPEAKER_02: Taylor, what's your thought on that?
8:28
SPEAKER_02: Doing what you promised even when it's not convenient.
8:32
SPEAKER_01: Oh, that that happens every time.
8:35
SPEAKER_01: Every time, because it seems like that pressure or that circumstance only gets put onto you whenever everything else is happening and going on.
8:44
SPEAKER_01: Whether it's I've got six meetings lined up in a row, or I look up in my busiest days, I look back and don't even more times than not, whenever I go back and it's a busy day, and I feel like I just got absolutely railroaded because I had to help this guy go to this circumstance, deal with this customer, lead the team and be able to help them in this circumstance, jump back in and show them how to do this when they should have known how to do it on day one.
9:13
SPEAKER_01: It's because it wasn't set up.
9:16
SPEAKER_01: Like my day wasn't planned that way to be able to go through that.
9:20
SPEAKER_01: So I see it more inconvenient of that it happens on days whenever I'm not prepared for it, but I'm only prepared for it because I have practice and know I can be able to go through that, of just knowing I have to lead the team.
9:35
SPEAKER_01: Because if not, they're going to be out there sinking, throwing their hands in the air saying, Hey, you were supposed to help me.
9:42
SPEAKER_01: And it's always a good feeling that I love to feel at the end of the day that you don't intentionally say, hey, I want any recognition for it or anything, but to know, yeah, I I had all that thrown on my shoulders and I still went and helped them because that that's my job and that's what I do.
9:59
SPEAKER_01: So you get a whole lot of uh gratification from that.
10:02
SPEAKER_00: I think what's important to remember on that one when you ask the question about, you know, doing what you promise even when it's inconvenient.
10:08
SPEAKER_00: I want you to think about the different layers of employees you have in your team and and take a take a lower level that may have asked you, hey, can I get a minute to bounce an idea off of you?
10:19
SPEAKER_00: Or can I do this or that?
10:20
SPEAKER_00: And you say, Yeah, sure.
10:22
SPEAKER_00: Let me get with you next week and do that.
10:24
SPEAKER_00: Well, you in your mind, you know that maybe that's not the most important decision that you need to make, or your calendar's full of all these big meetings that affect the entire team.
10:36
SPEAKER_00: But to that employee, it's a really big deal.
10:40
SPEAKER_00: And if you forget the next week to take the time to fulfill your promise, even though it's inconvenient, that could be the difference in somebody trusting you and wanting to follow you on your team.
10:52
SPEAKER_00: So two things there.
10:53
SPEAKER_00: Make sure you follow through with your promises, but then also the the higher you get up and the more you have on your plate, you you've got to be very careful about but saying yes, yes, yes, and having too many promises.
11:07
SPEAKER_00: That's super important.
11:08
SPEAKER_02: Right.
11:09
SPEAKER_02: If you if your head gets big because you have that title or you are that leader and you just yes, yes, yes, then you will overpromise and underdeliver because you will not have the time or the capacity to do your job and also fulfill all those promises.
11:25
SPEAKER_02: So if you have promised them, guess what?
11:27
SPEAKER_02: Buddy, you already signed up for it.
11:29
SPEAKER_02: You better figure it out.
11:31
SPEAKER_02: Then you better learn from that and stop promising so much stuff, son.
11:34
SPEAKER_02: Like delegate some of that, like, hey, you know what?
11:37
SPEAKER_02: I could help you with that.
11:38
SPEAKER_02: Yeah.
11:39
SPEAKER_02: But my service manager is going to be way better at answering that question for you.
11:43
SPEAKER_00: And I think, you know, a trap that early on in a in a management career you fall into, and I I did as well, it feels good to be needed.
11:52
SPEAKER_00: It feels good to pour into other people and people to ask you questions because there was a time in your career that nobody ever asked you for advice because you hadn't proved yourself yet.
12:00
SPEAKER_00: So you like that and it feels good, but then you get at a capacity point.
12:04
SPEAKER_00: The other thing to remember is, and it's no different than if any three of us are sitting at a desk somewhere and there's other managers in the room.
12:11
SPEAKER_00: If somebody comes in and they have a question, and we've talked about this before, they'll come straight to us because they know, hey, they'll have the answer to it.
12:18
SPEAKER_00: And why should I ask a manager below their level?
12:21
SPEAKER_00: So you got to remember both of those.
12:23
SPEAKER_00: But like you said, what we love doing is empowering the other manager in front of them.
12:28
SPEAKER_02: Yeah, yeah.
12:29
SPEAKER_00: You know, say, hey, let me go ask Taylor, okay, and let's get his opinion on this because he's working on this every single day and is really closer to it than I am.
12:38
SPEAKER_00: Taylor, what are your thoughts on this?
12:40
SPEAKER_02: And that does two things.
12:42
SPEAKER_02: If if you're not listening, not paying attention, because we we've worked through this.
12:48
SPEAKER_02: So please, please, please don't wait and experience this yourself.
12:51
SPEAKER_02: Just do it, right?
12:52
SPEAKER_02: So many times we deal with our team and we're like, why would you do it like that?
12:56
SPEAKER_02: Because I'm gonna one up if if Matt is one of the sales managers.
13:01
SPEAKER_02: Someone comes in and asks me because they'd rather just ask me.
13:04
SPEAKER_02: Sure.
13:05
SPEAKER_02: So I'm going to show the path of that I value Matt as a sales manager.
13:09
SPEAKER_02: I'm gonna say, actually, that's a really good question.
13:11
SPEAKER_02: And because I'm not in it every day, Matt's gonna be better capable of handling that.
13:16
SPEAKER_02: And so what I just did was boost Matt's ego by saying he's better at than I am in front of everyone, right?
13:23
SPEAKER_02: And then that's also gonna reprogram him to say, don't come to me, come to him.
13:27
SPEAKER_02: He's the professional that handles it.
13:30
SPEAKER_02: So then I redirected and boosted his ego, right?
13:34
SPEAKER_00: And I'll give you one advance part there.
13:37
SPEAKER_00: Do exactly what Shelby said.
13:39
SPEAKER_00: Once the conversation starts, stay present to make sure the conversation starts, that they get to talking about it.
13:45
SPEAKER_00: But once it's flowing, remove yourself.
13:48
SPEAKER_00: If you don't remove yourself, the employee's trying to figure out do I look and listen to mom or dad?
13:54
SPEAKER_02: Yeah.
13:55
SPEAKER_02: You know?
13:56
SPEAKER_02: It's a tag team wrestle match.
13:57
SPEAKER_02: You gotta make sure that they you've still got them in a headlock and you get them in there.
14:02
SPEAKER_02: Yep.
14:02
SPEAKER_02: And then you hand it off and you get out of the ring.
14:04
SPEAKER_00: You do, you do.
14:05
SPEAKER_00: So then they're empowered and and and they're rocking and rolling.
14:09
SPEAKER_00: That's that's super solid there.
14:10
SPEAKER_02: All right, think about this.
14:11
SPEAKER_02: Being honest, even when the answer isn't what people want.
14:15
SPEAKER_00: That's a hard one.
14:16
SPEAKER_00: Because naturally everybody's a people pleaser.
14:18
SPEAKER_02: Yep.
14:18
SPEAKER_00: You know, whether you say it or not, like let's look at it.
14:21
SPEAKER_00: Would you rather please people or would you rather have confrontation?
14:25
SPEAKER_00: Naturally, everybody would rather please people.
14:28
SPEAKER_00: It's a path of least resistance.
14:30
SPEAKER_00: Um but being honest, and the farther I get in my career, the I'm gonna say it the I'm not gonna say easy, but the the better at this I've I've gotten because they need the honest answer.
14:43
SPEAKER_00: You know, that's gotta be delivered correctly, um, but they need the honest answer.
14:49
SPEAKER_01: Yeah.
14:50
SPEAKER_01: That that's so important to be able to dive into.
14:52
SPEAKER_01: And more times than not, if you sugarcoat it or try to be nice to please them, it only prolongs a situation that probably needs to be addressed and makes it worse down the road.
15:06
SPEAKER_00: I can tell you multiple times when I I knew that I should just hit this employee with a sledgehammer because they've been screwing up and not doing their job.
15:17
SPEAKER_00: But I I but I know they're a good person and I want them on my team.
15:20
SPEAKER_00: Yeah.
15:21
SPEAKER_00: And that's so I'll be a whole lot more lenient with them and go, hey, they're gonna come around.
15:25
SPEAKER_00: They've got to see where they're screwing up, and when they're not doing their deal, and a month will go by, a quarter will go by, a year will go by, and then all of a sudden it gets at an impasse.
15:37
SPEAKER_00: And when I sit down and talk to them, they're like, I had no idea.
15:40
SPEAKER_00: I had no idea.
15:42
SPEAKER_00: I'm like, how did you have no idea?
15:44
SPEAKER_00: You can remember, you you cannot see the force when you're in the trees.
15:48
SPEAKER_00: Yeah.
15:49
SPEAKER_00: And you've just got to be honest with them.
15:50
SPEAKER_02: Yeah, and it's generally just how you approach it, right?
15:53
SPEAKER_02: Just be honest, but approach it correctly, you know, right time, not in a heated situation.
15:58
SPEAKER_02: And with the right tone and the right how you deliver it, right?
16:02
SPEAKER_02: Not embarrassing them.
16:03
SPEAKER_02: And that jumps right into transparencies with wins and losses.
16:06
SPEAKER_02: If you're gonna be honest, be transparent.
16:09
SPEAKER_02: And just speaking of the honesty thing, like too often not you're giving out positive accolades, positive accolades, positive accolades, and you think that they know what they're doing.
16:19
SPEAKER_02: And then you get a guy or a teammate that's completely underperforming, and everybody at the end of the night's clocking out, and you're like, hey, great job today, have a have a great night, great job today.
16:29
SPEAKER_02: They didn't do a great job.
16:31
SPEAKER_02: And so then they're like, Why would I trust this guy?
16:33
SPEAKER_02: He just told me great job, and I literally did nothing.
16:36
SPEAKER_03: Yeah.
16:36
SPEAKER_02: I literally did nothing.
16:38
SPEAKER_02: I did the least amount to still keep my job, and he told me, Great job, we'll see you tomorrow.
16:42
SPEAKER_03: Yeah.
16:42
SPEAKER_02: You know, so that wasn't honest and that wasn't transparent when you did do a good job, when you didn't do a good job.
16:49
SPEAKER_00: No, that's that's that's true.
16:50
SPEAKER_00: That's so true.
16:50
SPEAKER_00: And that's, you know, in in our realm of business, and we talk about our culture so much, and it's such a positive atmosphere.
16:57
SPEAKER_00: That's tough to switch back and forth from, you know, because we're always positive talking, uplifting, great culture, but there's a time and a place, you know, for the other as well.
17:10
SPEAKER_00: And you know, I'd say you you brought up the transparency part there.
17:15
SPEAKER_00: Internal employees are really no different than what you're trying to do with your external customer.
17:21
SPEAKER_00: And if you'll think about that, you want to take great care of your external customer, your customer, so they'll tell people and they'll continue keep doing business with you.
17:29
SPEAKER_00: And then where they'll trust you in the future when you recommend a repair or you recommend a vehicle.
17:35
SPEAKER_00: It's the same thing you want from your employees.
17:38
SPEAKER_00: You want them to trust you.
17:40
SPEAKER_00: You want them to be able to tell their family members and everybody else what a great place it is to work.
17:45
SPEAKER_00: And you want their longevity, we'll call that the repeat business.
17:49
SPEAKER_00: You you want that as well.
17:50
SPEAKER_00: And we've talked about this in selling before.
17:52
SPEAKER_00: You know, three, three questions a customer asks for, they'll buy from you.
17:55
SPEAKER_00: Do I know you?
17:56
SPEAKER_00: Do I like you?
17:56
SPEAKER_00: And can I trust you?
17:58
SPEAKER_00: Well, in order to build that trust, let's go to the employees side.
18:00
SPEAKER_00: In order to build that trust, they got to get to know you.
18:03
SPEAKER_00: Okay.
18:04
SPEAKER_00: They got to like you.
18:06
SPEAKER_00: Not best friends.
18:07
SPEAKER_00: Just tolerable, you know, they just get tolerable.
18:08
SPEAKER_00: Like, hey, can I work with this person eight hours a day?
18:11
SPEAKER_00: And then they'll get to trust in you.
18:13
SPEAKER_00: So it's the same thing with your employees that you've got to build up.
18:15
SPEAKER_00: And we're going through that.
18:16
SPEAKER_00: Shelby, you said about, you know, we looked at all these people we've hired as we've expanded, which is awesome, but how many of them don't really know us and like us yet?
18:25
SPEAKER_00: Yeah.
18:25
SPEAKER_00: You know, they might like the idea because they've heard from everybody else, but they haven't built that relationship with us.
18:31
SPEAKER_00: And that's one of the reasons we put this podcast on, right?
18:34
SPEAKER_02: And that that rolls directly into daily actions that build quietly build credibility.
18:39
SPEAKER_02: And so that's leading by example.
18:42
SPEAKER_02: Every single day, walking around talking to as many people as you can without getting distracted.
18:47
SPEAKER_02: Like, you got to understand the timeliness of those conversations.
18:51
SPEAKER_02: If something needs to be done, the windows the other day in the service drive, I had asked about it a couple times, and there were some people cleaning it, but the way that they were cleaning it, they were finding rags.
19:00
SPEAKER_02: Well, we use a lot of rags around here in a lot of different facets.
19:03
SPEAKER_02: And a lot of times they look clean, but they're not clean, right?
19:06
SPEAKER_02: And so there we have so many windows, right?
19:09
SPEAKER_02: Windows everywhere.
19:10
SPEAKER_02: And so then you could see when the sun goes down, it's super streaky.
19:12
SPEAKER_02: And I was like, did we not get a squeegee?
19:16
SPEAKER_02: Anyways, it got legs, maybe it's cleaning somebody's windows at home.
19:19
SPEAKER_02: Probably not, but whatever.
19:20
SPEAKER_02: So I ordered another one, here came another one, and I was like, okay, squeegee's here.
19:24
SPEAKER_02: Let me go figure this out.
19:25
SPEAKER_02: So I was like, so that the way the service drive's set up, there was six advisors and some assistant advisors and the service manager, and I'm outside staring right at them, squeeging these windows.
19:36
SPEAKER_02: Is that the most productive thing for me to be doing?
19:39
SPEAKER_02: No, not at all.
19:40
SPEAKER_02: But guess what happened?
19:41
SPEAKER_02: I started squeeging this thing, and because I've quietly built this trust and quietly built this work ethic, they came out and they said, Hey Shelby, what are you doing?
19:50
SPEAKER_02: I said, Look, cleaning windows.
19:52
SPEAKER_02: They said, Why are you cleaning windows?
19:54
SPEAKER_02: I said, because they need to be cleaned.
19:55
SPEAKER_02: Yeah.
19:55
SPEAKER_02: They said, Can we take over that?
19:57
SPEAKER_02: I said, Can you take over this?
19:58
SPEAKER_02: And they said, What do you mean?
20:00
SPEAKER_02: I said, well, we were cleaning the windows, but it was not to the right level, right?
20:05
SPEAKER_02: They were not clean.
20:06
SPEAKER_02: They were super streaky.
20:07
SPEAKER_02: I said, can I teach you?
20:08
SPEAKER_02: And they said, sure.
20:09
SPEAKER_02: I said, go get anybody else that you think that might want to learn so we can teach us one time and everybody understands.
20:14
SPEAKER_02: So like I'm some window miyagi.
20:16
SPEAKER_02: I guess I've watched enough TikToks of people cleaning how to do this with thingamajig.
20:21
SPEAKER_02: And so I said, okay, it's super important that you do this.
20:24
SPEAKER_02: And then you do this right here.
20:25
SPEAKER_02: And then you use a rag, and they're like, okay.
20:28
SPEAKER_02: I was like, okay, now you do that.
20:29
SPEAKER_02: Right.
20:29
SPEAKER_02: And that was just another leading by example.
20:32
SPEAKER_02: And then I quietly exited out and I said, Hey, when you when you're finished doing the outside, do the inside of these and then put these right back in the closet so we don't misplace these.
20:42
SPEAKER_02: And it's probably good to do this once a week or so.
20:44
SPEAKER_02: And they're like, okay.
20:45
SPEAKER_02: And so that's how you quietly build daily actions and credibility.
20:49
SPEAKER_02: And then a week later you come back around and say, Hey, how did the window cleaning go this week?
20:53
SPEAKER_02: Whether you know it did or didn't get done, and they'd be like, Oh, I forgot that.
20:57
SPEAKER_02: So, hey, do you have your phone on you?
20:59
SPEAKER_02: Yeah.
20:59
SPEAKER_02: Do you normally keep your phone with you?
21:01
SPEAKER_02: Like, yeah.
21:01
SPEAKER_02: So, hey, let's go ahead and set up a reminder every Tuesday that that goes off.
21:06
SPEAKER_02: Uh, and who was best to help you with that in case you're busy and like this and this like, okay, perfect, let's set that up, right?
21:12
SPEAKER_00: That's such a great, just a great example.
21:15
SPEAKER_00: I would say the other one, too, that I've noticed and I've found myself, there's there's two shifts.
21:20
SPEAKER_00: We all walk around a lot, you know, so we're very visible and we're seen.
21:25
SPEAKER_00: Um, in the morning, my walkthrough, I'm saying, you know, good morning to about as many people as I can.
21:31
SPEAKER_00: Okay.
21:32
SPEAKER_00: That's not the time based upon schedules, Russia morning traffic, meetings, everything else for me to engage in an actual conversation.
21:43
SPEAKER_00: But those actual conversations need to happen.
21:46
SPEAKER_00: That's a different walk, maybe midday, mid-afternoon, something like that.
21:50
SPEAKER_00: And then you're only picking strategically two, three that you actually say, Hey, how did Thanksgiving going?
21:56
SPEAKER_00: Hey, how's Junior doing in his baseball career?
21:59
SPEAKER_00: How's this or that?
22:00
SPEAKER_00: You're not going to knock 20 of those out in a day.
22:02
SPEAKER_00: You can knock 20 or 50 good mornings out.
22:05
SPEAKER_00: But then, you know, every day you just pick a couple that you engage in for a little bit deeper that builds that trust and relationship these way.
22:13
SPEAKER_01: As you're walking around, and it's just a memory bank that you continue to build top of mind awareness.
22:21
SPEAKER_01: Uh, no different than if walking through one of our uh youth sales guys has a son that plays uh collegiate football.
22:28
SPEAKER_01: And I was walking through one day and I was like, all right, how many weeks do we have left?
22:31
SPEAKER_01: What game are we?
22:33
SPEAKER_01: And he was so fired up.
22:35
SPEAKER_01: It was so simple, easy going through, and he was so excited about it.
22:39
SPEAKER_01: But I only remembered that because I continue to go through and remember and remember.
22:43
SPEAKER_01: It wasn't every week.
22:44
SPEAKER_01: Hey, what was what were the stats?
22:46
SPEAKER_01: What did he exactly do?
22:47
SPEAKER_01: Let's sit down, let's analyze every single game.
22:50
SPEAKER_01: I'd love to hear that.
22:51
SPEAKER_01: I just can't physically do that or and be able to do everything else, but it's top of mind awareness of going through that.
22:57
SPEAKER_01: And you walk through the shop and it's, hey, how did this weekend go with the family?
23:01
SPEAKER_01: That it's those two or three people like you were talking about.
23:05
SPEAKER_02: And it means just as much if you just specifically ask by name or about the hey, like, hey, you guys are traveling for traveling baseball, how'd that go?
23:13
SPEAKER_02: Right?
23:13
SPEAKER_02: Without saying, okay, you know, give them the stats.
23:16
SPEAKER_00: It it it really does.
23:17
SPEAKER_00: And just less is more.
23:21
SPEAKER_00: And those are those are two different type engagements.
23:23
SPEAKER_00: And I make sure when I go out to do that, it's not button up to a meeting because then my mind goes wild.
23:30
SPEAKER_00: Yeah.
23:30
SPEAKER_00: If somebody gets into that and I know that I'm tuning out, I don't need to tune out.
23:34
SPEAKER_00: So it's got to be at the appropriate time.
23:37
SPEAKER_02: Yeah, you got to have a little bit of uh a leeway and time after that.
23:41
SPEAKER_02: You really do.
23:42
SPEAKER_00: That's great stuff.
23:43
SPEAKER_00: All right, here's the first quiz for you guys.
23:45
SPEAKER_00: What percentage of employees say trust and leadership is the number one driver of job satisfaction?
23:52
SPEAKER_00: A28%, B41, C53, or D74%.
23:58
SPEAKER_00: What percentage say that trust and leadership is the number one driver of satisfaction?
24:08
SPEAKER_00: I would say it's gotta be higher.
24:09
SPEAKER_00: It's pretty high.
24:11
SPEAKER_00: I would say so.
24:11
SPEAKER_00: Well, the answer is D74%.
24:14
SPEAKER_00: Trust just doesn't matter.
24:16
SPEAKER_00: Most employees say it's the main reason they stay or leave.
24:22
SPEAKER_00: Now, isn't that starting to become a a common factor when we talk about employee turnover?
24:26
SPEAKER_00: Oh, yeah.
24:27
SPEAKER_00: About employees leaving, not because of the business, not because of who owns the business or what kind of business it is, but because of their manager.
24:37
SPEAKER_00: And then the number one job satisfaction was not time off, it was trust.
24:45
SPEAKER_00: Because again, I'm gonna go back to where I started here.
24:48
SPEAKER_00: Is that why are the employees here?
24:53
SPEAKER_00: They're here to provide for their family, they're here to to to get their financial goals to equal retirement, or to buy a house, or to call or fund college for their kids, or whatever else it may be.
25:07
SPEAKER_00: You gotta figure out a layer deeper besides the money, and they gotta trust that whoever's team they're on is gonna help them get there because their family matters more than you do.
25:17
SPEAKER_00: So if you don't care about that, they're gonna find somebody else's team to be on to help them accomplish their goal.
25:23
SPEAKER_00: Yeah.
25:24
SPEAKER_00: That that's super important.
25:26
SPEAKER_00: It really is.
25:26
SPEAKER_00: All right, when trust is broken.
25:28
SPEAKER_00: All right, so let's take the other flip side.
25:30
SPEAKER_00: We talked about how to build trust, some key factors and some takeaways for you guys on how to build the trust.
25:36
SPEAKER_00: Now let's talk about when it's broken because it could happen.
25:39
SPEAKER_00: Oh, yeah, yeah.
25:40
SPEAKER_00: And especially when I talked earlier about when you have somebody, let's say at the first level of employees, and you said, yes, yes, yes, I'll give you the time, but you know in the back of your brain that it's not going to be at the top of the priority because you have all these other high-level decisions to make, you might break trust there.
25:57
SPEAKER_00: And then you gotta you gotta put those blocks back together.
26:01
SPEAKER_00: So the first one, and you already said this, but we'll dive in deeper to it, overpromising and under-delivering.
26:07
SPEAKER_02: Yeah, that that happens so often, especially as a new leader or just a people pleaser, or uh it generally is generally will self-regulate itself because you'd be like, oh my gosh, oh my gosh, oh my gosh.
26:21
SPEAKER_02: I keep wondering, like, where does this come from?
26:23
SPEAKER_02: Why is this?
26:23
SPEAKER_02: And why is this?
26:24
SPEAKER_02: And it's because you overpromise.
26:27
SPEAKER_02: Your team overpromise.
26:29
SPEAKER_02: And so when you see those things, you have to learn in those situations.
26:33
SPEAKER_02: And so understanding over-promising versus underdelivering, it should be completely backwards, underpromise and over-deliver.
26:40
SPEAKER_02: And that's some that's nothing new.
26:42
SPEAKER_02: People hear that all the time, but hearing it and knowing it, and then doing it and living it out are two completely different things.
26:48
SPEAKER_02: And so understand your role or the role of the leader, what they should be promising, and then what systems do you have?
26:56
SPEAKER_02: Because we all have things that we forget.
26:59
SPEAKER_02: You know, we all get busy, but do you have a backup system?
27:03
SPEAKER_02: Are you a list person?
27:05
SPEAKER_02: You know, are you uh an online, are you a reminder person?
27:08
SPEAKER_02: Do you use the CRM?
27:10
SPEAKER_02: Whatever it is, just use it and make sure you got a little bit of Mac Truck theory that someone's following up with you to make sure that you did what you said you were gonna do.
27:19
SPEAKER_00: I think that's good.
27:20
SPEAKER_00: And what I do want to point out is I don't think anybody ever, ever intentionally overpromises.
27:26
SPEAKER_00: No, no, I don't think they do.
27:28
SPEAKER_00: They do because they're a people pleaser.
27:30
SPEAKER_00: I find myself, I I have a habit of trying to jam uh jam 90 minutes worth of productivity into 60 minutes.
27:40
SPEAKER_00: Oh, yeah.
27:41
SPEAKER_00: You know, and if like if it takes 15 minutes when I leave my house to get somewhere, I'm not gonna leave until 15 minutes because I'm like, I get these other two tasks done.
27:53
SPEAKER_00: But then if I hit traffic or hit this or that, then I'm over and I overpromised.
27:57
SPEAKER_02: It's the age old fashion that you might see online that says uh when you're having your family over for Christmas or for dinner, and your wife is making sure everything's ready, and you decide it's time to power wash the back drive.
28:11
SPEAKER_02: It's a good idea.
28:12
SPEAKER_02: Or cut the tree down that's been need to be cut down for 15 years, right?
28:17
SPEAKER_00: So I do that, and then I have a family member that shows up an hour and a half early, and I'm mad at them for showing up early because I was trying to get the rest of this done.
28:27
SPEAKER_00: Maybe I'm on an island by myself.
28:29
SPEAKER_00: No, no.
28:29
SPEAKER_02: But no, that's that's what that's what some guys say.
28:32
SPEAKER_02: So I think it's or you're in traffic and you knew it was gonna take 15 minutes if somebody's driving slow and you're so mad at them.
28:40
SPEAKER_02: So mad at them.
28:41
SPEAKER_02: You're mad at them.
28:41
SPEAKER_02: You should be mad at yourself.
28:42
SPEAKER_02: You should be driving you, you didn't plan for anything, right?
28:46
SPEAKER_02: So I know.
28:47
SPEAKER_00: And then and then my wife gets mad at me, and the kids see a bad example of me and you know, all the rest of it.
28:53
SPEAKER_00: Because I've all promised, yeah.
28:54
SPEAKER_00: You know, didn't plan and go through there.
28:56
SPEAKER_01: Yep.
28:57
SPEAKER_01: And it's so easy to do.
28:58
SPEAKER_01: We talked about young management.
28:59
SPEAKER_01: I, you know, even me transitioning from the store, I'm probably the one that most recently came through this, but at our old location, I could handle basically all of it.
29:11
SPEAKER_01: Uh in this sales process of problems of service, of anything coming up through.
29:16
SPEAKER_01: And I had to learn whenever we transitioned over here.
29:20
SPEAKER_01: I said to start being quiet and really just observe and realize I didn't have to help with any everything because I needed a team to be able to grow underneath me and to be able to teach them and grow.
29:31
SPEAKER_01: So don't sit here thinking, I never overpromise, I did it.
29:36
SPEAKER_01: They both have done it and grow into the careers.
29:39
SPEAKER_01: And it happens in that early stage that you start to get, oh, just a whole lot of confidence of I can continue to do this, and you hit capacity level, and then it starts going a different direction.
29:51
SPEAKER_00: I'm gonna take the other side of it for just a second because we have all different ages and all different stages of careers listening.
29:57
SPEAKER_00: Um, you may be early on in management or you may be early on building.
30:03
SPEAKER_00: That's a different stage, and you need to say yes to as many opportunities as you can.
30:08
SPEAKER_02: Oh, yeah.
30:09
SPEAKER_00: You know, you need to, you may be at a at a desk or in a management position where there's not other managers.
30:15
SPEAKER_00: You have got to be involved to build that trust in your employees.
30:18
SPEAKER_00: But at some point in time, you have to fire your old self.
30:21
SPEAKER_00: But you don't fire your old self before you get to that stage, you know.
30:26
SPEAKER_00: And if you think about like, you know, early on in my career, it was, hey, every opportunity to speak somewhere or to be involved, it was yes, yes, yes.
30:34
SPEAKER_00: And then you hit a threshold and you start carving some of those out.
30:38
SPEAKER_02: Because what what you'll realize that happened, and most of the time they don't tell you, but sometimes they do, and it smacks you in the face.
30:44
SPEAKER_02: A lady at church the other day that's been a customer for ages, she's like, Hey, I didn't hear back from you, uh, which sometimes is not my strong suit, right?
30:54
SPEAKER_02: And with no excuses, but plenty of good ones if you wanted them, uh was like, Hey, we we have this fundraiser going, da-da-da-da.
31:02
SPEAKER_02: And I said, We're always interested.
31:04
SPEAKER_02: I said, But can I tell you something?
31:06
SPEAKER_02: She's like, Yeah, please.
31:07
SPEAKER_02: I said, I'm not the best at that.
31:09
SPEAKER_02: I said, I have a team that is outstanding.
31:13
SPEAKER_02: I said, I need to give you their email address and their contact because they are so much better.
31:18
SPEAKER_02: They're so much more available to be at the event, to bring all the things that we want to, and they are a better extension of me than I am.
31:25
SPEAKER_02: I said, So that is completely my fault, and I take full responsibility for not transferring to them.
31:30
SPEAKER_02: Let me get you their contact so it does not fall through the cracks there.
31:34
SPEAKER_02: That's good.
31:34
SPEAKER_02: You know, because that's really good.
31:36
SPEAKER_02: That's one of those things that everyone wants to talk to the highest level, yet they're not always gonna get the best experience because it it it does have the possibility to fall through the cracks there.
31:46
SPEAKER_02: That, you know, they want the highest level when I could give them another level that is gonna give them way more knowledge about it and way more time and attention and can give them what's necessary.
31:57
SPEAKER_02: But everyone always asks for this.
31:59
SPEAKER_02: And it's like, well, they don't know how to make the cheeseburger, they don't know how to program the thermostat, they don't know how to set up the hot tub.
32:06
SPEAKER_02: Let me get you to my specialists in that area.
32:10
SPEAKER_00: I would say that the next part here about losing transparency.
32:14
SPEAKER_00: Um, you know, and we talked about transparency a little bit earlier on about wins and losses with transparency.
32:20
SPEAKER_00: And I'll tell you a layer that we integrated in about transparency, and it really helped manage, you know, when we said up above when we were talking about, you know, when you need to be honest.
32:32
SPEAKER_00: This is a way to be honest without being confrontational.
32:36
SPEAKER_00: Transparency is we've grown, we have a whole lot more KPIs and a whole lot more metrics we look at.
32:42
SPEAKER_00: So it's very transparent, you know, especially our managers.
32:45
SPEAKER_00: If it's our if it's our uh weekly doc meetings that we have three times a week that are quick, 10, 15 minute meetings, everything's very transparent there.
32:54
SPEAKER_00: Where you stand, what your daily travel rate is, what you need to accomplish.
32:57
SPEAKER_00: If it's our manager meetings on Monday where we go over how's your team been productive?
33:02
SPEAKER_00: Here's the print out of the facts, it's very transparent and honest about how your production's been.
33:09
SPEAKER_00: And that is a much better way to lead where it's not confrontational, but it's right out there where where you are.
33:18
SPEAKER_00: And it's never one single person.
33:20
SPEAKER_00: And the reason being is we have entire peers, whether it's finance managers, sales manager, salespeople, service advisors, our new parts uh top gun deal where it's transparent against their other peers and not in their own silo.
33:34
SPEAKER_02: Yeah, and thinking of that, but on the complete other side, so we serve people, right?
33:39
SPEAKER_02: And so oftentimes we talk about losing transparency.
33:43
SPEAKER_02: And so we talk about NUMA that we use for text messaging to customers, because our number one complaint, everyone's number one complaint, is lack of communication, right?
33:52
SPEAKER_02: And service is a highest level of frequency of people in the dealership.
33:56
SPEAKER_02: So think about that in your business.
33:57
SPEAKER_02: What's the highest level of frequency in this communication?
34:00
SPEAKER_02: So, what if we order a part wrong or they send us the wrong part or we misdiagnosed it?
34:07
SPEAKER_02: More often than not, where you start losing transparency is when we've messed up and you try to fix it before going to the customer and telling them what happened.
34:16
SPEAKER_02: How you continue to have trust and build transparency or through transparency is communicating it.
34:23
SPEAKER_02: And so before they ask, hey, can I get a status update?
34:26
SPEAKER_02: As soon as you find something wrong, you need to be very, and this is how you keep trust.
34:31
SPEAKER_02: Shoot them a quick message.
34:32
SPEAKER_02: Hey, Mrs.
34:32
SPEAKER_02: Smith, just want to let you know parts did come in this morning.
34:35
SPEAKER_02: However, and you need please hear this.
34:38
SPEAKER_02: We think this is like we wake up and it's tattooed to our forehead, but just yesterday we were talking about take 1000% responsibility on yourself.
34:47
SPEAKER_02: Mrs.
34:47
SPEAKER_02: Smith, I wanted to let you know parts came in this morning.
34:50
SPEAKER_02: Somehow, uh, I take full responsibility.
34:53
SPEAKER_02: The part is not the correct part we need to fix your car.
34:57
SPEAKER_02: I've got with parts, they have found the correct part and I've triple checked that.
35:02
SPEAKER_02: We have an emergency ordered, and I could possibly have it today, but if worst case scenario it'd be here tomorrow, I apologize, but I just want to let you know in advance what's going on.
35:12
SPEAKER_02: I'll give you an update if anything changes before then.
35:14
SPEAKER_02: If not, I'll check out with you tomorrow first thing.
35:18
SPEAKER_02: Works for you, right?
35:20
SPEAKER_02: Because more often than not, we try to fix it before like we're kids, right?
35:24
SPEAKER_02: We broke something at home, we got to fix it before dad gets home, and so then the result will be better because it's already fixed.
35:30
SPEAKER_02: No, dad just wanted to know did we take responsibility and were we transparent about it?
35:34
SPEAKER_02: Can he trust us?
35:36
SPEAKER_00: There is a key point in what Shelby just went over, and most people will say, Yes, I did that.
35:41
SPEAKER_00: I communicated with a customer uh that the wrong part came in, we got the right part, we're gonna get it fixed, we apologize.
35:48
SPEAKER_00: But there's a key piece, and it's pivotal on how a customer sees it is when did you deliver that message?
35:55
SPEAKER_00: Did you deliver that message on before it ever came up?
35:59
SPEAKER_00: Or did you deliver that message when the customer called in to check status of their vehicle or their repair, whatever industry you're in?
36:06
SPEAKER_00: It must be done before the customer reaches out.
36:09
SPEAKER_00: If the customer reaches out, you've already failed on that.
36:12
SPEAKER_00: You said the same thing, but timing was everything.
36:15
SPEAKER_00: Timing was everything.
36:17
SPEAKER_00: All right.
36:17
SPEAKER_00: What let's get y'all's thoughts on this.
36:20
SPEAKER_00: How silence or avoidance damages trust faster than making mistakes.
36:27
SPEAKER_00: So think about that of like not addressing something or just being silent, thinking, hey, it'll work itself out, or they'll figure it out.
36:38
SPEAKER_00: And then all of a sudden somebody's like, I'm done.
36:41
SPEAKER_01: Yeah, that's the easy thing to do.
36:43
SPEAKER_01: That's complete human nature of wanting to that's you know, avoiding confrontation that we talked about.
36:49
SPEAKER_01: That it's and maybe that's the last straw that an employee's looking at you.
36:54
SPEAKER_01: It says, Okay, we'll see how he handles this situation, and you don't do anything, and you're not intentionally thinking, hey, I'm I'm really sweeping that under the rug.
37:04
SPEAKER_01: It's not the most important thing on my schedule right now, so I'm not gonna get it.
37:08
SPEAKER_01: But in that employee's eyes, that was the utmost importance, and you didn't take the time to be able to address it, whether it was long sitting down for a long time or a quick talk about it, you have to address it right then and there.
37:22
SPEAKER_01: It's so important a lot of times.
37:24
SPEAKER_01: That is what's detrimental, and you'll lose a good team member and you wonder why.
37:29
SPEAKER_01: It's because something's so simple like that.
37:32
SPEAKER_00: I think something else that, and this this isn't even on here, but I think this is important because we're talking about trust, and we all can get in in this cycle of, especially if you're long in your career.
37:43
SPEAKER_00: So it's easy for me being back in the store for over 20 years now, to go, hey, that first 10 years or five years ago or 15 years ago, I I was involved, everybody knew and they saw how I worked and how I helped those people and this and that.
38:01
SPEAKER_00: And you think, okay, I've paid my dues here.
38:04
SPEAKER_00: Now that will last for 30 more years.
38:06
SPEAKER_00: But you get a whole new group of people that come, they have no clue about that.
38:12
SPEAKER_00: Um, I've been reminded about that about employees before.
38:15
SPEAKER_00: You know, some employees that have worked for us for a long time, and and then they they get to this point of feeling like that they're owed everything.
38:23
SPEAKER_00: It's like, no, we we we paid you for that.
38:25
SPEAKER_00: We appreciate that, but then every day stands on its own.
38:28
SPEAKER_02: Yeah.
38:29
SPEAKER_00: You you have to prove yourself again today.
38:31
SPEAKER_00: You got to prove your to your team again today that you're here to help them get their goals and that you can be trusted.
38:39
SPEAKER_00: That's so important.
38:40
SPEAKER_02: I think it's a it's not necessarily what you say or how you act, it's your character.
38:46
SPEAKER_02: It's your character, and your character is an everyday thing, right?
38:49
SPEAKER_02: And sometimes it'll be better and a worse version of your true character, but it is a daily thing to make sure your demeanor.
38:57
SPEAKER_02: It's not like I know this is the right thing to say and I should say it, but then my character is something completely different.
39:03
SPEAKER_02: No, your character needs to become the right way to do something and the transparent and the trust building.
39:09
SPEAKER_02: And then you really, really, really, really become that, right?
39:12
SPEAKER_02: But it can't be I ain't like you're just doom and gloom and then you answer the phone at a whole different level.
39:17
SPEAKER_02: You you have to be programmed to become that, right?
39:20
SPEAKER_02: If that's what you want.
39:22
SPEAKER_02: If that's what you've signed up for.
39:24
SPEAKER_00: Sports is really the easiest thing.
39:25
SPEAKER_00: I know we relate a lot to it, but sports is very it's business.
39:28
SPEAKER_00: Really it is when you get to the NFL, it's business and it's very transparent and everybody's head's kind of on a chopping block.
39:34
SPEAKER_03: Yeah.
39:34
SPEAKER_00: But think about this.
39:35
SPEAKER_00: If the team won the Super Bowl, they won the Super Bowl, they won the Super Bowl, the next season, they still got to earn the right to earn the super to win the Super Bowl because everybody's after them.
39:45
SPEAKER_02: You just got more eyeballs on you.
39:46
SPEAKER_02: That's it.
39:47
SPEAKER_00: Just because you won it three or four times doesn't mean it's automatic.
39:50
SPEAKER_00: You got to get out there and prove yourself again.
39:52
SPEAKER_02: It's no different than selling a card to a repeat customer.
39:55
SPEAKER_02: Do not take that for granted, right?
39:57
SPEAKER_02: You earn the responsibility or the the the Ability to start with.
40:01
SPEAKER_02: Yeah, you get the opportunity.
40:02
SPEAKER_02: I still want to try to take care of you, but you still need to, in your character, take care of them the same way that you had to earn them.
40:09
SPEAKER_02: It's no different than in your marriage, right?
40:11
SPEAKER_02: That's right.
40:12
SPEAKER_02: When you attracted that person or you were, you know, kindled that relationship, you still need to do that every single day.
40:19
SPEAKER_02: It's not like uh, all right, now we're married and I can do whatever I want, right?
40:23
SPEAKER_02: Like, no, you have to continue to earn and build that trust.
40:26
SPEAKER_01: I talked about this in the sales meeting yesterday, and it just, I love this story.
40:31
SPEAKER_01: Y'all have different versions of this story of um customers that you've done business with over the years, but great customer, high school buddy, they've done a whole lot of business with him.
40:43
SPEAKER_01: We're working on trucks, this last truck that he'd got, and we were looking at trading him out of a truck and putting him into a different one and looking at some use, and I said, Hey, this is the structure we need to look at.
40:54
SPEAKER_01: He drove a whole lot of miles, was in um inequitable situation in his trade, but I said, Hey, you need to do this.
41:04
SPEAKER_01: I was helping him out in his trade, everything I could do, was all the money, thought I'd taken care of him there.
41:10
SPEAKER_01: I said, You need to save here, we're gonna order you a truck.
41:13
SPEAKER_01: This will give you an opportunity to be able to save for big down payment, do whatever you want to do.
41:18
SPEAKER_01: We'll get you the truck you want.
41:19
SPEAKER_01: Okay, great.
41:20
SPEAKER_01: So a couple months later we were having dinner.
41:24
SPEAKER_01: He's like, Hey, I just want to tell you thank you.
41:26
SPEAKER_01: I was like, For what?
41:29
SPEAKER_01: And he said, For always taking care of me.
41:31
SPEAKER_01: And I said, Yeah, man, absolutely.
41:33
SPEAKER_01: He said, Well, I w I don't even want to tell you, but I went and shot my trade when whenever we had talked last time.
41:41
SPEAKER_01: You were way over everyone else.
41:43
SPEAKER_01: My first response was like, You shopped the trade.
41:46
SPEAKER_01: And then secondly I was like, You bet, man, that's why I always take care of you.
41:51
SPEAKER_01: And so I was talking to the salesman and I was like, You think you just because you sold aunt or uncle, or if it's your mom or grandma, or whoever it would be, your aunt, cousin.
42:01
SPEAKER_01: I said, It comes down to what makes sense to them that you bring value and you take care of.
42:07
SPEAKER_01: Yep.
42:07
SPEAKER_01: So it's a great reminder every time, no matter what your level of closeness is, they're always gonna check you, and you should be thankful for that.
42:16
SPEAKER_01: Don't take offense to it.
42:17
SPEAKER_00: That's such a great reminder that you know you you you get the opportunity.
42:22
SPEAKER_00: And that's what we talk about.
42:23
SPEAKER_00: The opportunity, not the guarantee of the sell.
42:25
SPEAKER_00: No.
42:25
SPEAKER_00: If you got repeat customers, or if you've done it with a business or no different than us, last name being Lewis in the business, we got the opportunity, but you still got to prove your worth there.
42:35
SPEAKER_00: All right, I got a quick question for each one of y'all.
42:38
SPEAKER_00: In your opinion, what usually breaks trust first?
42:43
SPEAKER_00: Is it actions or communication?
42:50
SPEAKER_00: Now I'll tell you, it could be both.
42:51
SPEAKER_00: It could be both.
42:53
SPEAKER_00: But I just I want I want you to say just you just pick one of the two because there's not a wrong answer, and say, hey, I think it what's first comes to your mind, Taylor, what usually breaks first?
43:03
SPEAKER_01: Actions or communication?
43:04
SPEAKER_01: I think it's actions because I think actions speak louder than words.
43:07
SPEAKER_01: But I think it's really close to it, but action.
43:09
SPEAKER_01: Shelby.
43:11
SPEAKER_02: I'll go the other way just because communication, right?
43:15
SPEAKER_02: No matter what the action is, if you didn't communicate well enough about it, uh, then it's it's gonna have the same effect.
43:22
SPEAKER_00: I would say both of y'all had it's not even in here, but both of y'all had the right answer because you paused because you know both go hand in hand.
43:29
SPEAKER_00: You know that your actions, 70% of communication is nonverbal, which are actions, but you know you need to communicate because people can't r uh read your mind.
43:37
SPEAKER_00: So both of those go hand in hand.
43:39
SPEAKER_00: That was a great, great discussion on just when trust is broken.
43:43
SPEAKER_02: Yeah, most certainly.
43:44
SPEAKER_02: All right, mythbuster time.
43:46
SPEAKER_02: If you make one big mistake, you'll lose everyone's trust forever.
43:51
SPEAKER_02: That's uh if you make one big mistake, you'll lose everyone's trust forever.
43:58
SPEAKER_00: I'm gonna tell you this right now, that's false.
44:00
SPEAKER_00: Yeah.
44:01
SPEAKER_00: That's false.
44:02
SPEAKER_00: The the key part is though, when you make the mistake, you own up to it.
44:08
SPEAKER_00: The quicker you own up to it, the quicker you rebuild that trust.
44:13
SPEAKER_00: If you make excuses and point fingers about the mistake, you start losing trust even farther.
44:24
SPEAKER_02: That's the biggest that is the biggest thing in my largest pet peeve, because it's so easy, but people get hung up in their ego, they brought it with them instead of leaving it in the car, is when there is a mistake.
44:38
SPEAKER_02: And I say when there is a mistake, because there will always be mistakes, and it'll be, let me tell you the behind the scenes, it won't generally be because of you, but that's what you tell the customer.
44:50
SPEAKER_02: You know, and the the person who is really good at that is like a Chick-fil-A at a high level.
44:56
SPEAKER_02: If your order is incorrect, which they have a lot of systems to make sure it's not incorrect, they do not say, hey, my cook prepared that wrong.
45:05
SPEAKER_02: They do not say, hey, my, I don't know what they're called, but the people who put the order together, because it's not the person that brings you the food that made the mistake.
45:14
SPEAKER_02: It's someone before them, right?
45:16
SPEAKER_02: My technician repaired that car correctly, incorrectly.
45:19
SPEAKER_02: My parts guy ordered the part wrong.
45:21
SPEAKER_02: No, they say, uh, I apologize so greatly.
45:25
SPEAKER_02: Hey, if you wouldn't mind uh if you'll pull forward in parking spot number one, I'll get that correct and bring it back to you.
45:30
SPEAKER_02: And they don't just bring the fries that they forgot.
45:33
SPEAKER_02: Generally, they're gonna replace the whole meal so it's all hot.
45:37
SPEAKER_02: So it's not the issue, it's how they handled the issue.
45:41
SPEAKER_02: And so it's one of those things that, once again, and I keep saying this because there's even people in our dealership here that will not take responsibility, maybe because it's not natural, because it's not, they say, you know what, we made a mistake and I take full responsibility.
45:56
SPEAKER_02: And I want to be transparent and communicate and respond in the best way when we fail.
46:01
SPEAKER_00: I'm gonna share with you a story of something that recently happened to me.
46:04
SPEAKER_00: So I'm at the construction and developers meeting.
46:08
SPEAKER_00: Big banquet meeting.
46:09
SPEAKER_00: Awards banquet.
46:09
SPEAKER_00: Awards banquet.
46:10
SPEAKER_00: 500 people in there, okay, over all these companies, leaders, bankers, and you know, all the stuff.
46:16
SPEAKER_00: I got the honor of MCing it.
46:18
SPEAKER_00: So I'm MCing the whole thing.
46:20
SPEAKER_00: Well, about halfway through the show, um, we're gonna call up somebody to present another award.
46:26
SPEAKER_00: And the individual we're gonna call up, I know this guy, and I've known him for a while.
46:31
SPEAKER_00: All right, but I am reading through, there wasn't a teleprompter, but I'm reading through all the ad all the stuff, and I'm reading it line by line because there's a bunch I got to go through.
46:42
SPEAKER_00: And I introduce this guy as Peyton.
46:45
SPEAKER_00: I said, I'd like to welcome the stage, Peyton from Podcast Videos.
46:51
SPEAKER_00: And I was like, Peyton's up here to present the next award.
46:54
SPEAKER_00: Peyton, come on up to the stage.
46:56
SPEAKER_00: And he gets up there, he comes on stage, he looks over at me and he's like, Matt, do you forget my name?
47:04
SPEAKER_00: And I'm like in the zone.
47:06
SPEAKER_02: Like there, there's hundreds of names.
47:08
SPEAKER_00: And I'm like, I'm like, no, man.
47:10
SPEAKER_00: He's like, you forgot my man.
47:12
SPEAKER_00: He's like, he's like, it's okay, it's stage fright.
47:14
SPEAKER_00: And I'm sitting there and I'm starting to sweat a little bit.
47:17
SPEAKER_00: Yeah.
47:17
SPEAKER_00: And he gets up to the mic and he's like, hey, I'm sorry, my name's actually Parker.
47:22
SPEAKER_00: It's not Peyton.
47:24
SPEAKER_00: And I'm sitting back there sweating.
47:27
SPEAKER_00: Because I couldn't just go to the back room.
47:29
SPEAKER_00: I still got to MC the rest of this.
47:32
SPEAKER_00: And I'm like, how do I recover?
47:34
SPEAKER_00: I've known Parker for a while.
47:36
SPEAKER_00: In fact, he helped us set up all this podcast stuff.
47:38
SPEAKER_00: Yeah.
47:39
SPEAKER_00: You know?
47:40
SPEAKER_00: So I'm like, what do I do?
47:41
SPEAKER_00: I gotta, I gotta recover, I gotta recover.
47:43
SPEAKER_00: And I'd made a mistake.
47:45
SPEAKER_00: I'd made a mistake.
47:46
SPEAKER_00: And so he gets done, and I'm like, okay, here's the microphone.
47:49
SPEAKER_00: So I get back up to the microphone and I said, you know what you do when you mispronounce somebody's name and you mess up.
47:56
SPEAKER_00: You don't blame it on the person that wrote it down right here.
47:59
SPEAKER_00: You take personal ownership of it.
48:01
SPEAKER_00: And I said, it's no different than football when your great receiver misses a pass.
48:05
SPEAKER_00: What do you do?
48:05
SPEAKER_00: The next play you go right to them.
48:07
SPEAKER_00: So, Parker, I apologize for that.
48:10
SPEAKER_00: Hopefully, it brought you some more attention for your business.
48:13
SPEAKER_00: Let's keep rocking this thing.
48:15
SPEAKER_00: I love that.
48:16
SPEAKER_00: You know, I love it.
48:18
SPEAKER_02: It takes humility.
48:19
SPEAKER_00: It took humility.
48:20
SPEAKER_02: It takes humility, like Tad Gumman.
48:21
SPEAKER_02: You want to be like, the first thing is like someone wrote it wrong, and it probably was right on the paper.
48:26
SPEAKER_02: Maybe it wasn't, maybe it wasn't, you know, and then you're like, dang, why'd they put so many names?
48:30
SPEAKER_02: It's no different than like, why are people driving so slow on the road?
48:33
SPEAKER_02: Not the issue.
48:35
SPEAKER_02: Not the issue.
48:36
SPEAKER_02: And so that was so good because you have to take humility in front of all these people.
48:40
SPEAKER_02: They chose one MC and that's you, and you did it wrong.
48:44
SPEAKER_02: Like, they chose one place to get their vehicle serviced, right?
48:48
SPEAKER_02: And you get one opportunity, and you'll mess up.
48:52
SPEAKER_02: It happens.
48:53
SPEAKER_02: We're humans, and people are okay with it if you are honest and transparent.
48:59
SPEAKER_01: Yep.
48:59
SPEAKER_01: It's no different.
49:00
SPEAKER_01: I love you talking about football.
49:02
SPEAKER_01: They, and this is lower level reporters, but they hammered Kelsey the other night about missing opacity bobble, and he's the reason that they lost the game.
49:12
SPEAKER_01: No, he's not.
49:13
SPEAKER_01: It was the entire game that they played that they didn't end up putting.
49:17
SPEAKER_01: So no matter what stage you're on, because then they hammered Mahomes after.
49:21
SPEAKER_01: I was like, Can you believe Kelsey dropped that?
49:23
SPEAKER_01: And he's like, dude, he's my man.
49:25
SPEAKER_01: He's like, he's he's helped me out of so many circumstances, I'll go right back to him every time.
49:30
SPEAKER_01: So always own it, always have faith in your team and realize it doesn't happen over one thing.
49:37
SPEAKER_02: All right.
49:37
SPEAKER_02: So that was Mythbuster.
49:38
SPEAKER_02: We broke that down.
49:40
SPEAKER_02: The truth is, it true uh trust is not lost in one moment.
49:44
SPEAKER_02: It's lost when leaders fail to respond the right way.
49:47
SPEAKER_01: That's right.
49:48
SPEAKER_01: Yep.
49:48
SPEAKER_01: So of diving into continue to go through there, we've really broken it down, but rebuilding trust and creating loyalty.
49:55
SPEAKER_01: You know, we I feel like we really create the good side on the loyalty, but owning mistakes publicly, we had talked about there, but making real changes, not empty apologies.
50:06
SPEAKER_00: And I think that comes to, you know, the old saying of actions speak louder than words.
50:11
SPEAKER_00: Like, and I like to tell people things so then they know.
50:14
SPEAKER_00: And I think we've developed as as leaders, because in the past, like we just do, do, do, and hopefully people see the actions.
50:22
SPEAKER_00: Uh-huh.
50:22
SPEAKER_00: And then people don't do without us saying as well.
50:25
SPEAKER_00: So it takes both, and that's why both of y'all paused when we said, was it action or was it communication?
50:30
SPEAKER_00: So I think uh not empty apologies.
50:32
SPEAKER_00: We say, hey, I'm sorry for this, we're gonna make it right, but then you follow that up, like in tandem with it on the actions we're doing.
50:40
SPEAKER_02: That's more important than saying that.
50:42
SPEAKER_02: Saying it is so important, but then actually having that action, creating the policy.
50:48
SPEAKER_00: I'll tell you a scenario that we were in and we battled this for a while.
50:52
SPEAKER_00: Um, we had our finance team, and and we were having some issues getting paperwork out to customers quick enough.
50:59
SPEAKER_00: Um, and really it stemmed from them not having the titles from when we traded for vehicles or not getting duplicate titles or missing a POA or all these pieces.
51:08
SPEAKER_00: And we're like, oh yeah, we're working on that, we're working on that, we're working on that.
51:11
SPEAKER_00: And I can remember our finance managers looking at us like, yeah, I hear what you're saying, but we've been talking about this for years.
51:17
SPEAKER_00: And I was like, we got to figure something else out here.
51:20
SPEAKER_00: Because like it had gotten a little bit better, but not like where we needed a streamline.
51:23
SPEAKER_00: And it's like, okay, we're gonna have these, I don't know how long it'll go, we're gonna eat everybody in the room, and we're gonna peel back the layers, and we had massive meetings about well, because the person, whether it's the customer or the internal employee, they didn't see the behind the scenes work.
51:37
SPEAKER_02: They don't see all the effort you are putting in to correct that issue, to create a new policy, to work on parts, to work on service.
51:45
SPEAKER_02: They don't see all that, right?
51:47
SPEAKER_02: So you say I'm working on it, working on working on it, and they're like, I'm still driving through the drive-thru ordering number one, and I'm getting half a number two and half a number three.
51:54
SPEAKER_02: What are you working on, right?
51:55
SPEAKER_02: Is the menu change or is the person in there taking the order changing?
51:58
SPEAKER_02: So then you said, Hey, do you mind if we kind of open this up and everyone sees, like, we're gonna go ahead and put a window on the operation room and let you know actually what goes into it?
52:07
SPEAKER_02: And they're like, We had no clue.
52:11
SPEAKER_00: But I'll tell you when I first came up with that idea and we were talking about it, there were people in departments that are like, I don't really know if we're ready because some of it was still messy.
52:20
SPEAKER_03: Yeah.
52:21
SPEAKER_00: And some of it still hadn't gotten ironed out.
52:23
SPEAKER_00: I was like, we got to just throw it on the table.
52:25
SPEAKER_00: I'll stand up there and referee it so it doesn't get out of control because it could have.
52:29
SPEAKER_00: We're talking about some heated moments here.
52:31
SPEAKER_00: Yeah.
52:32
SPEAKER_00: Um, but we worked through it all, and they're both sides are like, I had no clue you were dealing with all this heat.
52:37
SPEAKER_00: I had no clue you were missing all this, and I had no clue the work that y'all had done so far to get it to start making progress.
52:45
SPEAKER_01: Because it went the other way before it came back.
52:47
SPEAKER_01: Oh, yeah.
52:48
SPEAKER_01: We opened that up and you think we like we addressed that situation, we're like, okay, we're gonna come back out of it.
52:54
SPEAKER_01: No, she kept going down.
52:55
SPEAKER_02: Which was necessary because we couldn't, we we were the positive people in between it all.
53:01
SPEAKER_02: We got all the wrath from finance and got all the wrath from the office.
53:04
SPEAKER_02: It was a mess.
53:05
SPEAKER_02: And we'd come out and be like, hey, we're working on it, good things are coming from it, and your brain, you're just like, oh my gosh.
53:11
SPEAKER_01: We would sit after beats and kind of look at each other and say, whoa.
53:14
SPEAKER_02: So it's like, all right, let's just put them all in here.
53:16
SPEAKER_02: And so then if someone had a problem, I love this.
53:20
SPEAKER_02: If someone has to have a problem, they can't bring a problem without a solution.
53:24
SPEAKER_02: That's right.
53:25
SPEAKER_02: So it's like, okay, they're not getting their paperwork.
53:27
SPEAKER_02: What's your solution, big boy?
53:29
SPEAKER_02: We're all listening, all 35 of us.
53:31
SPEAKER_01: It's like, yeah, I wouldn't say anything.
53:34
SPEAKER_02: All right.
53:34
SPEAKER_02: And so then they were like, well, maybe the finance manager did this.
53:37
SPEAKER_02: It's like, perfect.
53:38
SPEAKER_02: What's your solution, ma'am?
53:39
SPEAKER_02: And she's like, it's like, okay, so not quite as easy.
53:43
SPEAKER_02: You're really good at this, you're really good at this.
53:46
SPEAKER_02: Now let's figure out really good together.
53:48
SPEAKER_00: And I think that's important.
53:49
SPEAKER_00: You guys always hear the positive, but it was WWE in there.
53:52
SPEAKER_00: Yeah.
53:52
SPEAKER_00: We, I mean, we had it was, and it was that one, I think one of them was almost a four-hour meeting of we had high performing producers of revenue that we pulled out of the store, out of the office, peeling back these layers to build trust internally that this was going on because both departments needed each other.
54:11
SPEAKER_00: And it it had to get rough and it had to get way down there.
54:16
SPEAKER_00: And it didn't fix itself after that meeting.
54:18
SPEAKER_02: There was an understanding, though.
54:20
SPEAKER_02: But there was an understanding, okay, we are working on it.
54:23
SPEAKER_02: No, there won't be a fix tomorrow, but we all have the same goal in mind.
54:27
SPEAKER_00: And I would say today it runs smoother and better.
54:30
SPEAKER_00: It's not 100% because there's still a lot of moving parts.
54:34
SPEAKER_00: Yeah.
54:34
SPEAKER_00: But at least people are communicating, they respect, and we're now openly talking about how can we get the customer their information quicker.
54:43
SPEAKER_01: Yep.
54:44
SPEAKER_01: So that that rolls straight into giving employees time to believe again, seeing the process and the machine starting to work together.
54:52
SPEAKER_02: That that uh that also takes into account including more people.
54:57
SPEAKER_02: You know, as a leader, sometimes you're saying yes to everything, you're trying to handle everything, and then they don't see the progress.
55:02
SPEAKER_02: It's no different than our CIT or our work in process.
55:07
SPEAKER_02: We we there's certain meetings we bring up other layers of people, and they're like, Oh, I had no clue you had$48 million in vehicles.
55:18
SPEAKER_02: Yeah.
55:18
SPEAKER_02: And that you have$7 million in frozen assets of collectibles that you're chasing.
55:23
SPEAKER_02: And they were like, I had no clue.
55:25
SPEAKER_02: And it's like, okay, well, come on in, let me show it to you, and then we can work on this together.
55:30
SPEAKER_02: But that's by including more people.
55:32
SPEAKER_00: I'll tell you the other thing about including more people.
55:34
SPEAKER_00: I would sit in meetings before our micro meetings got to where they are today.
55:38
SPEAKER_00: Now I love them.
55:39
SPEAKER_00: I really do.
55:40
SPEAKER_00: But before then, if we only had one side in there, my mind already goes to like it just thinks two and three plays down the road.
55:49
SPEAKER_00: And sometimes that gets me in trouble.
55:50
SPEAKER_00: Sometimes it's great.
55:51
SPEAKER_00: But my mind starts thinking when somebody brings up an idea, I'm like, okay, I like the idea, but who's gonna execute it and how are we gonna do this?
55:59
SPEAKER_00: And do we have the capacity to execute it?
56:02
SPEAKER_00: That's where my mind goes.
56:03
SPEAKER_00: And when we'd be in a meeting where we were on the one side and it affected the other side, and the other side wasn't in the meeting, I'm thinking in my mind, okay, now I got to take all this and go talk to the other side.
56:15
SPEAKER_00: That's gonna be another hour or two hours.
56:17
SPEAKER_00: And I may not translate some of it the same.
56:19
SPEAKER_02: You're not going to.
56:20
SPEAKER_00: When we finally put both in there, things started happening.
56:25
SPEAKER_00: It was translated correctly, questions were asked, and when we were done with the meeting, we were done with the meeting.
56:30
SPEAKER_02: Yeah.
56:30
SPEAKER_00: The action went forward.
56:32
SPEAKER_00: So that's really important to have the correct people in the meeting.
56:35
SPEAKER_02: Yeah.
56:35
SPEAKER_00: That it affects.
56:37
SPEAKER_01: All right, wrapping this area up there, I want y'all's take on how leaders prevent repeating the same trust mistakes.
56:46
SPEAKER_00: I think the main issue there is number one, recognize that you made a mistake.
56:51
SPEAKER_00: You you first have to recognize that.
56:53
SPEAKER_00: If you make excuses, you're going to constantly be thinking about what excuse did I make and I got to back that one up with this and this.
57:00
SPEAKER_00: Just own it.
57:01
SPEAKER_00: Yep.
57:01
SPEAKER_00: Just own it.
57:02
SPEAKER_00: And then the second thing, like after you've put the fire out right then, then back up and go, what can I do to prevent this mistake from happening again?
57:12
SPEAKER_00: I'm okay if a mistake happens one time.
57:14
SPEAKER_00: Because that usually means we're pushing the envelope on trying to progress, on trying to improve.
57:20
SPEAKER_00: I'm not okay when it happens a second and a third time.
57:23
SPEAKER_00: You need to use that opportunity to fix whatever upstream made this mistake happen.
57:30
SPEAKER_02: Yeah, that's it's no different than if you go back to the story of McDonald's when it went from one store to when uh they brought in, was it Ray Crockett?
57:38
SPEAKER_02: Ray Crockett brought it in, and he was talking about French fries, and one guy was like, hey, that's not long enough.
57:42
SPEAKER_02: He's like, actually, no, that's perfect.
57:45
SPEAKER_02: Right.
57:45
SPEAKER_02: And so he was talking about the time.
57:47
SPEAKER_02: It was like perfect degree of the oil temperature, were the fries frozen or not, and how long were they in there?
57:52
SPEAKER_02: Right.
57:53
SPEAKER_02: And so having that right person when the mistake's made, it's okay.
57:56
SPEAKER_02: Just uh handle the problem, right?
57:59
SPEAKER_02: And you don't have to handle the solution in front of the person, but you sit down and you make sure, is it very clearly written how long I should cook the fries?
58:08
SPEAKER_02: Is it very clearly written?
58:10
SPEAKER_02: Is everyone who's gonna touch or be part of this process are they very clear in understanding that standard operating procedure?
58:16
SPEAKER_02: And then they have a very clear understanding of their job description.
58:20
SPEAKER_02: And so you fix that, you ask that question, is it and can they find it?
58:26
SPEAKER_02: Right.
58:26
SPEAKER_02: And then if not, then do it.
58:28
SPEAKER_02: It's so simple, right?
58:30
SPEAKER_02: And then make sure they have that and then follow back up on it and review on it and follow back up on it because you have to create a new habit.
58:36
SPEAKER_00: That's right.
58:36
SPEAKER_00: That's right.
58:38
SPEAKER_00: All right, as we're wrapping this up here, hey, a question for you guys.
58:42
SPEAKER_00: What's one thing leaders do that unintentionally damages trust without even realizing it?
58:50
SPEAKER_00: So think about that.
58:51
SPEAKER_00: What do you think the one thing that is a leader that does that they don't necessarily mean to, but unintentionally, it damages trust without even realizing it?
59:00
SPEAKER_02: I'm gonna say an early leader is gonna say yes, yes, yes, yes, yes, yes, yes to way too much or more than their capacity as currently able to handle.
59:12
SPEAKER_02: Okay.
59:13
SPEAKER_02: Because they want to be in the spotlight, because they want to be that person.
59:16
SPEAKER_02: We've talked about that, and then they don't take into account all the things necessary, and so they don't follow through with it.
59:23
SPEAKER_02: It's a lot for one person, but only one person asks one task, and you're gonna miss some of those one people, one task.
59:30
SPEAKER_00: Just overcommitting again.
59:32
SPEAKER_02: Just overcommitting again.
59:33
SPEAKER_02: I I think as a new leader that happens, and you don't you're excited for the role, but you don't have the process to capture all those things and follow through on them.
59:42
SPEAKER_01: That's good.
59:43
SPEAKER_01: I'm gonna piggyback off that and say you don't have to please everybody.
59:46
SPEAKER_01: Pleasing everybody and going through the whole thing of realizing you don't have to make everyone happy in your department and just I think that like of not paying Attention to feelings and anything else really gets you in a trick bag of sometimes of I won't single out a situation and talk about it because I don't want to hurt X, Y, or Z's feelings.
1:00:13
SPEAKER_01: It's it shouldn't be emotional.
1:00:15
SPEAKER_01: And a lot of times young managers get in that that fault of, well, I didn't really want to address him on that because I didn't want to affect, you know, his work habits or anything else, or single him out in front of people.
1:00:27
SPEAKER_00: And that's so good.
1:00:28
SPEAKER_00: I think, you know, that really comes down to what both of y'all said there is, you know, I I like these sayings because they help stick in my brain.
1:00:34
SPEAKER_00: But a doer of all and a master of nothing, how valuable is that for your team?
1:00:39
SPEAKER_00: Not very valuable.
1:00:40
SPEAKER_00: Do less with a bigger impact there.
1:00:42
SPEAKER_00: And it's been a great discussion today on building trust.
1:00:46
SPEAKER_00: And we're really talking about the internal customer first, which is our employees, before our external customers, which is the one spending the money with us.
1:00:54
SPEAKER_00: So focus first on your internal employees and help build trust with them that they would run through that brick wall for you because you've led by example and you're intentional with your actions.
1:01:06
SPEAKER_00: As always, check out all of our inventory at Lewis Superstore.com and check out this episode and many more.
1:01:12
SPEAKER_00: 66 of them, by the way, at Crossroad Conversations Podcast.com.
1:01:20
SPEAKER_00: Hey, thanks for joining us today, and we hope you enjoyed this episode.
1:01:23
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1:01:28
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