Latest / Crossroad Conversations with the Lewis Brothers / EP 95 " You Fired the Wrong Guy" - guess you should have asked one more question...

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EP 95 " You Fired the Wrong Guy" - guess you should have asked one more question... · Crossroad Conversations with the Lewis Brothers

0:03
SPEAKER_00: Hey everyone, welcome to Comstone 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.
0:15
SPEAKER_00: We're your host, 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.
0:24
SPEAKER_00: And maybe even throw in a plug for you to do business with us.
0:27
SPEAKER_00: Hey, welcome to Crossroad Conversations with the Lewis brothers.
0:30
SPEAKER_00: We're excited to be here today for a great topic on episode 95.
0:34
SPEAKER_00: And here's the title, guys.
0:36
SPEAKER_00: You fired the wrong guy.
0:38
SPEAKER_00: Guess you should have asked one more question.
0:41
SPEAKER_00: You know, somebody's already decided who's at fault this week and hasn't asked them yet.
0:47
SPEAKER_00: The most expensive thing in business isn't a bad decision, it's a fast one.
0:52
SPEAKER_00: And we'll break that down because there's multiple sides of that.
0:54
SPEAKER_00: You've been wrong about somebody you just never found out.
0:58
SPEAKER_00: You left money on the table because you didn't ask a question.
1:02
SPEAKER_00: You didn't slow down to make sure you were making the right decision.
1:07
SPEAKER_03: That's really big.
1:08
SPEAKER_03: Hey, before we get too deep into that, recapping last week, every word counts the magnitude and the power behind your word, how you go and handle your team, what the implications have, how it has a resounding factor on your team.
1:26
SPEAKER_03: It's really big.
1:26
SPEAKER_03: But go back and check that out.
1:28
SPEAKER_03: It was a really great episode to be able to talk about uh saying small things.
1:32
SPEAKER_03: Sometimes you don't take a whole lot of weight in.
1:34
SPEAKER_03: It crushes your team.
1:36
SPEAKER_03: So that and a whole lot more of the 94 previous episodes.
1:39
SPEAKER_03: Good, 94.
1:41
SPEAKER_01: Hey, as always, check us out, LewisSupershore.com for all your latest and greatest specials on new and used vehicles.
1:47
SPEAKER_01: Schedule service and uh quick shout out.
1:49
SPEAKER_01: Remember, you don't have to schedule service.
1:52
SPEAKER_00: Nope.
1:53
SPEAKER_00: Isn't that good?
1:53
SPEAKER_00: We hear feedback all the time.
1:54
SPEAKER_00: Like, man, I love I could just pull in.
1:56
SPEAKER_00: You guys get to it, you got the capacity, higher level of technicians doing it.
2:01
SPEAKER_00: Plus, I love that multi-point inspection.
2:02
SPEAKER_01: It's something that we constantly measure from the multi-point inspection from the key to key time and what our efficiency is there.
2:09
SPEAKER_01: So we've got four, eight, we've got 10 bay capacity.
2:14
SPEAKER_01: Okay.
2:14
SPEAKER_01: And generally we try to do each bay at least two per hour.
2:18
SPEAKER_01: The put it's a push there, right?
2:20
SPEAKER_01: You might get 1.5, 1.7.
2:22
SPEAKER_01: But the goal is that any point in time you need an old change, you just straight show up.
2:26
SPEAKER_01: And I kind of want to point out, okay, and I'll just use this as my vehicle of the day, you know, because we were talking about the website, but I want to point out our inside trader info of our maintenance package.
2:40
SPEAKER_01: Right?
2:40
SPEAKER_01: So we sell this maintenance package, and I'm gonna be 100% honest here.
2:46
SPEAKER_01: It's so you show back up here.
2:47
SPEAKER_00: Okay.
2:48
SPEAKER_01: So you show back up here.
2:49
SPEAKER_00: You're telling them our secrets.
2:50
SPEAKER_01: I'm gonna tell them the secrets.
2:51
SPEAKER_01: Okay, you okay with that?
2:52
SPEAKER_01: Good.
2:53
SPEAKER_01: I didn't ask.
2:53
SPEAKER_01: It's so you show back up here, but there is a win for you of why it makes sense.
2:58
SPEAKER_01: And I'm I'm buying a little time so I can pull this up.
3:00
SPEAKER_01: So you can pre-pay a maintenance package.
3:03
SPEAKER_01: Okay.
3:03
SPEAKER_01: That means you pay for it today, whether you're just a customer that wants to get your oil changed, because you're gonna change your oil anyways, right?
3:11
SPEAKER_01: You can prepay now before the price of oil, before the price of labor, before the shop rate goes up, all the way out for five years.
3:21
SPEAKER_01: For five years.
3:22
SPEAKER_01: So let me walk you through this real quick.
3:24
SPEAKER_01: If you bought a gas maintenance package over five years or 60,000 miles, and you change your oil every 5,000 miles, okay, that's gonna be 12 oil changes.
3:35
SPEAKER_01: Okay.
3:36
SPEAKER_01: If you walked in and paid for our oil change, which is right in the industry cost of no different than if you did Walmart, Jiffy Lube, or any other Ford dealer, we're right on the mark there.
3:46
SPEAKER_01: Over those 12 oil changes, you would pay$1,748.
3:50
SPEAKER_01: That includes uh shop charges, shop supplies, and tax for those 12 oil changes.
3:57
SPEAKER_01: If you bought our maintenance package, it would save you$1,191.
4:03
SPEAKER_01: Whoa.
4:04
SPEAKER_01: It would only be$557 for$12?
4:08
SPEAKER_01: For$12.
4:09
SPEAKER_02: Whoa.
4:10
SPEAKER_01: Right?
4:11
unknown: Dang.
4:12
SPEAKER_01: I thought the same thing when I computed this and was like, oh my, are you kidding me?
4:17
SPEAKER_01: Did we approve that?
4:18
SPEAKER_01: I we did somewhere along the way.
4:20
SPEAKER_01: So save yourself$1,191 and buy a five-year 60,000 mile maintenance package, get you 12 oil changes, and when you show up for all 12 of those, you don't owe anything.
4:34
SPEAKER_01: And you save yourself$1,191 on an oil change that you're gonna do anyways, right?
4:42
SPEAKER_01: And that's good at all Lewis automotive locations.
4:44
SPEAKER_01: Ask your service advisor or your finance director, and they can get you set up on that maintenance package.
4:49
SPEAKER_01: And you just show up, give them the keys, and don't forget about our mobile service.
4:52
SPEAKER_01: Maybe you're crazy busy and you just want them to come to you.
4:55
SPEAKER_01: They'll come to your work, they'll come to your home, they'll come to your ball game as long as within, we generally say within 15 miles, because we like to serve as many people as we can.
5:05
SPEAKER_01: We'll come to you and do everything right there in the parking lot, in your driveway.
5:09
SPEAKER_01: And uh the maintenance package uh applies for that as well.
5:12
SPEAKER_00: I can't help myself because you brought up a great point.
5:16
SPEAKER_00: So keep that slide up.
5:17
SPEAKER_00: I want to play the flip side of it.
5:19
SPEAKER_00: You just gave the audience a great way to save money and to do business with us.
5:23
SPEAKER_00: Now there's business people out there going, why in the world would you only charge$595 versus how much?
5:29
SPEAKER_00: Uh$1,748.
5:31
SPEAKER_00: Versus$1,749.
5:34
SPEAKER_00: Why would you do that?
5:35
SPEAKER_00: Well, if you go back a couple episodes ago, we talked about the cost of acquiring a customer.
5:40
SPEAKER_00: And you look at this in the restaurant industry, you look at it in other industries where they've looked at the stats on how many times you get the customer back is a direct correlation with how many times they will continue to come back in the future and do additional business with you.
5:56
SPEAKER_01: That's why we do that.
5:57
SPEAKER_01: Because I have to tell you this that not everyone, but 78% of the employees in the dealership that have anything to do with the numbers complain about this.
6:05
SPEAKER_00: They do.
6:06
SPEAKER_01: I know.
6:07
SPEAKER_01: You know, our parts, our service director, our service manager, our service advisor said this loses us so much money.
6:14
SPEAKER_01: Yeah.
6:14
SPEAKER_01: Said, good, sell some more.
6:16
SPEAKER_01: Right?
6:17
SPEAKER_01: It's our money in the end.
6:18
SPEAKER_01: Let's go.
6:19
SPEAKER_01: Do some because we know that we offer a better experience.
6:22
SPEAKER_01: Yes.
6:22
SPEAKER_01: And we know that once we can get somebody here that they understand how quick and efficient and fun we can take care of your automotive needs, that they'll come back and they'll tell their friends.
6:32
SPEAKER_01: And so we could spend millions of dollars trying to acquire new customers or just take care of our current customers and we'll hope to have some new customers that we say, here's how we want to reward you for shopping with us.
6:43
SPEAKER_00: What makes so much sense to me is if you're gonna give somebody a discount, if you're gonna give somebody an advantage on doing business with you, it should be the customers you already have.
6:54
SPEAKER_00: Why should somebody get a better deal who's never done business with you versus the loyal customer that's bought five cars from you?
7:00
SPEAKER_01: That's always irked me.
7:02
SPEAKER_01: Of you could go if you're with ATT and you go to update your contract because it's and you don't even get the good offering that a person who's with T-Mobile gets.
7:13
SPEAKER_01: I'm like, where's the loyalty of I've been a customer for 20 years?
7:18
SPEAKER_01: Yes.
7:19
SPEAKER_01: And so because we get to write all the rules, we're gonna flip that and say we want to reward you for being a loyal customer.
7:25
SPEAKER_00: Isn't that the fun part?
7:26
SPEAKER_00: And Taylor, this goes to the episode of us talking about name being on the building.
7:30
SPEAKER_00: That's the advantage of the name being on the building and being in here, is we get to do exactly what Shelby's talking about and go, hey, we see an opportunity here.
7:37
SPEAKER_00: The rest of the industry probably wouldn't agree with this.
7:40
SPEAKER_00: They're doing it the opposite way, but here's the path we're going down because it makes sense for our customer.
7:44
SPEAKER_03: Yeah, we're able to change that, and we don't have to go through a whole series of hoops and yo-yos and approvals and everything else.
7:52
SPEAKER_03: We can look at that.
7:53
SPEAKER_03: Now, we don't change everything on the fly, but something like that we can look at and say, oh, there's a whole lot of value in this.
7:59
SPEAKER_03: We want to take care of that internal customer first.
8:03
SPEAKER_03: Yeah.
8:03
SPEAKER_03: Doesn't mean we're not going to take care of you as a new customer, but hey, we're going to give a little bit more love, show a little bit more love to our current customer that we have.
8:12
SPEAKER_01: So we're talking maintenance package, we're talking oval changes.
8:15
SPEAKER_01: Everybody needs them, not everybody wants them, but you need them.
8:17
SPEAKER_01: And it doesn't even have to be our brand.
8:18
SPEAKER_01: It doesn't have to be right.
8:19
SPEAKER_01: So just show up, let us change your oil, and uh ask about our maintenance package.
8:23
SPEAKER_03: I like it.
8:24
SPEAKER_03: Absolutely.
8:24
SPEAKER_03: Roll into the first topic here.
8:26
SPEAKER_03: So the question you ask after you think you have the answer.
8:32
SPEAKER_03: So the biggest still the question you ask after you think you have the answer.
8:37
SPEAKER_03: It's kind of backwards.
8:38
SPEAKER_03: I know.
8:39
SPEAKER_01: I think the important part is when you think you have the answer, don't just run to the press with it.
8:46
SPEAKER_01: Don't just run to the team with it.
8:47
SPEAKER_01: Yes.
8:48
SPEAKER_01: Ask another question to get buy-in, to get feedback, to validate it.
8:53
SPEAKER_00: It I'm going to use an example because it's just happened.
8:56
SPEAKER_00: I was uh doing a coaching session with uh one of our managers, a higher-level manager, and they were really frustrated about this other employee.
9:04
SPEAKER_00: And a few things had just gone on.
9:07
SPEAKER_00: We were unpacking it and I was helping him with it.
9:09
SPEAKER_00: And his emotions were involved, which any of ours would have been.
9:12
SPEAKER_00: You know, we're human beings.
9:13
SPEAKER_00: And I let him get it all out.
9:16
SPEAKER_00: We talked through like what's going on, what are the real concerns, this and that.
9:19
SPEAKER_00: I said, okay, we're not gonna make this was at like six o'clock at night.
9:22
SPEAKER_00: So we're not gonna make a decision on what action we're gonna take right now.
9:26
SPEAKER_00: You and I, as soon as you get done with your meetings in the morning, we're gonna meet back up at 9.15 and re-unpack this and look at our solutions.
9:35
SPEAKER_00: Guys, from six o'clock that previous night to 9.15 the next morning, it flipped from frustration and emotion to making business decisions.
9:44
SPEAKER_01: Logical decisions when you base it off the facts.
9:47
SPEAKER_00: But the only way to make logical decisions is to calm your emotions.
9:51
SPEAKER_00: Emotions will always jump out front of logic.
9:55
SPEAKER_00: Logic's just like logic's the marathon runner.
9:58
SPEAKER_00: It's just like sitting there being patient.
10:00
SPEAKER_00: Like, no, I know my plan, I know what I'm supposed to do, and just emotion's the guy running the 100 or the 200 sprint, takes off way in front of you.
10:08
SPEAKER_00: Oh, yeah.
10:09
SPEAKER_00: And it blows up.
10:10
SPEAKER_03: Yep.
10:10
SPEAKER_03: Yeah, continue to go through there and not really slowing down to think about the whole process of it.
10:16
SPEAKER_00: So then when that happened, let me get back to your question there.
10:19
SPEAKER_00: Then we got to go into asking the correct question.
10:22
SPEAKER_00: Is this person a fit for the job?
10:24
SPEAKER_02: Yep.
10:25
SPEAKER_00: Does this person meet our visions and our goals going forward?
10:30
SPEAKER_00: And then we could actually talk logical and make the correct decision.
10:34
SPEAKER_00: That's good.
10:35
SPEAKER_03: And that's where you really go into moving the person, employee, the customer, wherever the situation is, off a position and onto the actual need of what you're really needing in that department.
10:45
SPEAKER_03: It's not to go and say that necessarily we are probably the king of this, of being able to, if you've got a good person but their skill set just isn't there, to reusing them in a different department.
10:58
SPEAKER_00: Yeah, that's right.
10:59
SPEAKER_00: And I think, you know, we talk about, you know, this is talking about getting rid of somebody too quick.
11:04
SPEAKER_00: We have, I would say, because we were kind of wrestling with this question before the podcast started, is we flipped that on its head a little bit, sometimes to a fault.
11:14
SPEAKER_00: Yes.
11:15
SPEAKER_00: Is we said, hey, if somebody fits our culture and they got a uh good work ethic and their morals are good, but maybe their skill set, maybe we got them down as a receiver and they really should be a guard or a tackle, like something extreme, like that, since we're coming into football season.
11:29
SPEAKER_00: Um, we talk amongst the department going, where does this skill set that best benefit the company and also create some like joy and worth within the employee?
11:41
SPEAKER_00: Yes.
11:42
SPEAKER_00: So a lot of times we'll look at that.
11:44
SPEAKER_01: That's so important.
11:45
SPEAKER_01: And I'm trying to find the exact snow botch it, but uh I won't find it because I don't have it in front of me.
11:50
SPEAKER_01: But uh, so they were talking about that of how fast turnaround happens, of turnover happens in the dealership industry.
11:58
SPEAKER_01: Technicians, salespeople are the highest turnover, right?
12:02
SPEAKER_01: Um so people said this dealer group had talked about this on Car Dealership Guy podcast, and they said, What we found that it is like so quick that you have to identify these three things.
12:13
SPEAKER_01: And it was like, do they do they have the talent for it?
12:17
SPEAKER_01: Are they putting in the effort and the want for it?
12:20
SPEAKER_01: And the third one I'm um emphasizing here, uh, or just thinking what I think it was, and are they enjoying what they're currently doing?
12:30
SPEAKER_00: That's it.
12:31
SPEAKER_01: And so it was those three things that they said very quickly, we look at that.
12:35
SPEAKER_01: And if they're not hitting all three of those things, they're not going to stick with it.
12:40
SPEAKER_01: And so they quickly evaluated those things and they didn't wait another day.
12:45
SPEAKER_01: They didn't fire them, they found another spot for them that could click all three of those things, and that made their turnover so much less that they quickly evaluated that.
12:56
SPEAKER_01: And I thought that was so good of like, okay, very quickly we need to realize that.
13:01
SPEAKER_00: That is that's really good.
13:02
SPEAKER_03: Yeah.
13:03
SPEAKER_03: And I love this.
13:04
SPEAKER_03: I saw something go over the other day about this, but price is what people say when they don't feel something else.
13:10
SPEAKER_03: The problem, I think, is we don't ask any more questions.
13:14
SPEAKER_03: So we roll into that and think, think about what we're missing there.
13:18
SPEAKER_00: It's a default.
13:19
SPEAKER_00: So when a customer is unsure about going forward with a transaction, what they know that they can do is ask about price.
13:27
SPEAKER_00: They really mean something totally different.
13:29
SPEAKER_00: Yes.
13:29
SPEAKER_00: But you have to ask questions to actually get into the root problem.
13:33
SPEAKER_00: Do you call that a objection?
13:34
SPEAKER_00: A soft objection.
13:35
SPEAKER_00: That's a soft objection.
13:36
SPEAKER_00: If we're in sales, the the goal is to create a soft objection into a hard objection.
13:41
SPEAKER_01: Yeah, and it's not about grilling a customer, it's about actually getting the proper questions so you can help them handle it.
13:48
SPEAKER_01: And it's not so you can like close them in.
13:51
SPEAKER_01: It's like, no, because what'll happen is then you'll call them later if they answer the phone, and if they finally get back with you, like, well, I don't like that color.
14:01
SPEAKER_01: Or this, I gotta have four-wheel drive, or there's no way it could fit my whole family.
14:05
SPEAKER_01: It's like, well, why didn't you tell me that?
14:06
SPEAKER_01: I had six other ones to pick from.
14:08
SPEAKER_01: It's like, I don't know.
14:10
SPEAKER_01: I just try seemed like the easiest thing to say.
14:12
SPEAKER_01: So you couldn't handle it.
14:14
SPEAKER_00: It's just a default forum.
14:16
SPEAKER_00: Yeah.
14:16
SPEAKER_00: Um, again, I'm gonna stay on the football theme here.
14:19
SPEAKER_00: When a quarterback goes to the line, watch it this year, especially in the NFL, before they run the play, even if they're confident in the play, they read the defense and they make adjustment before they call the play.
14:32
SPEAKER_00: So before you get ready to handle that objection about price, you better double check and read and put a thermometer in it.
14:40
SPEAKER_00: Make sure that you're going after the correct objection.
14:44
SPEAKER_03: Absolutely.
14:45
SPEAKER_03: And I think to wrap kind of this segment up there, that the deal you almost lost because you stopped asking one question early.
14:52
SPEAKER_03: We see that more times than not in our process with our younger generation coming up, that they they just completely skip that step.
15:01
SPEAKER_03: They completely skip that step.
15:02
SPEAKER_03: And it may be the question of, you know, what's involving the customer into this vehicle, or that they think they don't have to do this step because they've got it figured out.
15:13
SPEAKER_03: And they skip the step and they find themselves on something that is way too expensive outside of what the budget it needs to be.
15:20
SPEAKER_03: It's not the right vehicle to fit the customer's needs, but they stop asking that because they think uh I can make it faster here, and in the long term, it slows down the whole process.
15:31
SPEAKER_00: That that's such a trait that is hard for most people to grasp.
15:34
SPEAKER_00: But if you'll look at the top entrepreneurs, the top leaders, uh, the the top salespeople, they are very, very, very good at being okay with not talking.
15:47
SPEAKER_00: They're very good about asking questions.
15:50
SPEAKER_00: The ones that talk the most and don't ask the questions, usually I find it's somebody who's not confident in their skill set or not confident in the product or service they're selling.
16:02
SPEAKER_00: And if you're not if you're confident with it, you'll just continue to ask questions to make sure it's a good fit.
16:07
SPEAKER_00: The others start selling scared, and then they just start talking because they don't know what else to do besides talk.
16:13
SPEAKER_01: It's funny, we we signed up with a new um software.
16:17
SPEAKER_01: Oh, it's been about a month ago.
16:18
SPEAKER_01: And so one of the main things that we do with a new software is we have a performance rep and we do monthly calls.
16:24
SPEAKER_01: We rarely start out with weekly calls so we can identify things and adjust because there's a lot of adjustment to make sure they have a fit, we have a fit.
16:31
SPEAKER_01: And so on this week's performance call, this was week two over the performance call since they've been live.
16:39
SPEAKER_01: Uh, you know, the first thing that was asked, Do you have any questions?
16:42
SPEAKER_01: And I was like, let's warm some people up before you just whatever.
16:47
SPEAKER_01: Um I and I told him that on how to set up a performance call, but it's just the person you were talking about.
16:54
SPEAKER_01: Um, and they I was like, You need to warm up with some data.
16:57
SPEAKER_01: Here's some good things and here's some opportunities.
16:59
SPEAKER_01: And so then he went through it, and finally, after a while, one of the guys asked a question, was like, Hey, what do you think about this?
17:05
SPEAKER_01: How do I do this?
17:06
SPEAKER_01: And he's like, That's a really good question.
17:07
SPEAKER_01: He didn't have the answer and he didn't know how to do it.
17:10
SPEAKER_01: He spent the next 15 minutes.
17:12
SPEAKER_01: I wanted to hang up or reset the whole call because he was like, That's a really good question.
17:17
SPEAKER_01: I'm gonna have to get with my field tech engineer on this, this, and this, and this, and this is why.
17:21
SPEAKER_01: And he was just talking so much because he didn't know the answer, didn't know how to do it.
17:25
SPEAKER_01: And I was like, Okay, stop.
17:27
SPEAKER_01: Like, just take note of that and say, Hey, I'm gonna have to get some details on that and I'll get back with you and then move on.
17:33
SPEAKER_01: He just kept talking and kept talking, and I'm like 18 times he said that, and I was like, I know it was a good question, Marg.
17:41
SPEAKER_01: Like, stop with it.
17:44
SPEAKER_01: And then he was like, All right, well, if you guys don't have any more questions, uh next week.
17:48
SPEAKER_00: And I'm like, this was not productive, not but but he probably felt like it was productive on his side.
17:53
SPEAKER_00: Yeah, probably talking about there.
17:56
SPEAKER_00: I would have blown up.
17:57
SPEAKER_01: I was trying, I was learning.
17:59
SPEAKER_01: I was learning how good.
18:00
SPEAKER_00: Hey, one other point I want to point here, and then we can move on.
18:03
SPEAKER_00: Because I was listening, my feed always has stuff about this about listening and leaders and entrepreneurs.
18:09
SPEAKER_00: So a study had been done, and when you take business owners, so listen up, you take business owners when they start up, either in their career or opening in a new business during startup, you'll find a young leader, entrepreneur, or new to that asking a lot of questions, getting around the right people, asking a lot of questions.
18:31
SPEAKER_00: And then they started categorizing.
18:32
SPEAKER_00: They said, okay, the person gets started, they start making, let's call it, half a million dollars a year to a million dollars a year.
18:39
SPEAKER_00: That person flips a switch, they stop asking as many questions and they start talking like they know what they're doing around everything.
18:52
SPEAKER_00: And they said, then when you get around a multi-millionaire, more than one, less questions are asked.
19:00
SPEAKER_00: And then if you get in the room of billionaires, they listen and absorb almost the entire time.
19:09
SPEAKER_00: So, what what is the point there?
19:10
SPEAKER_00: The point there is the farther you go up, no matter how successful you've been, you still have to be a very, very good listener because there's always things to learn instead of trying to be a know-it-all.
19:22
SPEAKER_00: I thought that was that was really strong.
19:24
SPEAKER_03: That is really big and doesn't matter whatever level you have to be there.
19:28
SPEAKER_01: That's good.
19:28
SPEAKER_01: That rolls right to our quiz of the week.
19:30
SPEAKER_01: Gong, which is an online uh call recording service, uh, analyzed 519,000 uh recorded sales calls.
19:39
SPEAKER_01: What was the talk to listen ratio of top performers?
19:44
SPEAKER_01: Okay, I've got four categories to pick from.
19:46
SPEAKER_01: So the first number's talking, the second number's listening.
19:49
SPEAKER_01: So A, 70% talked and 30% listened, B, 60% talk, 40% listened, C, 50-50 talk and listening, or D, 43% talking, 57% listening.
20:02
SPEAKER_01: Gong analyzed 519,000 recorded sales calls.
20:05
SPEAKER_01: What was the talk to listen ratio of the top performers?
20:08
SPEAKER_01: Not of the average call of the top performers of the top performers over a half a million.
20:13
SPEAKER_00: Um I'll go first here just because we talk about this whole time.
20:18
SPEAKER_01: I I'm D for sure.
20:20
SPEAKER_01: D for sure, if if not even less.
20:22
SPEAKER_01: So D is 43% talking, 57% less.
20:25
SPEAKER_01: So more listening than talking.
20:26
SPEAKER_01: Okay.
20:26
SPEAKER_03: Yeah, and if they could pull out the top performers, I would say it would be D or I might even go C because uh people still don't listen as much as they need to.
20:37
SPEAKER_00: I would bet, I'm gonna throw another answer in here though.
20:39
SPEAKER_00: I would bet though that the average call was A.
20:42
SPEAKER_00: Oh, yes.
20:43
SPEAKER_00: I bet the average call was A.
20:44
SPEAKER_01: Yeah, so if we didn't go top performers, you just went average.
20:48
SPEAKER_01: That would be 7% talking, 30% listening.
20:50
SPEAKER_01: Yes.
20:50
SPEAKER_01: So you guys are right.
20:51
SPEAKER_01: I deleted the answer so I could get a real feedback from you guys.
20:54
SPEAKER_01: Um, it was D.
20:55
SPEAKER_01: The golden ratio is 43% talking and 57% listening.
21:00
SPEAKER_01: Top sellers listen more than they talk, bottom performers came in at 72, 28.
21:04
SPEAKER_01: Did they really?
21:05
SPEAKER_01: Yep.
21:06
SPEAKER_01: So you guys were dead on there.
21:07
SPEAKER_01: Oh you know what uh you know what we're supposed to do, right?
21:11
SPEAKER_01: All right, so core number two, the bench.
21:14
SPEAKER_01: Teaching by asking instead of telling.
21:17
SPEAKER_00: Okay.
21:18
SPEAKER_01: I feel like we were raised in this.
21:20
SPEAKER_00: Oh, you know it.
21:21
SPEAKER_01: Raised in this, teach by action, teach by showing.
21:25
SPEAKER_01: Here's what you do.
21:26
SPEAKER_01: Show them how to do it, which we're blessed to be able to raise that way.
21:32
SPEAKER_01: I'm I'd so much rather be taught that way.
21:35
SPEAKER_01: So thinking, telling creates compliance.
21:39
SPEAKER_01: All right, we're compliance, we check the box, right?
21:41
SPEAKER_01: You do this, you do that, you do this.
21:43
SPEAKER_01: And that's important that you do that, but you have to do it elegantly of how you deliver that.
21:48
SPEAKER_01: Asking creates ownership.
21:51
SPEAKER_01: So you ask that question that you already know what's supposed to be done, and you know who's supposed to do it, but you say, hey guys, what What can we look at in our daily activities who's doing this, who's doing that, and when do we do it?
22:06
SPEAKER_01: You already know that they didn't do it, and the people that are supposed to be doing it didn't do it.
22:10
SPEAKER_01: But you ask instead of tell, and then that creates ownership.
22:16
SPEAKER_00: I'm gonna give a prefix to this.
22:19
SPEAKER_00: And then let's keep going.
22:20
SPEAKER_00: Okay.
22:21
SPEAKER_00: Um the the top people before they even ask, they've inspected.
22:28
SPEAKER_01: They know the stats, they know what they're talking about, they know the data.
22:32
SPEAKER_00: So for let me take something really simple.
22:34
SPEAKER_00: So for example, in the morning, I will, before I go check in with some of the department managers, I might grab a cup of coffee.
22:43
SPEAKER_00: Now it's 100 degrees right now, so maybe not, but grab a cup of coffee and walk around the building.
22:47
SPEAKER_00: And when I'm walking around the building, I'm looking for inventory scattered out of it.
22:51
SPEAKER_00: You know, how many new do we have back in service?
22:53
SPEAKER_00: How many used are over here?
22:55
SPEAKER_00: What looks like it's catty wampus, so on and so forth.
22:57
SPEAKER_00: And if that's so, then on my walk, then I stop and I ask the manager, hey, have you checked on the vehicles back in service in a while?
23:06
SPEAKER_00: Oh, yeah, yeah, yeah.
23:06
SPEAKER_00: They're all good.
23:07
SPEAKER_00: Well, I just passed by 10 I counted back there.
23:11
SPEAKER_00: Do you know what's going on with those?
23:13
SPEAKER_00: So to make it more productive, we've already inspected on our KPIs that move the needle.
23:20
SPEAKER_01: It also makes your conversation so much more relevant.
23:24
SPEAKER_01: So that you can, because that's we teach by action, we teach by being involved.
23:29
SPEAKER_01: Uh, but that's one of those things that you can try to talk to every single person across the month in your store, depending on your size and scale.
23:38
SPEAKER_01: It might be more and it might be less, but then you're able to know a KPI that they're doing good or may need to be improved at.
23:44
SPEAKER_01: You're like, hey, how's life going?
23:46
SPEAKER_01: What's your kids up to?
23:47
SPEAKER_01: This, this, and this, you know, small talk, so that you can understand what's going on, right?
23:51
SPEAKER_01: So then they care.
23:52
SPEAKER_01: So when things get tough, they're like, no, this guy cares about me.
23:55
SPEAKER_01: Yep, that's right.
23:56
SPEAKER_01: Because you do, right?
23:57
SPEAKER_01: It's not for show, it's because you do.
23:59
SPEAKER_01: And when they need help, they'll come to you and you'll help them.
24:01
SPEAKER_01: But then you're like, hey, I've been noticing uh your hours per hour have like been creeping up, which is a good thing, right?
24:08
SPEAKER_01: They've been going up and up and up.
24:10
SPEAKER_01: What do you contribute that to?
24:11
SPEAKER_01: Yeah, and they're like, Oh my gosh, this person pays attention.
24:14
SPEAKER_01: Like, hey, I noticed you went up 33% in your hours turned last week.
24:19
SPEAKER_01: What's up with that?
24:20
SPEAKER_01: What have you been doing?
24:21
SPEAKER_00: Who you been kicking out of your stall?
24:23
SPEAKER_00: That's a great point.
24:24
SPEAKER_00: Um, also, what you talked about is how we grew up.
24:27
SPEAKER_00: It was just ingrained into us about, you know, asking, showing, leading by example.
24:34
SPEAKER_00: Now, I will tell you though, a little bit of a byproduct of that that we've had to learn is the three of us know that.
24:41
SPEAKER_00: And if we're we're sitting in a room or if we're in an area and like things need to be done, and one person starts doing something, the other person will see something else to do, and like you just catch on.
24:51
SPEAKER_00: You just catch on.
24:52
SPEAKER_00: Generally so.
24:54
SPEAKER_00: Yeah.
24:55
SPEAKER_00: But the normal person out there that hadn't been raised that way, they don't do that.
25:01
SPEAKER_01: No, they're like, he's doing it, so I don't need to do it.
25:04
SPEAKER_00: So they just sit there and ask, and forever, that just would frustrate me and I know y'all as well.
25:10
SPEAKER_00: So we've adapted going, okay, this was ingrained in us, and we're very fortunate that it was ingrained in us.
25:16
SPEAKER_00: But we now have to teach by example and tell them to put that in motion.
25:22
SPEAKER_01: That is one of my biggest Achille heels uh I am not oftentimes.
25:29
SPEAKER_01: I will just take all the pressure from everyone and all the areas that we've fallen short on, and I just handle it.
25:36
SPEAKER_01: Right?
25:36
SPEAKER_01: That's where I've noticed Taylor is so much better at it when a problem comes across, then he's getting it out to the people.
25:43
SPEAKER_01: Hey, here's our opportunity, here's where we need to.
25:46
SPEAKER_01: And I'm just like, I have to be better at that.
25:49
SPEAKER_01: You generally I just take the bad news and try to filter it out, and then like, hey, here's our game plan the next day.
25:55
SPEAKER_01: And it's like, no, you have to get the whole team going the right direction.
25:58
SPEAKER_01: There's a right and wrong way to do that, but oftentimes we're like, nope, I can do it, I can do it, I can do it, I can see you can't handle it, so I got it.
26:07
SPEAKER_01: Right?
26:08
SPEAKER_01: And it that's a little bit well.
26:13
SPEAKER_03: You continue to be the person that continues to get wrecked in all the stretches.
26:18
SPEAKER_01: Locking the doors, picking up keys, moving cars.
26:21
SPEAKER_03: And anyone listening to this that owns a business or anything else.
26:26
SPEAKER_03: Yes, you own the business, yes, you're solely responsible, but you can never grow, you can never adapt, you can never change, you can never see what's going on inside your business if you don't allow to be able to delegate.
26:39
SPEAKER_03: We talked about this so many times through these 95 episodes.
26:43
SPEAKER_03: We have learned this the hard way.
26:45
SPEAKER_03: Matt was the worst of going, and we learned from him of, and he's taught us so we could be a little bit better than him of being able to delegate.
26:54
SPEAKER_03: And it worst wasn't bad.
26:56
SPEAKER_03: I'm not saying that that it's bad, but that's how that's how he was learning and going through.
27:00
SPEAKER_03: And he then taught to Shelby and then taught to me, so it has changed and evolved that we have to continue to grow and we can't hold on to all of it.
27:11
SPEAKER_03: Yes, it's better than whenever we're holding on to it and doing only of it.
27:15
SPEAKER_03: But if we have 10x at 70% or 60%, it's way more output than we could do ourselves.
27:21
SPEAKER_03: Man, you're gonna be a high performance machine.
27:24
SPEAKER_01: It's gone from eight.
27:26
SPEAKER_01: And we learned that so through many things that like you need to be one of the first ones here and the last to lead.
27:33
SPEAKER_01: Like during COVID, we did.
27:35
SPEAKER_01: I'm still banking these days, right?
27:37
SPEAKER_01: Uh, but they're never gonna be cash.
27:39
SPEAKER_01: But we make yourself feel better.
27:41
SPEAKER_00: Go ahead.
27:41
SPEAKER_01: Right?
27:42
SPEAKER_01: We did split shifts.
27:44
SPEAKER_01: Um, and so we would do day on, day off, or whatever it was.
27:48
SPEAKER_01: I don't, you know.
27:49
SPEAKER_00: The company did split shifts.
27:51
SPEAKER_01: That's what I mean.
27:52
SPEAKER_01: We as the company, and then it was like, okay, here's what we're gonna do so that everyone's whatever.
27:58
SPEAKER_01: And then guess what our schedule was?
28:00
SPEAKER_01: Be here every day, the first one here and the last one to leave.
28:03
SPEAKER_01: And work your day off, and work your day off, and figure out what you're gonna tell the people.
28:07
SPEAKER_01: And how much am I gonna uh yes, sir?
28:10
SPEAKER_01: 250 people.
28:10
SPEAKER_01: What will my pay be?
28:12
SPEAKER_01: What will my pay be?
28:13
SPEAKER_01: Actually, if I stack uh vacation with the four days you're already giving me off this week, and so I was just like, oh my gosh.
28:22
SPEAKER_01: And then because there was less people here, you were doing more, and then we oh yeah, just we always have done that, and it's one of those things like when you were first promoted GSM or GM, I remember we went on a cruise.
28:36
SPEAKER_01: Uh, it's the only one we've ever gone on the West Coast, right?
28:39
SPEAKER_01: Um, and you stayed.
28:41
SPEAKER_01: You you told dad, which I was super bold of you, but I laughed at the same time.
28:46
SPEAKER_01: You're like, no, I need to stay because you'd just been promoted to that, and you thought everyone's looking at me, which they were.
28:52
SPEAKER_01: Sure.
28:52
SPEAKER_01: But they didn't learn Jack from it.
28:55
SPEAKER_01: So instead of going on vacation, you took ownership and you did good.
29:00
SPEAKER_01: It taught you well, right?
29:02
SPEAKER_01: You you you did well, if I can speak frankly, but it's what we've been doing for 20 plus years apiece.
29:08
SPEAKER_01: Oh, yeah.
29:09
SPEAKER_01: And we're like, man, people are surely noticing, they're surely paying attention.
29:13
SPEAKER_01: And they are a little bit.
29:15
SPEAKER_00: They are, and I think so.
29:16
SPEAKER_00: Let me help merge like some of all this together, okay?
29:20
SPEAKER_00: Because we've told you the extreme of one side.
29:23
SPEAKER_00: Now, what a lot of people have is the extreme of the other side.
29:26
SPEAKER_01: Majority is the stream of the other.
29:28
SPEAKER_00: So we're gonna help you merge it here in just a second, and it's not even in the notes.
29:31
SPEAKER_00: But the other side, let's real quick give a glimpse of what that is, and it might be you out there listening, is that you got promoted to a position and you just all the time send out memos, text, calls.
29:44
SPEAKER_00: You need to do this, you need to do this, you need to do this.
29:47
SPEAKER_00: Okay.
29:47
SPEAKER_00: That's all you do.
29:48
SPEAKER_00: That's all you do is holler out commands, never inspect, get mad, never help, threaten, never help, never lead by example, tell them that you're bothering that, you know, they're bothering you because you're at the golf course, you're with your family, all this stuff.
30:04
SPEAKER_02: Yes.
30:04
SPEAKER_00: And maybe that's a little extreme, but it's not from what we've seen in some.
30:08
SPEAKER_00: So then how do you merge those two?
30:10
SPEAKER_00: Well, here's how I do it and how I've developed.
30:12
SPEAKER_00: You've heard these guys roast me on the good and the bad, but that's how we get better.
30:16
SPEAKER_00: And it's okay.
30:17
SPEAKER_00: If you don't have somebody that you can't take productive criticism from, and it all flows and it makes us all better.
30:22
SPEAKER_00: So here's how you do it.
30:25
SPEAKER_00: When you're going to tell a department manager or a crew or whoever it is, you first gather them up and go show them and explain it to them.
30:33
SPEAKER_00: Hey, here's how we're gonna do XYZ process.
30:36
SPEAKER_00: Here's how we're gonna do that.
30:37
SPEAKER_00: And then you turn them loose on that.
30:39
SPEAKER_00: Um, and then you follow back up with whoever that lead is.
30:41
SPEAKER_00: Hey, how's that going?
30:43
SPEAKER_00: Do you need any more training in that area?
30:45
SPEAKER_00: Is there any way I can help you?
30:47
SPEAKER_00: That's stage two.
30:48
SPEAKER_00: Stage three, you inspect it and ask questions.
30:52
SPEAKER_00: You have to do all of those.
30:55
SPEAKER_00: What we're not saying is that you delegate it and you set it and forget it.
30:59
SPEAKER_00: Because if you stop asking about it, they think it's not important anymore.
31:03
SPEAKER_00: If you do it yourself, it doesn't expand your department.
31:08
SPEAKER_00: They're not gonna help you.
31:09
SPEAKER_00: So you that's that's the middle ground where it comes together.
31:12
SPEAKER_01: Yeah.
31:12
SPEAKER_01: That's so right.
31:13
SPEAKER_01: And then understanding your happy medium, right?
31:15
SPEAKER_01: Just understand how that runs.
31:17
SPEAKER_01: So think about this.
31:18
SPEAKER_01: The manager who answers too fast trains his people not to think.
31:22
SPEAKER_01: You guys ever had that a manager that you already walked a lot and you saw these 12 vehicles weren't where they were supposed to be.
31:30
SPEAKER_01: You already looked at the age, you already looked at the RO, and you said, Hey, do we have anything hanging out in the shop that might need to be pulled up front?
31:37
SPEAKER_01: And they say, No, no, no, we're good to go.
31:41
SPEAKER_01: It trains the people to not think, to not slow down, think before you answer, because you already, a good manager already knows the answer.
31:50
SPEAKER_01: And it would just like every time that happened, you're just like, oh my gosh.
31:55
SPEAKER_01: Because they were just trying to please you, like, yep, yep, yep, yep, yep, yep, yep, yep, yep, yep.
31:59
SPEAKER_01: And it's like, no, no, no, no, no, no, because I already looked at it.
32:05
SPEAKER_00: To the point, that's happened to me enough to the point that when I go into a meeting with managers and I know I'm gonna ask questions about stuff I've already inspected that I know that's not done, I will prephase it to give them some small glimpse of hope.
32:20
SPEAKER_00: Okay.
32:21
SPEAKER_00: And I will say, I'm getting ready to ask this question.
32:25
SPEAKER_00: And before you answer, I want you to pause and think about why I would be asking this question if it had already been completed.
32:34
SPEAKER_01: And it's far enough that you say, and I already know the answer.
32:38
SPEAKER_01: I have said that before, too.
32:39
SPEAKER_01: I already know the answer.
32:41
SPEAKER_00: They still don't get it.
32:42
SPEAKER_00: They still don't get it.
32:43
SPEAKER_00: And and this goes back to like childhood, and now you see it as a grown-up, is the only reason your parents ask you if you clean your room is because they inspected it and your room wasn't clean.
32:55
SPEAKER_00: You're walking into a trap.
32:58
SPEAKER_03: They they already knew.
33:00
SPEAKER_03: I can sit there and people would say it's because we're brothers and understand it.
33:03
SPEAKER_03: I learned because it happened to me.
33:06
SPEAKER_03: I that's how I was taught, obviously, coming up and uh Shelby and Matt both teaching me and um helping me through different areas of the business of being able to, hey, where's this at?
33:18
SPEAKER_03: What have you done with this?
33:20
SPEAKER_03: And I would know quickly catch on, like, that's a reminder.
33:24
SPEAKER_03: And so saying, Taylor, you hadn't done your job.
33:27
SPEAKER_03: Yes.
33:27
SPEAKER_03: Hey, look at this.
33:28
SPEAKER_03: So I knew all of that.
33:30
SPEAKER_03: It's ingrained in my head.
33:31
SPEAKER_03: I manage the same way now because it is it's creating ownership of your team.
33:36
SPEAKER_03: But I can sit there and one of y'all will come across and ask a question, and the manager says something, and I'm like, dude, yay.
33:44
SPEAKER_01: It's the same feeling I got when we were kids that if dad said something, it was rarely one of us.
33:51
SPEAKER_01: I mean, we we trained pretty quickly, right?
33:54
SPEAKER_01: But if it was a cousin or a friend and they answered with yeah, and we were like, no, is it yes sir, yes, sir, is what he meant to say.
34:02
SPEAKER_01: No, sir, yes, sir.
34:03
SPEAKER_01: I'm gonna give it your phone and I'll say yes, sir.
34:06
SPEAKER_01: I felt like uh the prairie dog looking for my whole like I'm gonna go clean the stalls now.
34:11
SPEAKER_01: Yeah, my bad.
34:12
SPEAKER_01: I'm gonna go shampoo them.
34:15
SPEAKER_01: Because we were taught that, and I love that.
34:19
SPEAKER_01: If dad's sitting here listening to this, and hopefully he's not, hopefully he's out fishing somewhere.
34:23
SPEAKER_01: Uh I appreciate that.
34:26
SPEAKER_01: I appreciate the the worth at work ethic and the teaching us to listen and to lead by example.
34:32
SPEAKER_01: But we understood that.
34:33
SPEAKER_01: It was like, no, he's asking that question because you didn't do it, and he's trying to be kind and give you another opportunity instead of saying, why didn't you do this?
34:42
SPEAKER_01: Right.
34:42
SPEAKER_01: And so when you're sitting there at the desk and I come by and I'm like, hey, how are we coming on this?
34:47
SPEAKER_01: You know the answer, and they should know the answer.
34:49
SPEAKER_01: And they're like, yep, we're good.
34:50
SPEAKER_00: It's like, oh okay, hang on.
34:54
SPEAKER_00: I was trying to come in here to give you a mulligan and say, hey, you need to regro check on this, but now I gotta pull out my hammer.
35:02
SPEAKER_00: Yep.
35:03
SPEAKER_00: That wasn't my intention.
35:04
SPEAKER_00: No, but they asked for it.
35:06
SPEAKER_00: But you asked for here you go.
35:07
SPEAKER_01: Everybody, follow me this way.
35:09
SPEAKER_00: You're blitzing the defense, and I'm gonna throw a Hail Mary on you and do a dance in the end zone.
35:13
SPEAKER_00: Yep, yeah.
35:14
SPEAKER_00: Hey, a pro tip for you right here.
35:16
SPEAKER_00: Yes.
35:16
SPEAKER_00: If you have an employee, because we all have these, that you know is a good employee, they work really hard, but they just can't help themselves in this area.
35:25
SPEAKER_00: And you know that they're gonna hang themselves when you ask this question, but they're a good employee and like they help the production.
35:32
SPEAKER_00: Here's what you do with that employee.
35:34
SPEAKER_00: You just ask that employee, hey, come take a look at this with me.
35:38
SPEAKER_00: And you go look at the exact whatever it is.
35:40
SPEAKER_00: The problem, the exact problem.
35:43
SPEAKER_00: And that takes a extra time, and you don't do that with everybody, but some of y'all have some employees that are really ADD, but they're really good employees and like they get stuff done, but they just hang themselves.
35:54
SPEAKER_01: Yeah, and let's say that we we've have UVI technicians where we run all of our used vehicles through, and we have some that are really good, but are not overly tech savvy, yeah.
36:02
SPEAKER_01: And where we track all that timing is within a software.
36:04
SPEAKER_01: So you that person is really good.
36:07
SPEAKER_01: Yes.
36:07
SPEAKER_01: And so we tell that service manager, we say, Hey, go back there, pull up the software, like, man, you are killing it here, here, and here.
36:14
SPEAKER_01: Yes.
36:14
SPEAKER_01: Is there a certain reason, or is there something that I can do to help you to make sure that box gets checked when you're doing that?
36:20
SPEAKER_01: Yeah.
36:21
SPEAKER_01: And you're showing it to them right here.
36:22
SPEAKER_01: You bring the KPI, you bring the proof and say, hey, and you take the pressure off of them.
36:27
SPEAKER_01: Is there something I can do to help you to show how good you are on paper?
36:32
SPEAKER_01: So no one else is coming and asking you this question.
36:35
SPEAKER_01: And they're like, My bad, I'm so bad at that.
36:38
SPEAKER_01: It's like, no, no, no, no, you're amazing.
36:40
SPEAKER_01: We just needed to show amazing.
36:42
SPEAKER_01: What can I do?
36:43
SPEAKER_01: Is it a sticky note on here?
36:46
SPEAKER_01: Is it a reminder in your phone?
36:47
SPEAKER_01: What can I do?
36:48
SPEAKER_01: You remove that pressure, and hopefully, they're like, this person cares, and they didn't holler at me again for not doing my job.
36:56
SPEAKER_00: We were sitting in a um in a higher level manager meeting.
36:59
SPEAKER_00: It's been a couple weeks ago, and we had kind of gotten through the reports and discussing the topic we were on.
37:05
SPEAKER_00: I can't remember if it was a service meeting or what it was.
37:08
SPEAKER_00: And it came up time for I had a little bit of time left, so it was development and coaching of people.
37:14
SPEAKER_00: And we talked about, especially when you talk to cross-departments or or level field play managers, is that you always go into them and say, Hey, would you take a look at this?
37:25
SPEAKER_00: I probably made a mistake here.
37:27
SPEAKER_00: It's probably my fault, but I need another set of eyes.
37:30
SPEAKER_00: When you know it's not necessarily your fault, you know they're the ones that probably made the error, yeah, but you take ownership of it first.
37:38
SPEAKER_00: So we're unpacking that.
37:40
SPEAKER_00: And our controller looks over and she starts dying laughing.
37:44
SPEAKER_00: She goes, Is that why y'all come in my office and say this is probably my fault, not yours?
37:50
SPEAKER_00: Said, Yeah, that's exactly why.
37:52
SPEAKER_01: She said, Well, now I know.
37:53
SPEAKER_01: I said, Well, we'll see.
37:55
SPEAKER_01: We'll see.
37:56
SPEAKER_00: So that was really funny, and they grasp a whole of that.
37:59
SPEAKER_00: But it's it's all the words you speak, it's all how you approach things, how you manage things.
38:04
SPEAKER_00: And and this seems like a lot, the things we go over during a podcast, and and like the extra time you take coaching somebody, or the words you say, or how you act, or how you show.
38:15
SPEAKER_00: That is the world of managing, leading, and coaching.
38:19
SPEAKER_01: That's people would also look at Michael Jordan's training and they'd say, that's a lot.
38:25
SPEAKER_01: Yeah, six championships a lot.
38:27
SPEAKER_01: That's right.
38:27
SPEAKER_01: Right.
38:28
SPEAKER_01: So like, oh my gosh, you guys talk about this and you have because we constantly live and breathe it and work through it, and then we stumble daily, but we're working on it daily.
38:39
SPEAKER_00: Average daily activities get average results.
38:44
SPEAKER_00: Yeah.
38:44
SPEAKER_00: If you want top-level results, if you want to be a leader that other people are knocking on the door to come work for, you have to do what others are not willing to do.
38:53
SPEAKER_01: And that that rolls into this so perfectly.
38:55
SPEAKER_01: The faster answer is usually the most expensive habit.
38:57
SPEAKER_01: People are like, yep, got it, yep, got it, check it off, let's go.
39:00
SPEAKER_01: And then I can get back to watching ESPN.
39:01
SPEAKER_01: Or they thought it's got it.
39:02
SPEAKER_01: And hey, you need to make some phone calls to sell some people.
39:04
SPEAKER_01: It's like, no, no, no, no, you just pencil whipped the dent guy, and he just is out there tack hammering your bumper, just dying laughing, like, you didn't even look at it.
39:13
SPEAKER_01: It didn't even have dents.
39:14
SPEAKER_01: I'm gonna make one, then I'm gonna fix it.
39:16
SPEAKER_01: It's like, whoa, slow down, inspect something.
39:19
SPEAKER_01: So that the fastest answer is always the most expensive.
39:22
SPEAKER_03: And what I love most about our industry going into and they say you car dealers as an entrepreneur as a whole, if anything else, are so resilient.
39:33
SPEAKER_03: I was going through as a manager of coaching, teaching, stepping up through with our different workforce we have in in the day and age where I think it is the toughest time to be in business with transparency online because you're one click away from somebody seven states over jumping on a bandwagon to burn you and they don't even know you.
39:55
SPEAKER_03: But you have to deal with that.
39:56
SPEAKER_03: But it is so fun.
39:58
SPEAKER_03: And I was diving in this manager to be able to tell him, and I said, listen, I said, we have to do X, Y, and Z, which others may think is difficult and is hard.
40:07
SPEAKER_03: But I said, it's what we're gonna do.
40:11
SPEAKER_03: We've got our livelihood on the line, we've got it, we're all in, and we're gonna do it every single day.
40:17
SPEAKER_03: So, you as an entrepreneur, as Matt's talking about, it's a lot, you gotta be able to do this.
40:21
SPEAKER_03: If you want to be successful, you've got to do it.
40:24
SPEAKER_01: And that's gonna win so much better.
40:27
SPEAKER_01: Oh man.
40:28
SPEAKER_01: Like, oh okay, this is the game we played in, and we followed the rules, and we were able to win.
40:35
SPEAKER_01: That was good.
40:36
SPEAKER_01: That was good.
40:37
SPEAKER_03: I I love going into this of there's hards all across in life.
40:43
SPEAKER_03: I was talking about this in training the other day of getting so wound up, and they were like, Taylor, you're basically like Chris Farley, uh done over, but I was wound tied.
40:53
SPEAKER_03: I'm like, listen, there's hards of everything you do in life, and there's complications of everything that you deal with, and there's rewards, just like you talked about the wins.
41:02
SPEAKER_03: I said, There's hards with fitness, there's hards with financial, there's hard with goals.
41:06
SPEAKER_03: But either you choose your hard of I'm not gonna do anything, and your consequences are I can't buy what I need to, my health is deteriorating, I don't hit my goals, I have to tell my family no, or you work hard and you do all these other things that you need to do, and I'm able to do whatever I want with my family.
41:25
SPEAKER_03: I live a long, healthy life, and I'm able to do all these things.
41:29
SPEAKER_03: So you have to choose your heart.
41:31
SPEAKER_03: And when you're an entrepreneur, you've got to be able to dive into it and do the hard things to make it worthwhile.
41:37
SPEAKER_03: Now that's good.
41:37
SPEAKER_03: That's really good.
41:38
SPEAKER_00: All right, here's our automotive fun fact quiz.
41:41
SPEAKER_00: Employees who work for a leader, they rate as good.
41:45
SPEAKER_00: What percentage of them actually feel heard?
41:48
SPEAKER_00: So when you think about that, employees who work for a leader that they rate as good, what percentage of them actually feel heard?
41:55
SPEAKER_00: A's 75, B's 52, C is 33, and D is 19%.
42:02
SPEAKER_01: Rate as good.
42:04
SPEAKER_01: Right?
42:05
SPEAKER_01: And I don't know that that's good.
42:06
SPEAKER_03: And that they actually feel heard.
42:11
SPEAKER_03: It's 33%.
42:13
SPEAKER_03: Okay, you're on 33%.
42:17
SPEAKER_01: I'd like to say it's higher, but it's probably not.
42:20
SPEAKER_01: I'm gonna I'm gonna go with the low one just because D19.
42:24
SPEAKER_00: You're right, D19.
42:27
SPEAKER_00: And these were you gotta remember they're talking about that the employees rated the manager as a good manager, so not a bad manager, but also not a great manager, not a great manager, so just the average manager, but only 19% of them felt like they were hurt.
42:41
SPEAKER_00: Harris poll surveyed 2,206 employed Americans, okay?
42:46
SPEAKER_00: So in the US, you know, and only 19% that said they had good managers felt like they were hurt.
42:54
SPEAKER_00: And you know, I just I think not to get deep on this one, but you can't make everybody happy, but a good majority of your employees oughta feel like that they're happy.
43:07
SPEAKER_00: Yes.
43:08
SPEAKER_00: Ought to feel like that they're happy.
43:09
SPEAKER_01: Yeah, there's a big difference of where you can check that box of making them feel like they're heard without saying yes to everything they ask for.
43:17
SPEAKER_01: Right?
43:18
SPEAKER_01: So I think you can make them feel heard uh and then bring up those topics along the way, and you didn't have to say yes to everyone.
43:26
SPEAKER_03: We've had managers definitely in the past that just hammer guys because that whether they work together and they move to management or that's kind of how they started to work, but just either always yelling or always just bashing them or holding them accountable at different levels.
43:42
SPEAKER_03: That I've had the the salesperson come from a manager managing them a certain way and be like, I don't want to be managed this way.
43:50
SPEAKER_03: Like, I just want to be heard that I can be able to actually, whenever I have a problem, they come to me and don't say, God, you're just weak.
43:57
SPEAKER_03: You can't handle anything without just saying, hey.
44:00
SPEAKER_03: Let's walk through the process.
44:02
SPEAKER_00: I think that's more difficult for men because naturally we are solution-based.
44:08
SPEAKER_00: We want to give answers.
44:09
SPEAKER_00: Women are a lot better about just listening and talking through things.
44:12
SPEAKER_00: Yes.
44:13
SPEAKER_00: You know, so as men, we have to, you know, just remind ourselves sometimes we just gotta listen.
44:18
SPEAKER_00: And and and that's that's not our natural reaction.
44:20
SPEAKER_00: I know it's not mine.
44:21
SPEAKER_01: No, we're always I feel like I'm always problem solving.
44:24
SPEAKER_01: Exactly.
44:24
SPEAKER_01: And I get sometimes is like, hey, can you just listen?
44:27
SPEAKER_01: Like Yeah, that's pointless.
44:29
SPEAKER_01: Why am I why would I listen?
44:31
SPEAKER_00: All right, the discovery.
44:32
SPEAKER_00: Ask before you accuse.
44:34
SPEAKER_00: The issue with the employee, ask the question of discovery before you accuse or you assume.
44:40
SPEAKER_01: Okay, let me lead off in this to say many a times, and I still every once in a while do this, that I feel like I know the answer.
44:49
SPEAKER_01: Like whether it be a customer feedback of this went wrong, this, this, and this.
44:53
SPEAKER_01: And I'm like, okay, these three people involved, why didn't we do this, this, and this?
44:57
SPEAKER_01: So I go directly to them and I'm like, guys, we've had to handle this five or six times with the same people.
45:03
SPEAKER_01: And I and I fall back on my own words.
45:05
SPEAKER_01: I'm like, this is our process of what we're gonna do before I ever ask what happened.
45:11
SPEAKER_01: Because I'm just fed up, just like this is continually reoccurring, and I should be able to just go and say, here's what we're doing, and why aren't we doing this?
45:20
SPEAKER_01: But I have to remind myself, okay, let me at least allow them to defend their side and tell me what happened.
45:28
SPEAKER_00: Yeah, and and you you have some truth there on what you're saying, is because before you got to the stage you're talking about, you had already done that and it's it's repeating itself.
45:39
SPEAKER_00: So at some point in time, when it's repeating itself, it's like, okay, guys, we already covered this.
45:43
SPEAKER_00: Remember the last five times we talked about this?
45:45
SPEAKER_00: Yeah.
45:46
SPEAKER_00: Now here's where we are.
45:47
SPEAKER_00: But the first time, you do have to do some discovery.
45:51
SPEAKER_00: And I try, and I tell my managers this too, and sometimes it gets taken the wrong way.
45:55
SPEAKER_00: I said, I go into a situation, no matter what it is, as neutral as I can be.
46:00
SPEAKER_00: And as owner of the company, for me to say I'm going into it neutral, you should be too.
46:06
SPEAKER_00: Now that doesn't mean I don't have my employees back.
46:09
SPEAKER_00: That doesn't mean that I'm not proud and I'm not confident in our employees.
46:13
SPEAKER_00: But that means that I'm going to be neutral and I'm not on the customer's side, I'm not on the employee side.
46:18
SPEAKER_00: So I can accurately gather all the information and go ask questions.
46:22
SPEAKER_00: Yeah.
46:22
SPEAKER_00: Even if I know the answer, like you're saying.
46:24
SPEAKER_00: Yeah.
46:25
SPEAKER_00: And that is just that's so important if you really want to get to the root of it.
46:29
SPEAKER_00: And then you might discover something else that's going on.
46:32
SPEAKER_00: Same thing, kind of on the vendor side.
46:33
SPEAKER_00: What about the issue with the vendor?
46:36
SPEAKER_00: If you slow down to ask a question to better understand what really happens before you just fire the vendor and move on to somebody else.
46:43
SPEAKER_00: You know, it could be something on our side.
46:45
SPEAKER_03: Yeah, I had one that we'd walk through a vendor guy that's been with the same company, moved to different apartments of it.
46:54
SPEAKER_03: So it's been here and it left and come back and works really well with us.
46:59
SPEAKER_03: But issue had arise in the office as far as billing, and they had him basically on the chopping block because he didn't meet the criteria of what they were wanting to go down.
47:09
SPEAKER_03: They said, Hey, Taylor, you need to reach out to him and go over this.
47:12
SPEAKER_03: And said, Yeah, absolutely I will.
47:15
SPEAKER_03: And I finally got him away from everybody.
47:16
SPEAKER_03: I said, Hey, what happened?
47:18
SPEAKER_03: He said, I was trying to help a salesperson to take care of y'all.
47:24
SPEAKER_03: And then it started going down the wrong way.
47:27
SPEAKER_03: And I knew the salesman person, after we'd already moved forward, was putting me together, and I didn't know where to go.
47:33
SPEAKER_03: And I said, Hey, whenever those instances happen, you can always reach out to me.
47:37
SPEAKER_03: There you go.
47:37
SPEAKER_03: That's in that instance.
47:38
SPEAKER_03: I knew he was a good vendor and I knew he had taken care of us.
47:43
SPEAKER_03: The office only saw on the clerical side, and there was no emotion there.
47:48
SPEAKER_03: And they didn't say, Hey, get rid of him, but they said, Whoa, I don't like the way this looks.
47:53
SPEAKER_03: You need to look into this.
47:54
SPEAKER_03: So luckily, we had a lot, enough communication that we were able to dive into it, but was able to fix the situation instead of just saying, hey, you're gone, see you later, when it's a good vendor that we like keeping around.
48:06
SPEAKER_00: So there's two key points there that I want everybody to hear is when Taylor talks about the situation with a vendor, we know it was a good vendor.
48:14
SPEAKER_00: We know our office is putting into place what we ask them to put in place.
48:19
SPEAKER_02: Yeah.
48:19
SPEAKER_00: You know, as far as keeping the money flowing, making sure things are turned in correctly, the right process.
48:24
SPEAKER_00: Keep people honest.
48:25
SPEAKER_00: Keep people honest.
48:26
SPEAKER_00: Taylor jumped in at his level to do the discovery.
48:32
SPEAKER_00: He didn't tell the office, hey, I need you to reach out and see what the real problem is.
48:36
SPEAKER_00: That's not the office's role.
48:39
SPEAKER_00: Okay, he had a feeling of like, let me do some discovery here.
48:43
SPEAKER_00: And that's that's a position where you don't delegate that.
48:47
SPEAKER_00: And and you fix the issue.
48:49
SPEAKER_00: Then you delegate the solution.
48:51
SPEAKER_00: But but you it takes a high level of asking the right questions, reading the situation to try to find a fix.
48:58
SPEAKER_00: That's really good.
48:59
SPEAKER_00: All right, the issue with the customer.
49:01
SPEAKER_00: Ask the question before you just roll into it.
49:06
SPEAKER_01: I I think it's the it's the same.
49:09
SPEAKER_01: We treat none of these any different.
49:10
SPEAKER_01: I know.
49:11
SPEAKER_01: The funny thing is.
49:11
SPEAKER_01: It's like a repeat.
49:12
SPEAKER_01: It's the same thing, the employee, the vendor, the customer.
49:16
SPEAKER_01: We're gonna go in and ask some questions.
49:18
SPEAKER_01: Hey, walk me through what went on.
49:20
SPEAKER_01: I I had an employee the other day that just blew the lid, right?
49:25
SPEAKER_01: And it was great.
49:26
SPEAKER_01: Like it was not great the way that it was happening, but it was 15, 20 minutes of, and I didn't say a word.
49:31
SPEAKER_01: I was just taking notes, taking notes, taking notes.
49:34
SPEAKER_01: And then when I got done, and I say this because I was laughing, I was dying laughing.
49:38
SPEAKER_01: Man, I should have recorded this.
49:40
SPEAKER_01: Man, I should have recorded this because this is verbatim, the same thing we would do with the customer.
49:44
SPEAKER_01: Yes.
49:44
SPEAKER_01: And when I say, is there anything else that's bothering you?
49:47
SPEAKER_01: Is there anything else that we could have done?
49:49
SPEAKER_01: And this was with our own employee.
49:52
SPEAKER_01: And uh we I just kept asking the questions and letting them vent and letting them vent and letting them vent, and then they were just like, hee, like I have nothing left.
50:01
SPEAKER_01: And then it was like, okay, I'm gonna do some discovery to find this, this, this, and this, because I'm not gonna hit them with first, like, first off, here's what we do, here's what you did wrong, here's what we did.
50:09
SPEAKER_01: You know, it's the same, I feel like it's the exact same thing with the customer.
50:13
SPEAKER_00: It's identical, it's identical.
50:14
SPEAKER_00: And I'm thinking as you're talking about that, because we talk about trying to run somebody out of air.
50:19
SPEAKER_00: And so I was trying to think about an illusion that people could grasp a hold of.
50:23
SPEAKER_00: If you had this huge balloon that had helium in it, and you're like jumping up trying to grab it, and then you let go and it goes back up and it goes back up and it goes back up, and you're like, why can't I get this balloon off the ceiling?
50:35
SPEAKER_00: Well, you're gonna have to get the air out of it.
50:37
SPEAKER_00: You're gonna have to let it completely deflect.
50:39
SPEAKER_00: And for it to get back down at ground level.
50:41
SPEAKER_00: So if you don't let a customer, if you don't let an employee, if you don't let a vendor, if you don't let a coworker, any of them completely deflate and get it all out, you're always gonna be fighting the balloons against the ceiling.
50:52
SPEAKER_01: Because then they're gonna they're gonna be like, well, they didn't even listen.
50:55
SPEAKER_01: They don't even know the situation.
50:57
SPEAKER_00: Well, 19%, based upon the poll, yeah, said they didn't.
51:00
SPEAKER_00: For employee rights.
51:01
SPEAKER_00: Or 81%.
51:02
SPEAKER_01: 81% said they didn't, only 19% said they did.
51:05
SPEAKER_01: And so it even if you know the answer, the warranty is not gonna cover that.
51:11
SPEAKER_01: That they are in the wrong.
51:13
SPEAKER_01: No, you are responsible for your sales tax.
51:16
SPEAKER_01: If you don't at least listen to them and ask the questions, then they'll go try to find the next, the other Lewis, the other Lewis, the other manager, the real owner.
51:25
SPEAKER_01: What did they Google?
51:26
SPEAKER_01: And it says, I want the general manager, I want the head here.
51:29
SPEAKER_01: It's like, so if you'll just listen, you can diffuse many of those situations and say, Hey, I got a couple options.
51:35
SPEAKER_00: At the end of the day, if you want to make sure that you've resolved it and that they won't ping-pong mom to dad and so on and so forth, no matter what the answer is, whether it's an employee, a vendor, or a customer, they answer the question, how does that make me feel?
51:55
SPEAKER_00: And if the feeling is not, hey, I don't like the answer, but they took the time to walk me through it and look for a solution.
52:02
SPEAKER_00: But if they feel like they weren't heard, if they feel like they were taken advantage of, if they feel like they're in the wrong position, if the feeling is not there, it won't stop.
52:13
SPEAKER_00: It it just will not stop at all.
52:17
SPEAKER_00: You know, and as we wrap this up here, it all boils down to asking the questions first will give better direction and understanding, I believe, in any situation.
52:28
SPEAKER_00: Any situation.
52:30
SPEAKER_01: And uh the I think where most people miss that is one they feel like it that they don't have the answer.
52:35
SPEAKER_01: So it's like I'm not equipped when it's not that.
52:38
SPEAKER_01: You're just trying to handle better, but also it takes more time on the front end to deflate the bullet, to completely ask the question, to let everyone vent, to go through the KPIs, to walk the lot again with that manager when you've already walked a lot.
52:52
SPEAKER_01: You got here early and walked a lot, but you're like, hey, let's go walk it real quick and just see hey, what the shot might be missing instead of you.
53:00
SPEAKER_01: Uh and then in the end, it should be shorter on the back end.
53:04
SPEAKER_01: Once you get the machine rolling, it should be shorter on the back end.
53:07
SPEAKER_01: So it is time and money well spent.
53:10
SPEAKER_00: It is.
53:10
SPEAKER_00: It's no different than if you're if you're into investing and you look about at the compounding effect.
53:16
SPEAKER_00: Hey, if you would have put more money in or you would have invested money earlier on, you'd have more down the road.
53:22
SPEAKER_00: It's the same thing with training and and problem and developing processes and your people.
53:28
SPEAKER_00: The more money or the more time you spend on the front end, it'll compound down the road.
53:33
SPEAKER_00: Most of y'all just set it out there and then you spend 10x the time trying to fix it down the road.
53:41
SPEAKER_03: And there's nothing crazy.
53:42
SPEAKER_03: I don't think about so many people, whether it's their training, whether it's finances, whether it's management, whatever it is, simplify it.
53:51
SPEAKER_03: That's right.
53:52
SPEAKER_03: Simplify and keep it simple.
53:55
SPEAKER_03: You can conquer the biggest thing you ever wanted to by being so simple in a couple of steps, and do those steps really good.
54:04
SPEAKER_01: It's funny you say that because Alex Ramosy, uh, in all of his listen and learns where people bring their business and what and every time he I've never seen him get stumped because he keeps it simple every single time.
54:17
SPEAKER_01: They're like, hey, here's my issue.
54:18
SPEAKER_01: I'm in a hundred thousand dollars in sales, I'm trying to get to a million, and I can't get there.
54:22
SPEAKER_01: And he's like, Oh, it's just a basic marketing, or it's a supply, or it's hey, you need to have a larger sample, or and I'm every single time it's super simple.
54:30
SPEAKER_01: He's like, This, this, and this, and that'll get you there.
54:33
SPEAKER_01: Now, are there other things along the way?
54:34
SPEAKER_01: Sure, but it's so simple.
54:36
SPEAKER_01: This, this, and this, and that'll get you along the way.
54:38
SPEAKER_01: That's right.
54:39
SPEAKER_03: Of keeping it in the rails.
54:40
SPEAKER_03: But great.
54:41
SPEAKER_03: All right, fun little uh little quiz here at the end.
54:43
SPEAKER_03: Uh, question.
54:44
SPEAKER_03: So, Matt, what is your go-to question with a heated topic issue that you're dealing with?
54:52
SPEAKER_00: Is there anything else that we need to address?
54:57
SPEAKER_00: And once I've let somebody go through whatever they're complaining about or an employee, is there anything else we need to address?
55:02
SPEAKER_00: Are there any other concerns on your mind?
55:05
SPEAKER_00: You can change whatever that word is, but you're simply just asking them, what else is there?
55:10
SPEAKER_00: What you're doing is trying to stick a thermometer in to see, are we actually done?
55:16
SPEAKER_00: Have we drained the swamp?
55:17
SPEAKER_00: Have we let all the air out of the balloon before we take action?
55:21
SPEAKER_03: Um, I'll reword this one a little bit.
55:24
SPEAKER_03: Shelby, what is a question you wish you had asked as you continue to grow up going through your management, but from an earlier to where you're at now, what's a question that you kind of like to put in those situations?
55:39
SPEAKER_01: Yeah, so it's kind of a two-part.
55:42
SPEAKER_01: My first question that I don't always ask, uh, but would be why don't you want it more or care more?
55:50
SPEAKER_01: And I'm talking about employees.
55:51
SPEAKER_01: Why don't you want it more or care more?
55:53
SPEAKER_01: When I'm talking about production, it's because they don't want it more or care more, right?
55:57
SPEAKER_01: Everyone should be results driven.
55:59
SPEAKER_01: So then the question that I've learned to ask, and it's funny, is I was developing some sales training, I was going over our new version of our needs assessment to make it quicker for a customer.
56:08
SPEAKER_01: One of the really good questions that I was able to come up with based on research was what would make today a win?
56:14
SPEAKER_01: Asking that to a customer.
56:16
SPEAKER_01: And so now I try to roll that into our team and our managers to say, hey, what would make today a win for you?
56:24
SPEAKER_01: What would make a win for you to today?
56:26
SPEAKER_01: And I would ask that question, hey, what does it take to make a win for you today?
56:30
SPEAKER_02: Yeah.
56:31
SPEAKER_01: Instead of me being like, Why aren't you more motivated and why don't you are more results driven?
56:36
SPEAKER_01: I say, what would make today a win?
56:37
SPEAKER_01: And they say to be able to do X.
56:40
SPEAKER_01: And so then you ask questions and say, hey, okay, so what do we need to do in order to achieve that?
56:45
SPEAKER_01: And so then hopefully they can be results driven.
56:47
SPEAKER_01: So that's a question that I like to ask always what makes today a win?
56:52
SPEAKER_03: That's really good.
56:53
SPEAKER_03: Hey, a lot of good things we went over today.
56:54
SPEAKER_03: Always check us out on LewisSuperstore.com with the specials we've got going on and up to the 95 previous episodes at Crossroads Conversation Podcast.com.
57:05
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57:09
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57:14
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