Latest / Crossroad Conversations with the Lewis Brothers / Ep.49 - Burned Out and Still in Charge: The Dark Side of Leading Under Pressure

Transcript

Ep.49 - Burned Out and Still in Charge: The Dark Side of Leading Under Pressure · Crossroad Conversations with the Lewis Brothers

• 0:00
  Speaker 1: I found myself, even though I am very relaxed, laid back, I was starting to get aggravated.
• 0:08
  Speaker 1: Early on I was like, oh, hold on, just a second, I got to be able to pull over here, let me go check on this real quick.
• 0:13
  Speaker 1: And I was like no reset, hold on, I'm going to grab.
• 0:15
  Speaker 1: So in the middle of it, you have to realize, even though we do all this all the time and we talk about it, it's okay.
• 0:22
  Speaker 1: Whenever you hit the rev limiter and you have to back up, it's just important to recognize that and step back and be able to move forward.
• 0:33
  Speaker 2: Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business while working through adversity and pouring back into our community that keeps our doors open every single day.
• 0:46
  Speaker 2: We're your hosts, shelby, matt and Taylor, and we'll be bringing you real, relevant, local business advice, maybe some automotive insights that are sure to change the way you look at running a business or buying a car, and maybe even throw in a plug for you to do business with us here locally.
• 1:02
  Speaker 2: Welcome back Crossroad Conversation, episode 49.
• 1:07
  Speaker 2: We're your hosts, the Lewis Brothers, matt, shelby and Taylor, bringing you the latest and greatest, most relevant.
• 1:14
  Speaker 2: Maybe this is your first time.
• 1:16
  Speaker 2: Maybe you've listened to all 49.
• 1:17
  Speaker 2: Maybe you've listened to a couple, but we're glad you joined us today.
• 1:21
  Speaker 2: So today we're talking about burned out and still in charge, like, think about that burned out but still lighting the fire to figure it out like I want to go home but I can't something like that.
• 1:36
  Speaker 2: So the dark side of leading under pressure, what it does to you, what it does to the whole team, what the culture does, all those things of burnout and still in charge.
• 1:51
  Speaker 2: So we'll fully unpack that today.
• 1:53
  Speaker 3: Did you just hit me with the word dark side, like we got to unpack that, yeah, hey, this is going to get deep.
• 1:59
  Speaker 3: I hope you've grabbed your coffee.
• 2:01
  Speaker 3: This is going to be a good episode, but before we dive into this week's episode, hey, don't forget about last week, episode 48.
• 2:06
  Speaker 3: This was a good one it really was because a lot of people are caught in between either what the subject says here stop being so nice, how weak leadership doesn't work or you're on the other end where you don't care at all.
• 2:21
  Speaker 3: So we spent a good amount of time last week unpacking that.
• 2:24
  Speaker 3: How you could be professional.
• 2:26
  Speaker 3: You can still care about people but hold them accountable, but not just let them run you over.
• 2:36
  Speaker 3: So that was a great episode.
• 2:37
  Speaker 3: Go back and listen to that and many others.
• 2:38
  Speaker 3: And if you just started listening to us, we've got a library full of just tips and tricks that we have learned throughout our 79 years worth of business here on handling, employees and advertising and cash flow and inventory, so on and so forth.
• 2:50
  Speaker 3: You can find all those at CrossroadConversationPodcastcom.
• 2:54
  Speaker 3: And don't forget to check out our inventory over a thousand vehicles in stock and ready to sell at LewisSuperstorecom.
• 3:00
  Speaker 1: Absolutely hey.
• 3:01
  Speaker 1: And diving in.
• 3:02
  Speaker 1: What did we drive?
• 3:02
  Speaker 1: It's starting to get to the best time of year.
• 3:04
  Speaker 1: That dot com?
• 3:04
  Speaker 1: Absolutely hey.
• 3:05
  Speaker 1: And diving in.
• 3:05
  Speaker 1: What did we drive?
• 3:06
  Speaker 1: It's starting to get to the best time of year.
• 3:07
  Speaker 1: That the weather's starting to get closer to the fall.
• 3:08
  Speaker 1: We're getting closer out of the 100 degree days.
• 3:11
  Speaker 1: I gotta talk about our iconic mustang pony car that we've had around for years.
• 3:16
  Speaker 1: I recently gotten one the other day and I think it gets swept under the rug that we have the best selection we've ever had now that they start at at under $40,000 for 300 horsepower and they go all the way up to the Dark Horse.
• 3:29
  Speaker 1: It's over 500 horsepower and has all the track apps.
• 3:32
  Speaker 1: I'm talking about a vehicle that comes from the factory that you can actually hit the line lock button, burn the rear tires and then hit a drag app to be able to do your 0 to 60.
• 3:42
  Speaker 1: It is full-fledged, full spectrum.
• 3:45
  Speaker 1: That'll get you the best gas mileage but the most fun car to take down.
• 3:49
  Speaker 1: You know we live in an area where there's this road called the pig trail.
• 3:52
  Speaker 1: That's so fun.
• 3:54
  Speaker 2: It's the last remaining iconic sports car it is and I think you forget.
• 3:59
  Speaker 3: Tell you, bring that up.
• 4:00
  Speaker 3: And I know we get busy in the business of forgetting, like how much ford's been on the gas with the evolution of the mustang and just thinking about, like, when we were growing up like the most powerful of powerful mustang then, you know, had 220 horsepower.
• 4:14
  Speaker 3: Yeah, it would run 060 if you were luckily on a good cool day sub seven seconds.
• 4:20
  Speaker 3: And now we're talking about 500 horsepower, 3.7, I believe.
• 4:24
  Speaker 3: It is zero to 60 in that dark horse, and all under factory warranty, with an amazing sound system.
• 4:30
  Speaker 3: Well, you know what I mean.
• 4:31
  Speaker 3: And all the cool tech.
• 4:32
  Speaker 3: Yeah, just how they've integrated that all in.
• 4:35
  Speaker 3: And how do you do all that and then still get better fuel mileage?
• 4:38
  Speaker 3: You know, I don't know it's magic, I know that's pretty cool that's a good one to bring up.
• 4:42
  Speaker 1: So that's a good Fun with the best selection we've ever had.
• 4:44
  Speaker 1: Come check them out there, hey.
• 4:46
  Speaker 1: But diving straight into the hidden cost of unchecked stress in leadership.
• 4:51
  Speaker 1: So this is un-.
• 4:53
  Speaker 2: What do you mean unchecked.
• 4:56
  Speaker 1: What are you doing to me?
• 4:57
  Speaker 1: I would probably say the stress that you push to the side and act like it's not really affecting the way.
• 5:03
  Speaker 1: You push to the side and act like it's not really affecting the way.
• 5:05
  Speaker 1: So how chronic stress affects decision-making, communication and culture.
• 5:11
  Speaker 3: Oh man, when do we start here?
• 5:13
  Speaker 2: Okay, so the stress pile's on.
• 5:15
  Speaker 2: It does, it does.
• 5:16
  Speaker 3: And I don't care what business you're in.
• 5:17
  Speaker 3: Yeah, yeah, Like you're going to have stress Some of it's natural.
• 5:20
  Speaker 2: Like not hitting the metrics or someone not showing up or all those things.
• 5:25
  Speaker 3: Or you don't have enough cash in the bank to do payroll or to pay your bills or this or that, like there's all these different areas that stress can come from, and that's a good place to start.
• 5:35
  Speaker 3: Shelby is like just unpacking where all this would come from.
• 5:39
  Speaker 3: Like everybody thinks it's these big monumental things, but no, it's kind of the thousand cuts of every single day of stress of somebody not showing up.
• 5:47
  Speaker 3: So that are you going to cover that In our business?
• 5:49
  Speaker 3: A vehicle not showing up or parts not showing up, like all these different pieces?
• 5:55
  Speaker 3: Bad Google review.
• 5:55
  Speaker 3: Bad Google review.
• 5:56
  Speaker 2: Bad manufacturer survey, and some of them didn't even have anything to do with you, or charge back a bunch of your incentives from last month.
• 6:04
  Speaker 3: All these different pieces of a misbuild, and so on, and so forth your brand new building's leaking.
• 6:13
  Speaker 3: So there's no way Let me just first spoil our word there's no way to avoid stress in business.
• 6:23
  Speaker 3: There's just no way.
• 6:24
  Speaker 3: So if you think the Lewis Brothers got it together, it together, we never get stressed, you are wrong.
• 6:30
  Speaker 3: So it's more of how to compartmentalize the stress, what stress to deal with, what stress to not deal with, because some of it really like, once you run it through the filter, it's really not that big of a deal and it it's like it's just going to go away.
• 6:45
  Speaker 3: Yeah, but then all of it won't go away.
• 6:47
  Speaker 3: Some of it you do need to address and some of it which is what Taylor was getting to and Shelby said that the title is here some of it builds up so high that you've got to remove yourself for a minute to be able to just let the top pop off of it before you can effectively manage and lead people.
• 7:11
  Speaker 2: Yeah.
• 7:12
  Speaker 1: Because, if not, you are underwater, you're underperforming and you're making the situation worse.
• 7:18
  Speaker 2: And that's generally what happens.
• 7:20
  Speaker 2: If you do not address it, delegate it, let it wear off.
• 7:29
  Speaker 2: At least acknowledge it's here, it's affecting me.
• 7:31
  Speaker 2: You will make decisions that are not based on facts, or decisions based on your culture, your kindness, all the things that you do good at will be totally affected.
• 7:41
  Speaker 2: If you don't now, you can't just like drama, unload constantly all those things, but there's a time when you just got to figure out okay, how do I defuse this right?
• 7:52
  Speaker 3: I think something that's coming to me right here that I need to talk about.
• 7:55
  Speaker 3: There's kind of a couple different mindsets with stress or showing that to people, and some people, just when they get to that moment, they just blow their lid at everybody, just fly off the handle.
• 8:07
  Speaker 3: You know what I mean At everybody, just fly off the handle.
• 8:10
  Speaker 3: But you may be more like me and I fortunately don't fly off the handle very often.
• 8:16
  Speaker 3: But there's probably a whole lot of nonverbal cues that people can read that I'm at my max.
• 8:23
  Speaker 3: So I may be thinking mentally in my mind I'm handling this stress fine.
• 8:28
  Speaker 3: I haven't bit anybody's head off today.
• 8:30
  Speaker 3: I'm still being nice to people, but they can see it, which then slows them down to come ask me a question or to be around me, and I'm not able to give that positive energy and that elevation of the expectations and of the business up and so there's there's those two things there.
• 8:48
  Speaker 3: We guys, we've seen both.
• 8:49
  Speaker 3: You know now we don't.
• 8:51
  Speaker 2: we, we have a culture that doesn't really allow too many people just completely losing it on people no, I mean, that's like one of the number one things we teach, like don't go dog cuss somebody, you know.
• 9:04
  Speaker 2: Don't go holler and scream.
• 9:06
  Speaker 2: Or you know, number one real treat others the way you want to be treated, even in the worst of the worst.
• 9:11
  Speaker 2: Sure, uh, and and I think they see that by not what we say, but how we lead, you know.
• 9:18
  Speaker 2: So that's a big thing there, but I guess you probably something we don't do great at is saying, okay, don't do these things, this is not part of our thing, but here's how you do do that Right.
• 9:30
  Speaker 3: I think so.
• 9:30
  Speaker 3: How do you handle it?
• 9:31
  Speaker 3: And I think one of the things that has taken me a long time you know, over 20 years in the business now to learn is I will get in my head about, even in a highly stressful situation, that I have to be in the middle of it because the team depends upon me.
• 9:50
  Speaker 3: And, yeah, I know I need to step back or I need to go for a run, or I need to do this or that to be able to reset and process all this, but I've got this pressure going.
• 10:00
  Speaker 3: No, you can't leave, you can't go.
• 10:02
  Speaker 3: Do that.
• 10:02
  Speaker 3: Your team needs you, but what the team really needs is a better version of you.
• 10:07
  Speaker 2: Yeah, and something that I see in this a lot of times with stress comes from, because you feel like stress, high level, it's landed in our laps.
• 10:15
  Speaker 2: But what we've learned is there's probably you can and I'm not going to say, hey, put it off or like, deviate from this, but you can delegate your stress.
• 10:25
  Speaker 2: And it was delegating the task before it came stress.
• 10:28
  Speaker 2: Now it's stress, and so you've got to circle back and say, hey, I need your help with these things, because otherwise you're the only one with your hair on fire and everyone else is just like hey, got a new guy here, want to introduce you to him, and you're just like what, yeah, them.
• 10:41
  Speaker 2: And you're just like what, yeah, it's like oh gosh, I probably shouldn't.
• 10:44
  Speaker 2: I let.
• 10:45
  Speaker 2: I let the water boil to get too hot and now all the water's evaporating yeah, it's just you're striking every time you're talked yeah, and so that's improper delegation you know, and they really here's the truth.
• 10:58
  Speaker 3: We just got to talk the truth on this podcast that they really they care about you, but they, they really don't care about the amount of stress you're going through.
• 11:07
  Speaker 3: Oh, no way you know.
• 11:09
  Speaker 2: So, like let's just let's unpack this one looking for brownie points, greatest employees looking for brownie points.
• 11:15
  Speaker 2: They'll they'll say, hey, how you doing, hey, I mean this isn't, this isn't too much, is it it?
• 11:22
  Speaker 2: And she's like what are you talking about?
• 11:25
  Speaker 2: What is this, oprah?
• 11:28
  Speaker 3: No, I don't want to talk to you right now.
• 11:30
  Speaker 3: I'm not talking about my feelings.
• 11:31
  Speaker 3: I'm not talking to you about this.
• 11:33
  Speaker 3: I got it.
• 11:34
  Speaker 1: No, I'll tell you, though, but the only time this kind of rolls into because if you have a team that you lead and they're aggressive and we're in sales, so everybody works together and they're aggressive and we're in sales, so everybody works together the only time you'll get any type of emotion reaction, anything else, is whenever they feel like they're letting you down in what they've missed.
• 11:55
  Speaker 1: So kind of rolling into your stress becomes their team's burden.
• 11:58
  Speaker 1: But that's because they've missed something.
• 12:01
  Speaker 1: They miss catching the fastball, and it whacked you straight in the chest.
• 12:05
  Speaker 1: They're like, oh gosh, I better before you start exploding.
• 12:10
  Speaker 1: So that probably is the only time that your team really will slow down a little bit and maybe address you, but you're right, any other time they have no clue.
• 12:19
  Speaker 3: So let me throw this at you guys, because let's unpack this a little bit.
• 12:22
  Speaker 3: You know we've talked a little bit about stress and kind of.
• 12:25
  Speaker 3: You know what we deal with in our culture, but let's talk about the the stress and how it affects your decision making communication in the culture, and there's there's.
• 12:37
  Speaker 3: First, I want to talk about the piece of stress that could be avoidable if we would have just done a better job managing in expectations.
• 12:47
  Speaker 3: Taylor, I know you and I have had this conversation multiple times and it's usually way after we've closed and then we're just sitting there talking and it's like where is everybody else?
• 12:59
  Speaker 3: And you're up to your neck and doing stuff and you know what the deal is.
• 13:07
  Speaker 3: Oh yeah, and it's that hey, if proper planning and proper expectations comes into place.
• 13:13
  Speaker 3: Like you're frustrated at first and then you're like, well, maybe I didn't do what I was supposed to do to avoid this in the future.
• 13:19
  Speaker 3: Walk them through that.
• 13:20
  Speaker 1: Yeah, you want it done correctly.
• 13:23
  Speaker 1: You have your day planned out because you've written it out, you know.
• 13:27
  Speaker 1: And the craziest thing, yeah, and I'm trying to transition and move from there, because the time I am, my life now with family and everything else, used to be I wouldn't care if it was eight to ten o'clock because I knew that's when everyone would leave.
• 13:39
  Speaker 1: Sure, I could get everything done.
• 13:41
  Speaker 1: And so what happens is then I allow the whole day to happen.
• 13:47
  Speaker 1: I allow everyone to leave because I know I'm going to mess with it.
• 13:49
  Speaker 1: Well, really, I'm continuing to burden myself with it instead of helping the rest of the team grow and give them proper, clear expectations of.
• 13:59
  Speaker 1: This is how you handle the situation, this is how you move forward.
• 14:03
  Speaker 1: So it's not progressing myself and it's not progressing my team.
• 14:07
  Speaker 1: So that's when you have to really look back in the mirror and see hey, this is all inflicted by myself.
• 14:15
  Speaker 3: So I think that's part, and, shelby, you and I have had the same conversations.
• 14:18
  Speaker 3: Hey guys, at the end of the day, we really can only vent to each other.
• 14:23
  Speaker 3: You know what I mean.
• 14:24
  Speaker 3: Our employees aren day.
• 14:25
  Speaker 3: We really can only vent to each other.
• 14:25
  Speaker 3: Yeah, you know what I mean.
• 14:25
  Speaker 2: Like our employees aren't gonna let us vent to them about other business problems or cash flow problems which is still pretty rare in its own, like it's, maybe I know if it's, if it's once every two weeks, you know we've done pretty good.
• 14:40
  Speaker 2: I'd say that's amazing.
• 14:41
  Speaker 2: Yeah, maybe it's once a month, then I'll put a reoccurring calendar in by can.
• 14:46
  Speaker 2: I have a stress lunch talk.
• 14:48
  Speaker 2: I think I've got an extra 15 minutes.
• 14:50
  Speaker 1: I've got some good place.
• 14:51
  Speaker 2: I'm going to take y'all to lunch and I think it's one of not trying to be in a negative mindset, because we work really hard to not be there.
• 14:59
  Speaker 2: It feels good.
• 15:01
  Speaker 2: Sometimes you're just like, but then it's productive, but it's counterintuitive productive, like let's not just be like, well, sally's doing this and larry you know, and like, hey, I went over this in the meeting yesterday.
• 15:15
  Speaker 2: I went over something very specific in the meeting that I saw saturday as a salesperson not offering the experience that we uphold.
• 15:23
  Speaker 2: And then after the meeting I was like, hey, manager, follow up with this person, because they're probably going to need it more one-on-one, because they're going to think I wasn't speaking to them and they, and then they completely did the exact same thing again and it's like, hey, did you not realize that's what we were talking about?
• 15:40
  Speaker 2: He's like, oh no, I don't do that.
• 15:41
  Speaker 2: It's like, oh my gosh, it's tough.
• 15:46
  Speaker 2: But yeah, if, if I'm not dumping that on my family, on my wife, I'm not overly dumping it on the managers or the, the, the workers, uh, or the team.
• 15:57
  Speaker 3: So sure, every rare once in a while I will sit down and but it's yeah, I don't know, but you know to say like when you're saying that's reminding me.
• 16:05
  Speaker 3: And I'm not the best at this because naturally, especially depending upon you know what type of leader, what type of personality you have out there.
• 16:13
  Speaker 3: We're wired to be solution-based fix-it people Like our mind's already going there when something's broke or there's an issue.
• 16:21
  Speaker 3: Something's broke or there's an issue.
• 16:25
  Speaker 3: So I have to remind myself and I'm still not great at this is when one of y'all are just trying to unload because you've got nobody else to unload on.
• 16:34
  Speaker 3: Just shut up and listen.
• 16:36
  Speaker 3: And I'm telling myself this right now Just shut up and listen and just be an ear and let them vent.
• 16:43
  Speaker 3: You don't have to fix them right that minute that's, that's so good.
• 16:47
  Speaker 2: I you know, I I get that with my family.
• 16:50
  Speaker 2: It was like hey, can I, can I just like talk it was like, yeah, oh, really bad, you know, because you hear it, yeah, and you're like, well, that could have been prevented this way and that could be for that way, and this will fix that, and just like, and you at least let them finish talking.
• 17:05
  Speaker 2: Then you're like, hey, did you look at this?
• 17:07
  Speaker 2: And like, look, this already happened.
• 17:10
  Speaker 2: Okay, can you just let me be normal for a second, like, just let me tell you what's what's gone on here.
• 17:16
  Speaker 2: It's like, well, you know what the fix was like.
• 17:18
  Speaker 2: Yeah, but six months ago that wasn't so clearly the fix.
• 17:23
  Speaker 2: But yeah, I mean, you have to unpack that, you've got to stress and figure it out, because otherwise you are going to not be good at decision-making.
• 17:36
  Speaker 2: You're not going to be clear You're not going to have the main thing, the main thing.
• 17:40
  Speaker 1: I'll tell you where that comes from.
• 17:41
  Speaker 1: We talked about this last week, but then we had a meeting we talked at the end of last week.
• 17:46
  Speaker 1: I got hammered with a lot of customers the previous week and it just comes in waves.
• 17:51
  Speaker 1: That's how it comes.
• 17:52
  Speaker 1: But the last customer that was probably the most and I don't know why it works out this way.
• 17:57
  Speaker 1: That was the most difficult I found myself.
• 18:01
  Speaker 1: Even though I'm very relaxed, laid back, I was starting to get aggravated.
• 18:08
  Speaker 1: Early on I was like, oh, hold on, just a second.
• 18:10
  Speaker 1: I've got to be able to pull over here.
• 18:11
  Speaker 1: Let me go check on this real quick.
• 18:13
  Speaker 1: I was like no reset hold on grab.
• 18:15
  Speaker 1: So in the middle of it you have to realize, even though we do this all the time and we talk about it, it's okay.
• 18:26
  Speaker 1: Whenever you hit the rev limiter and you have to back up, it's just important to recognize that and step back and be able to move forward.
• 18:31
  Speaker 3: So I think you know, as we talk about this, and I think we've done a good job identifying I don't care what industry you're in, everybody has stress, Now some of it.
• 18:40
  Speaker 3: We can do a better job managing when we have this same stress that's repeating itself, yes, Is who can we delegate that to?
• 18:44
  Speaker 3: How can can do a better job managing when we have the same stress that's repeating itself.
• 18:45
  Speaker 3: Yes, Is who can we delegate that to?
• 18:47
  Speaker 3: How can I do a better job calendaring, you know, schedules, or planning or changing a process to reduce?
• 18:55
  Speaker 3: We'll never completely eliminate stress, but some of it, yeah, can get off the plate.
• 19:00
  Speaker 3: But the second thing we've got to talk about here because we're talking about the ripple effect and we're talking about how it affects our team and our culture is, when we are under stress, how do we reset before we reengage with the rest of our team?
• 19:15
  Speaker 3: And I think the first thing we talked about there is you've got to have somebody that you can doesn't have to be every day, and it's not drama, mama carrying it up, you know, but every once in a while that you can.
• 19:24
  Speaker 3: That'd be every day.
• 19:25
  Speaker 3: And it's not drama, mama carrying it up, you know, but every once in a while that you can dump that that person.
• 19:30
  Speaker 3: Let's give a couple tips here.
• 19:32
  Speaker 3: Okay, we think this is normal, but that person cannot be one of your employees.
• 19:37
  Speaker 1: Ew.
• 19:38
  Speaker 3: You know what I mean.
• 19:39
  Speaker 3: They cannot be.
• 19:41
  Speaker 3: You know, even if it's this or it's that, it cannot be.
• 19:44
  Speaker 3: If you're a manager, one of the other team leads underneath you, or so on and so forth.
• 19:49
  Speaker 3: Now, if you've got a higher up boss, that then is a mentor of yours, yeah, it could be.
• 19:53
  Speaker 3: Make sure you go into it telling them hey, I just need to be able to vent this, so then I can move on.
• 19:59
  Speaker 3: That's the best way with men, so we know what to do.
• 20:02
  Speaker 3: If you don't tell us what to do and how to react, we're going to react the wrong way, probably.
• 20:07
  Speaker 3: So you've got to be able to do that.
• 20:09
  Speaker 3: Or, if you don't have somebody to talk to, you've got to have some type of outlet.
• 20:14
  Speaker 3: I don't care how busy you are and I promise you guys, we have been buried in the deep end busy, and I've forced myself before to go do something if it's just an hour or 45 minutes or 30 minutes, and when I come back I am tenfold more productive.
• 20:29
  Speaker 3: It's better to be around.
• 20:31
  Speaker 2: That's a really good point, because you say, hey, find somebody to talk to, and I'm thinking, oh, I don't really have that person.
• 20:38
  Speaker 2: I mean, yeah, I could talk to you two, but it's just like hey you two look busy too.
• 20:44
  Speaker 2: You guys look stressed out.
• 20:47
  Speaker 2: You're not gonna be any help, what?
• 20:48
  Speaker 2: So I don't even want to talk to you, right?
• 20:49
  Speaker 2: now it's, it's your fault, it's my fault, but it's your fault.
• 20:54
  Speaker 2: So, uh, you know, exercise has been my outlet for a long time and it's funny because what if you, if you exercise hopefully you've exercised at some level If not, start walking, just walk.
• 21:09
  Speaker 2: And if you're just walking, then turn the incline up on the treadmill or go to a hill, because one of the funny things about when you start exercising running is that your heart repurposes where your blood is going, to the areas that need it the most, maybe your legs or maybe your lungs, which then it and I am not a doctor, so don't take this and write a whole script on this but it takes away your ability to process your thinking quite as much.
• 21:44
  Speaker 2: And I'll give you an example that sometimes, when I'm running, you know I'll be a lot of times like hey, I'm thankful for this, I'm thankful for that.
• 21:53
  Speaker 2: It's like, oh, I hate this, this is hot, I'm thankful for this.
• 21:58
  Speaker 2: But I'll pass a street and it might be like Larry Street and it might be like Larry Street and then, like three minutes later in my mind, that is not getting as much oxygen because my lungs are burning or my legs are burning.
• 22:12
  Speaker 2: I'm trying to remember how to spell Larry.
• 22:14
  Speaker 2: I'm like Larry, was that with two R's?
• 22:18
  Speaker 2: Or, in today's world, was that an I with a hyphenated A or what I'm just like.
• 22:24
  Speaker 2: So then I'm running for a long time.
• 22:26
  Speaker 2: I'm like Larry, l-a-r-r-y was that?
• 22:29
  Speaker 2: Was it two R's?
• 22:30
  Speaker 2: And a couple miles later I'm like, okay, you're silly, like what are you doing?
• 22:36
  Speaker 2: And so then if you whip yourself hard enough or you go long enough, the problems, the stress that you had, are not that big of a deal that you've worked through it you work through it like do they still need to be handled?
• 22:50
  Speaker 2: yes, but it's not like at the boiling point.
• 22:53
  Speaker 2: What you've done is thrown some ice in there and cooled her down I, I think that's that's so true and I can't tell you.
• 22:59
  Speaker 3: I mean, I mean it's serious breaking points I've been at and I've gone and ran and like mad running, oh yeah, yeah.
• 23:08
  Speaker 3: Now I don't mean like I was burning up at the best time- Okay, but just based on your normal.
• 23:14
  Speaker 3: Yeah, like just mad running and like yelling at the trees yeah, you know what I mean.
• 23:19
  Speaker 3: Like you just turned nickelbacks on and just ran hard Pissed I mean mean pissed, you know and um, and then 30 minutes goes by and at least takes 30 minutes.
• 23:30
  Speaker 3: Okay, like everybody's got to know.
• 23:32
  Speaker 3: It doesn't happen in five minutes.
• 23:33
  Speaker 3: Okay, because, because your, the rest of your body does have to settle down, you got to get blood oxygen all your muscles blah, blah, blah, like shelby explained it as doctorate.
• 23:41
  Speaker 3: But then the mind starts working and it starts prioritizing blood.
• 23:46
  Speaker 3: And then all of a sudden you've, like emotionally, worked through all that junk and you start clearly thinking about what's the next step you should take, or about how.
• 23:56
  Speaker 3: It's not that big of a deal.
• 23:57
  Speaker 3: Hey, here's what the Google doctor says.
• 23:59
  Speaker 3: Let's see, he said you know, in any type of cardiovascular exercise so running, biking, rowing, elevating, swimming you got to elevate, we got to get our heart rate up.
• 24:11
  Speaker 3: Let's go Okay, let's go Okay.
• 24:12
  Speaker 3: So it increases blood flow to the brain, which boosts brain function and promotes neurogenesis.
• 24:23
  Speaker 3: You're gone, I know the growth of new.
• 24:26
  Speaker 3: I had to get to this part.
• 24:27
  Speaker 3: The growth of new brain cells.
• 24:30
  Speaker 3: Okay, this process can improve cognitive abilities such as attention, memory and problem-solving, allowing for clearer thinking and a more focused mind.
• 24:42
  Speaker 3: Problem-solving with a clear mind and, I think, more than anything, like what it does.
• 24:46
  Speaker 3: And you know what our audience is going on now.
• 24:48
  Speaker 3: All right, here they are, they're on their exercise and kick again.
• 24:51
  Speaker 3: I think you do something that stresses your body to a point that it has to divert its energy and, thinking off the minuscule stress that was going on, it allows you to do a clean reset, yanking the power cord out of the wall, counting 10 seconds and plugging it back in, but you must do something that elevates your heart rate and stresses your body.
• 25:16
  Speaker 3: Snap you out of that.
• 25:18
  Speaker 3: Yeah, now go ahead.
• 25:19
  Speaker 2: No and it might, just it might be a, it's an attention diversion.
• 25:24
  Speaker 2: Yeah, so some people's outlet are golf.
• 25:27
  Speaker 2: Now am I saying during the middle of the day that we go play golf?
• 25:29
  Speaker 2: It's been 15 or 20 years?
• 25:33
  Speaker 2: um, no, he's gonna it's funny I was, I was talking to dad and he's been on he's.
• 25:38
  Speaker 2: He's traveling the us fishing right now.
• 25:42
  Speaker 2: He's fired up.
• 25:42
  Speaker 2: He hadn't fished since we were little kids and so, as we're trying to get him to retire, they went to montana, to utah, to colorado, and he's like, golly, some of these streams are in the middle of mountains.
• 25:53
  Speaker 2: Like, yeah, did you have any?
• 25:54
  Speaker 2: Did you have any cell phone service?
• 25:55
  Speaker 2: He's like I don't know, I didn't have my phone.
• 25:57
  Speaker 3: He had his phone with him.
• 25:58
  Speaker 2: I was like that's what's so amazing about that?
• 26:00
  Speaker 2: And I said I think that's why, if you're not a golfer, that people will go do this fishing, because you were just out in nature not to fall in the water, you know.
• 26:18
  Speaker 2: So, uh, maybe you're not saying, look, I ain't elevating my heart rate.
• 26:22
  Speaker 2: That's dumb, you know.
• 26:23
  Speaker 2: Then there there's some other type of outlet that says so somehow you're gonna have to.
• 26:29
  Speaker 3: Now you can emotionally go unpack it with somebody.
• 26:32
  Speaker 3: Uh, that's gonna take a little bit more um, and I have no degree in that area, uh, but you're gonna.
• 26:38
  Speaker 3: I guess the point is you're gonna have to do something.
• 26:41
  Speaker 3: And I just here's my encouragement to somebody listening that is just their hair is on fire and they're running their wheels off.
• 26:49
  Speaker 3: And you woke up at three this morning or four this morning.
• 26:52
  Speaker 3: You won't finish till midnight tonight because you don't have anybody to do all the service calls for you.
• 26:57
  Speaker 3: I'm telling you and I'm just telling you from experience, because I've been there if you will, at some point in time, break during the day and refill yourself, you will have a much productive outcome.
• 27:11
  Speaker 3: Your team will be happier, you'll think clear, so on and so forth.
• 27:16
  Speaker 3: And you just got to remember I don't even know if the video is on here, but if this were a pitcher full of everything you have to give to your team and you start pouring it out and your team's using this, and whether it be knowledge or energy or leadership, whatever it may be, once this thing is poured out, if you don't go fill it back up, it just stays empty and you're just grinding along with no value to add.
• 27:43
  Speaker 2: Yeah.
• 27:43
  Speaker 2: No, that's good, that's really good, that's definitely a good point.
• 27:49
  Speaker 2: So breaking down the hidden costs of unchecked stress and leadership and all the things that we've seen, and what to do and what not to do, yeah, yeah.
• 28:02
  Speaker 3: All right.
• 28:02
  Speaker 3: Next up, we've got our automotive myth buster, which has been fun the past couple weeks.
• 28:06
  Speaker 3: We've done it's back in here.
• 28:07
  Speaker 3: I should wait for the end of the month to get the best deal.
• 28:15
  Speaker 2: So we're saying people say I should wait to the end of the month to get my very best deal.
• 28:18
  Speaker 3: Yeah, they've heard.
• 28:20
  Speaker 3: They've read the book how to Buy a Car, or somebody's told them.
• 28:30
  Speaker 1: No, that's not true.
• 28:32
  Speaker 3: I was going to slowly go into that, but here's the deal.
• 28:36
  Speaker 3: You've got to think during the month.
• 28:38
  Speaker 3: People are very aggressive at the start because they're trying to get their month going.
• 28:43
  Speaker 3: Or the second week of the month a salesperson may be behind their goal, or a manager, so they're very aggressive to get it done.
• 28:52
  Speaker 3: If you wait until the last hour or the last day, you've waited too long.
• 28:58
  Speaker 3: You're actually probably going to pay more because they've probably accomplished their goal and their war out.
• 29:03
  Speaker 3: And then the selection.
• 29:04
  Speaker 3: The selection is always that blue F-150 you wanted.
• 29:07
  Speaker 3: All they have left now is white.
• 29:09
  Speaker 2: I always laugh about that End of last month we had some people and they didn't say we had some people and they didn't say hey, I waited.
• 29:15
  Speaker 2: But I could tell they waited and some of the offers, like we had very, very, very lucrative, good value offers and they were offering $10,000 and $15,000 less.
• 29:25
  Speaker 2: I was like those are just those people hunting for those deals, looking for somebody that really needs a deal.
• 29:30
  Speaker 2: I said that's not our deal and I'm not saying that's not our customer.
• 29:34
  Speaker 2: Let's go ahead and offer them a great deal, but if it doesn't make sense for them, it doesn't make sense.
• 29:38
  Speaker 2: So they're not going to get the most highest level of service and that's not by design.
• 29:44
  Speaker 2: We don't say, hey, be mean to those people but that, you know, like kind of ends up that way and they're just like sitting there waiting for and like hey, you need one more car deal.
• 29:53
  Speaker 2: It's like you want to tell them like no, not really, we'll be open tomorrow, come on by and we'll see what the incentives are and see how we can help you out.
• 30:01
  Speaker 2: And the pendulum has kind of swung there a little bit.
• 30:05
  Speaker 2: The quality of life comes in as well.
• 30:09
  Speaker 2: You encourage your team to help everybody at the highest level, but some believe it shuts down and we'll do it again tomorrow If we missed half a deal.
• 30:18
  Speaker 3: We missed half a deal.
• 30:19
  Speaker 3: We don't want to miss 10 deals.
• 30:21
  Speaker 2: I think a lot of our micromanaging, micromeetings of the daily travel rate per the department, per the person, help us realize that you don't have to chase to that very end Now.
• 30:32
  Speaker 2: Do we sell more in the end than we do in the beginning?
• 30:34
  Speaker 2: Absolutely, that's always how it happens.
• 30:36
  Speaker 3: Sure, people put things off, but as much as we can control now, I think an easy way for people to relate on this let's go outside automotive business so they don't think we're just trying to give them a sales pitch here is we have loss leaders that we put out there in our advertisement that we do sell.
• 30:52
  Speaker 3: Yeah, okay, that attracts attention, so we can be highly aggressive.
• 30:56
  Speaker 3: It's no different than Black Friday.
• 30:57
  Speaker 3: So let's look at Black Friday like the day of Black Friday is an entire month.
• 31:02
  Speaker 3: So let's say as soon as the doors open it's the first of the month, and at the end of the day on Black Friday it's the end of the month.
• 31:09
  Speaker 3: Let's compact it in one day.
• 31:10
  Speaker 3: The best deals the door busters do they go at the first of the day or at the very end of the day?
• 31:18
  Speaker 2: The very first, very first, very first.
• 31:21
  Speaker 3: So if you're thinking about that as a consumer, just think about that for a second.
• 31:24
  Speaker 3: You're not going to say, hey, we're going to go Black Friday shopping, but I'm going to wait until the very end of the day on Black Friday to see if they want to accomplish their goals.
• 31:33
  Speaker 2: That's funny because you're not going to go up to the team and say hey, your shelf looks pretty picked through, there's a bunch of empty boxes.
• 31:41
  Speaker 2: But I see you've got a 37-inch TV that's not on sale.
• 31:44
  Speaker 2: What would you do?
• 31:46
  Speaker 2: Would you take $250 less for it?
• 31:48
  Speaker 2: But that's what consumers are doing to us.
• 31:50
  Speaker 2: Oh, 1,000%.
• 31:51
  Speaker 2: It's like you missed it.
• 31:53
  Speaker 2: When you're whipped and worn out and it's the end of the month and everybody's grinded, you're like hey, I see a perfect good loaf of bread that sells for $6.
• 32:01
  Speaker 2: I'll offer you $0.27 for it.
• 32:03
  Speaker 1: No, it'll sell for $6 tomorrow.
• 32:06
  Speaker 1: It's like what?
• 32:07
  Speaker 2: Why'd you do that?
• 32:08
  Speaker 3: Now we're going to sell you something and we're going to help you out, but if you want the best selection and you want the best service, come now, just come now.
• 32:16
  Speaker 2: It's just whatever day that is now.
• 32:18
  Speaker 2: Enjoy the process.
• 32:18
  Speaker 2: If it's on your mind, you need a car, come now.
• 32:21
  Speaker 3: The manufacturer doesn't change the incentives on the very last day of the month Nope, they're locked in, nope, so on and so forth.
• 32:28
  Speaker 3: So I think we all agree.
• 32:29
  Speaker 3: I know we needed to explain that a little bit.
• 32:31
  Speaker 3: It's busted, it's busted, all right.
• 32:35
  Speaker 3: Our next segment, as we continue working through this, is stress level.
• 32:38
  Speaker 3: And not necessarily are you stressed, but what does your stress cause with your team?
• 32:45
  Speaker 3: And that's leading through pressure, because we're going to have that pressure without losing yourself.
• 32:50
  Speaker 3: So when you think about that leading through pressure without losing yourself, now I'm going to tell you guys this, and you guys probably know this, probably because you're very similar I fuel off some pressure.
• 33:08
  Speaker 3: Yeah, yeah, yeah, you know what I mean.
• 33:18
  Speaker 2: I'm one of those people, because of my personalities, that I perform better under pressure than if I just have like no pressure and everything's like ooh through it.
• 33:21
  Speaker 3: You know, kind of like the difference in sports of being the underdog versus being there were the returning and winning all the game yeah, I mean I would rather be in in the battle and the heat of it, figuring it out like my brain just goes into a different so so I like to lead through pressure, but it's very tricky because you don't want it to get past that manageable pressure, or then you end up losing yourself or your leadership.
• 33:44
  Speaker 3: You know, um, and I think that comes a lot through.
• 33:48
  Speaker 3: You know us, we get to set the expectations for our team, you know, and we're we just finished up with goal setting for for this month, and it's how do we push the team that it's obtainable, but they can push it, but not so far out there where then everybody's just on pins and needles yeah, and I think you find that happy medium and that's one of the things when I go over goals with our team is hey, here's this and I give them the stats to know that they're not on an island by themselves like this is non-achievable.
• 34:18
  Speaker 2: So give them a 90 day average.
• 34:20
  Speaker 2: Here's where we're trending, here's what we did last year in this month, here's how many people you have, or here's what your numbers, your dividers, look like, and so they know that.
• 34:29
  Speaker 2: And then it's like hey, we're going to stretch this a little bit.
• 34:31
  Speaker 2: Here's the expectation for the manufacturer, here's what your all-time best is, and we're going to stretch that a little bit.
• 34:35
  Speaker 2: Here's the expectation for the manufacturer, here's what your all-time best is, and we're gonna stretch that a little bit.
• 34:39
  Speaker 2: And generally they know that's their goal.
• 34:40
  Speaker 2: And then they divide, divide that and have the team kind of up the goal a little bit more to hopefully land on that.
• 34:48
  Speaker 2: But if you're shooting for x number and you come to here and fall a little short, and generally you're going to hedge that a little bit so they can still hit a bonus and they still can get paid, sure, so it's not like I didn't hit it, I don't get the money, it's all for nothing, right?
• 35:05
  Speaker 2: You have to keep that in mind to keep kind of a performance thing without saying, hey you know I'm gonna do 250, let's put it at 500.
• 35:13
  Speaker 3: Yeah, you know, like it has to be realistic with, with reasoning and I think that's where you know the slide we're talking about in here.
• 35:20
  Speaker 3: That's the differentiation between pressure and then overwhelming.
• 35:24
  Speaker 3: Yeah, you know, and there's some departments that we have that we know that we we can't push and stretch as much as others because it would become overwhelming and they would just shut down.
• 35:35
  Speaker 3: That's a different personalities and that's okay, because they do some things.
• 35:40
  Speaker 3: Great that the people that just live under pressure don't do great.
• 35:44
  Speaker 3: So you have to make sure, like, where to apply the pressure, yet not overwhelm.
• 35:49
  Speaker 3: You know, you've convinced them, you've shown them.
• 35:52
  Speaker 3: Here's your data, here's what you've done, here's what the industry is doing.
• 35:56
  Speaker 3: We all want to grow.
• 35:57
  Speaker 1: Here's what we'll do here yeah, and it's so important there to have that, have that balance.
• 36:04
  Speaker 1: But I love seeing whenever our team takes any of that, and whether it be the side that normally doesn't push very far or the side that does, that they push it a little bit farther, they just want a little bit more.
• 36:16
  Speaker 1: That's when naturally you know, hey, I set it in at the right amount, because if you're underthinking that or overthinking it, you'd say, oh, I didn't push it far enough.
• 36:25
  Speaker 1: No, you want to leave a little bit on the end.
• 36:27
  Speaker 1: So they internally have a little thought of having to push it a little bit farther.
• 36:32
  Speaker 3: Hey, I'll give you a leadership tip out here for everybody.
• 36:35
  Speaker 3: It yeah, hey, I'll give you a leadership tip out here for everybody.
• 36:42
  Speaker 3: It's not just about setting a goal and then just going on and doing your thing.
• 36:44
  Speaker 3: You have to set your goal, but you then have to sell them on that you believe that they can do it.
• 36:47
  Speaker 3: As you, as the leader.
• 36:48
  Speaker 3: If you don't instill that confidence that, hey, I put this goal out here because I believe you can achieve it, and here's how they never will, you must be the first one to slow down and convince your team that, hey, you can do this.
• 37:02
  Speaker 3: I'm here with you and let's go.
• 37:05
  Speaker 2: Yeah, the game plan, how you get there, what that equals, all those things Absolutely.
• 37:11
  Speaker 3: You know our mind.
• 37:11
  Speaker 3: We've talked about our mind a bunch in here.
• 37:13
  Speaker 3: It's a very powerful tool, it you know.
• 37:16
  Speaker 3: You have to convince it and you have to show it and give it the direction and then turn it loose.
• 37:19
  Speaker 3: Well, on the next subject, we've talked about this a little bit.
• 37:23
  Speaker 3: Let me get y'all's thoughts on creating emotional buffers, boundaries, you know, routines and resets.
• 37:31
  Speaker 3: Anything else to add on?
• 37:33
  Speaker 2: that.
• 37:33
  Speaker 2: So when I was looking at that and I was thinking, okay, you know what makes sense to talk about here?
• 37:39
  Speaker 2: Um, as we sit here and say, hey, we don't have a bunch of people we can go talk to those things about, because it's a high level or it concerns that person or whatever, we have to think about that and feel like our managers or our team might be in the same boat.
• 37:55
  Speaker 2: They might not have that.
• 37:57
  Speaker 2: And so then, probably inadvertently, non-directly, when you're checking in on your managers, hey, here's the goal.
• 38:05
  Speaker 2: And you're not always like, hey, what's your number?
• 38:07
  Speaker 2: Hey, is it a busy day?
• 38:09
  Speaker 2: You know, sometimes it's just that, hey, you got a busy day, you got a lot of appointments lined up.
• 38:12
  Speaker 2: It's just like a little bit of a reel is a day, got a lot of appointments lined up, it's just like a little bit of a reel.
• 38:18
  Speaker 2: You're like, hey, man, how's it going?
• 38:20
  Speaker 2: How was last night?
• 38:21
  Speaker 2: Yeah, break the wall down.
• 38:21
  Speaker 2: And then it's like, hey, team, good on their.
• 38:23
  Speaker 2: You know, projection per day is like, hey, tell me what pushback you had.
• 38:27
  Speaker 2: So then you're already putting, not negative, but you're saying, hey, there might be an issue.
• 38:32
  Speaker 2: So you're gonna say, hey, what pushback have you had from the team who have have you seen excel and who have pushed back, and then that gives them opportunity to dump some stress on you.
• 38:43
  Speaker 3: That's so good.
• 38:43
  Speaker 3: I think you're giving an employee the green light to not necessarily complain but to be real with you.
• 38:51
  Speaker 3: Yeah, and how many?
• 38:52
  Speaker 3: Even managers?
• 38:53
  Speaker 3: Well, I can say the majority won't naturally do that because they feel like they're letting you down.
• 39:00
  Speaker 2: Yeah, or just making excuses.
• 39:01
  Speaker 3: Or making excuses.
• 39:03
  Speaker 3: That's good.
• 39:04
  Speaker 2: And I'm sitting here thinking that, like, that's not something that we like by plan, do you know?
• 39:09
  Speaker 2: But sometimes, like when I'm checking on separate departments, you know, and I'm talking to them, I'm like, all right, well, hey, I see such and such is doing a great job.
• 39:18
  Speaker 2: You know, like you got to come in with something right.
• 39:20
  Speaker 2: There's got to be some facts or something, a nice break or something.
• 39:23
  Speaker 2: It's like, hey, I was looking at this, like this is pretty solid, good job.
• 39:26
  Speaker 2: You know.
• 39:26
  Speaker 2: It's like, hey, what are you seeing?
• 39:28
  Speaker 2: How's it looking for this guy, for this?
• 39:30
  Speaker 2: Like, okay, what kind of pushback are you getting here?
• 39:34
  Speaker 2: You just give them the green light so that the more that you can implement, giving them the ability to relieve their stress, then what we just talked about, that whole first subject allows them to be a better performer with a clearer vision and deliver a better manager process.
• 39:52
  Speaker 1: And sometimes going and we talk about this.
• 39:54
  Speaker 1: It's no different than with sales whenever you're coaching them, a manager is the same way of going in their area.
• 40:00
  Speaker 1: Yesterday I laughed on people wouldn't leave me alone in the sales tower so I was like I'm going to go over here.
• 40:08
  Speaker 1: I was working on pricing, so I was walking through and I talked to a couple people Well, there's a spare computer and service drives Like huh, I never go in here, let me log in, and I love being able to log in wherever you want to, on any computer, so I'll look in there like oh, uh, uh, taylor, that one that doesn't work.
• 40:25
  Speaker 1: I said, oh, it seems to be working just fine.
• 40:27
  Speaker 1: And so I got logged in, started working on, pulled up some price and the guy next to me was like oh god that's my favorite so I kind of went through and I was like, hey, how's it going?
• 40:38
  Speaker 1: Walked through and I talked to this guy a little bit, but then he started going through and a couple of the other guys looking from the other end were like, oh okay, it's all right, it's not bad, and so they'd come over and then loved.
• 40:50
  Speaker 1: So you don't know the difference you're making whenever you take some time to be able to go sit.
• 40:55
  Speaker 1: You can just sit, you don't have to work.
• 40:57
  Speaker 1: But it was just convenient enough that I could sit there and work on a couple of things instead.
• 41:02
  Speaker 1: About 30 minutes in there, so not very long, but enough that I could ask them about a couple of things.
• 41:08
  Speaker 1: But then, more times than not, you're just sitting in there listening and hearing, and you can pick up on some things that maybe you need to come in later and address and some of them to go on, that some of them are so stressed out about having to come find you, like some people are.
• 41:24
  Speaker 2: I have no problem ask you 84 times a day, like once they've broken that barrier.
• 41:28
  Speaker 2: Yeah, some of them will come to my office and like just scared, like they saw a ghost.
• 41:35
  Speaker 2: They're like I didn't think I could come to you.
• 41:38
  Speaker 2: It's like get in here, sit down, what's going on?
• 41:40
  Speaker 2: What's your favorite song?
• 41:41
  Speaker 2: Let me turn it on for you.
• 41:42
  Speaker 2: And they're like what?
• 41:44
  Speaker 2: So if you go in their element, then they might happen to mention like hey, taylor, have you ever thought about this?
• 41:50
  Speaker 2: And a lot of it's just thinking it's garbage or not right, it's just thinking.
• 41:59
  Speaker 2: But it allows them to communicate where they would never come find you before, because some of them will tell me it's like I never know when to slow you down because you're always in a hurry.
• 42:05
  Speaker 2: I was like well, I'm always available to stop, you know.
• 42:08
  Speaker 2: You know, as long as someone's not right on the other side waiting on me, I said but I'm always going to move quickly, you know.
• 42:14
  Speaker 2: So either got to fall down in front of me or just like raise your hand or something.
• 42:18
  Speaker 2: So being in their element helps with that.
• 42:20
  Speaker 2: I laugh.
• 42:20
  Speaker 1: The ones that always come and try to find me know where I'm at.
• 42:23
  Speaker 1: They walk by me or text me.
• 42:25
  Speaker 1: They had no idea where I was at because I was in a different complete spot that I wasn't supposed to be in.
• 42:29
  Speaker 1: The city.
• 42:29
  Speaker 2: You can see them, you can clearly see them, see them and they're just like running around, like they're at loss, help, and they'll do that.
• 42:39
  Speaker 2: The mom, dad, you, when they see they're like hey, they're working to deal with one manager, like hey, are you around?
• 42:42
  Speaker 3: it's like no, but I see the other managers are yes I think that that falls in place of just creating those healthy routines as a leader, allowing those other people that are within your organization have a what's called a safe place to be able to emotionally talk about that, so then they can bring a better version of themselves to their department.
• 43:04
  Speaker 3: You know what about how to be able to stay present and avoid reactive leadership.
• 43:10
  Speaker 3: You know if we talked a little bit about that about?
• 43:14
  Speaker 3: You know, let's stay present, figure out what's going on versus just putting out a fire reactive.
• 43:22
  Speaker 3: Putting out a fire reactive.
• 43:24
  Speaker 1: You know, probably over the last six months I've really learned this more, and I've had to.
• 43:28
  Speaker 1: You know, I'm primarily on the desk while trying to teach other majors to continue to grow, and I'm sitting there because I don't want mistakes of them to happen.
• 43:39
  Speaker 1: I don't want to say anything, but I'm just listening while I'm trying to work, but it's more so just forcing myself of no, they're going to do it.
• 43:48
  Speaker 1: And then Matt's talked about this several times it's helped me a whole lot.
• 43:52
  Speaker 1: Instead of me saying, no, don't work with me.
• 44:01
  Speaker 1: X, y or Z, can you help with this?
• 44:03
  Speaker 1: Let's work on this and I'll walk over there and walk them to it.
• 44:06
  Speaker 1: And I've walked them to parts before.
• 44:09
  Speaker 1: I've walked them to service before and they were like they won't do anything.
• 44:12
  Speaker 1: And instead of me getting aggravated, me picking up my phone texting them like, yeah, give me just a second.
• 44:17
  Speaker 1: So it's really helped me of stepping back there and say, hey, let me show you how to do this, instead of me stepping back in taking control of the whole situation.
• 44:28
  Speaker 1: It's never going to grow if I do that.
• 44:30
  Speaker 1: It's never going to grow if I do that.
• 44:31
  Speaker 1: So that would probably be helping in the reactive part of that.
• 44:35
  Speaker 2: I think the staying present to grow on that is finding new areas to unpack.
• 44:45
  Speaker 2: So you've got to keep the like what if?
• 44:50
  Speaker 2: Like what's on the other side of that?
• 44:51
  Speaker 2: Or like why is this account in a surplus?
• 44:53
  Speaker 2: Or why is it have a heavy expense?
• 44:55
  Speaker 2: Like what is that?
• 44:55
  Speaker 2: So unpacking some things?
• 44:57
  Speaker 2: It just keeps your.
• 44:59
  Speaker 2: If you're someone who operates under pressure but you've delegated a bunch of that stuff for other people to handle as a problem for a business runner, then you're going to need to find something else to work on to help to be stay present.
• 45:11
  Speaker 2: So you're not just waiting for the next customer that wants to talk to Mr Lewis to sell you something, to pitch you something to give away for free or to tell you about how your team did an awful job, like that's.
• 45:22
  Speaker 2: I feel like that happens a lot in reactive leadership and that's gonna happen always.
• 45:27
  Speaker 2: But then you have to find the thing to keep your mind sharp of trying to constantly look for the next thing in business or what's currently going on.
• 45:35
  Speaker 2: How you can help it out.
• 45:36
  Speaker 2: I think it's by unpacking all those little things.
• 45:39
  Speaker 2: It is you know.
• 45:40
  Speaker 3: And then the part of mental toughness versus emotional resilience and why that matters.
• 45:47
  Speaker 3: You got to remember too, under a large pressure situation Now let's go to a bigger scale of when we have the pressure of everybody talking about tariffs right now, or how COVID was, or when 9-11 happened, or the crash in 08, 09 happened when 9-11 happened, or the crash in 08, 09 happened, like these massive things, where you have a lot of pressure and the what ifs and the interest rates going up.
• 46:12
  Speaker 3: The real leader has to show mental toughness at that point in time, because you're setting the pace.
• 46:17
  Speaker 3: All your employees are looking at you.
• 46:19
  Speaker 3: You've got to carry that on and be mentally very tough and give them some encouragement and positive direction that, hey, it's going to be okay, you know.
• 46:26
  Speaker 3: Give them some encouragement and positive direction that, hey, it's going to be okay, you know.
• 46:29
  Speaker 3: So there's that part.
• 46:30
  Speaker 3: And then the emotional resilience.
• 46:32
  Speaker 3: You've got to also make sure that you run everything through a filter before you just have knee-jerk reactions on everything, because some of it a lot of it is really not that big of a deal.
• 46:44
  Speaker 2: Yeah, so they're watching.
• 46:45
  Speaker 2: When you're getting chewed on by a customer or an employee, how do you handle?
• 46:49
  Speaker 3: it yeah.
• 46:50
  Speaker 2: Right.
• 46:50
  Speaker 2: So one it's for the situation, the person on the other side, but two it's for all the other people that are watching.
• 46:56
  Speaker 2: Yes, that's you emotionally properly being able to handle that.
• 47:00
  Speaker 3: I think the easiest one to talk about there is if you're at a restaurant and the waiter, uh, dumps the entire tray of all the food, or all the food like like how do they react?
• 47:08
  Speaker 3: Yeah, because everybody's watching who's showing the strength there, the encouragement and helping them out.
• 47:14
  Speaker 3: You know, the same thing goes on in your business.
• 47:16
  Speaker 3: Is a part doesn't come delivered, or somebody doesn't show up, or whatever happens, the internet's out for the day.
• 47:23
  Speaker 3: That's a big one these days.
• 47:24
  Speaker 3: What do you do?
• 47:26
  Speaker 3: How do you rise up and show them like, hey, it's okay, here's what you do.
• 47:31
  Speaker 1: Yeah, and it's so.
• 47:32
  Speaker 1: I find this so rewarding whenever you're so hard on your team, Like, why can't they figure it out, why can't they do this?
• 47:41
  Speaker 1: They don't call people back, they don't do this.
• 47:43
  Speaker 1: Your team's doing a whole lot better than you think they are, because if you'll go out not even in your industry and go check on people, people lose their top about this.
• 47:53
  Speaker 1: That's human nature, of natural, of everyone going in there.
• 47:58
  Speaker 1: Without great leadership, they don't do any better.
• 48:00
  Speaker 1: So it's important, even though being tough on your team and pushing them to the next level sometimes understand that your team's pretty dang good and they do a good job.
• 48:11
  Speaker 1: Life's pretty difficult in the current situation with everything that's given, so it's always important to remember hey, love on your team and make sure they know.
• 48:21
  Speaker 1: Hey, you're doing a good job, but let's try to do this a little bit better.
• 48:24
  Speaker 2: Very good.
• 48:25
  Speaker 2: All right Leadership quiz.
• 48:27
  Speaker 2: What percentage of employees say they leave a job because of poor leadership?
• 48:32
  Speaker 1: This is going to be higher than what you would actually think it is.
• 48:36
  Speaker 2: What percentage of employees say they leave a job because of poor leadership, not because of bad pay, not because the company isn't advancing, not because sales aren't good, but poor leadership?
• 48:46
  Speaker 2: A, 25%, b, 40%.
• 48:50
  Speaker 2: Because the company isn't advancing, not because sales aren't good, but poor leadership.
• 48:53
  Speaker 2: A, 25, b, 40, c, 57 or d 75 um.
• 48:57
  Speaker 3: Besides the point that I can see the answer right in front of me.
• 49:00
  Speaker 3: If you couldn't, if we couldn't, I would still pick as high as it says that it is.
• 49:06
  Speaker 3: And here's why because you know we're blessed to have the situation of of multiple different buildings and managers and people, and all of us in here have talked to employees that say they love working for the lewises, they appreciate what we do and the culture, but they just can't work for so-and-so.
• 49:28
  Speaker 3: Yeah, and we've heard that time and time again yeah, and it doesn't mean that that person was bad, it's just maybe a conflict of personalities or the way they manage.
• 49:38
  Speaker 2: I think it's the exact same philosophy.
• 49:40
  Speaker 2: Think of a baseball glove or a good basketball shoe.
• 49:43
  Speaker 2: If it does not fit, it doesn't mean it's a wrong equipment, it doesn't mean it's the wrong shoe or wrong glove, it just doesn't work.
• 49:51
  Speaker 2: And we've had, like you said, because of multiple different places, uh, we've had people that were just at the end of the rope with the managers and the person, when the person with the managers like we're ready to be done and done, and they've gone to another one of our stores or another apartments and they're just soaring at the highest level because they didn't.
• 50:10
  Speaker 2: The yin and yang wasn't good.
• 50:13
  Speaker 3: We're kind of unpacking this, but we need to is that there is the leadership and the management, but you can't have great leadership and management without a great company, because if you have a poor company with poor ethics and poor strategy, then they all scaled and they all scaled, yeah, so you got to start at the top.
• 50:34
  Speaker 3: Don't lose that.
• 50:35
  Speaker 3: Yeah, but then the the main reason employees leave a job is because of poor leadership.
• 50:41
  Speaker 2: The answer is high the answer is 75% of people who leave.
• 50:47
  Speaker 2: We're not saying 75% of people leave.
• 50:49
  Speaker 2: 75% of people leave, say.
• 50:52
  Speaker 2: According to Gallup, three out of four leave because they leave managers, not companies.
• 50:57
  Speaker 3: I hope that is a gut check for everybody, including myself.
• 51:00
  Speaker 3: To look in the mirror today and going am I providing what my employees need to be successful in a great organization?
• 51:11
  Speaker 3: Yeah, because if not, they could be leaving because of me.
• 51:13
  Speaker 2: Yeah, it comes all the way back to the head Just like hey, you know, have I provided all the things?
• 51:20
  Speaker 2: And so a lot of times we say, have we given time, tools and training?
• 51:23
  Speaker 2: Yeah Well, have we given that to our direct team, and then can they get that.
• 51:27
  Speaker 2: So that's really good.
• 51:28
  Speaker 2: So keep that in mind when you're doing that.
• 51:29
  Speaker 2: All right, last segment here building a stress resilient culture, starting with you.
• 51:35
  Speaker 2: How do you build your team to be resilient towards stress in your culture and your everyday?
• 51:43
  Speaker 2: How do you break that down?
• 51:44
  Speaker 2: Normalizing conversations around stress with your team Okay, so, a little bit just on a whim, came up with that earlier but how do you normalize that without just saying, hey, all right, karen, come on here next, tell me what's going on right, and everybody shows up with a list what's your thoughts?
• 52:01
  Speaker 2: Do you have anything different than what I said, or something you've seen work, or something that doesn't work, you know, because it's always an awkward situation for me.
• 52:11
  Speaker 3: So I've had to come up with a subject no different than you are and I'll pull a employee into my office or I'll go to their office, depending on which employee it is.
• 52:21
  Speaker 3: If I know that they're like the one you were talking about, that I need to go to their office, I'll go to their office.
• 52:30
  Speaker 3: We have a bunch of glass offices now, so it's a little bit different than the older dealership, because then everybody's staring at the two of us talking.
• 52:36
  Speaker 3: But I'll always have a icebreaker subject to talk about, and that subject really has nothing to do with what we're actually going to talk about, but it just opens up the conversation and normalizes it like what you're talking about and it's got to be enough to get it going, but not too much where we're talking about that for 30 minutes and the more often you do that.
• 52:58
  Speaker 3: So I found now, the more times that I invite people to come up to the office to have business conversations, the easier it is to have those conversations.
• 53:09
  Speaker 3: Most definitely, if you only have them in your office every six months, then it's totally different.
• 53:14
  Speaker 3: And I'm meeting with these people who are not an hour long, they're 10 minutes 15 minutes unless we got to really unpack something, and then it might be 30 minutes.
• 53:24
  Speaker 3: But the more you talk about that, you'll identify these stressors early on, instead of in the past, where I would identify them when they were out the door yeah, I mean, it's the difference of hey, let me go double check those lug nuts.
• 53:37
  Speaker 2: yeah, they need a couple extra foot pounds or the wheel just fell off.
• 53:40
  Speaker 2: Yep, you know, just like there's two different levels to check those at, and so the more often that you, you, you know you can check that it's like the olden days, they would always check and add oil every time they put gas in their cars.
• 53:51
  Speaker 2: Sure, because the other result was that the engine would blow up.
• 53:55
  Speaker 2: Don't wait for, you know, a problem, that's right.
• 53:58
  Speaker 2: So that's a big thing there the role of vulnerability in leadership without undermining authority.
• 54:07
  Speaker 2: So how do you allow them to have vulnerability or you to have vulnerability, without underthinking undermining the authority of that person or of you?
• 54:22
  Speaker 1: I think where I've really had success with this is being able to talk about, even while you're staying calm and composed with the situation, with a fastball that came out of nowhere and you had to catch.
• 54:36
  Speaker 1: Hey, that was difficult and I had trouble with this part, but this is how I arrived at my conclusion, arrived at the completion of everything going through, of letting them know that and once you tell them that a couple of times, even though they see that you're so calm and collected and you walk through the whole process and he was the whoever the customer was was throwing everything at you and you still filled it at all oh god, it didn't affect him at all.
• 55:08
  Speaker 1: No, come in here and say, yeah, it did affect me, this is how I felt, or whatever it was.
• 55:14
  Speaker 1: This is how I handled the situation and then move forward.
• 55:17
  Speaker 1: I think then, on the other side, it encourages them, whenever they have difficult situations, that they can come and ask you about it and then be able to unpack that with you as well.
• 55:28
  Speaker 2: I think there's two parts there in your latest situations and we've done this often, but you don't always get to do this to share it, because you know the old game with telephone where I say something to you or you're saying it, it always changes right and the severity and the tone and the nonverbal communication will never translate.
• 55:51
  Speaker 2: Uh, so, if you have a customer in a situation and you feel like it's not going to make it worse keyword not make it worse get that employer, get the team and let them be a part of that, so they can see one what you're having to deal with because of how they drop the ball, you know.
• 56:08
  Speaker 2: So my stress level is high because we didn't diffuse the situation, and so now I kind of want your stress level to be a little bit higher because I'm I'll help you diffuse your stress because we're going to talk about it after we're done fixing this scenario, but allowing them to be a part of that, and then afterwards you get to talk about that, and so it's the vulnerability of like hey, I probably didn't handle all those things correctly, but you can see how we did this, this and this.
• 56:35
  Speaker 2: So the vulnerability of like hey, there was probably some areas that we could have grown there.
• 56:39
  Speaker 2: And then they will say you know what?
• 56:41
  Speaker 2: I was so far off, you know, like I knew the parts weren't available and I knew we were running behind, but I never told them.
• 56:49
  Speaker 2: And so showing some vulnerability then allows them to know they can be vulnerable and so then you can really work on that.
• 56:56
  Speaker 2: The key issue there.
• 56:58
  Speaker 3: I think another side of that vulnerability I was just sitting here thinking about this is in leadership.
• 57:03
  Speaker 3: You may have taught your employees how to handle a stressful situation and maybe they didn't do it exactly like you would do it.
• 57:14
  Speaker 3: You need to have some vulnerability to yourself, knowing that each person has a different personality and the way they handle it, and, as long as the outcome gets where you need it to get to, you need to not undermine them.
• 57:27
  Speaker 3: You know, be vulnerable there and go.
• 57:29
  Speaker 3: Okay, maybe they did listen to me.
• 57:31
  Speaker 3: They just had to take a different path that was more natural to them.
• 57:34
  Speaker 3: They can't be me, I can't be them, but we've got to all go towards the same goal.
• 57:39
  Speaker 3: Our paths may look a little bit different, yeah, so we've got to be willing to do that.
• 57:44
  Speaker 3: That it's not like crazy rigid, especially when we're talking about people.
• 57:47
  Speaker 3: Yeah, you know it's not just one plus one is two you know.
• 57:56
  Speaker 2: So that does take some vulnerability.
• 57:57
  Speaker 2: Yeah, you know All right Tools.
• 57:58
  Speaker 2: You know, like, what are the tools to help build a stress resilient culture?
• 58:00
  Speaker 2: So breathing, reflection breaks, workload audits, feedback loops so we've talked about, talked about you know kind of feedback loop and how we communicate that and how you integrate that man, one of the the the most fun things about our new campus is the ability to say, hey, go hit the gym.
• 58:17
  Speaker 2: Or, you know, like a common thing you get said around here is like, hey, go get in the cold plunge.
• 58:20
  Speaker 2: Like you need to cool off, go get the cold plunge right.
• 58:24
  Speaker 2: Yeah, and there were some guys last night were fired up and they were going to go hit the basketball court.
• 58:28
  Speaker 3: Yeah.
• 58:29
  Speaker 2: You know like so that outlet is right there, so there's not an excuse.
• 58:32
  Speaker 2: And they know that you're okay with it.
• 58:34
  Speaker 2: It's like, man, you seem stressed, you want to talk about it.
• 58:37
  Speaker 2: They're like nope, it's like all right, cool the sun on for you, you know, or go sweat it out.
• 58:43
  Speaker 2: I bet you can't sit on the top shelf for 20 minutes.
• 58:46
  Speaker 2: That I, I think I'm gonna call that a tool that we have.
• 58:50
  Speaker 2: I think it's for sure.
• 58:51
  Speaker 3: I think.
• 58:51
  Speaker 3: Although the word workload audits is in there, what I'm gonna say there is is be willing to have somebody else take a look at your work.
• 58:59
  Speaker 3: You know and and we've been in this situation before, I'm gonna dumb this down some is like we've been trying to fix a project if it's a mechanical deal, or if it's a this or that and like you're just so caught into it.
• 59:12
  Speaker 3: You've been working on it, working on it, and you've busted your knuckles and you've lost the pieces and you're like dang man, I need a break.
• 59:19
  Speaker 3: Will you try to see if you can do this?
• 59:20
  Speaker 3: And like a clear mind goes in there every time?
• 59:24
  Speaker 3: And it's not that I didn't have the ability to do it, I needed to be able to de-stress.
• 59:29
  Speaker 3: Think about it.
• 59:31
  Speaker 3: Clearly, same thing happens to the workplace.
• 59:33
  Speaker 3: Okay, will you look and see why this is not balancing Yep?
• 59:37
  Speaker 3: Or will you please take a look at this and see why we're not scheduling?
• 59:42
  Speaker 3: You know our different workloads out correctly.
• 59:45
  Speaker 2: And then don't give them the details, don't give them all the dirt you know, yeah, that's important, that's the problem, because then you're clouding their mind, right?
• 59:52
  Speaker 2: So just say, hey, I need a little help with this.
• 59:54
  Speaker 2: Fresh eyes, take a look at this and see what you think.
• 59:56
  Speaker 3: I need to push right there.
• 59:58
  Speaker 2: And then walk away, de-escalate and then when they solve that, don't be like dadgummit, I'm a fool.
• 1:00:03
  Speaker 2: Why couldn't I saw that be like?
• 1:00:04
  Speaker 2: Oh, stress related.
• 1:00:05
  Speaker 2: Thank you so much.
• 1:00:06
  Speaker 2: Hey, let me know.
• 1:00:06
  Speaker 2: Next time I can look at something for you.
• 1:00:08
  Speaker 3: That's the point, right there is.
• 1:00:09
  Speaker 3: Then you open up that omni channel there going hey, next time let me return the favor and help you out yeah, I think that's important.
• 1:00:18
  Speaker 2: Listen, all right.
• 1:00:19
  Speaker 2: Modeling self-care sets permission for others to do the same right yep, yeah, that's so important.
• 1:00:27
  Speaker 3: I think we've went over all that, obviously, of of taking care of yourself, have your outlet, be able to go through all of that, and but I think it was important, like when y'all were saying just a minute ago, is that if you, if you've seen employees like that and we're forced to have basketball court, pickleball or cold plunge or gym on site here, is it's like you got to give them the okay, yeah, like hey, it's two o'clock, go hit the gym for 30 minutes, it's okay.
• 1:00:53
  Speaker 3: I'm telling you, go do it.
• 1:00:55
  Speaker 2: Yeah, you know, and they need that green light and you're like, oh, I can't go over there if it's not before work yeah, yeah, and, and that's that's your culture, right, and that's, and it's funny because Taylor was showing me or he's showing someone in the office and I just happened to I do it more and more that I'll go and we have extra desk in areas for reasons, so I'll just go work in the sales tower so then I can see what's going on, and the managers are comfortable with it now and the other people are getting there.
• 1:01:22
  Speaker 2: But Taylor was showing somebody a video.
• 1:01:25
  Speaker 2: He's like like, do you think we should have this so that the guys just need to get a pump in?
• 1:01:29
  Speaker 2: And I knew that he was watching a first form video.
• 1:01:32
  Speaker 2: In the middle of their headquarters they had a bench press rack.
• 1:01:34
  Speaker 2: There's like a row of offices in a row of offices and there's a video from the second story and the guy's just down there ripping out 225 on the bench.
• 1:01:43
  Speaker 2: And I was like yep, just go ahead and bring it over.
• 1:01:47
  Speaker 2: Yeah, just like what's that?
• 1:01:49
  Speaker 2: It's like god's stressful.
• 1:01:50
  Speaker 2: They're like all right, mason, let's go see how many you can do, right, so, and it's the culture of knowing that that's okay.
• 1:01:57
  Speaker 2: And then like, yep, there's a customer, let's go get them.
• 1:01:59
  Speaker 2: Come on, get right off, put your shirt back on, get out there what are you doing?
• 1:02:05
  Speaker 3: you know, back it up and let's go.
• 1:02:06
  Speaker 2: But just having that stress-resilient culture is so important to have that there.
• 1:02:12
  Speaker 2: So I think that wraps it up pretty good of just understanding those things.
• 1:02:16
  Speaker 1: Absolutely.
• 1:02:17
  Speaker 1: Hey, getting to the end, a couple of fun questions here, but going through.
• 1:02:21
  Speaker 1: So, Matt or Shelby, either one of y'all can take whatever you want to in this, but I mean whichever one of y'all wants to go first on it.
• 1:02:30
  Speaker 1: But who is someone in leadership that you listen to, follow, admire, podcast people you talk to, people you de-stress with, doesn't matter.
• 1:02:41
  Speaker 3: There's multiple people and y'all have heard us talk about podcasts and books and stuff on here.
• 1:02:44
  Speaker 3: One of them that's consistent over a year's time and not just a couple months for me is Craig Groeschel.
• 1:02:50
  Speaker 3: Craig does a great job on his leadership podcast of real-world leadership.
• 1:02:57
  Speaker 3: Gets people talking about real-world situations, just like we do in here, and then they unpack it and he's a Christian-basedbased, you know, uh, founder of life church, so on and so forth, but he's talking all business there.
• 1:03:12
  Speaker 3: What I love about him too the fluff's not there like what he's talking about's real and he's lived through it.
• 1:03:19
  Speaker 3: I can remember listening to a podcast we were talking about this just a couple weeks ago where at first, when he started off, he had a key to every single door and he thought he had to be the one to unlock and undo everything until he started giving up some of that authority and empowering others.
• 1:03:36
  Speaker 3: So some of the stuff we talk about it's great to hear from another perspective.
• 1:03:41
  Speaker 2: Yeah, most definitely.
• 1:03:42
  Speaker 2: I mean, I got a bunch of different podcasts I listen to and bounce to from different reasons one or other.
• 1:03:49
  Speaker 2: You know, I think a book that dad gave me a long time ago, a cool leader that was about business and was about faith was Dave Anderson.
• 1:03:58
  Speaker 2: You know of understanding that, just somebody that's been through some stuff and is just cool to be able to go relate to through some stuff and it's just cool to be able to go relate to, um, you know, I talked, I listened to a whole lot of dan martell stuff.
• 1:04:12
  Speaker 2: I think today's leaders on digital or social, you get way more out of it because they're trying to continue to gain traction.
• 1:04:19
  Speaker 2: You know you look like old school grant cardone versus today's grant cardone.
• 1:04:22
  Speaker 2: There's just much more to it because they're pushing themselves.
• 1:04:26
  Speaker 2: So a bunch from Dan Martell of just kind of business hacks, of you know the buy back your time or those things.
• 1:04:34
  Speaker 2: But there's a bunch of different ones, Like you know.
• 1:04:38
  Speaker 2: You could even say like learning so much from your buddy.
• 1:04:43
  Speaker 2: Why is his name slipped my mind?
• 1:04:44
  Speaker 2: Dave Ramsey, oh, Dave Ramsey.
• 1:04:44
  Speaker 2: And you might be like, oh, your Dave, his name slipped my mind Dave Ramsey, oh, Dave Ramsey.
• 1:04:46
  Speaker 2: And you might be like oh, your Dave Ramsey philosophy.
• 1:04:49
  Speaker 2: He's like, I'm not any one specific philosophy.
• 1:04:52
  Speaker 2: I like to take a mule deer hybrid and give it a little of this, a little of this one, a little of this one because they're not all going to fit what you're currently doing in your current lifestyle.
• 1:05:02
  Speaker 2: But I think there's some good things gained there as well.
• 1:05:05
  Speaker 3: I think that's important, that you hit on that, and we love that you're listening to our podcast, but we encourage you to listen to multiples.
• 1:05:13
  Speaker 3: Yeah, don't try to be just one of us.
• 1:05:14
  Speaker 3: And I tell people that if you look at any of our training manuals we have in any of our departments, it's blended from multiple different people and there's two things.
• 1:05:22
  Speaker 3: When I go listen to a trainer or I go to a seminar or I listen to a podcast, it's what can I gain out of this?
• 1:05:30
  Speaker 3: What can I take away to integrate into what I'm doing?
• 1:05:33
  Speaker 3: I'm not trying to be them, okay, I'm not trying to duplicate that.
• 1:05:36
  Speaker 3: I know that 100% of the stuff they say is not going to relate to me or I might not even buy into, but I'm not going to let, even if 75% of it's there.
• 1:05:46
  Speaker 3: Or I might not even buy into, but I'm not going to let, even if 75% of it's there, I won't let that cloud another 25%.
• 1:05:50
  Speaker 2: That could be game changer for me, You're just looking for the one grand idea right, or the one like oh my gosh, I never would have thought about that.
• 1:05:55
  Speaker 2: Like forget the rest of it.
• 1:05:57
  Speaker 3: Yeah.
• 1:05:58
  Speaker 2: Like it's like.
• 1:05:58
  Speaker 2: You ordered this.
• 1:05:59
  Speaker 2: You know you need.
• 1:06:00
  Speaker 2: You want a fresh, clean chicken breast that's grilled, and the only way to get it at this restaurant is to order a sandwich that comes with mayonnaise, and it comes with.
• 1:06:09
  Speaker 2: I'm just going to take all that stuff toss it.
• 1:06:11
  Speaker 2: I'm not the Starbucks order guy and I'm going to eat the chicken and be like what the heck are you doing?
• 1:06:14
  Speaker 2: I just had the best grilled chicken you could ever imagine.
• 1:06:18
  Speaker 3: If you'll do that, you'll get so much more out of it.
• 1:06:20
  Speaker 3: The amount of people I I talked to that didn't say, well, I didn't like this, I didn't like this and I don't like this.
• 1:06:24
  Speaker 3: It's like you got the wrong mindset.
• 1:06:25
  Speaker 3: That mindset's keeping you from the stuff you would have liked from them.
• 1:06:29
  Speaker 2: It's no different than when you go to church and the person says God, all that preacher talked about was money.
• 1:06:35
  Speaker 2: It's like, well, he talked about tithing at the very end.
• 1:06:38
  Speaker 2: Did you catch the first 45 minutes where he talked about this, this and this?
• 1:06:43
  Speaker 2: It's like, huh, all right, fair enough.
• 1:06:47
  Speaker 3: So much value there though, from learning and leading from others.
• 1:06:50
  Speaker 1: Absolutely.
• 1:06:50
  Speaker 1: It's so important to know that it can be done in small amounts of time.
• 1:06:54
  Speaker 1: It doesn't have to be a long setting.
• 1:06:55
  Speaker 1: You have to sit and go through all these other things.
• 1:06:58
  Speaker 1: So great podcast today, going through a whole lot of things, talking about things that people don't necessarily think about, but being burned out, still in charge, still working through with your team.
• 1:07:10
  Speaker 1: So had a lot of fun today.
• 1:07:11
  Speaker 1: Make sure and always check us out at lewisssuperstorecom and click that like subscribe so you can follow for more content at crossroadconversationpodcastcom hey, if you enjoyed this episode, be sure to give it a like, share with your friends and family.
• 1:07:26
  Speaker 2: Even visit our.
• 1:07:27
  Speaker 2: Send us the questions about what you want to know, what you want to hear.
• 1:07:30
  Speaker 2: Tell us about the automotive industry, family, business in general.
• 1:07:33
  Speaker 2: Who do you want to hear from?
• 1:07:34
  Speaker 2: Send them our way and we'll do our best to answer any questions you have.
• 1:07:38
  Speaker 2: But make sure you tune in next time where we bring in another guest and we talk more about the automotive industry and all the great things going on within our business.