Latest / Crossroad Conversations with the Lewis Brothers / Ep. 85 - "How Do You Eat An Elephant? One Bite At A Time"

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Ep. 85 - "How Do You Eat An Elephant? One Bite At A Time" · Crossroad Conversations with the Lewis Brothers

• 0:00
  How do you eat an elephant one bite at a time?
• 0:02
  You got to shoot it first.
• 0:05
  Very few actually know what it means to have a game plan to do it one bite at a time.
• 0:11
  It's very easy to get over well because it's so much is coming at you.
• 0:15
  Sometimes you just got to quiet the noise and organize what's most important.
• 0:19
  The scoreboard, nobody is looking at, which is the problem.
• 0:24
  What you measure and you manage, it's not the end result.
• 0:27
  No, no, no.
• 0:28
  I need to, and we back into the numbers to know specifically this person has to make 58 outbound phone calls to schedule at least two appointments, of which one will show up.
• 0:38
  Checking your revenue number on the last day of the month isn't managing your business, it's reading the obituary.
• 0:46
  The goal is not the plan.
• 0:51
  Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business, working through adversity, and pouring back into the community that keeps our door open.
• 1:03
  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.
• 1:12
  And maybe even throw in a plug for you to do business with us.
• 1:16
  Hey, welcome back to Crossroads Conversation with the Lewis brothers.
• 1:20
  And man, do we got a good one for you today?
• 1:22
  I'm excited about this subject.
• 1:23
  Yep.
• 1:24
  How do you eat an elephant?
• 1:26
  You guys have heard it before.
• 1:27
  One bite at a time.
• 1:28
  You got to shoot it first.
• 1:31
  You got to have the goal to shoot the elephant first, then one bite at a time.
• 1:35
  You know, I think a lot of people, or I know, a lot of people know that saying.
• 1:39
  And a lot of people could even recite it.
• 1:41
  But very few actually know what it means to have a game plan to do it one bite at a time.
• 1:48
  So today you're in luck.
• 1:49
  We're gonna unpack that, how we individually do that, you know, whether it's on a monthly basis, a yearly basis, or just everything thrown on your plate on a single day.
• 1:58
  How do you organize that and how do you do it one bite at a time?
• 2:02
  Absolutely.
• 2:02
  Hey, and if you didn't tune in last week, episode 84, we talked about Blockbuster.
• 2:07
  We're talking about the company Blockbuster.
• 2:09
  One time they had 60 million customers, 800 million in uh late fees every single year.
• 2:17
  And what happened to them and Kodak and Sears when they stopped listening?
• 2:22
  So that was a really cool one to unpack and see the little things about listening and not just going with what worked because it worked and not looking at what the future would bring.
• 2:31
  So that was episode 84.
• 2:32
  Check that out as always.
• 2:33
  You can check that out at Crossroad Conversations Podcast.com or wherever you get your podcast, and always check out our inventory, Lewis Superstore.com.
• 2:40
  Absolutely.
• 2:41
  Hey, what's in the garage today?
• 2:43
  I'm gonna bring you because it's the time of year when it's not too hot summertime, but it's got the good spring weather coming up.
• 2:49
  But the bronze appearance package bronco four-door, they are on fire.
• 2:55
  What's that built from?
• 2:56
  What does that look like?
• 2:56
  It's from an outer bank.
• 2:58
  So we start with a four-door hardtop outer banks full-size bronco, which has your vinyl or leather interior, the big screen, removable doors, removable hardtop.
• 3:08
  Then we lift it, then we put tires and wheels with a bronze um wheel on it, then bronze badges, the retro bronco badges on the side, the bronco badge on the front goes from white to bronze.
• 3:21
  It is a full package.
• 3:23
  We do it on every color that we have that's in that trim level, and it is absolutely on fire.
• 3:29
  One of the best looking retro new broncos that's been up there.
• 3:32
  There's a couple things that make that one work, and we've looked at them all and ordered them all.
• 3:36
  And one is the price point.
• 3:38
  Yep.
• 3:38
  So the price point, this thing comes in at$53,000 before we add all the stuff.
• 3:43
  So right now with employee pricing, it's a sub$60,000 price range with all those ads.
• 3:48
  But because it's outer banks, it gets the upgraded interior, big screen.
• 3:52
  But what I love is it gets the gloss black front grille, the painted to match fender flares, and we option it with the painted to match top.
• 4:01
  No, yeah.
• 4:01
  So it is so classy.
• 4:03
  I passed one this morning coming into work was the rapid red one.
• 4:06
  And I was like, dang, that thing looks good.
• 4:09
  We just sold.
• 4:10
  Um, so it's a great price point.
• 4:12
  It's great value.
• 4:13
  You know, it's not gonna have your most extreme locking differentials and the transfer case and the most extreme suspension.
• 4:22
  It will still off-road with the best of multiple vehicles.
• 4:25
  But that's why that one works.
• 4:26
  Yeah.
• 4:27
  Such a great rig there.
• 4:28
  Now, we're gonna get into core one here in a minute when we talk about the scoreboard, nobody's looking at.
• 4:33
  But before we dive into that, I got a question for each of y'all.
• 4:36
  And I want you to think about this.
• 4:37
  I'll say it, I'll give a couple pieces, then you guys can answer it.
• 4:40
  Because I think this will set the table for everything we're gonna talk about today.
• 4:44
  So, so my question for you guys is how do you organize and focus your team to accomplish one bite at a time?
• 4:52
  So, you know, the subject we're talking about today is, you know, how to eat the elephant, one bite at a time.
• 4:57
  That's easier said than done.
• 4:59
  And then as upper leadership and an executive level, you have got to teach your managers, okay, what does that look like?
• 5:06
  How do I actually organize and figure out what bite to take and how to stay focused on that instead of overwhelmed?
• 5:13
  We see person after person, including ourselves, until you know, a little bit of time got under our belt that it's very easy to get overwhelmed because it's so much is coming at you.
• 5:23
  You know, sometimes you just got to quiet the noise and organize what's most important.
• 5:27
  So, Shelby, why don't you answer first?
• 5:29
  Yeah, so I'll break that down in the way that I would do it.
• 5:31
  So, most importantly, you said quiet the noise.
• 5:33
  It needs to be in an area before the battle, before the war, before the business that you're in an area and we'll identify a couple key things.
• 5:41
  What needs to be completed?
• 5:43
  Yep.
• 5:43
  Right.
• 5:43
  So what's the task at hand, and there will be multiple of them.
• 5:46
  Then you prioritize what is most important now that I need to handle.
• 5:51
  And then the third is how will we handle that?
• 5:54
  Yeah.
• 5:54
  So we'll look and see what needs to be handled, what's the order they need to be handled, and how will we handle that?
• 6:00
  So we'll then it's kind of like their game plan.
• 6:02
  Okay, here's what we're gonna do, here's our audibles.
• 6:05
  And so then once they have that, then they can go and say, okay, I need to handle this because they'll be sitting there and so they'll be like, hey, so-and-so needs to talk to you.
• 6:12
  It's like, okay, hang on, do they or do they not need to?
• 6:14
  And is that ahead or below of my current task?
• 6:17
  That's right.
• 6:18
  That's right.
• 6:18
  I I would like to mirror that, but then also say a lot of times you have to find yourself that you have to go out.
• 6:24
  If you have a desk or something you always sit at, the people that are going to be waiting for you are gonna be there.
• 6:30
  So sometimes it has to be, hey, I have an audible that no one really knows about, but that I'm walking a lot and I'm going through getting my game plan together.
• 6:38
  I'm walking through service and double checking to see, hey, this is my game plan that you're going through and you're setting up this is the path that I need to take.
• 6:46
  Because as soon as you sit down the other, you better have your helmet on because it's coming at you full steam.
• 6:51
  The the important part here, and we're talking in an office area, but even if you're out in the field in construction or consulting or whatever it may be, the the important part is to identify before it happens an area you can go to.
• 7:06
  Okay.
• 7:07
  It doesn't have to be fancy, but it has to be a designated area where you can quiet the noise for we're just talking about a few minutes, not for the day, not for half the day, to be able to get yourself organized to figure out which bites to take first.
• 7:20
  If not, you're trying to do it in the middle of all the noise and it's very hard to focus.
• 7:24
  I'm gonna go to boxing because we talk about a sports.
• 7:27
  I'm gonna go to boxing.
• 7:29
  So, in between rounds, the fighter and the coach, they have to do a very good job quieting the noise to zone in.
• 7:38
  So think about that.
• 7:38
  Whether they're winning or they're behind, they go into the corner and you can imagine how loud it is and whatever venue they're in.
• 7:46
  You know what I mean?
• 7:47
  And the people hollering in the crowd and the other team and you know, the other boxer, but you have to dial in and focus for that however many seconds in between rounds to make adjustments so you get to the outcome you want.
• 8:00
  Of the most important thing, right?
• 8:02
  Yeah.
• 8:02
  Like, hey, I know you're not getting punches off, but you have to watch that left hook.
• 8:07
  Like you have to focus and step back.
• 8:10
  You have to block whatever it is of however they're winning or losing, that person is saying, do this, don't do that.
• 8:18
  And they're not giving them a whole download.
• 8:20
  Uh uh.
• 8:20
  And I think when you're coaching your team, so I want you to think about that.
• 8:24
  Now they're having to put up an imaginary box around them in that corner of coaches right in front of the fight, the boxer, getting ready to go in.
• 8:32
  It's like, no, no, focus on me, quieting the noise out there, quieting the noise out here, right here, focus, and you got to focus on this, this, and delete doing this.
• 8:40
  So that's that's the bites of the elephant.
• 8:42
  That's I was like, all right, here's the deal, here's the elephant.
• 8:44
  I want you to start on the back left-hand corner.
• 8:47
  Yep.
• 8:47
  And first I need you to clean the foot.
• 8:49
  You're gonna cut one toe off.
• 8:51
  So then, particular of like, oh my gosh, this is humongous, and it's no, let's focus on what's right in front of us.
• 8:57
  And a good leader and a coach has laid that out for them.
• 9:00
  Yep.
• 9:01
  But you need to establish, so if you're sitting there thinking, you're like, oh, that's great, you guys are in charge, and and you can designate an area to go to and remove yourself when you need to because you're in charge.
• 9:11
  Can I tell you this?
• 9:13
  If you will go to your boss or your leader and say, hey, I'm struggling with this, and here's what I need to do, I get a list of all my to-dos every day, but at some point in time in the day, I'm gonna get bombarded with things that really aren't making a difference, but are eating my time.
• 9:31
  Is it okay if I use this vacant office right here or I go up into the break room with my laptop?
• 9:37
  And they're like, well, yeah, sure.
• 9:38
  And say, Well, I just wanted to let you know that when you see me in there, I'm not goofing off.
• 9:43
  It just means I'm needing to hyperfocus so I can be better multiplied my time and the advice I'm giving to the rest of the team.
• 9:51
  It's funny you say that because in our old building long ago, I would task-driven people, hey, you need to do this, this, and this.
• 9:58
  And like, you have to accomplish this.
• 9:59
  And they're like, I don't have an office.
• 10:01
  Like, okay, let's get you.
• 10:02
  Here's the break room, here's another office you can use.
• 10:04
  But it's funny because I would go down there and see that the task still wasn't getting completed.
• 10:08
  It's not because they kicked it to the side, they just couldn't get all the people away, right?
• 10:12
  They were trying to clean it and it wasn't working.
• 10:14
  So I would take a book of paper, an unwrapped book of paper, and uh I would I would write on it with a Sharpie, in my office, please don't come bother me.
• 10:25
  And I would put it in front directly in front of them, and they would start dying laughing.
• 10:29
  And so I would show it to all the salespeople.
• 10:30
  Hey, they are in their office and they're currently working on something to be able to help you.
• 10:35
  Do not come up here.
• 10:36
  And so it was just basic as simple as that.
• 10:38
  It's like, hey, give me five to ten minutes, let me reset here, and then I'm gonna be better for you.
• 10:42
  It's so different than taking a break in sports.
• 10:44
  It's like, hey, you know, receiver, come over here.
• 10:47
  I know you just ran three routes in a row.
• 10:49
  Let me catch my breath, tell me where I'm missing or where I need to rechange my route, and then go back out there two plays later.
• 10:54
  So let me help you if you're not in an office.
• 10:57
  And I do this when I'm getting ready to go to a board meeting that I'm on or an event I'm going to help.
• 11:03
  I know that as soon as I walk in there, there's going to be people that want to talk to me.
• 11:07
  You know, whether it's about what's going on or just life, so on and so forth.
• 11:11
  And I don't want to come across of a person that doesn't care and want to want to communicate.
• 11:15
  So when I pull up, I will then pause.
• 11:19
  One, I make sure I don't park where people can see and then they just come up to my car, which they will.
• 11:23
  If you're in construction, they do that all the time.
• 11:25
  So even if you got to pull into the parking lot before you get to the job site and pause for five minutes to organize to make sure you have yourself ready to go, your game plan, so you stay on task one bite at a time.
• 11:37
  So no matter where it is, you don't have to have a fancy room that's designated of quiet room, leave me alone.
• 11:43
  You can designate that wherever.
• 11:45
  And with a few adjustments, you can make sure that you're on point and ready to lead your team in the right direction, the right bite at the right time.
• 11:53
  So let's jump into core one here.
• 11:55
  The scoreboard nobody is looking at, which is the problem.
• 12:00
  You know, everybody looks at the scoreboard for the end of the game.
• 12:03
  Hey, what's the actual score?
• 12:05
  But that's just a reflection of the task that you're currently in the middle of.
• 12:11
  So what's you guys' take on the scoreboard that nobody's looking at?
• 12:15
  I I think it's a thing that we look at.
• 12:17
  We break down daily activities to daily activities.
• 12:21
  It's one of those things like if we have a tough month and we, you know, you either win or learn, right?
• 12:25
  Some people say lose.
• 12:26
  I say win or learn.
• 12:27
  And so we learn from those and we're like, well, man, we had a solid last two-day close and parts and service.
• 12:33
  What did we change?
• 12:34
  Like, well, we closed all these tickets and we called all these people and we called and text three times instead of one time.
• 12:40
  And so it's like, why don't we do that on the first of next month?
• 12:44
  Yeah.
• 12:44
  The third of next month, the fifth treat each day.
• 12:47
  And so I, you know, we say it a million times.
• 12:50
  You know, the manager is probably every morning when we go over stuff, they're like, Yeah, I've heard that.
• 12:53
  Yeah, I've heard that.
• 12:54
  It's like, well, it's still important, it's still relevant.
• 12:56
  So I think that's one of the scoreboards that people aren't always looking at.
• 13:00
  It's like, ah, we'll get it tomorrow.
• 13:01
  Like, we'll sell a bunch tomorrow.
• 13:03
  It's like, well, your daily travel rate is eight, and then eight over here.
• 13:06
  And so then we need to at least be 16.
• 13:08
  And tomorrow, if you hadn't accomplished what you need to yesterday, you have to do tomorrow and today.
• 13:12
  Yeah.
• 13:12
  Like that, that's not going to be good.
• 13:14
  So what you're really saying there is it's not the overall scoreboard of like how many cars have you sold or how many ROs have you written, but the scoreboard of did you do the daily activities?
• 13:24
  Yeah, and and we probably will go further into that.
• 13:27
  But the the activity is what you measure and you manage.
• 13:30
  It's not the end result.
• 13:32
  You're not saying, hey, I want to score more points.
• 13:34
  You know, I need to cover 48 points or I need to sell 200 cars.
• 13:39
  No, no, no.
• 13:40
  I need to, and we back into the numbers to know specifically this person has to make 58 outbound phone calls to schedule at least two appointments, of which one will show up.
• 13:50
  Right.
• 13:51
  We know that metric.
• 13:52
  And so we manage that metric instead of the points on the board.
• 13:54
  We're not like, hey, you got to sell 14, go get them.
• 13:57
  Yeah.
• 13:57
  We're like, no, no, no.
• 13:58
  Today you have to make 54 phone calls before lunch.
• 14:01
  That's right.
• 14:02
  And I think that's important for everybody out there.
• 14:04
  Again, we like to relate things to sports because a lot of people follow sports.
• 14:07
  Plus, in the sporting industry, it's very transparent.
• 14:11
  Everybody's either after your job or your position.
• 14:13
  Nobody talks about it.
• 14:14
  But at the football game, you know, it's showing you how much time's on the clock.
• 14:18
  It's showing you what the score is, what down it is, how many yards to go to down.
• 14:22
  But what it's not going over, but analysts behind the scenes, and if you're ever listening to it on the radio, especially during halftime, they'll talk about this is, you know, how many times did we go three and out?
• 14:33
  You know, how many times do we have positive yardage on first down?
• 14:36
  How many turnovers did we have?
• 14:38
  You know, how many penalties did we have?
• 14:40
  How did we do it at taking care of the ball?
• 14:42
  How did we do it getting in the backfield, you know, when we were on defense?
• 14:46
  Those are the things we're talking about that add up, and the scoreboard's just a reflection of it.
• 14:52
  Yes.
• 14:52
  And I think you have to look of not only of your daily task, whatever it would be that you're following up, but that you're not accepting inferior work, that it's just going through that I've really started to focus on at the end of the day, whenever they're checking out, you're not saying, hey, good job, great job hitting your task, whenever you really sucked it up and not hitting your task.
• 15:13
  Like that, that's not helping anything.
• 15:15
  Actually look at the facts and address them of, hey, Shelby, you missed all your metrics here.
• 15:20
  What are what are we doing?
• 15:21
  Well, what did we miss here?
• 15:22
  What's the distraction?
• 15:23
  What was the distraction?
• 15:24
  And actually address it and move forward.
• 15:27
  Because if not, what you're doing as a leader is just making yourself more angry, more animosity against that person, that coworker, whoever it is, that they're not getting done what they need to.
• 15:38
  Yeah.
• 15:38
  I I think you guys will help add some context here because a lot of people out there, the conversations that should have happened at day 10 actually end up happening day 28.
• 15:50
  A couple days before end of the month at the two-minute warning.
• 15:53
  Yes, you know.
• 15:54
  So so you guys give some comments about how do you reframe that and why do you how do you start getting your team to think about it day five, day 10, day seven, day eight.
• 16:04
  How how do you inject that into the month fire and attention to detail into the beginning of the month and throughout?
• 16:12
  It's it's funny that you say that because I was sitting next to one of our um desk managers on Tuesday, um, and he was pointing out a person not performing or doing at the level this, this, and this.
• 16:27
  Uh, but they had a little bit of momentum in the current moment.
• 16:32
  And he's like, Golly, I know I need to address that, but I I don't want to get after them about their lack of performance in these days because I don't want to slow their momentum down.
• 16:40
  I was like, ah, that's the trickiest thing that no one has the correct answer for.
• 16:44
  I said, because you don't want to slow their momentum down that they currently have, but you need to point out that that wasn't acceptable of the things that they didn't complain, things that they didn't do.
• 16:54
  I was like, so you see where that moment of momentum is carrying, you finish that quarter or that play or you finish that possession, and then you say, you I said the thing that you need to do is you need to coach on the things that they're not doing well, but you need to feather in a good amount of good jobs in this area and good jobs in this, and hey, you're killing it with momentum.
• 17:12
  Imagine if you stuttered for half a second, let that person fly by, then you would have this whole right here.
• 17:19
  I said, so you're able to have constructive criticism without completely just demolishing them.
• 17:25
  So a key thing that you just let into that I hope everybody gets is when it's time, and this happens all the time, to coach somebody, especially when they need an area of improvement, you need them to open up and accept the coaching.
• 17:38
  Whether you're their leader or their boss or whatever, you've got to earn the right from them to be able to coach them.
• 17:45
  And you got to get a green light to do that.
• 17:47
  And you did that in your example because you complimented them on what they were doing well.
• 17:52
  And if you'll think about anybody that's ever addressed you, if they compliment you first, you know, you feel good about it.
• 17:57
  You open up, open up.
• 17:58
  You're like, okay, this person's on my team.
• 18:00
  And then the constructive criticism comes on here's where I think we could level you up.
• 18:04
  Let me help you get to the next level.
• 18:06
  And so you say that instead of, man, you're really sucking not hitting your numbers.
• 18:09
  Yes.
• 18:10
  Tomorrow we got to do better.
• 18:11
  Yeah.
• 18:11
  It's like, okay, well, that was the idea.
• 18:15
  Like, yes, we need to do more tomorrow, but there was no positive.
• 18:18
  Not there's no spin on it.
• 18:20
  And so I I think that's the salesman in the uh says generally we'll say that and you can take a negative and make it a positive.
• 18:26
  Like, man, you're so good once you actually come like.
• 18:29
  So let's say someone's not completing their daily phone calls.
• 18:32
  And I'm like, man, I just heard you on your phone call, that person.
• 18:35
  Did they send a part?
• 18:37
  And you know they did, right?
• 18:38
  And we're like, oh, that's amazing.
• 18:39
  It's like, have you sold them before?
• 18:41
  I was like, yeah.
• 18:42
  Like, okay, so there's a pretty good chance they're gonna buy, right?
• 18:44
  It's like, man, you are so good on the phone.
• 18:47
  Like, your your conversion rate's about a hundred percent.
• 18:50
  Yeah.
• 18:50
  And they're like, yeah.
• 18:51
  It's like, okay, let's look at your stats here.
• 18:53
  You average 2.2 calls per day.
• 18:55
  Yeah, like the goal's 50.
• 18:57
  Imagine if you took that conversion ratio and actually did the 50, you'd have so much money you wouldn't know what to do right now.
• 19:03
  And they're like, eh.
• 19:04
  It's like, okay, so help me help you.
• 19:07
  What distractions do I need to remove to help you before 10 o'clock to make sure you get 25 of those good phone calls?
• 19:14
  Like, uh, such and such comes to my desk.
• 19:15
  I'm like, no, that's your fault, but okay, I can I can spin that.
• 19:18
  It's like, okay, here's what we're gonna do.
• 19:20
  We're gonna put a sheet of paper who says, Don't bother me right now, I'm doing this.
• 19:23
  And they're like, all right.
• 19:25
  And so instead of saying, like, you suck, you're a 48 phone call short every single day, you're like, hey, what if we did this?
• 19:31
  That's right.
• 19:32
  I think that makes all the difference.
• 19:33
  I do too.
• 19:34
  I did too.
• 19:34
  What do you see with your team about how do you instill that daily fire that naturally comes at the end of the month, but getting them to focus daily?
• 19:43
  It's daily going over it.
• 19:44
  And I myself, my problem is sometimes I overcomplicate and wanting to make sure and setting aside a time, really being able to sit over here, make sure this is the time we go and talk of going through.
• 19:56
  So it's really taking the time to create the moment that you need to go and talk to the team of, hey, let's step to side.
• 20:04
  We're gonna go talk about this.
• 20:05
  Let's go do a lot walk and we're gonna step out here.
• 20:07
  But addressing it daily as it happens instead of letting it build, because as it builds, it gets farther and farther and harder to turn the train around.
• 20:16
  Well, you've already lost those opportunities.
• 20:18
  Yes.
• 20:18
  So the it's taken us a while.
• 20:21
  You know, it just it takes some time in business to understand about each day stands on its own.
• 20:28
  Because especially when you're young and and then you had a really good day and you made up for it, you're like, oh yeah, I can make up for it when this and that happens.
• 20:35
  And until you actually look at each day on its own, it's it's gone.
• 20:40
  It is.
• 20:40
  It's gone.
• 20:41
  Like, so that's why you have to focus on every day.
• 20:43
  I don't know who said this quote, but I really like it.
• 20:45
  So I'm gonna read it, okay?
• 20:47
  And maybe we'll figure it out.
• 20:48
  Listen to this quote.
• 20:50
  Checking your revenue number on the last day of the month isn't managing your business.
• 20:55
  It's reading the obituary.
• 20:58
  Right?
• 21:00
  Yeah.
• 21:00
  Is that true or what?
• 21:02
  Yes.
• 21:02
  Yeah.
• 21:03
  Because you're just reading the results.
• 21:05
  You might as well be a financial, uh, I was gonna say analyst, but a recorder.
• 21:10
  Just a reporter.
• 21:11
  I mean, you know, going over that, that's just a reflection.
• 21:16
  And that should be the meeting that we're either celebrating our success or analyzing and looking at why we weren't successful and what we need to change.
• 21:27
  I I think a big part of that, an understanding of that, is in one of our micro meetings on Tuesday, we were talking about something, and there were two different management styles in there, and people responding.
• 21:38
  And so we asked about something, and someone quickly answered was like, Oh, yeah, that's because of this, this, and this, this, and this, and this.
• 21:44
  And so then we got to the well, they kept talking, and then Matt was like, Well, let me base this off some stats.
• 21:50
  So he does some stats real quickly, and he's like, I'm so glad you pointed that out.
• 21:53
  Let me show you these stats.
• 21:55
  Actually, you're within a couple percentage points of the amount of traffic versus this.
• 22:00
  Store versus this store, you know, and it was the amount of work being an oil change versus heavy duty work.
• 22:06
  And uh they were saying, well, they don't do near the amount of oil changes.
• 22:10
  And so I was like, so that was a response just on what they thought they knew, the reporter style, waiting for the obituary.
• 22:17
  Then later on, there was another thing.
• 22:20
  And uh I said, hold on, that seems to be positive momentum.
• 22:24
  Tell me what you think about this.
• 22:25
  And he's like, Well, I didn't know.
• 22:29
  And so what I did was I pulled the report.
• 22:32
  I thought I knew, and I thought, hey, based on the the past, this is what happened.
• 22:37
  He said, But I pulled the report, and here's what I have found.
• 22:40
  That is two completely different styles of management.
• 22:44
  And some people have the fear of that I don't have the answer.
• 22:47
  I'm the director, I'm the manager, I should have the answer.
• 22:50
  The other people to say, hey, I should, but I want to see what did yesterday bring and what should we, you know, the biggest thing we say is like, well, that was a good day.
• 22:57
  You need to dissect that, figure out what made the good day, and repeat that.
• 23:00
  But first was dissect it and figure out what made it a good day.
• 23:04
  Don't just say, go get them, let's do it again.
• 23:06
  Hey, that same manager you're talking about, I've managed multiple different ways.
• 23:12
  Okay.
• 23:13
  And I've also worked with that person, and they're a great employee of ours.
• 23:18
  We're not talking bad about this for a long time.
• 23:22
  So we've both earned the respect and the trust that I should be able to say something and they should take it for card value.
• 23:31
  Yeah, you shouldn't have to sell it.
• 23:32
  And they should run.
• 23:33
  I've worked with this individual for over 20 years.
• 23:36
  Okay.
• 23:37
  And a lot of time together.
• 23:38
  So you would think that that was earned that like I could say, because like if I told you something, Shelby, you'd be like, okay, yeah, I know Matt researches it.
• 23:45
  Let me take it and run with it.
• 23:46
  I say something else to Taylor, and Taylor's like, just give me the ball and let me run.
• 23:49
  I don't need to waste time arguing now.
• 23:52
  This individual, however, is very passionate about what he does, which makes it great.
• 23:56
  But I know, because we've tried to address it before, that if I just say what I was gonna say, he was gonna have a rebuttal because he's protectant about his department and his production.
• 24:05
  But I knew if I provided him with some facts, it was just a bridge and we kept rocking.
• 24:11
  You you've been in the meeting before when it's the other way.
• 24:13
  Then it's a 20-minute drag out of like, holy cow, shut up and listen.
• 24:18
  Yeah.
• 24:19
  So I think you a great point there.
• 24:21
  Is you know, it's everybody just responds differently.
• 24:23
  All right, I got to give a little credit to that quote while we were talking there.
• 24:26
  So Keith Cunningham is the one that had that quote.
• 24:29
  Simply a nice guy.
• 24:30
  From his book, you know, like this The Road Less Stupid.
• 24:34
  Uh listen to that one.
• 24:37
  Right.
• 24:38
  That's a good one.
• 24:38
  Keith, thank you for giving that to us.
• 24:40
  That's super solid.
• 24:41
  All right, factor fiction time.
• 24:43
  If your team is busy, your business is moving in the right direction.
• 24:47
  Fiction.
• 24:48
  Fiction.
• 24:49
  Fiction.
• 24:50
  You guys are correct.
• 24:51
  That is fiction.
• 24:52
  If your team is busy, that does not mean you're moving in the right direction.
• 24:56
  They could be busy.
• 24:57
  Think if you're in construction or if you're in site work and they're digging a hole, they're busy, right?
• 25:02
  Yeah.
• 25:02
  It could be the wrong location for the hole.
• 25:05
  If you are not measuring whatever metrics and KPI that's relative to moving the mark towards the goal of your company, I can promise you the busyness is not pointing in the direction that you want to go.
• 25:19
  Yeah.
• 25:20
  That is just as simple as that.
• 25:22
  Yep.
• 25:22
  Absolutely.
• 25:23
  Diving into core two there.
• 25:24
  So what gets measured gets done, the why of obviously you're going into.
• 25:29
  So this is the why behind the problem.
• 25:30
  Most businesses only see the outcome and not the activity, is because they were never measuring the activity in the first place.
• 25:38
  I think that rolls straight with what I was just talking about of the measurables and whatever your measurables and your KPIs are, you as a leader, it just be we've changed KPIs a ton.
• 25:50
  We have.
• 25:52
  We have to pause and make sure they're aligned with what the goals and direction of the business are.
• 25:58
  And that changes.
• 26:00
  That changes.
• 26:01
  I want you to think about like a large, tell her you have cruise ships.
• 26:04
  So let's talk about that.
• 26:06
  A large cruise ship, you you have to, one of the KPIs for a while is is turning to get to the straight direction to get on path.
• 26:15
  Yes.
• 26:15
  You know, but then what then once you're on path and the ship is actually turned at that degree or whatever, then the KPA is not that anymore.
• 26:23
  It's whatever else it may be.
• 26:25
  You know what I love talking about that?
• 26:27
  And it can be in aircraft, it could be in boats, it could be anything else.
• 26:31
  Something that's large like that, that's moving at a high rate of speed or in a long distance or anything else, no different than your business.
• 26:37
  I'm not saying go left or right, forward or back.
• 26:40
  I'm saying adjust your adjust your position two degrees, three degrees, four degrees, whatever it would be.
• 26:47
  So I'm giving you one KPI to say, hey, change this in your daily activity to make this huge difference.
• 26:55
  A cruise ship that's going very slow or a plane that's going very fast.
• 26:59
  Shelby's talked about this in the meeting.
• 27:01
  If I'm off one or two degrees, I'll take off in Dallas, should be going to New York, and I land in Florida because I was a couple of degrees off.
• 27:11
  My business, I wasn't doing activities I was supposed to be doing daily, and I was doing the wrong activities, busy work, I was in gear going, but I wasn't directed in the right direction.
• 27:23
  That's why I love that.
• 27:24
  About there's there's a really good point about that.
• 27:27
  And uh the bigger, the bigger the business, the more people, the bigger the problem can be.
• 27:33
  So you think about those few degrees.
• 27:35
  So think about this.
• 27:36
  If you're a cruise ship versus if you're a 20-foot John cruise ship has to very, very, very, very, very specifically target when do they change their degree, when do they change their speed, because of fuel consumption?
• 27:50
  Yep.
• 27:51
  Because of the time that they're supposed to be there, because of how much draw the ship has, can we go that way?
• 27:58
  If you're in a John boat and you get there and you can't, you know, you didn't plan that far, you can whip this way, you can whip that way, you could stop right here, park right here, and run and go get some gas and come fill up your John boat.
• 28:10
  You can't do that.
• 28:11
  So the bigger your business is, the less you can fly by the seat of your pants and just be like, oh yeah, when we hit land, then we'll go 20 degrees north.
• 28:20
  Like, no, in your large business, you have to calculate today, tomorrow, manage those activities, and look at the 30 day, the 60 day, the 90 day.
• 28:28
  And you got to make sure you're on course.
• 28:30
  And in aviation, I want to make sure I was talking correctly here.
• 28:32
  So thanks for setting that up.
• 28:34
  It's called the one in 60 rule.
• 28:36
  So what they state is is for every 60 miles you fly, if you're if you have a one degree error, it'll take you one mile off course.
• 28:44
  And that's just in 60 miles.
• 28:46
  So for example, you'll miss the entire airport if you flew just 60 miles.
• 28:52
  Okay, one degree off.
• 28:54
  Okay.
• 28:54
  If if you go 300 miles, which is like to Dallas, okay, you're five miles off.
• 29:00
  It's pretty large.
• 29:01
  You made it a different town.
• 29:02
  Okay.
• 29:03
  If you flew from JFK to LAX, all right, just one degree off, that's 2,500 miles, it'll put you 42 miles off course and you'll land out in the ocean.
• 29:13
  Well, when I made that analogy up long ago, talking about people measuring the little things, I didn't have those stats, but I had a pretty good idea, and that's even more proof that it is the little details, the little bites of the yellow fin, and we're talking about just a little, and they're like, I'll get it tomorrow.
• 29:31
  The factory can only produce X amount of items.
• 29:35
  That's right.
• 29:35
  So if something's missed, they're like, get it tomorrow.
• 29:37
  What are you going to get tomorrow?
• 29:38
  If the factory could do more, they'd have already been doing more.
• 29:41
  If your workers could do more, they'd have already been doing more.
• 29:45
  I will tell you this.
• 29:46
  Um, let's go the opposite side of it.
• 29:49
  So let's let's go the time when you don't prune and you don't let off some of your KPIs, and then what that feels like.
• 29:57
  We we've always done a good job about having our different KPIs that we go over in meetings.
• 30:02
  We've always had manager meetings and like what we're going over.
• 30:04
  And then we're like, hey, a new metric comes out.
• 30:06
  If that's if that's from the manufacturer on a CSI or a delivery or a fixed right first visit.
• 30:12
  Do that often.
• 30:13
  They they do.
• 30:14
  So then we're adding that KPI in there because you got to track it.
• 30:17
  If you want to achieve it, you need to track it.
• 30:19
  Yep.
• 30:20
  And we add it on to the report.
• 30:21
  And then all of a sudden the report gets this long.
• 30:24
  And sometimes you need to look at it and go, okay, what are we still, what's still not relevant and remove those things off.
• 30:30
  Because it gets watered down.
• 30:31
  It does get watered down, and then it and then you get up in that brain fatigue or those meetings we were talking about a couple episodes ago that people don't want to go to.
• 30:40
  Well, you know, what we used to measure here, we substituted now we measure this, it's a better KPI, we remove this, but you got to communicate that with your team.
• 30:48
  Yeah, absolutely.
• 30:49
  That that's so big to be able to dive into there.
• 30:52
  So, you know, of going in and seeing your team, I love this of being able to see the scoreboard in real time.
• 31:00
  So to be able to see what activities are going on.
• 31:03
  And we kind of do that with some of our KPIs that we have out there, but what relevance is to that to the to the team and how does that help continue to further push that?
• 31:13
  I will tell you having metrics in front of people as live as you can, where they have to take action to get away from it, is so powerful.
• 31:28
  We've talked about that, that it has made us more money than anything else.
• 31:32
  Just having.
• 31:33
  And and from back in the day with with dad, it was the fax machine.
• 31:37
  Everybody had a fax machine, and there were faxes coming out non-stop.
• 31:42
  Before then, we had the green screens on the computers.
• 31:44
  And I can remember, and this was just growing up, but I can remember the other managers and I could see them get frustrated because they were working a deal or they were writing up a ticket, and across the green screen comes a scoreboard update, and it locked your computer.
• 31:58
  You couldn't do anything else at that time.
• 32:00
  They're like, son of a gun, but they're trying not to say anything because I'm right next to him and I'm his son, you know.
• 32:06
  But it was those KPIs right in front of them.
• 32:08
  What got lost a little bit was in email that people would send stuff out in the email.
• 32:14
  Yeah.
• 32:14
  With email, you got to open it and you got to look at it.
• 32:17
  And I'm not saying it's not great to have it in there, but if you lay a printed piece of paper on somebody's, I always lay it where they have to move it.
• 32:25
  So like on their keyboard, yeah.
• 32:26
  They at least, even when they're moving it, they're like, oh, okay, where was I at?
• 32:30
  Or now on our confidence monitors of where, where are we?
• 32:33
  You know, and that it has to interrupt their path that, you know, that says, hey, this is a level one going to be right in front.
• 32:40
  So that that's a thing that we do.
• 32:42
  And that's a thing that I I try to constantly focus on of metrics that someone else has created or something else that we're measuring.
• 32:49
  I don't have to be the creator, but I want to do my best to make sure that it's in front of people.
• 32:53
  So that in Slack that I'm constantly putting it there so people can reference it.
• 32:56
  Yeah, you know, so in a meeting that I, if I have no part of it, that I'm I'm like, I'm gonna at least record this and I'm gonna put it in here so they can find it, so they can see where we're all at there.
• 33:05
  And then in our confidence monitor, sometimes I'll come in and the TVs will be off.
• 33:09
  I'm like, let's get this thing on here, let's get these metrics up.
• 33:12
  Hey, please update this because you create the urgency and the importance, and then you let that fall down and they're like, hey, my number's off.
• 33:19
  So they stop.
• 33:20
  It doesn't have the value that it has.
• 33:22
  And I think that's a thing that I am not a I am not a group techs person.
• 33:27
  Sure.
• 33:27
  You know, I I have plenty of them for what it be kids sports or just funnies or this, that, and the other.
• 33:33
  But then when it comes to measurables and metrics, and we don't hammer like we've got one for all of our sales managers and fighting managers that we communicate about different meetings, and it's not like there's not a ton of gifts and stuff coming across here.
• 33:45
  And not everybody's hardening love and all this stuff that Matt Love so much.
• 33:50
  But it will be one of those things that I see.
• 33:52
  I mean, I'll give you a thumbs up.
• 33:53
  We're not at that activity level that that the day should bring.
• 33:57
  Yeah, and that's where I would remember that a fax would come out.
• 34:00
  Sure.
• 34:00
  And I'm like, hey, activity checkup.
• 34:02
  It's just a reminder.
• 34:03
  Hey, is our ship pointed the right way?
• 34:06
  Are we at the right speed?
• 34:07
  Is this at the right pace?
• 34:08
  Do we have, you know, all those things?
• 34:10
  And so it's an activity checkup, and they're like, whoop.
• 34:12
  And so that's at level one.
• 34:14
  It's right in front of them because you know their phone's there, or it's a printout that you come around and hand out.
• 34:18
  And so then you are measuring it and it is in front of them, and it is real time.
• 34:22
  And they're like, okay, I'm not winning.
• 34:24
  There's a piece, and I and I like breaking these down when we get to them because there's always nuggets in there that I don't want you guys to miss.
• 34:30
  The reason that in the text group that it's effective is we don't have a machine gun going off all the time.
• 34:38
  Yeah.
• 34:38
  If you if you walk into the room or you walk in with your text messages, and it's just constantly going off, all this noise.
• 34:46
  Then when it's actually time to take a shot, the boy that cried wolf.
• 34:50
  You know, and it's like, so that they know in our group text there, and yeah, there'll be some emoji.
• 34:55
  Like we have a big month and a celebration, like, okay, that's fun, right?
• 34:58
  That's a question.
• 34:59
  You know, but it but it's not every single day.
• 35:01
  Hey, I'm sorry, my dog got sick, and no, the tire fell off the vehicle out there.
• 35:05
  Like, just go fix it, go fix it.
• 35:07
  So then when you do get ready to ask for a checkup or this or that, it's relevant and people pay attention because you haven't cried wolf.
• 35:15
  Yep.
• 35:16
  They they appreciate that and they respect that that you haven't spammed them, and then that means, hey, I'm going to reciprocate with the same amount of respect.
• 35:24
  Absolutely.
• 35:24
  And say, All right, we got to get after it.
• 35:26
  You guys hear us go off sometime, not on a tangent, but talking about the details.
• 35:31
  And some of you are just shaking your head and going, What?
• 35:34
  They're looking at this and that.
• 35:35
  The details are what matters if you want somebody to take action and to take you seriously.
• 35:41
  Yes.
• 35:42
  And having the details in there, a visual scoreboard I love.
• 35:45
  Because I can sit in uh manager offices, and not only do you get accountability from your sales staff that are in there, like, hey, this isn't updated, or hey, wait, where am I at?
• 35:55
  They're like, What are you doing?
• 35:56
  You get vendors that walk in, they're like, they'll say, Hey, good night.
• 36:00
  Y'all are getting after it.
• 36:01
  And the manager's like, Oh, yeah, we are.
• 36:03
  And they don't even know for a second.
• 36:05
  Well, they're reading whatever the scoreboard is, or are visual boards that have X's on there for what's sold.
• 36:12
  And so then they're like, Oh, I've got to keep this up to date because then they're asking me about it, or they're really checking in on me.
• 36:18
  So I got to make sure.
• 36:19
  So visual scoreboards always visual points of interest, whatever they are, are gonna always hold a higher accountability.
• 36:27
  And the greatest thing is they hold accountability to a manager at the team level without you ever having to say a word.
• 36:32
  It's yeah, it's it's just right in front of it.
• 36:35
  You know, so sometimes like Ultimate Challenge, I'll take over some of the TV and so then I'll share a Google Sheet or Google Doc, and it'll be in each manager's office and it'll have that count.
• 36:48
  Yep.
• 36:48
  And then as the month went, as we were trailing or a hit, I would add metrics to it, like, hey, we need 18 today, or or plus six, or minus this, where I'd change colors of it.
• 36:58
  So you wouldn't have to say where there's like, oh, okay, we're rolling.
• 37:01
  It's like, oh, we probably should do some more activities.
• 37:04
  So the other point I want to talk about here is how that's evolved, but it stayed at its core throughout 80 years of business.
• 37:12
  So, like my grandfather and his brother, it was written on sheets of paper, you know, with the ruler and stuff, and then they'd go pass it out.
• 37:20
  They might pin it in the, you know, in the Aployed break room or whatever it may be.
• 37:25
  Then it evolves, and my dad starts faxing it and it starts coming up on the green screen, but still KPIs.
• 37:32
  Now they had different KPIs than we have now, but still KPIs in front of people using the means of communication that people are using during that time.
• 37:42
  Okay.
• 37:43
  Then it evolves and we start emailing it.
• 37:46
  The emailing's coming out, the fax is kind of still going, the green screen's not there anymore.
• 37:51
  Yep.
• 37:52
  Well, then the email kind of gets watered down.
• 37:55
  So it's, hey, how do we put it on TV boards and have KPIs, but let's still pass it out at the same time.
• 38:02
  And then communication comes through apps and through text.
• 38:05
  So how do we have a text message group thread?
• 38:07
  And then how do we have an app so the text don't get overloaded that have the different channels of communication in there?
• 38:14
  So all of that is relevant and reporting on how you evolve with your business, but you keep the core things.
• 38:21
  Remember to adapt to society and employees and how they're communicating today.
• 38:26
  And don't think that like they're just going to adapt to you.
• 38:30
  You know, you're not as big as the outside world.
• 38:33
  No, the outside world is training your employees and your customers how to communicate what channels to use.
• 38:38
  It's your job to adapt.
• 38:40
  So are you saying that we should?
• 38:41
  I don't have this app.
• 38:43
  I think some of our younger generation.
• 38:45
  So should we send Snapchats of our faces looking at the metrics, like some of our sales team?
• 38:51
  Yes.
• 38:51
  Like send a quick screen.
• 38:53
  Yes.
• 38:53
  I'm going to need the facts on that first before I just need to directly on that.
• 38:58
  I think uh Farmington has their own Snapchat group.
• 39:01
  Yeah.
• 39:01
  You could just pop in there, I think, with a picture of your face, and it's probably gonna go down.
• 39:06
  I'll get tagged on there.
• 39:07
  Yeah, we don't have enough time left in there.
• 39:10
  Hit them with your fun fat stack.
• 39:12
  Oh man, how many businesses actually hit the goal they set at the start of the month?
• 39:16
  None.
• 39:17
  I'm getting very few.
• 39:18
  You'd think a lot as much as businesses.
• 39:20
  I mean, but it's not.
• 39:22
  It can't be that so but before you fully define that, I guess let me say this.
• 39:26
  And so I I feel this sometimes because in our meetings, every single day, we go over and the metrics that we do is I'll do a plus if we're trending above where we were the previous day, and we'll do a highlight if they're, and this is not my idea, this came before me, a highlight if we're at that standard goal or above, right?
• 39:45
  And so sometimes the idea of the goal is progression, forward progression versus where we were 90 days ago, where we were year over year last year.
• 39:54
  So that goal might be higher.
• 39:57
  And if you don't overly change how to get there, there's a chance that you're not gonna hit that.
• 40:01
  I mean, many a times we don't hit that goal.
• 40:04
  And what I tell them is, hey, shoot for the stars.
• 40:05
  And if you fall short and land on the moon, you still accomplish something great.
• 40:09
  Absolutely.
• 40:10
  Right.
• 40:10
  So that's the thought on goal achievement.
• 40:13
  I I had a before I go into this, I had a I got to go off what you said there.
• 40:16
  I had a boss and a mentor when I was in an internship during college, and one of his quotes were perfection is the goal, but excellence is tolerated.
• 40:27
  Yes.
• 40:28
  So when you think about that, like we all know that none of us are perfect.
• 40:32
  Yeah.
• 40:32
  And nobody, but if that's the goal, and we're not in our mind of like, nobody can accomplish that, you can't do that.
• 40:38
  If you fall short, you're excellence, and that'll be tolerated.
• 40:40
  That's the exact same thing.
• 40:42
  So that's when it's so like, hey, perfection is the goal, and don't get hung up in the idea of perfection.
• 40:46
  I'm just saying, hey, 110% of last year is the goal.
• 40:49
  Yeah.
• 40:50
  But excellence, if you land at 99% or 101%, that'll be tolerated.
• 40:55
  That's great.
• 40:55
  Yeah.
• 40:56
  I love that.
• 40:56
  Paul Cummings.
• 40:57
  Yep.
• 40:57
  Shout out to Paul Cummings right there.
• 40:58
  Constantly would hammer that.
• 41:00
  And I I only went to his place one time, but you always said it and I knew it.
• 41:03
  And so I will constantly still say that.
• 41:05
  It's just so relevant.
• 41:06
  Okay.
• 41:07
  So it's funny because I looked at the and I didn't come up with this question um nor the answer.
• 41:12
  Our our crew did behind the scenes, but I did test something else that I'm going to get to.
• 41:17
  So the the question was how many businesses, y'all gotta love this, actually hit the goal that they set at the start of the month?
• 41:25
  10%.
• 41:26
  10%?
• 41:27
  10%.
• 41:27
  Oh wait.
• 41:28
  10%.
• 41:29
  That is crazy.
• 41:30
  Okay.
• 41:30
  Now listen.
• 41:31
  I asked AI this, so it's got to be real.
• 41:34
  What percentage of businesses actually set monthly goals?
• 41:38
  I was gonna throw that in there.
• 41:40
  Actually set monthly goals.
• 41:42
  You want to know what percentage?
• 41:44
  10%.
• 41:46
  I don't think as a direct provider.
• 41:48
  So if only 10% goals and only 10% of those people hit their goals, that means only 1% is having a success rate.
• 41:54
  If those two.
• 41:55
  All right.
• 41:55
  So I think like, how do we unpack that just a little bit there?
• 41:58
  And I know it's just a fun question, but guys, if 90% of you listening out there don't even set a goal, what are you doing?
• 42:10
  You don't even know if you're doing good or bad.
• 42:12
  You're just like judging by it if you're negative in your bank account.
• 42:17
  It's two things.
• 42:18
  How busy was I?
• 42:19
  Yeah.
• 42:19
  Is there any money in my bank account?
• 42:21
  And are you asking the guy at the counter, hey, how was today?
• 42:24
  And are they negative fancy?
• 42:25
  Like how was today?
• 42:26
  Uh, it was a little slow, only in three people show up.
• 42:29
  Okay, now furthermore, the businesses that set goals.
• 42:33
  Okay, so the 10%.
• 42:36
  Okay, so if you actually set the goal, you beat out 90% of other people.
• 42:38
  And I don't mean a mine goal.
• 42:40
  Some of y'all are going, well, yeah, I set goals, but I really don't write them down.
• 42:42
  Goals are not written down, they're just wishes.
• 42:44
  And I don't share them with anybody else.
• 42:47
  There's no accountability.
• 42:48
  Whatever.
• 42:48
  That's not a goal.
• 42:49
  Go back to our goal setting podcast.
• 42:51
  Okay.
• 42:52
  Of the people that set goals, so only 10%, only 40% of them conduct any type of meetings tracking the goals.
• 43:03
  What they do is they send out the reports email-wise, and they're like, well, I told them they should know where they are.
• 43:10
  How can you make adjustments?
• 43:12
  Okay.
• 43:13
  I'm going back to sports here.
• 43:14
  Okay.
• 43:15
  So we studied the film, we installed the new game plan for the team that's coming up this weekend we're playing.
• 43:22
  Okay.
• 43:23
  So the the goal is to win.
• 43:25
  Okay.
• 43:25
  The activities is this game plan we installed, these plays, these formations, but then the coaches are on the sidelines, communicating with the press box, talking to the players, adjusting during halftime.
• 43:39
  That's the same thing in your business.
• 43:42
  Have the meetings throughout the month, tracking where are we on the KPIs, what do we need to adjust?
• 43:47
  What are y'all seeing?
• 43:49
  You know, it doesn't always feel this way.
• 43:51
  And I'm just saying, hey, it's okay, keep grinding.
• 43:54
  It doesn't always feel this way, but they say it's so easy to win in business if you just follow the The basics and use some effort because think about that.
• 44:03
  If only 10% of people set goals, enough that only 40% of the 10% actually tell somebody about the goal or have any type of meeting of where we are in that goal.
• 44:14
  Yeah, you could very easily be better than 90% of people if you just had a very clear written game plan and you weren't even good communicating about it.
• 44:24
  You just had a handout or you text about it.
• 44:26
  Hey, it's 13th of the month.
• 44:29
  We're currently at 42% of the month.
• 44:32
  Yep.
• 44:32
  And we're currently trending at 50%.
• 44:35
  Yep.
• 44:36
  It was like, okay, well, you're ahead of your 42% because you're 50%.
• 44:40
  So that math-wise, that would put you in the top 4% of companies.
• 44:46
  If you just tried, if you just set a goal and once a week just went over either Zoom in person or a phone call over where you were tracking on your KPIs.
• 44:57
  You can be in the top 4%.
• 44:58
  You know why they don't?
• 45:00
  Because they get busy.
• 45:01
  They get busy and they never pause to work on their business.
• 45:06
  They're always working in their business.
• 45:07
  And you need a true relationship.
• 45:09
  I'm going to give one other point here and then Shelby, let's get on to your section.
• 45:13
  Um, some of y'all, I just I know this because I've been there and I've listened to people that that were bigger than us in business and they had more resources than us in business.
• 45:22
  And I would catch myself going, if I just had this, if I just had that, we could do it.
• 45:26
  Can I tell you, if you don't have a fancy computer system and if you don't have all this and all that, you can simply go buy a TV that is very inexpensive.
• 45:35
  Do it when you check out a Sam's today.
• 45:37
  Okay.
• 45:38
  For 400 bucks, pretty good size one.
• 45:40
  All right, take your laptop, take your phone if you want to, or your iPad.
• 45:45
  You can cast a Google Sheet up to that TV that simply has your metrics in it and just manually fill it out once a week.
• 45:53
  That's that's still what we're doing in a lot of our things.
• 45:56
  So I'm just telling you, for a mirror system, less than$500, your employees can walk into your next shop meeting or production meeting or forecasting, have a TV on the wall, and you go over that.
• 46:09
  Yep.
• 46:10
  And then do the printouts too.
• 46:12
  Okay.
• 46:12
  Super solid.
• 46:13
  All right, core number three.
• 46:14
  The goal is not the plan.
• 46:16
  We're talking about the solution.
• 46:18
  So we first started out with the problem, then we talked about the why, and now we're talking about the solution.
• 46:22
  The goal is not the plan.
• 46:24
  So think about that.
• 46:25
  Our goal is to outsell last year by 10%, right?
• 46:29
  We want to be 110%, whatever that may be.
• 46:31
  Hey, our goal is to install 40 roofs this month.
• 46:35
  Yep.
• 46:35
  Hey, our goal is to connect with 100 customers that we can help with this.
• 46:41
  That's our goal.
• 46:42
  That is not the plan.
• 46:44
  So you have to think about that.
• 46:46
  It's like, hey, go sell 40 roofs.
• 46:48
  Not the plan.
• 46:50
  Hey, go sell 65 cars.
• 46:52
  Hey, I need you to sell 15 cars.
• 46:54
  That is not the plan.
• 46:56
  How do you get there?
• 46:57
  That most people say that, right?
• 46:59
  So what we'll talk about is breaking that down.
• 47:01
  Setting the goal is the easy part.
• 47:02
  The hard part, the part that almost all businesses fail at is the reverse engineering.
• 47:07
  And it's funny because one of our finance managers was asking me something the other day, and I was like, hang on, show me the whole thing.
• 47:12
  And I said, okay, this, this, and this.
• 47:14
  I said, no, you got to reverse engineer this.
• 47:16
  He said, huh?
• 47:17
  I said, I've been doing this since I was in the third grade, like figuring out a math problem or something.
• 47:21
  It's like, okay, give me the solution.
• 47:23
  And it's like A squared plus B squared equals C squared.
• 47:26
  If you're missing one element, I can figure it out.
• 47:28
  I just need to understand, hey, what's the goal?
• 47:30
  Okay, let's figure it out, let's break it down there.
• 47:32
  So reverse engineering what it actually takes to hit daily.
• 47:36
  I love this.
• 47:37
  I love this.
• 47:38
  And I'm going to talk about selling cars because it's the easy one right here.
• 47:41
  Then we get to service, is when we sit down and and you got to be careful because when people set goals, especially you get around a bunch of A-type personalities, they rev up hard.
• 47:52
  And then they'll always look at me because I'm a revved up guy and I love hitting goals.
• 47:56
  But then slowly I'll talk to them about it.
• 47:58
  I'm like, okay, do you have the pieces in place to actually accomplish that?
• 48:02
  Because don't set yourself up for something that you don't have the structure in place to do.
• 48:08
  Because I want you to succeed.
• 48:09
  I'm not telling you to make goals easily achievable, but is everything there?
• 48:13
  So when we're setting a sales goal, there's three things that must be in place to accomplish that.
• 48:19
  All right.
• 48:19
  Number one, do we have enough salespeople to accomplish that goal?
• 48:23
  What do we simply do?
• 48:24
  We just take the average.
• 48:25
  You know what I mean?
• 48:27
  We multiply the average times of salespeople.
• 48:29
  So let's use easy numbers here.
• 48:30
  If it's 10 is the average, and we have 10 salespeople, that's 100.
• 48:35
  Yep.
• 48:35
  All right.
• 48:36
  Now, based upon our facts, we see that between 85 and 90% of our goals are hit every month at an individual level.
• 48:44
  Individual goals.
• 48:45
  Individual goals.
• 48:46
  Okay.
• 48:46
  So let's take 85%.
• 48:47
  And you say, well, why didn't everybody do 100%?
• 48:49
  Listen, somebody's going to be sick, somebody's going to have a kid out, somebody's going to go on vacation.
• 48:53
  It's just you need to manage in real worry.
• 48:57
  So let's take 85%.
• 48:59
  So of those 10 that sold on average of 10, and you got 85% production, you can accomplish 85.
• 49:05
  Yep.
• 49:06
  85.
• 49:06
  That's it.
• 49:07
  Okay.
• 49:07
  As long as everything else is in place.
• 49:08
  So that's number one.
• 49:09
  So if somebody tells me they want to sell 150 with 10 salespeople, I'm like, you haven't proved yet that your average of your salespeople can get to an over 15 average.
• 49:18
  Yep.
• 49:19
  You need to add salespeople or you need to up their training level.
• 49:22
  Number two, do we have enough inventory?
• 49:25
  Do we have the inventory to do it?
• 49:26
  We got the people to sell it.
• 49:27
  We got the product to sell.
• 49:29
  Do we have enough of it?
• 49:30
  Let's look at what are incoming and what's in stock.
• 49:32
  And then number three, do we have the marketing in place to provide the opportunities to sell?
• 49:39
  And that's how you reverse engineer for sales.
• 49:41
  Most certainly.
• 49:42
  And so you look at any of those and think about it.
• 49:44
  We're talking sports.
• 49:46
  Let's say someone says, hey, I want to run a sub-six minute mile.
• 49:49
  Okay.
• 49:50
  That's the goal.
• 49:51
  Okay.
• 49:52
  The solution is not go run a sub-six-minute mile, right?
• 49:56
  You break it down into, okay, here's what we need to do.
• 49:59
  You need to go run a minute at six-minute pace or 545 pace and then 30 seconds recovery.
• 50:06
  And then you do that times four.
• 50:09
  And then that session you're going to do three times a week.
• 50:12
  Then we're going to work on some sprints to be able to get that.
• 50:16
  That's the plan.
• 50:17
  That's often where people miss that.
• 50:19
  And so then they break that down.
• 50:20
  And so you take that breakdown.
• 50:22
  And so then we break it even further down.
• 50:24
  Taylor, talk about the stats that we know that this person has to complete 48 phone calls to schedule an appointment.
• 50:31
  And when they schedule one appointment, half of them actually sell the car.
• 50:35
  How do we use that metric?
• 50:36
  Oh, going through being able to use that to coach our guys, you know, of looking at, so whenever we break all of our people apart of saying, hey, you do 40 activities, 50 activities a day, and seeing the metric that we were talking about earlier, that they can schedule one person off of two phone calls, or every five phone calls, they can schedule one person.
• 51:01
  So then we can look at it and easily say, hey, every five phone calls, you schedule one person.
• 51:06
  Your closing percentages at 50.
• 51:08
  So you to sell one today, you need to make 10 good phone calls to schedule two people because of those two people, you're going to sell one of those.
• 51:15
  And that's based on their facts.
• 51:17
  Of their true uh proven track record that we pull up, not metrics we're putting together.
• 51:23
  We're taking our 50 activities because we know of 50 activities that that is a good average.
• 51:29
  It's not overwhelming or underwhelming, that it's right there where it needs to be, but of their proven track record, this is what X sold these last amount of days, and this is what activities they put in there.
• 51:42
  So that that really helps us engineer if a person's averaging 10 cars or 12 cars or 15 cars, and when we set for the next month, we set that goal, and we're not saying it's set and forget for a month, but what we'll say is okay, if you want to grow, and generally they shouldn't, they generally don't grow more than 10% per month.
• 52:00
  That's right.
• 52:00
  Right.
• 52:01
  So at 10, that would get them to 11, you know, and then we grow from there.
• 52:05
  Can we bump a little?
• 52:06
  Sure.
• 52:06
  But then we reverse engineer all those metrics and say, okay, let's go look at your last 90-day proven track records of how many activities does it take.
• 52:14
  So we'll start at the very end and go completely backwards.
• 52:16
  Reverse engineer it.
• 52:17
  And so then we'll break that down to a daily activity.
• 52:20
  Yep.
• 52:20
  And so some of them, and it proves that they're not the greatest at the task, you know, because I'll say do more and be better at it.
• 52:27
  That's always what I'll say, do more and be better at it.
• 52:30
  Uh, and it's important to be better at it because sometimes they'll complete 400 tasks.
• 52:35
  And so I was schedule one appointment.
• 52:38
  It's like, hold on, please don't make any more phone calls because we got to work on what you're saying.
• 52:43
  That's right.
• 52:44
  400 to 1 is not a good ratio because our store average is 25 to 1.
• 52:49
  There's a hole in the bottom of the bucket and your water is flowing full throttle through the bucket down through the bottom.
• 52:54
  So if you see that, if you see that it takes that many tasks or they have to schedule five appointments to sell a car when we know our average is 52% or 55% there of a show rate we'll buy a car, then we take that they want to sell 15.
• 53:08
  It'll show I've seen it before, that they need to make 13,000 outbounds.
• 53:14
  I'm like, you got a lot to do.
• 53:16
  You got a lot to do.
• 53:17
  So let me help you polish up.
• 53:19
  Like once you get a car in here to fix, you don't know what tool to use.
• 53:23
  You don't know time tools and training, right?
• 53:25
  So we'll like, let's stop that real quick.
• 53:28
  You're not the best at this, and I'm gonna help you because I think you are really good.
• 53:32
  This circles back to the beginning, Matt.
• 53:34
  You are so good at completing tasks.
• 53:36
  Yep.
• 53:37
  Like you are task-driven.
• 53:38
  I love that.
• 53:39
  Green light just came on.
• 53:40
  Okay, go ahead and coach me.
• 53:41
  So here's where I see opportunity, Matt.
• 53:43
  If we possibly, and here's how we'll do it.
• 53:46
  What if you and I did some phone calls together?
• 53:48
  Okay.
• 53:49
  You lead a couple, I'll lead a couple.
• 53:51
  Okay.
• 53:51
  And then if we get to a point where I feel like you're you've connected so well, but I feel like there's an area that I could help you actually set that appointment.
• 53:58
  Would you be okay if I took over?
• 54:00
  Okay.
• 54:00
  Okay.
• 54:00
  Okay.
• 54:01
  So what we'll do is we'll make a phone call together.
• 54:03
  And this is what we tell our management team good, bad, or ugly.
• 54:06
  Let's do this together.
• 54:07
  Go to their office, start working on that, have them dial, show you how they do it.
• 54:10
  And you might be like, oh, that was a completed task.
• 54:13
  No, you didn't actually complete the task.
• 54:15
  Yeah.
• 54:15
  So then you find that.
• 54:16
  That's right.
• 54:17
  It's like, oh no, you actually have to do that.
• 54:19
  You actually have to click the phone to complete a task.
• 54:21
  You can't just, and so then I'll help them get a win.
• 54:25
  I'll help them like, oh, uh, hey, pause that real quick.
• 54:28
  Just put them on hold.
• 54:28
  It's like, all right, I'm gonna take over this.
• 54:30
  Hey, Mrs.
• 54:30
  Smith, this is Shelby.
• 54:31
  Hey, Matt and I were working together.
• 54:33
  We were actually seeing that you were recently in for service and you declined some service work.
• 54:37
  Is that because you feel like your car is getting older than what you thought and you don't want to pour money into it, or because you were planning on saving money and upgrading to a new ride?
• 54:44
  And I just I don't know.
• 54:46
  You know, it's a lot of money.
• 54:46
  So we do, you brought up a good point of do we invest the money into this car or do we go ahead and upgrade the car?
• 54:52
  That's such a great question.
• 54:53
  And we get that all the time here at Lewis Automotive.
• 54:55
  And kind of one of the things that we look at is how much longer would you keep the car and how many other unforeseen fixes would we have to go over?
• 55:02
  What I would like to do is because we because your car is still such great condition and just needs a few things to get it perfect, that means it's still worth quite a bit in the used car market.
• 55:12
  The markets are super high.
• 55:13
  As a matter of fact, it's on my list of a car that we can give up to$2,500 over market value.
• 55:19
  What's the rest of your day look like?
• 55:21
  Could we schedule time to take a look at your car?
• 55:23
  I could get you that actual cash value.
• 55:25
  We could look at it and see what that replacement vehicle looks like.
• 55:27
  Do you have like a 215 or a 345 that would work?
• 55:30
  Yeah, 345 will work.
• 55:31
  Perfect.
• 55:31
  All right.
• 55:32
  Well, Matt, Shelby, and I are gonna work together and make sure that we have everything ready for you.
• 55:35
  When I get off this phone call, I'm gonna send you a text so you know how to get a hold of me.
• 55:39
  I'm gonna send you a picture of me so you know what Goofy Me looks like.
• 55:41
  Okay.
• 55:41
  And I'm gonna show you the cars that we have so you know exactly where to go, the location we're at, and you can text me in case anything happens, right?
• 55:48
  Sound good?
• 55:49
  Sounds good.
• 55:49
  Perfect.
• 55:50
  Well, we'll see you at 345.
• 55:51
  Let me know if anything happens.
• 55:52
  Then I get off that and I'm like, oh my gosh, Matt, you just scheduled an appointment.
• 55:56
  And he's like, Why didn't you do it?
• 55:57
  It's like, no, no, no.
• 55:58
  Did you see how that worked?
• 55:59
  Yeah.
• 55:59
  Victory.
• 56:00
  We'll only make four phone calls and we made an appointment when he's normally doing 280.
• 56:05
  Yeah.
• 56:05
  And so then you showed him how to have success.
• 56:08
  Absolutely.
• 56:09
  And you didn't say you suck at converting appointments.
• 56:12
  Your phone calls are off.
• 56:13
  You showed them how to have success.
• 56:15
  So what Shelby just did there, a lot of people are listening, going, okay, yeah, that's amazing, but I don't have time.
• 56:22
  All right.
• 56:22
  Let me help you.
• 56:24
  Let me well, let me tell you why you have time to.
• 56:27
  Your obituary is not looking good.
• 56:28
  It's not looking good at all.
• 56:30
  Because does that take time?
• 56:31
  Does it take practice?
• 56:32
  Absolutely.
• 56:33
  Does Shelby have plenty of other things he could do in his day that'll fill it?
• 56:37
  Absolutely.
• 56:37
  And if he doesn't tell it how to fill the time, it will fill itself.
• 56:42
  You know, we've all been worn plum out at the end of the day, whether we've sold or serviced any cars or not.
• 56:48
  You're going to be worn out either way.
• 56:49
  Either way.
• 56:49
  So you might as well be the most efficient.
• 56:51
  So I do want to pause here and tell you while that is a hidden multiplier that most people miss, most people miss having one-on-ones and training the actual conversions because they say they're too busy.
• 57:06
  Let me show you this cost.
• 57:08
  We have 41 salespeople.
• 57:09
  Okay.
• 57:10
  41 salespeople.
• 57:12
  So let's just say Shelby was over 10 of those.
• 57:15
  If he doesn't take the time to get them trained right in the correct verbiage on those 10, those 10 will not convert at a higher rate.
• 57:27
  They'll be blowing through their to-dos.
• 57:30
  So then you won't get the output on the scoreboard that you're looking for.
• 57:34
  So by investing the time, investing the time in those 10, those 10 right there, you can double the conversion rate, if not triple, over the phone.
• 57:46
  Times 41.
• 57:47
  Times 41.
• 57:48
  And it's a crazy stat that we look at, and you have all your metrics pulled up, but I'll just go off of the salespeople based on their goal.
• 57:55
  We go over that every Monday, how they're trending.
• 57:57
  Yep.
• 57:57
  And the we have an average sold per salesperson per, you can see it per person, but you can also see it per store.
• 58:04
  So you can kind of see, hey, what's the noise and what's going on?
• 58:07
  We had a variance of a store's low on this last Monday, you know, which would have been about the halfway point, a low of 3.1 cars sold, and a high of 7.8.
• 58:20
  So you had one performing in double that.
• 58:23
  Yes.
• 58:24
  Yes, you really did.
• 58:25
  So like so far this month, just at the halfway point, we've made 4,600 phone calls.
• 58:29
  4,600 phone calls.
• 58:31
  And if you don't have your verbiage right, you know their KPI is to convert it to 10% calls to appointments.
• 58:37
  Yep.
• 58:37
  Without coaching, that goes to 5%.
• 58:41
  So the difference in appointments there from 5% to 10% is over 200 appointments already in the month.
• 58:52
  At a 50% show rate is 100 appointments there, and then 50% of those who deliver, that's 50 additional sold.
• 58:59
  And that's just on phones.
• 59:00
  If you did the emails and the text messages, it would be even more.
• 59:03
  The number would be even like so.
• 59:05
  The reason I paused right there is you can't afford not to invest time into those that are producing.
• 59:15
  And we started this whole podcast in like, how do I figure out which bite I take?
• 59:21
  One of the things I coach managers on.
• 59:23
  So when you get your list of to-dos, I want you to rank them not by what you feel you should do first, not by what's easiest to do first, but by what affects more people the most.
• 59:36
  If I make this decision, it affects one person.
• 59:40
  If I make this decision, there's two people waiting on me for that decision.
• 59:44
  If I do this, I have 41 people it affects.
• 59:49
  If I don't go over role play in the morning to make sure they're battle tested and the words that come out of their mouth, either via text or phone or in person, aren't sharp and ready to go, the multiplier is times 41.
• 1:00:02
  That has to be at the top of the list.
• 1:00:04
  It's huge.
• 1:00:04
  You got to rank them.
• 1:00:05
  You do.
• 1:00:06
  You do.
• 1:00:06
  I think that's super big there.
• 1:00:08
  Think about this.
• 1:00:08
  The business that finds the number and they manage it every single day are the ones that stop being surprised at the end of the month.
• 1:00:17
  They know exactly where they're gonna end up.
• 1:00:19
  Where they're gonna end up, right?
• 1:00:21
  And I was something I was talking to a super wise guy that is metric driven 1,000%.
• 1:00:28
  And he said, we've got it so figured out, and he's got 35 plus different rooftops of companies of all different facets.
• 1:00:35
  He said, generally by two to three days till the end of the month, I can tell you exactly almost to the dollar where we will land because we have our metrics on check and I know that everyone's watching those and I know what the performance is.
• 1:00:48
  They're not surprised, right?
• 1:00:50
  Because they're making adjustments in the on the second of the month or the fourth of the month or the twelfth of the month.
• 1:00:55
  You should never be surprised of an outcome.
• 1:00:59
  And even when we have an off month, we've we've known it.
• 1:01:04
  You could see it.
• 1:01:04
  We could see it.
• 1:01:07
  I don't want to accept it.
• 1:01:09
  You lose a Super Bowl.
• 1:01:10
  Like every single year somebody loses a Super Bowl.
• 1:01:12
  That's right.
• 1:01:12
  That's right.
• 1:01:13
  Right?
• 1:01:13
  And they see it.
• 1:01:14
  They see that they're down on points.
• 1:01:16
  Yeah.
• 1:01:17
  And they make adjustments, they make adjustments, and they make adjustments.
• 1:01:20
  Yeah.
• 1:01:20
  They at least give it effort.
• 1:01:22
  You never, never be so pro that you just walk off the you're adjusting to try to minimize.
• 1:01:28
  Minimize loss.
• 1:01:29
  That's right.
• 1:01:29
  Or, you know, maximizing that last push.
• 1:01:32
  Yeah.
• 1:01:32
  That last push there.
• 1:01:34
  But but you you know.
• 1:01:35
  And if you don't know, you just got your blinders on.
• 1:01:39
  You need to do a quick checkup if you don't know.
• 1:01:42
  That means you're not paying attention to the whole situation.
• 1:01:44
  What you're doing is you're doing the physical task or labor in your business because it feels good and you feel productive, but it does not have a multiplication factor.
• 1:01:56
  And your team needs you to do different.
• 1:01:58
  No doubt.
• 1:01:58
  They're counting when you think of this.
• 1:02:00
  The goal tells you where you're going.
• 1:02:01
  Yep.
• 1:02:02
  The daily activities tell you if you're actually going to get there.
• 1:02:06
  I love that.
• 1:02:07
  And I was going to talk about, you know, we we talked about aviation and cruise ships.
• 1:02:11
  I think about getting in a car.
• 1:02:13
  If we're going to drive, and let's say our goal is to drive out, let's drive out to Moa, to Utah.
• 1:02:18
  And let's let's act like we don't have GPS, let's act like we don't have phones.
• 1:02:22
  Let's act like they didn't even put signs up on the roads that you're on.
• 1:02:27
  Okay.
• 1:02:28
  And you're just hoping, going off a gut feeling that you're going to get there.
• 1:02:32
  You're not getting there.
• 1:02:33
  I mean, your roadmap, your big atlas isn't even going to do any good because if we don't have any signs on the road.
• 1:02:38
  So the the game plan is we're going to get to Moab, Utah, and we're going to go through Oklahoma, we're going to go through Kansas, cut through Colorado because we like the scenery there.
• 1:02:50
  Then we'll get into Utah and we'll go north.
• 1:02:52
  All right.
• 1:02:53
  So that's the game plan.
• 1:02:55
  The checkpoints along the way are the road signs, the GPS, the making sure we're staying on track.
• 1:03:03
  So you need all those if you're going to get to the goal.
• 1:03:06
  Yeah.
• 1:03:06
  Now you're going to wake up on the other coast.
• 1:03:08
  It's fully.
• 1:03:09
  I mean, if it's me, I'll be in Florida.
• 1:03:10
  I'll be thinking my gut was right.
• 1:03:12
  We'll cross over the Smoky Mountains.
• 1:03:14
  And well, is that the Appalachian or is that the Rocky?
• 1:03:16
  Don't know.
• 1:03:17
  It's so important.
• 1:03:18
  Okay.
• 1:03:18
  I got a couple of questions for y'all.
• 1:03:19
  We've we've gone over this, but then anything else you see that could help you adjust.
• 1:03:24
  So um, Matt, what are some of your daily goals to help you drive the company?
• 1:03:29
  I'm glad you asked this.
• 1:03:32
  One of my favorites is this saying that I have with managers.
• 1:03:38
  Hey, go around and make sure that you reset any tripped breakers.
• 1:03:42
  I love yeah.
• 1:03:43
  I love that.
• 1:03:43
  What I'm talking about there is employees.
• 1:03:46
  Go around and make sure the producers in your department don't wait till three o'clock in the afternoon or 11 o'clock.
• 1:03:52
  Go around and see if any of them, if their head's not in the game.
• 1:03:55
  Yep.
• 1:03:55
  And that breaker won't, that outlet doesn't have any power if the breaker's tripped.
• 1:04:00
  Yep.
• 1:04:00
  The production out of your employee isn't going to have any production if their head's not in the game and they're not focused.
• 1:04:06
  Yes, I love that.
• 1:04:07
  It's good.
• 1:04:07
  Okay, Shelby, how do you teach the sales team about the importance of daily activity?
• 1:04:12
  So getting the rubber to meet the road is showing them their metrics of previous and then helping them have success in their daily activities, whether it be helping on the phone calls, helping close a deal, helping on the numbers, helping them have success, and then reversing that and say, here's your activities.
• 1:04:33
  You had a big day, you sold two, you sold three, you sold four.
• 1:04:37
  Now let's look and see what got you there.
• 1:04:39
  And so if I can show them what got them there, the recap of that, and then I ensure them, hey, it is so important.
• 1:04:47
  I know you don't like making phone calls, but you do love selling cars.
• 1:04:51
  In order to sell cars, you have to have made those connections.
• 1:04:55
  And so I think by showing them proof, I show them the importance of daily activities.
• 1:05:00
  I like it.
• 1:05:00
  That's good.
• 1:05:01
  Yeah, that's huge.
• 1:05:02
  Hey, great episode today of diving into getting a hold of the elephant one bite at a time, one degree at a time, one activity of a time, keeping it where it's visual and working it every single day, knowing where your business is going, where your team's going daily.
• 1:05:19
  Because if you don't know where they're going, there it's going to completely throw you off.
• 1:05:23
  Completely throw you off there.
• 1:05:25
  So big deal there.
• 1:05:26
  Hey, always check out our specials at Lewis Superstore.com and all of our up-to-date episodes were of Crossroads Conversation Podcast.com.
• 1:05:36
  Hey, thanks for joining us today, and we hope you enjoyed this episode.
• 1:05:39
  Make sure to give it a like, share it with your friends and family, visit our website, and send us some questions.
• 1:05:44
  We want to know what you'd like to hear, who'd you'd like to hear from, and what you want to see, or maybe even some questions for us to answer about either the automotive industry or just business in general.