Latest / Crossroad Conversations with the Lewis Brothers / Ep103 "Crossroad Rewind"

Transcript

Ep103 "Crossroad Rewind" · Crossroad Conversations with the Lewis Brothers

• 0:03
  SPEAKER_01: Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business, working through adversity, and pouring back into the community that keeps our door open.
• 0:15
  SPEAKER_01: We're your host, Matt Shelby, and Taylor, and we bring you relevant local business advice and automotive insights that are sure to change the way you look at running a business.
• 0:24
  SPEAKER_01: And maybe even throw in a plug for you to do business with us.
• 0:27
  SPEAKER_01: This is going to be a fun topic today because as we look at how we've grown over the years of both expanding and now moving property, how have we had to grow as leaders?
• 0:38
  SPEAKER_01: What have we had to learn from on strengths and weaknesses?
• 0:40
  SPEAKER_01: How have we leaned on others?
• 0:42
  SPEAKER_01: This construction project, I would say, has really hit the gas pedal and challenged us there as how we grow through leaders.
• 0:49
  SPEAKER_01: So grab a cup of coffee and join in with us today.
• 0:52
  SPEAKER_01: We'll be going through our leadership through construction.
• 0:55
  SPEAKER_01: How did this change us as leaders?
• 0:58
  SPEAKER_01: How we let people through construction and growth of our business, and how we continue to lead and make sure our vision and I would say our values are still in place.
• 1:08
  SPEAKER_03: Yeah, absolutely.
• 1:09
  SPEAKER_03: So before we fully dive into this week, last week, if you didn't already go back and watch or listen to episode two, however you uh get your content, as we went through kind of how it all began, how Lewis Automotive Group began, or as this how this project began and the 10 years in the making, kind of the brainstorming of the dream we talked about everywhere that we traveled and learning little things of the layout of this or how we came up with this idea, or why it made sense for this to be on the second story versus the first story, the third story, and kind of the cool things through it.
• 1:47
  SPEAKER_03: And we kind of talked about in construction the impact on the business, the community, and the employees of growing more employees, learning what was important.
• 1:56
  SPEAKER_03: So we covered a ton of material in episode two as we went from episode one, who we are, episode two, kind of how we built this and where we came from.
• 2:06
  SPEAKER_03: And then we're diving into episode three of the impact of leadership.
• 2:10
  SPEAKER_03: So yeah.
• 2:10
  SPEAKER_00: Yep, but it's gotta be huge.
• 2:11
  SPEAKER_00: I've got to stop you there and say, hey, my quick plug reminder check out what's always going on with us at Lewis Superstore.com, and I've got to throw back in the Facebook Live on Saturdays.
• 2:22
  SPEAKER_00: It's something different.
• 2:23
  SPEAKER_00: It's so good.
• 2:23
  SPEAKER_00: And we'll say call it again.
• 2:25
  SPEAKER_00: What do we call that?
• 2:26
  SPEAKER_00: So it's show and go, which is the freshest, newest, used, and new car specials.
• 2:32
  SPEAKER_00: It's all of our locations, all at one location, and it's live.
• 2:37
  SPEAKER_00: We've talked about that.
• 2:38
  SPEAKER_00: It's not scripted, anything else.
• 2:39
  SPEAKER_00: We get in there live, we're bringing it to you, and it's really fun.
• 2:42
  SPEAKER_00: We make people get out of what we say their comfort zones and get in the middle of bringing you the freshest of the fresh.
• 2:49
  SPEAKER_01: Hey, we want to thank you for joining us again for this third episode, and now it's time for the content that you came for: how to help you in Northwest Arkansas be a better leader, a better coach, and improve your small business.
• 3:01
  SPEAKER_01: So let's dive into today.
• 3:02
  SPEAKER_01: I'm going to grab this first subject here, and Taylor and Shelby, they'll be answering the questions on how they've developed as leaders through their journey in the automotive business or through this construction project, what they've seen as struggles and maybe even some examples.
• 3:16
  SPEAKER_01: So let's get started here.
• 3:17
  SPEAKER_01: As we started to grow through all this, Shelby, how did you find yourself evolving or maybe even changing your strategy or the way you manage?
• 3:27
  SPEAKER_01: Wake up earlier.
• 3:30
  SPEAKER_01: And what is that?
• 3:32
  SPEAKER_01: Uh there's a lot to do.
• 3:35
  SPEAKER_01: There is, but we need to make sure that the viewers don't miss the reason you talk about waking up early is it because there's less distraction, or what what is it behind that?
• 3:44
  SPEAKER_03: That's a good point.
• 3:45
  SPEAKER_03: And I was totally just joking, but you're totally right.
• 3:47
  SPEAKER_03: And I've learned that through the years.
• 3:49
  SPEAKER_03: Uh there's definitely less distraction, and I've learned that, and we've talked about that.
• 3:56
  SPEAKER_03: It's you I gotta get myself right first, right?
• 3:59
  SPEAKER_03: So you gotta wake up earlier, make sure to get the machine moving, you know.
• 4:04
  SPEAKER_03: So whatever it may be of just before distraction happens, and it's most certainly because we work long hours.
• 4:10
  SPEAKER_03: Sure.
• 4:11
  SPEAKER_03: Uh so whatever that may be maybe of a seven to seven or whenever it is.
• 4:16
  SPEAKER_03: Saturdays we're selling cars amongst it all.
• 4:20
  SPEAKER_03: And family time tries to be after that, right?
• 4:22
  SPEAKER_03: We all have kids, so it has to start early of making sure that you're ready to go.
• 4:28
  SPEAKER_01: So as you've seen yourself evolve and take more on in the leadership capacity, you're looking for that extra time.
• 4:34
  SPEAKER_01: And you first identified, hey, I gotta I've got to wake up earlier.
• 4:37
  SPEAKER_01: When I don't have those distractions, I can get my day planned out.
• 4:40
  SPEAKER_01: Share with the listeners what else have you had to do, either organizing yourself or checks and balances to grow as a leader.
• 4:47
  SPEAKER_03: It's just extremely important to have that checklist.
• 4:50
  SPEAKER_03: And everyone has a different checklist of like the here's the things that I need to accomplish.
• 4:55
  SPEAKER_03: And it's been taking it from my mind and dispersing to the people.
• 5:00
  SPEAKER_01: Okay, what what form of technology or what are you using there?
• 5:05
  SPEAKER_03: Generally uh I use Google Task that helped me to do that.
• 5:08
  SPEAKER_03: Okay, and then it's gonna be Google Sheets.
• 5:10
  SPEAKER_03: Yes.
• 5:11
  SPEAKER_03: Uh it's Google Sheets to so I can spread to everyone, hey, here's what the expectation is, or hey, here's a process of here's what we did last month, or here's what yesterday's activities were.
• 5:23
  SPEAKER_01: Okay.
• 5:23
  SPEAKER_03: Here's what we expect moving forward, and then we can measure that.
• 5:26
  SPEAKER_03: But it's it's taken me taking it out of my head.
• 5:30
  SPEAKER_03: I had to learn, we always call it truck call it Mac truck theory.
• 5:33
  SPEAKER_03: Yep.
• 5:34
  SPEAKER_03: Uh, but I heard a better one the other day.
• 5:36
  SPEAKER_03: Um Megan, our our controller told me it's lottery theory.
• 5:40
  SPEAKER_03: And it was more positive mindset.
• 5:42
  SPEAKER_03: So if I hit the lottery tomorrow and don't show back up to work truck, was if I get run over by the max truck.
• 5:47
  SPEAKER_01: So the same thing.
• 5:48
  SPEAKER_03: How could somebody that's a good thing?
• 5:49
  SPEAKER_03: And so how could someone scale and continue on so we don't drop the ball?
• 5:52
  SPEAKER_03: And so I've had to do that or take it out of my mind, give it to someone else to say, hey, here's what we're measuring.
• 5:57
  SPEAKER_03: So wake up early, make sure you do that.
• 5:59
  SPEAKER_03: I've had to learn and evolve in that as we continue to grow so then I can have other people like-minded go in the same direction as I am.
• 6:06
  SPEAKER_01: You bet.
• 6:07
  SPEAKER_01: Taylor, over in your core, what have you found to keep yourself more organized where you can scale as our business grows?
• 6:13
  SPEAKER_00: Absolutely.
• 6:14
  SPEAKER_00: You know, and Shelby touched base on it, but of being task-oriented and having your steps of what you need to follow throughout the day, because as we'll continue to talk about with our business scale, there is far too much going on if you try to stay at your same old routine that you had that works through there.
• 6:33
  SPEAKER_00: Because I find myself, whether it be Shelby talked about, there's a time period, and you've got to figure out when it is.
• 6:39
  SPEAKER_00: It's either before work or it's gonna be after work that you, as a leader, you have to um dedicate to, because if not, you're not gonna be able to get your processes done.
• 6:49
  SPEAKER_00: There's too much going through through the day.
• 6:51
  SPEAKER_00: So it's surrounding and making sure you um you're able to dedicate to your team as far as putting out sheets, processes, anything else for them to be able to help you.
• 7:02
  SPEAKER_00: Because if not, you're not gonna be able to get that done.
• 7:05
  SPEAKER_01: Absolutely.
• 7:05
  SPEAKER_01: And for all the entrepreneurs out there, small business owners, I know what you're saying as you're listening in your car, or maybe you're running or you're watching this live, you're going, okay, that's easier said than done.
• 7:15
  SPEAKER_01: Sure.
• 7:15
  SPEAKER_01: Yeah, I've got a list, I gotta get it done today, but then the variables come into place.
• 7:20
  SPEAKER_01: Employee comes up, they want to talk about something, maybe something happened, we got to fix something.
• 7:26
  SPEAKER_01: So, how do you go about that during the day?
• 7:28
  SPEAKER_01: Because I I see your desk and I've got an inside look that the listeners don't.
• 7:32
  SPEAKER_01: Is I see everybody that comes up and they think whatever their topic is or their issue is is the most important.
• 7:39
  SPEAKER_01: You know in the back of your mind, like, like, hey, that's not really the most important thing, but I know that I need to show that I care and I want to help you work through that, even though this other decision I need to make affects the entire business.
• 7:52
  SPEAKER_01: How do you organize that and make that employee still feel like that they're validated and their points are important?
• 7:58
  SPEAKER_00: So I'm glad you brought that up.
• 8:00
  SPEAKER_00: You know, we had uh an example the other day that, you know, Shelby, I think you woke up at 5 30 and you were setting the day up, and we looked up, and you have to have accountability partners.
• 8:10
  SPEAKER_00: I'll show you where I'm going on this here.
• 8:12
  SPEAKER_00: You have to look up and have that personal pull you back either to help you or put you back on track because he'd woke up at 5 30.
• 8:19
  SPEAKER_00: We were looking at the task the whole day.
• 8:21
  SPEAKER_00: We were almost midday, something was already supposed to be done.
• 8:23
  SPEAKER_00: It's not that he hadn't been working, he'd been going full throttle all day long, and we looked and saw that hey, this X, Y, and Z needs to be done.
• 8:33
  SPEAKER_00: And that's where his brothers in business were really able to help each other.
• 8:37
  SPEAKER_00: Like, hey, you go figure it out over here, I've got to be able to step in here and help.
• 8:42
  SPEAKER_00: And that's been a huge so if you're listening, you're like, I don't have three brothers.
• 8:46
  SPEAKER_00: That's great, y'all are all together.
• 8:48
  SPEAKER_00: You have to have that accountability partner that says, hey, it saw your checklist, you're not hitting where you're supposed to be at here, and that's so important to push you to the next step.
• 8:57
  SPEAKER_01: Let's back up just a little bit here because you hit on a point on when you get to a threshold and you have to pass off a task.
• 9:04
  SPEAKER_01: Yes, to do that.
• 9:05
  SPEAKER_01: And you just talked about delegating that.
• 9:07
  SPEAKER_01: How have you been able to push yourself and delegate and maybe give an example what you were talking about last week that happened?
• 9:14
  SPEAKER_00: Yeah, so as far as pushing there, it's it's really turning to, in my instance, of turning to another manager that, you know, as we can, this is our baby that we've obviously continue to grow, and we are very slow to, we want other people to help us, but we're very slow to let go of the reins because we're proud of it.
• 9:32
  SPEAKER_00: We worked really hard, we've grown up in it, and we want it to be successful.
• 9:36
  SPEAKER_00: We want uh everyone else to see everything that we see and work so hard for.
• 9:41
  SPEAKER_00: You have to let that trust within guidelines be able to be passed on to, like in my case, another manager saying, Hey, I need you to focus on this because I have to go and do this right now.
• 9:52
  SPEAKER_00: And be straightforward with them and let them know what you expect from them.
• 9:55
  SPEAKER_03: I think that's a tricky point that you point out that has been really hard of whether you're a natural leader or you're growing to be a leader, is that understanding, like in everyone's mind, I think, at least my mind says this, that no one can do it better than you, right?
• 10:13
  SPEAKER_03: Uh because if you don't believe in yourself, nobody does, right?
• 10:19
  SPEAKER_00: The next level of leadership that you go into.
• 10:21
  SPEAKER_00: I love this example that you brought up that whenever you're moving to the next capacity of whatever leadership it is, and you have a employee walk up to you and is like, hey man, I need your help with this, you don't get frustrated.
• 10:34
  SPEAKER_00: You don't get mad because I myself am going through it early.
• 10:38
  SPEAKER_00: I'm like, Where are my other managers?
• 10:41
  SPEAKER_00: I need help.
• 10:42
  SPEAKER_00: Why are y'all coming to me?
• 10:44
  SPEAKER_00: Instead, I love the example of hey, follow me this way.
• 10:48
  SPEAKER_00: I want to show you this is Mason or this is Blah Blah, this is X, Y, or Z, and we're gonna work through this and sit there for a minute.
• 10:55
  SPEAKER_00: It's no different than meeting him saying, Hey, this is Mrs.
• 10:58
  SPEAKER_00: Smith on the showroom.
• 11:00
  SPEAKER_00: It's kind of your nice way of saying, hey, this is what you need to do.
• 11:05
  SPEAKER_03: You should greet this lady.
• 11:06
  SPEAKER_03: Yes.
• 11:07
  SPEAKER_03: And I that's a really good point.
• 11:09
  SPEAKER_03: So how to define employee ownership within the culture.
• 11:14
  SPEAKER_03: You you really you really honed in on that, but talking about don't solve all their problems.
• 11:20
  SPEAKER_03: No.
• 11:21
  SPEAKER_03: Yesterday I had a guy who was like, hey, Shelby.
• 11:24
  SPEAKER_03: Like, I don't know why I'm the cardinal social media person, but it's like, hey Shelby, and I always try to introduce because I'm seeing, like, hey, they're sinking.
• 11:31
  SPEAKER_03: I need to help them.
• 11:32
  SPEAKER_03: Like, hey, I'm uh I'm about to make a video on this platinum plus.
• 11:36
  SPEAKER_03: Can you tell me the difference between it and a platinum?
• 11:38
  SPEAKER_03: I said, no.
• 11:40
  SPEAKER_03: I said, how do you think I know what I know?
• 11:43
  SPEAKER_03: Like, I don't know.
• 11:45
  SPEAKER_03: I was like, I research it.
• 11:46
  SPEAKER_03: If I want to know something, I look it up.
• 11:48
  SPEAKER_03: I said, Why can't you do that?
• 11:49
  SPEAKER_03: Do you have a phone?
• 11:50
  SPEAKER_03: Does it function if not get on the computer?
• 11:52
  SPEAKER_03: He's like, Yeah, yeah, but like what's the difference?
• 11:54
  SPEAKER_03: I said, if I told you, you would never know how.
• 11:57
  SPEAKER_03: And you wouldn't, I want to show you where the water, how to find the water, how to clean the water, and how to be able to reuse the water.
• 12:03
  SPEAKER_03: And he just looked at me like, well, that's mean.
• 12:06
  SPEAKER_03: Why wouldn't you just tell me?
• 12:07
  SPEAKER_03: He's like, So you're not gonna tell me?
• 12:09
  SPEAKER_03: I said, no.
• 12:10
  SPEAKER_03: I said, use Chat GPT just like I told you, just like I showed you on the expedition, but I apologize for doing it all for you.
• 12:16
  SPEAKER_03: Put in there, hey, tell me the difference between a platinum and a platinum plus, and then you should take your Ford test.
• 12:22
  SPEAKER_03: Yep.
• 12:22
  SPEAKER_03: And he was like, Oh, so not solving all their problems for them.
• 12:27
  SPEAKER_03: Like every time someone says I want to talk to Mr.
• 12:29
  SPEAKER_03: Lewis, yeah, it's not saying no, I don't want to talk to you, but they need to understand what's the depth of that and how much, and so if you give them some of that ownership, then they start having some ownership and saying, Oh, I get to help some of the Lewis's customers solve X problem.
• 12:44
  SPEAKER_03: Or I help them with X or Y.
• 12:47
  SPEAKER_01: If you don't take the time to teach them, like you're saying there, and and we've all been caught in what you were talking about earlier of, hey, it's just easier, let me just do it myself, let me just answer that question.
• 12:57
  SPEAKER_01: If you if you create that expectation of, hey, go ask Taylor, go ask Shelby, they always know.
• 13:04
  SPEAKER_01: Or when they walk office into the office, if there's three options on who they can work a deal with or ask a question, they'll always come to you, which bogs down your time and you can't ever work on the business.
• 13:16
  SPEAKER_01: Now, I'm gonna go back to what Taylor said for a minute because this is gonna help some of you guys out there.
• 13:20
  SPEAKER_01: Some of y'all that absolutely or may even have obliterated employee because you were frustrated with them, okay?
• 13:26
  SPEAKER_01: And just browbeat them.
• 13:28
  SPEAKER_01: And and maybe it was deserved, maybe it wasn't.
• 13:31
  SPEAKER_01: Most likely it was.
• 13:31
  SPEAKER_01: Okay.
• 13:32
  SPEAKER_01: A professional way to do it without embarrassing them is the non-empty transitioner handoff.
• 13:44
  SPEAKER_01: And that's what Taylor was talking about.
• 13:45
  SPEAKER_01: So when an employee comes and asks you something, and you had another manager that you've hired to be a manager right there, instead of just blowing up or saying, hey, go ask them, you get out of your chair, you walk over to them, and you explain, employee A, manager A, here's what employee A needs.
• 14:05
  SPEAKER_01: Manager A, is there any way you could help them with that?
• 14:08
  SPEAKER_01: Do you need my assistant or is this something that you're capable of handling?
• 14:13
  SPEAKER_01: Employee A, are you good with that?
• 14:15
  SPEAKER_01: You two work together and figure this out.
• 14:17
  SPEAKER_01: I'm gonna keep working on the business to create y'all some more traffic.
• 14:20
  SPEAKER_01: Is that okay with y'all?
• 14:22
  SPEAKER_03: And so then the working on the business is going back and seeing, uh-oh, did they not know, or do we not have a defined process?
• 14:31
  SPEAKER_03: That that's the segment that we're in.
• 14:33
  SPEAKER_03: Yep.
• 14:33
  SPEAKER_03: Is to say, okay, working on the business, in the business with solving them, helping them buy a car, service a vehicle, find Larry.
• 14:41
  SPEAKER_03: Working on the business is saying, hey, do we have our processes and they don't follow it?
• 14:45
  SPEAKER_03: They don't care, it's antiquated, or do we not have a process?
• 14:48
  SPEAKER_03: Let's define one, let's design one, let's ask some people, keep yours, and then let's go.
• 14:54
  SPEAKER_03: And then so you're like, hey junior, I apologize.
• 14:57
  SPEAKER_03: Hey senior, I apologize.
• 14:58
  SPEAKER_03: Here's our new process.
• 15:00
  SPEAKER_01: So a great step two, it shall be just led into that, is I intro, not not a uh an empty one, I intro employee, manager, I let them work through that.
• 15:12
  SPEAKER_01: They work through it, then I talk to manager.
• 15:14
  SPEAKER_01: Hey, I want to recap when everybody else is not in there.
• 15:17
  SPEAKER_01: I want to recap what just went on.
• 15:20
  SPEAKER_01: What can we do to better get you involved where they'll come see you to ask those questions so I can continue to work on the business?
• 15:29
  SPEAKER_01: What do you think the process should be?
• 15:31
  SPEAKER_01: Do you have any input so we can make sure that what just happened doesn't happen again?
• 15:36
  SPEAKER_01: So then they know too, that's then the coaching moment.
• 15:39
  SPEAKER_01: Yeah.
• 15:39
  SPEAKER_01: And then you're creating what we're talking about here, this culture of ownership and expectations through example in the moment, and then when the time's right after the moment, when it's not embarrassing to anybody to get their feedback, then to put that process in place.
• 15:54
  SPEAKER_03: Yeah, that's all so important, right?
• 15:57
  SPEAKER_03: Not doing a confrontation, working on the business so that it can otherwise it never grows past you.
• 16:03
  SPEAKER_03: And if you take yourself out of it, you bet it suffers massively, right?
• 16:09
  SPEAKER_03: Because you were you're putting up pots and pans holding all the water and all the things and making it really thrive, and then you don't ever get to scale, move, or work, or any of those things, or vacation.
• 16:20
  SPEAKER_03: You're just like, what happened?
• 16:22
  SPEAKER_01: That that's a great, we'll call it a thermometer of checks and balances for all the business owners out there.
• 16:26
  SPEAKER_01: And hey, we've all been there.
• 16:28
  SPEAKER_01: Okay, so don't think you're on an island by yourself.
• 16:30
  SPEAKER_01: You think you've built a business, but if you step back and you listen, I look I love listening to Shark Tank about this because they call them straight out.
• 16:38
  SPEAKER_01: They say, no, the business is you.
• 16:40
  SPEAKER_01: All right.
• 16:40
  SPEAKER_01: Without you, there is no business.
• 16:43
  SPEAKER_01: And if that's you out there, it's okay.
• 16:45
  SPEAKER_01: You don't have to sell your business.
• 16:47
  SPEAKER_01: It's just time to look at how do I empower, how do I build an actual business?
• 16:51
  SPEAKER_01: And don't be offended by that.
• 16:53
  SPEAKER_01: But but if everything has to funnel through you and you can't remove yourself for a week, take a month, take some extreme, and you're like, Matt, I wouldn't go on vacation for a month.
• 17:03
  SPEAKER_01: I I haven't either, okay?
• 17:04
  SPEAKER_01: But you just run through that test.
• 17:06
  SPEAKER_01: If I wasn't here for a month and I came back, what would it look like?
• 17:13
  SPEAKER_03: And that's how you get to define clear expectations and ownerships within your employees, right?
• 17:18
  SPEAKER_01: Let me give you one other tip uh that we talk about with our employees.
• 17:21
  SPEAKER_01: We're just talking about these expectations and these ownership.
• 17:23
  SPEAKER_01: And it's so important that you clearly communicate to your employees that they know, that they know that we're in the customer service business, and people in America have lots and lots and lots of options.
• 17:37
  SPEAKER_03: And less and less and less loyal.
• 17:39
  SPEAKER_01: And less loyal.
• 17:40
  SPEAKER_01: That's a very good point.
• 17:41
  SPEAKER_01: We tell them this: hey, your check you get, not direct deposited, but your check you get for your payroll, it may say Lewis on it.
• 17:50
  SPEAKER_01: It may be signed by a Lewis, but we're just the transfer of funds.
• 17:55
  SPEAKER_01: It was funded by your customer.
• 17:58
  SPEAKER_01: Yep.
• 17:59
  SPEAKER_01: Without the customers in the retail business, we wouldn't have the funds to transfer to you.
• 18:06
  SPEAKER_01: So even though it says Lewis, it's really coming from the customer.
• 18:09
  SPEAKER_01: And when you can reframe your mind to think that way and to go, okay, where's the money really coming from?
• 18:15
  SPEAKER_01: Okay, it's not coming from Matt, Shelby, or Taylor.
• 18:18
  SPEAKER_01: It transferred from them, but it came from us providing a great customer service and a great experience that then they'll tell others about.
• 18:26
  SPEAKER_00: Yeah.
• 18:27
  SPEAKER_00: Absolutely.
• 18:27
  SPEAKER_00: That's really good points.
• 18:29
  SPEAKER_00: Well, hey, it's time to dive into the good old fun fact quiz there.
• 18:34
  SPEAKER_00: Yeah, last week it was rapid fire.
• 18:36
  SPEAKER_00: Y'all came really close down to the end.
• 18:38
  SPEAKER_00: But one, I just got a single question for you this week.
• 18:41
  SPEAKER_00: That's called quiz.
• 18:42
  SPEAKER_00: In an automotive manufacturing, what is the name of the overreaching system focused on ensuring that every vehicle meets established quality standards that are defined process and responsibilities?
• 18:55
  SPEAKER_00: Whoa.
• 18:56
  SPEAKER_00: A, B, C, D.
• 18:57
  SPEAKER_00: Hit us with it.
• 18:58
  SPEAKER_00: So A is supply chain management, B is quality insurance, assurance, QA for shortened version there.
• 19:06
  SPEAKER_00: C is product forecasting, and D is market and sell strategy.
• 19:11
  SPEAKER_00: So keep those in your head, and we will revisit them after you finish getting wound up.
• 19:16
  SPEAKER_01: Okay, so the next step in that, we did a really good job breaking down, you know, just expectations and how we start going through the culture.
• 19:24
  SPEAKER_01: But then it's it's building a framework.
• 19:26
  SPEAKER_01: And not only building a framework for the expectations, but also for feedback.
• 19:32
  SPEAKER_01: Because things change, and especially in our business, they change, is how you get feedback from customers on the quality, on the experience, on the expectations, and then what you do with that feedback to continue to mold and adjust to make sure that you're staying on top of it.
• 19:52
  SPEAKER_01: Absolutely.
• 19:53
  SPEAKER_03: I think that's good on the customer side and on the employee side.
• 19:56
  SPEAKER_03: And realize, you know, even if you teach and they understand and build that framework, and here's our game plan, and here's our process that we wrote, and all the things we just talked about, and understanding it's not saying, hey, this is the only way, my way, the highway.
• 20:09
  SPEAKER_03: Now that's tricky.
• 20:10
  SPEAKER_03: That's saying, so should we follow this plan or not?
• 20:14
  SPEAKER_03: Yes, you should follow this plan.
• 20:16
  SPEAKER_04: Yes.
• 20:16
  SPEAKER_03: But with your key people, leaders within it, you can say, hey, if you see in the moment in the field that this is a pain point for the customer, this is a pain point for a technician or for the salesperson, take note because there's a really good part when somebody says, Hey, this isn't on the internet, or this doesn't work, we'll say, Give me an example.
• 20:38
  SPEAKER_04: Yes.
• 20:39
  SPEAKER_03: And so then we'll say, Hey, I need a week's worth of examples so we can see if it's a one-off or just uh uh you know a squawking something over here, or just one customer that wanted everything for free, or give me some more examples and give me some depth in that.
• 20:54
  SPEAKER_03: But understanding that there can be some feedback that we can move a process if there's a more efficient way.
• 21:00
  SPEAKER_01: Now we need to break that down a little bit so you understand we've learned we've learned this through a lot of years and doing it right and doing it wrong, is when you hear of feedback, something messed up, something didn't meet expectations, I I want you to do a couple things for me.
• 21:18
  SPEAKER_01: And I'm just telling you, if you'll put this in place, it's a game changer.
• 21:22
  SPEAKER_01: Number one, listen.
• 21:24
  SPEAKER_01: Okay, listen, be empathetic, take notes, but do not take action yet.
• 21:32
  SPEAKER_01: Gather the information.
• 21:34
  SPEAKER_01: And then after you've listened to them, you've gathered the information, then go verify.
• 21:40
  SPEAKER_01: You must do these things before you react.
• 21:43
  SPEAKER_01: Um, and what you're doing is you're trying to declutter all the noise and all the emotions to say, is this a one off?
• 21:52
  SPEAKER_03: Yeah.
• 21:52
  SPEAKER_01: Did somebody exaggerate and it wasn't quite that?
• 21:55
  SPEAKER_01: There's always two sides to the story.
• 21:57
  SPEAKER_01: And and I even tell my managers, yes, to all one.
• 22:00
  SPEAKER_01: You to back the employees.
• 22:01
  SPEAKER_01: Well, absolutely.
• 22:02
  SPEAKER_01: But before you go to a decision or a thought or ready to react, you better go verify and stay neutral ground, gather the facts, put your plan together, and then you can react.
• 22:16
  SPEAKER_03: So let me tell you based on that.
• 22:18
  SPEAKER_03: Um, our highest frequency customer through our dealership is via service.
• 22:23
  SPEAKER_03: And even more pinpoint is via the oil change.
• 22:26
  SPEAKER_03: Yep.
• 22:27
  SPEAKER_03: Right?
• 22:27
  SPEAKER_03: On average, three times a year, on average nine times or three times three before they ever come back to buy a car.
• 22:34
  SPEAKER_03: And those are times that we get to wow.
• 22:36
  SPEAKER_03: That's also one of our entry-level positions, and so we have to make sure that our quality assurance or QC is good there.
• 22:45
  SPEAKER_03: And we've worked on that.
• 22:47
  SPEAKER_03: That we serve every single consumer that comes through the opportunity to give us positive feedback.
• 22:54
  SPEAKER_03: I will they also get the opportunity to give us negative feedback.
• 22:57
  SPEAKER_03: And so in Ding, somehow I noticed the other day my wife gets the Google reviews.
• 23:03
  SPEAKER_01: Oh, okay.
• 23:03
  SPEAKER_03: Yeah.
• 23:04
  SPEAKER_01: Um third party.
• 23:05
  SPEAKER_03: Yeah.
• 23:05
  SPEAKER_03: So then when she asked me, well, we in case you don't know, we don't talk about the business.
• 23:10
  SPEAKER_03: Well, I don't talk about the business with my wife.
• 23:12
  SPEAKER_03: I have a job, uh, you know, sure.
• 23:15
  SPEAKER_03: So forth and so on.
• 23:16
  SPEAKER_03: But I was with her the other day and she got an alert and it was a one-star review.
• 23:20
  SPEAKER_03: I was like, You got a review right what you got going on?
• 23:22
  SPEAKER_03: She's like, Yeah, it looks like something you guys like, how do I turn this off my phone?
• 23:26
  SPEAKER_03: I don't even know.
• 23:28
  SPEAKER_00: It's an AI coming down.
• 23:30
  SPEAKER_03: Oh no, I've got too many of them turned on.
• 23:31
  SPEAKER_03: But, anyways, uh, so there was one, for example, a customer said, I knew, I don't remember the exact words, but not a bait and switch, but I knew it was too good to be true.
• 23:43
  SPEAKER_03: They charge way too much for a normal change.
• 23:45
  SPEAKER_03: Fun fact, we don't.
• 23:47
  SPEAKER_03: Uh, we've shopped it and we're one of the lowest in the markets, but customer perception, we charge way too much.
• 23:52
  SPEAKER_03: It's more than it was in 1970.
• 23:54
  SPEAKER_03: Right, and you're right, it is, and this costs more than your house.
• 23:57
  SPEAKER_03: We know it.
• 23:57
  SPEAKER_03: Uh so uh we also do a uh four-wheel um rotate, and they also do an inspection and all the other stuff.
• 24:06
  SPEAKER_03: Uh and they said they did this, this, and this.
• 24:08
  SPEAKER_03: Right?
• 24:08
  SPEAKER_03: They make a little situation really bad, and it wasn't even a situation because we have technology.
• 24:14
  SPEAKER_04: Uh-huh.
• 24:14
  SPEAKER_03: I had one of my service advisors like, hey, can you check?
• 24:17
  SPEAKER_03: And they've learned my the language I need to know.
• 24:20
  SPEAKER_03: Hey, at 3 o'clock to 3 30, red F-250.
• 24:24
  SPEAKER_03: Will you check and see if we rotated the tires?
• 24:26
  SPEAKER_03: We got a bad Google review, we've got a bad manufacturer survey, got an upset customer, and then you have because they know we're going to inspect this, and you have a service manager, a service advisor, and a technician, a technician advisor, all of them are like, oh my gosh.
• 24:39
  SPEAKER_03: So I said, Y'all, let me inspect.
• 24:41
  SPEAKER_03: Before I react, I'll say, What the heck?
• 24:43
  SPEAKER_03: Why can't we rotate the tires, you idiot?
• 24:46
  SPEAKER_03: And I don't mean that, but that's what I feel them out.
• 24:48
  SPEAKER_03: Oh yeah, yeah.
• 24:49
  SPEAKER_03: Because I'm just getting tinged and pinged with this because we got a lot.
• 24:52
  SPEAKER_03: So I checked the camera real quick.
• 24:55
  SPEAKER_03: And, you know, sometimes you say best when you don't say anything at all, it's a song.
• 24:59
  SPEAKER_03: I recorded our team harmoniously, four people rotating the tires.
• 25:06
  SPEAKER_03: It's so efficient.
• 25:06
  SPEAKER_03: It was like an ASCAR pit crew in slow mo.
• 25:09
  SPEAKER_04: Yeah.
• 25:09
  SPEAKER_03: They rotated the tires.
• 25:10
  SPEAKER_03: I sent the video to the advisor, said, Hey, I saw this review come through.
• 25:13
  SPEAKER_03: If you don't mind, will you send this to them and just show them, hey, we did in fact rotate your tires.
• 25:17
  SPEAKER_03: If you had any other questions or any other concerns, please let us know.
• 25:21
  SPEAKER_02: Yep.
• 25:22
  SPEAKER_03: Right?
• 25:23
  SPEAKER_03: And just in today's world, everyone's so much more vocal, right?
• 25:26
  SPEAKER_03: They seem to somewhere pulling the wool over their eyes, but we've got systems to help us make sure.
• 25:31
  SPEAKER_03: And then we had the cameras to prove.
• 25:34
  SPEAKER_03: Yep.
• 25:34
  SPEAKER_03: Uh, and then it's like, don't react quickly to say, another, I told you.
• 25:38
  SPEAKER_03: And it's like, hey, by the way, and so then at that point, technician really doesn't know that you got a one-star view.
• 25:44
  SPEAKER_03: They don't have the alerts like my wife does.
• 25:46
  SPEAKER_03: And so I go down and I'm like, hey, I just want to let you know, thank you for always doing your job.
• 25:50
  SPEAKER_03: Right?
• 25:51
  SPEAKER_03: Service advisor, thank you for following up.
• 25:52
  SPEAKER_03: Service manager, thank you for keeping uh a close eye on all these people, because they'll just they'll whack you right like that with feedback and follow through.
• 26:01
  SPEAKER_03: But if there is a situation where you can see where we didn't, then you just follow through with it.
• 26:05
  SPEAKER_01: So that video, like you said, you know, is worth a thousand words or even more.
• 26:08
  SPEAKER_01: Yeah.
• 26:09
  SPEAKER_01: That works both ways.
• 26:10
  SPEAKER_01: Yes.
• 26:10
  SPEAKER_01: So it works with a customer of like non-transparent.
• 26:13
  SPEAKER_01: We don't have to get emotions involved, it's not heated.
• 26:15
  SPEAKER_01: Is this your truck?
• 26:15
  SPEAKER_01: Yeah, is this the best way?
• 26:17
  SPEAKER_01: Can I text this over to you?
• 26:18
  SPEAKER_01: You know, I want to send you the footage of the truck.
• 26:20
  SPEAKER_01: We do this complimentary, we record all this for you.
• 26:22
  SPEAKER_01: Complimentary, no charge.
• 26:24
  SPEAKER_01: You send it to them.
• 26:25
  SPEAKER_01: If they had not rotated the tires, you can send it to the employees to look at.
• 26:29
  SPEAKER_01: Bingo.
• 26:30
  SPEAKER_01: So both sides there, that's now the framework through technology to be able to fix that up.
• 26:36
  SPEAKER_01: Then the employee knows, hey, they're watching.
• 26:39
  SPEAKER_01: Even when they did rotate it, we found that the employee still knows they're watching.
• 26:43
  SPEAKER_01: Right?
• 26:44
  SPEAKER_01: You know, both sides there for that for that clear expectations.
• 26:49
  SPEAKER_01: Um, but you must communicate about it.
• 26:51
  SPEAKER_01: If you're sitting there, and and I've done this, if if you're sitting there just hoping, and you kind of brush it off because you're like, man, I've had a tough day.
• 26:59
  SPEAKER_01: I'm wore out, I don't want to deal with this.
• 27:02
  SPEAKER_01: I'm sure it was a one-off thing.
• 27:04
  SPEAKER_01: They'll know better next time and fix it.
• 27:07
  SPEAKER_01: Then it happens again.
• 27:08
  SPEAKER_03: Well, because they know I'm I think that car left here and I didn't tighten the lug nuts.
• 27:13
  SPEAKER_03: Uh-oh, shit.
• 27:13
  SPEAKER_03: I mean something or not signed something.
• 27:16
  SPEAKER_03: And then they're like, oh, I you know what?
• 27:18
  SPEAKER_03: I didn't get in trouble for that.
• 27:20
  SPEAKER_03: You know, that one never came back.
• 27:21
  SPEAKER_03: So then the next time they're like, hey, this is gonna take a little bit extra to replace the cabin air filter.
• 27:26
  SPEAKER_03: No one really noticed that I didn't, you know, never mind the right thing or wrong thing to do.
• 27:31
  SPEAKER_03: And so then they realize it's like a trip to breaker, then it's easier and easier for it to keep doing not the right thing.
• 27:37
  SPEAKER_01: Yeah, it just slowly slips away.
• 27:39
  SPEAKER_04: Yeah.
• 27:44
  SPEAKER_01: All right, let's jump into another segment here.
• 27:46
  SPEAKER_01: This is a little bit of rapid fire.
• 27:48
  SPEAKER_01: You gotta tell me myth or fact.
• 27:50
  SPEAKER_01: Myth or fact.
• 27:51
  SPEAKER_01: Okay.
• 27:51
  SPEAKER_01: Myth or fact.
• 27:52
  SPEAKER_01: Okay, here we go.
• 27:53
  SPEAKER_01: These are pretty simple.
• 27:55
  SPEAKER_01: The most talented teams always win.
• 27:58
  SPEAKER_01: Oh.
• 27:59
  SPEAKER_01: Myth.
• 28:00
  SPEAKER_01: Myth.
• 28:01
  SPEAKER_01: Myth.
• 28:01
  SPEAKER_01: Okay, you're pretty confident.
• 28:03
  SPEAKER_01: 100%.
• 28:04
  SPEAKER_02: I I I unfortunately, uh yeah, this year, just look at the uh women's state cross-country results.
• 28:12
  SPEAKER_02: There you go.
• 28:12
  SPEAKER_02: Yep.
• 28:13
  SPEAKER_02: There you go.
• 28:13
  SPEAKER_02: Okay.
• 28:14
  SPEAKER_03: Well, when that was kind of uh just last night, uh Indiana versus Miami.
• 28:19
  SPEAKER_03: Indiana, right.
• 28:20
  SPEAKER_03: Versus Miami, yep.
• 28:20
  SPEAKER_03: I I love Indiana coming out on the top there, right?
• 28:24
  SPEAKER_03: You know, there was no five-star recruits, coaches less than two years in the program.
• 28:29
  SPEAKER_03: Uh they showed them how to play ball.
• 28:32
  SPEAKER_03: The this stat was crazy that uh uh Miami's offensive linemen over Indiana's defensive lineman, each person had 53 pounds.
• 28:42
  SPEAKER_03: I did hear that.
• 28:43
  SPEAKER_02: That is crazy.
• 28:45
  SPEAKER_02: What so you got to do?
• 28:46
  SPEAKER_02: You've got an extra car on the other side of the line that you have to push.
• 28:51
  SPEAKER_03: 53 pounds.
• 28:53
  SPEAKER_03: They put it to him.
• 28:53
  SPEAKER_03: Yep, they did.
• 28:54
  SPEAKER_03: They put it to him.
• 28:55
  SPEAKER_03: Enjoyed that.
• 28:56
  SPEAKER_03: And Miami put up a good fight, but Indiana in the end proved that, and I'm not saying they're any less talented, but per the stats, they were less talented, right?
• 29:04
  SPEAKER_03: Yeah, uh but then in the end they won.
• 29:06
  SPEAKER_03: Because it had a little bit of Rudy Hart to them, you know?
• 29:08
  SPEAKER_03: Yeah, they did.
• 29:09
  SPEAKER_03: It's like a lot to prove that.
• 29:10
  SPEAKER_03: I like that quarterback.
• 29:13
  SPEAKER_02: And that touchdown he did.
• 29:14
  SPEAKER_02: Oh my god.
• 29:15
  SPEAKER_02: I just stood up.
• 29:15
  SPEAKER_02: I just stood up.
• 29:16
  SPEAKER_02: I said, it's done.
• 29:17
  SPEAKER_03: Dude, he was not taking a knee, he was not sliding, he just hammered, busted, and then oh my gosh.
• 29:24
  SPEAKER_03: I love it.
• 29:25
  SPEAKER_03: I loved it.
• 29:25
  SPEAKER_03: And I'm not overly a football fan, but I was just like, these guys are just like giving it all they've got.
• 29:32
  SPEAKER_03: It was it was super solid.
• 29:34
  SPEAKER_01: All right, now let's get a little tougher.
• 29:36
  SPEAKER_01: Myth or fact, pressure makes people perform better.
• 29:42
  SPEAKER_02: That was a little tougher.
• 29:43
  SPEAKER_02: It is.
• 29:45
  SPEAKER_02: I'm gonna say fact.
• 29:47
  SPEAKER_02: Um if you are trained and ready to always deal with pressure, you will perform at your best.
• 29:57
  SPEAKER_02: But it's how you get there.
• 30:00
  SPEAKER_01: It's how you get there, and I would agree with you.
• 30:02
  SPEAKER_01: I think that's a fact, but the pressure has to be applied at the right time and in the correct manner.
• 30:09
  SPEAKER_01: Yeah.
• 30:09
  SPEAKER_01: You know, because I have seen some managers out there that they've never been trained, bless their heart.
• 30:15
  SPEAKER_01: Yeah.
• 30:15
  SPEAKER_01: And all they do is manage by fear.
• 30:18
  SPEAKER_01: Yeah.
• 30:18
  SPEAKER_01: And they're just constantly like the pressure of, hey, if you don't hit this goal, you're done.
• 30:23
  SPEAKER_01: Hey, if you don't do this, you're done.
• 30:25
  SPEAKER_01: So I think people need the pressure.
• 30:26
  SPEAKER_01: Yeah.
• 30:27
  SPEAKER_01: They need to be pushed, but it's got to be in the right context.
• 30:30
  SPEAKER_01: You know, and no different than you're talking about, your speed night.
• 30:33
  SPEAKER_01: It's like, hey, you give me X amount of speed nights and let the results speak for themselves.
• 30:40
  SPEAKER_02: Definitely, definitely.
• 30:41
  SPEAKER_02: Yeah.
• 30:41
  SPEAKER_02: I like I thrive on pressure.
• 30:44
  SPEAKER_02: I just I like it.
• 30:45
  SPEAKER_02: I don't care how it comes at me.
• 30:47
  SPEAKER_02: It just makes me want to dig down and do better.
• 30:50
  SPEAKER_02: So that's that's me, and I I try to instill that around everyone around me.
• 30:55
  SPEAKER_02: So yeah.
• 30:56
  SPEAKER_02: That's good.
• 30:56
  SPEAKER_01: Okay.
• 30:57
  SPEAKER_01: Myth or fact.
• 30:58
  SPEAKER_01: Great culture builds itself.
• 31:03
  SPEAKER_02: Myth.
• 31:05
  SPEAKER_02: Who drives the culture?
• 31:09
  SPEAKER_02: Like, I've been to I've been to some communities that they just they don't have a culture, running culture, that is, and and it's kind of sad.
• 31:20
  SPEAKER_02: And and then you come to Northwest Arkansas and you're like, oh my gosh.
• 31:25
  SPEAKER_02: Like down here in Fayetteville, you've got this 479 run club going, which is an amazing little group that are just creating this culture because of the people in charge of it.
• 31:39
  SPEAKER_02: And and up in in the north part of Northwest Arkansas, you've got Cosmic and you've got the the Rush Group.
• 31:47
  SPEAKER_02: And it's just little pockets of amazing people creating this little inner culture.
• 31:56
  SPEAKER_02: And and man, I unfortunately, there's just some communities that I've been to that I'm just like, hey, where's the local run club or where's the local run group meet?
• 32:06
  SPEAKER_02: I'm gonna run with them.
• 32:07
  SPEAKER_02: I'm here in town.
• 32:08
  SPEAKER_02: But oh, we don't we don't have that.
• 32:12
  SPEAKER_02: Why not?
• 32:13
  SPEAKER_02: Where is this?
• 32:13
  SPEAKER_02: And I I just I feel like you have to have a spark.
• 32:16
  SPEAKER_02: You do.
• 32:17
  SPEAKER_02: And without the spark, it's just not there.
• 32:20
  SPEAKER_02: I mean, look look at the U of A, John McDonald.
• 32:22
  SPEAKER_02: Yeah.
• 32:23
  SPEAKER_02: I think he had a little spark in the city.
• 32:26
  SPEAKER_02: Yeah.
• 32:27
  SPEAKER_02: And and that created this start of Northwest Arkansas running.
• 32:32
  SPEAKER_01: So I'd I I'd agree there.
• 32:34
  SPEAKER_01: I'd agree.
• 32:34
  SPEAKER_01: Oh well, we're a good segment there on myth or fact.
• 32:37
  SPEAKER_01: All right, next we're gonna talk, and we've already talked some about this, but building a culture, but we want to talk about building a culture that keeps people coming back.
• 32:45
  SPEAKER_04: Yeah.
• 32:45
  SPEAKER_01: You know, not just today, and it's not just the show and then the curtain closes and it's done.
• 32:51
  SPEAKER_01: It it's what continues on.
• 32:52
  SPEAKER_01: Yeah.
• 32:53
  SPEAKER_01: You know?
• 32:53
  SPEAKER_01: So why do you think teams stick together versus those that fall apart?
• 33:00
  SPEAKER_02: Culture.
• 33:02
  SPEAKER_01: I mean, why do they stick together?
• 33:04
  SPEAKER_01: Uh but maybe specific things within the culture.
• 33:07
  SPEAKER_01: Because like we talked about a minute ago, everybody, even us in here, we all don't have perfect days.
• 33:12
  SPEAKER_01: Yeah.
• 33:12
  SPEAKER_01: So what does that culture do that that keeps that team together?
• 33:17
  SPEAKER_02: So I think and I'll I'll look at it from a Bentonville standpoint on this one because like you can't it's hard to find somebody that's from Bentonville because of Walmart World and all the vendors, it's like everybody moved here from somewhere else and they're all looking for a family.
• 33:35
  SPEAKER_02: And they find it through sport, whether it's cycling or climbing now is getting huge and and running, uh, they they find pockets within the community of like-minded people.
• 33:49
  SPEAKER_02: Okay.
• 33:49
  SPEAKER_02: And bringing them together to where they feel like they have accountability every day, and they they all pick a goal together, because we just had a ton of people go to Austin and and run the ma half marathon down there.
• 34:04
  SPEAKER_02: And you have these other people now cheering you on, and you're cheering them on, and then you they all attain their goal and PR, and then they're like, oh, what's the next thing we're doing?
• 34:15
  SPEAKER_02: So it's it's the family atmosphere all driving each other.
• 34:19
  SPEAKER_02: Um, I think that keeps things going.
• 34:22
  SPEAKER_02: Because I mean, heck, I mean, one and done is easy to do, right?
• 34:26
  SPEAKER_02: But like my training program every year it sells out.
• 34:30
  SPEAKER_03: You know, well, that's what I was gonna ask.
• 34:31
  SPEAKER_03: How many people are in the Bentonville half training?
• 34:34
  SPEAKER_02: We got 400 people with volunteers, like 430 people every Saturday just owning the road.
• 34:43
  SPEAKER_03: It just blows my mouth based on on what I see on social, right?
• 34:47
  SPEAKER_03: Because I'm not there in it, but it just blows my mind and of all different paces.
• 34:51
  SPEAKER_03: Somebody trying to train to win the race, which is super fast, sure.
• 34:55
  SPEAKER_03: Somebody trying to run their first half, you know, there's probably a good amount.
• 34:58
  SPEAKER_03: And why these people sign up for this continuous over and over and over and over of just starting at the basic billbox, especially in today's day and age where you could just go to Chad GPT and say, hey, write me a training plan.
• 35:11
  SPEAKER_04: Yeah.
• 35:11
  SPEAKER_03: Right?
• 35:11
  SPEAKER_03: Or you could Google and there's a million of them.
• 35:13
  SPEAKER_03: Yeah.
• 35:13
  SPEAKER_03: Probably more than half of them are wrong, you know how to approach it.
• 35:16
  SPEAKER_03: But then still people they sign up and pay for this.
• 35:19
  SPEAKER_03: Yep.
• 35:20
  SPEAKER_03: And that training plan don't bark at you.
• 35:23
  SPEAKER_02: That's and that's the key, is is one, you're actually following their progress.
• 35:29
  SPEAKER_02: And like I do, like I'm I'm constantly my phone blows up, emails, Facebook chats.
• 35:35
  SPEAKER_02: I mean, I every form of communication this group will hit me through.
• 35:40
  SPEAKER_02: And I I love it.
• 35:41
  SPEAKER_02: I mean, I stayed for 40 extra minutes on Monday night in the freezing cold answering questions from training group members.
• 35:48
  SPEAKER_02: Um, and they just they just love it.
• 35:50
  SPEAKER_02: We have over a hundred first timers.
• 35:52
  SPEAKER_02: So every every Saturday I come in like this Saturday, six miles, and I'll be like, whose first ever six miles will this be?
• 35:59
  SPEAKER_02: And it'll be 20, 30 people raise their hands.
• 36:01
  SPEAKER_03: And everybody just yeah, and you just gotta remember like you've run six miles a million times, and a lot of people have, but it's somebody's first six mile run.
• 36:13
  SPEAKER_03: You're like sometimes you dread, like, oh, I gotta go run six miles.
• 36:16
  SPEAKER_03: Like, this is so stupid.
• 36:17
  SPEAKER_03: Why do I need to run six miles?
• 36:18
  SPEAKER_02: And that's inspiring, even to me still, is watching them come through and they're high five and everybody.
• 36:26
  SPEAKER_02: Oh my gosh.
• 36:26
  SPEAKER_02: They just ran six miles at 13 and a half minute place, and they are ecstatic.
• 36:31
  SPEAKER_02: And I'm sitting here going, I want that feeling.
• 36:34
  SPEAKER_02: Exactly.
• 36:35
  SPEAKER_02: How do I get back?
• 36:36
  SPEAKER_02: Yeah, man.
• 36:37
  SPEAKER_02: Like it is amazing to watch people do it.
• 36:39
  SPEAKER_02: And then then, like I had people that in the 2015 training group that are still in the training group and now just finish their first marathon where they BQ.
• 36:51
  SPEAKER_02: And they're coming to training group going, You got this.
• 36:55
  SPEAKER_02: Yeah.
• 36:56
  SPEAKER_02: Now they're using I started here and look what I just did.
• 36:59
  SPEAKER_02: And they were running 15-minute pace, their first half training.
• 37:03
  SPEAKER_02: So I I mean, I love watching people hit their goals, and I love challenging people to walk in the door, go, I'm not a runner, but I was thinking about doing a half training.
• 37:13
  SPEAKER_02: You're like, I got this one.
• 37:14
  SPEAKER_02: I guess.
• 37:14
  SPEAKER_02: And then I'm like, I'm not an ultra runner, but I want to do a hundred miles.
• 37:18
  SPEAKER_02: I'm like, yeah.
• 37:20
  SPEAKER_02: So now you're mine.
• 37:22
  SPEAKER_03: So I love that.
• 37:23
  SPEAKER_03: That keeps you as an entrepreneur, that keeps you uh young at heart and hungry to show up again on a Saturday, like, dang it, I gotta get up and go coach 400 random people about this guy's pushing to be a 14-minute pace.
• 37:37
  SPEAKER_02: And you're just like, you could haven't been there yet, but I I'm excited every Saturday, dude.
• 37:42
  SPEAKER_02: Yeah, I'm excited for it.
• 37:44
  SPEAKER_02: Like it's it's so much fun just to talk and see that many people just shut down the road.
• 37:50
  SPEAKER_02: Yeah.
• 37:50
  SPEAKER_02: And and what's what's fun is like the police will come by because somebody gets angry right and calls and they'll come by and they'll be like, oh Mike, it's you.
• 37:59
  SPEAKER_02: See you later.
• 38:04
  SPEAKER_03: You know, either win or learn, right?
• 38:06
  SPEAKER_03: Some people say lose.
• 38:07
  SPEAKER_03: I say win or learn.
• 38:08
  SPEAKER_03: And so we learned from those and we're like, well, man, we had a solid last two-day close and parts and service.
• 38:14
  SPEAKER_03: What did we change?
• 38:15
  SPEAKER_03: Like, well, we closed all these tickets and we called all these people and we called and text three times instead of one time.
• 38:21
  SPEAKER_03: And so it's like, why don't we do that on the first of next month?
• 38:25
  SPEAKER_03: Yeah, the third of next month, the fifth treat each day.
• 38:28
  SPEAKER_03: And so I, you know, we say it a million times.
• 38:31
  SPEAKER_03: You know, the manager is probably every morning when we go over stuff, they're like, Yeah, I've heard that.
• 38:34
  SPEAKER_03: Yeah, I've heard that.
• 38:35
  SPEAKER_03: It's like, well, it's still important, it's still relevant.
• 38:38
  SPEAKER_03: So I think that's one of the scoreboards that the people aren't always looking at.
• 38:41
  SPEAKER_03: It's like, ah, we'll get it tomorrow.
• 38:42
  SPEAKER_03: Like, we'll sell a bunch tomorrow.
• 38:44
  SPEAKER_03: It's like, well, your daily travel rate is eight, and then eight over here.
• 38:47
  SPEAKER_03: And so then we need to at least be 16.
• 38:49
  SPEAKER_03: And tomorrow, if you hadn't accomplished what you need to do yesterday, you have to do tomorrow and today.
• 38:53
  SPEAKER_03: Yeah.
• 38:53
  SPEAKER_01: Like that, that's not going to be good.
• 38:56
  SPEAKER_01: 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?
• 39:05
  SPEAKER_03: Yeah, and and we probably will go further into that.
• 39:08
  SPEAKER_03: But the the activity is what you measure and you manage.
• 39:11
  SPEAKER_03: It's not the end result.
• 39:13
  SPEAKER_03: You're not saying, hey, I want to score more points.
• 39:15
  SPEAKER_03: You know, I need to cover 48 points or I need to sell 200 cars.
• 39:20
  SPEAKER_03: No, no, no.
• 39:21
  SPEAKER_03: 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.
• 39:31
  SPEAKER_03: Right.
• 39:32
  SPEAKER_03: We know that metric.
• 39:33
  SPEAKER_03: And so we manage that metric instead of the points on the board.
• 39:36
  SPEAKER_03: We're not like, hey, you got to sell 14, go get them.
• 39:38
  SPEAKER_03: Yeah.
• 39:38
  SPEAKER_03: We're like, no, no, no.
• 39:39
  SPEAKER_03: Today you have to make 54 phone calls before lunch.
• 39:42
  SPEAKER_01: That's right.
• 39:43
  SPEAKER_01: And I think that's important for everybody out there.
• 39:45
  SPEAKER_01: Again, we like to relate things to sports because a lot of people follow sports.
• 39:48
  SPEAKER_01: Plus, in the sporting industry, it's very transparent.
• 39:52
  SPEAKER_01: Everybody's either after your job or your position.
• 39:54
  SPEAKER_01: Nobody talks about it.
• 39:55
  SPEAKER_01: But at the football game, you know, it's showing you how much time's on the clock, it's showing you what the score is, what down it is, how many yards to go to down.
• 40:03
  SPEAKER_01: 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?
• 40:14
  SPEAKER_01: You know, how many times do we have positive yardage on first down?
• 40:17
  SPEAKER_01: How many turnovers did we have?
• 40:19
  SPEAKER_01: You know, how many penalties did we have?
• 40:21
  SPEAKER_01: How did we do it taking care of the ball?
• 40:23
  SPEAKER_01: How did we do it getting in the backfield, you know, when we were on defense?
• 40:28
  SPEAKER_01: Those are the things we're talking about that add up, and the scoreboard is just a reflection of it.
• 40:33
  SPEAKER_00: Yes.
• 40:33
  SPEAKER_00: 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.
• 40:43
  SPEAKER_00: 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.
• 40:51
  SPEAKER_00: Whenever you really sucked it up and not hitting your task, like that, that's not helping anything.
• 40:56
  SPEAKER_00: Actually look at the facts and address them of hey, Shelby, you missed all your metrics here.
• 41:01
  SPEAKER_00: What are what are we doing?
• 41:02
  SPEAKER_00: What did we miss here?
• 41:03
  SPEAKER_00: What's the distraction?
• 41:04
  SPEAKER_00: What was the distraction?
• 41:05
  SPEAKER_00: And actually address it and move forward.
• 41:08
  SPEAKER_00: 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.
• 41:19
  SPEAKER_01: Yeah.
• 41:19
  SPEAKER_01: 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 in day 28.
• 41:31
  SPEAKER_01: A couple days before end of the month at the two-minute warning.
• 41:34
  SPEAKER_01: Yes.
• 41:34
  SPEAKER_01: You know, so so you guys give some comments about how do you refrain that and why do you how do you start getting your team to think about it?
• 41:42
  SPEAKER_01: Day five, day 10, day seven, day eight.
• 41:45
  SPEAKER_01: How how do you inject that into the month fire and attention to detail into the beginning of the month and throughout?
• 41:53
  SPEAKER_03: It's it's funny that you say that because I was sitting next to one of our um desk managed on Tuesday, um, and he was pointing out a person not performing or doing at the level, this, this, and this.
• 42:08
  SPEAKER_03: Uh, but they had a little bit of momentum in the current moment.
• 42:13
  SPEAKER_03: He's like, Holly, 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.
• 42:21
  SPEAKER_03: I was like, Ah, that's the trickiest thing that no one has the correct answer for.
• 42:26
  SPEAKER_03: 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, the things that they didn't do.
• 42:35
  SPEAKER_03: 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, and you're killing it with momentum.
• 42:53
  SPEAKER_03: Imagine if you stuttered for half a second, let that person fly by, then you would have this whole right here.
• 43:00
  SPEAKER_03: I said, so you're able to have constructive criticism without completely just demolishing them.
• 43:06
  SPEAKER_01: 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.
• 43:19
  SPEAKER_01: 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.
• 43:26
  SPEAKER_01: And you got to get a green light to do that.
• 43:28
  SPEAKER_01: And you did that in your example because you complimented them on what they were doing well.
• 43:33
  SPEAKER_01: And if you'll think about anybody that's ever addressed you, if they compliment you first, you know, you feel good about it.
• 43:38
  SPEAKER_01: You open up, open up.
• 43:39
  SPEAKER_01: You're like, okay, this person's on my team.
• 43:41
  SPEAKER_01: And then the constructive criticism comes on here's where I think we could level you up.
• 43:46
  SPEAKER_01: Let me help you get to the next level.
• 43:47
  SPEAKER_03: And so you say that instead of, man, you're really sucking not hitting your numbers.
• 43:50
  SPEAKER_03: Yes.
• 43:51
  SPEAKER_03: Tomorrow we got to do better.
• 43:52
  SPEAKER_03: Yeah.
• 43:52
  SPEAKER_03: It's like, okay, well, that was the idea.
• 43:56
  SPEAKER_03: Like, yes, we need to do more tomorrow, but there was no positivity.
• 44:00
  SPEAKER_03: Not there's no spin on that.
• 44:01
  SPEAKER_03: 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.
• 44:07
  SPEAKER_03: Like, man, you're so good once you actually come like so.
• 44:10
  SPEAKER_03: Let's say someone's not completing their daily phone calls.
• 44:13
  SPEAKER_03: And I'm like, man, I just heard you on your phone call that person.
• 44:17
  SPEAKER_03: Did they send a point?
• 44:18
  SPEAKER_03: And you know they did, right?
• 44:19
  SPEAKER_03: And we're like, that's amazing.
• 44:20
  SPEAKER_03: It's like, have you sold them before?
• 44:22
  SPEAKER_03: I was like, yeah.
• 44:23
  SPEAKER_03: Like, okay, so there's a pretty good chance they're gonna buy, right?
• 44:25
  SPEAKER_03: It's like, Michigan, you are so good on the phone.
• 44:28
  SPEAKER_03: Like, your your conversion rate's about a hundred percent.
• 44:31
  SPEAKER_01: Yeah.
• 44:31
  SPEAKER_03: And they're like, yeah.
• 44:32
  SPEAKER_03: It's like, okay, let's look at your stats here.
• 44:34
  SPEAKER_03: You average 2.2 calls per day.
• 44:36
  SPEAKER_03: Yeah, like the goal's 50.
• 44:38
  SPEAKER_03: 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.
• 44:44
  SPEAKER_03: And they're like, Yeah.
• 44:45
  SPEAKER_03: It's like, okay, so help me help you.
• 44:48
  SPEAKER_03: 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?
• 44:55
  SPEAKER_03: Like, uh, such and such comes to my desk.
• 44:56
  SPEAKER_03: I'm like, no, that's your fault, but okay, I can I can spin that.
• 44:59
  SPEAKER_03: It's like, okay, here's what we're gonna do.
• 45:01
  SPEAKER_03: We're gonna put a sheet of paper and it says, Don't bother me right now, I'm doing this.
• 45:04
  SPEAKER_03: And they're like, All right.
• 45:06
  SPEAKER_03: 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?
• 45:12
  SPEAKER_01: That's right.
• 45:13
  SPEAKER_03: I think that makes all the difference.
• 45:14
  SPEAKER_01: I do too.
• 45:15
  SPEAKER_01: I do too.
• 45:15
  SPEAKER_01: What do you see with your team about how do you instill that daily fire that naturally comes at the end of the month?
• 45:23
  SPEAKER_01: Like getting them to focus daily.
• 45:24
  SPEAKER_00: It's daily going over it.
• 45:25
  SPEAKER_00: And not, 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.
• 45:37
  SPEAKER_00: 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 the side.
• 45:45
  SPEAKER_00: We're gonna go talk about this, let's go do a lot walk, and we're gonna step out here.
• 45:48
  SPEAKER_00: 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.
• 45:57
  SPEAKER_00: Well, you've already lost those opportunities.
• 45:59
  SPEAKER_01: Yes.
• 45:59
  SPEAKER_01: So the it's taken us a while.
• 46:02
  SPEAKER_01: You know, it's just it takes some time in business to understand about each day stands on its own.
• 46:09
  SPEAKER_01: 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.
• 46:16
  SPEAKER_01: And until you actually look at each day on its own, it's it's gone.
• 46:21
  SPEAKER_01: It is.
• 46:21
  SPEAKER_01: It's gone.
• 46:22
  SPEAKER_01: Like, so that's why you have to focus on every day.
• 46:24
  SPEAKER_01: I don't know who said this quote, but I really like it.
• 46:26
  SPEAKER_01: So I'm gonna read it, okay?
• 46:28
  SPEAKER_01: And maybe we'll figure it out.
• 46:29
  SPEAKER_01: Listen to this quote.
• 46:31
  SPEAKER_01: Checking your revenue number on the last day of the month isn't managing your business.
• 46:36
  SPEAKER_01: It's reading the obituary.
• 46:39
  SPEAKER_01: Right?
• 46:41
  SPEAKER_01: Yeah.
• 46:42
  SPEAKER_01: Is that true or what?
• 46:43
  SPEAKER_00: Yes.
• 46:44
  SPEAKER_03: Yeah.
• 46:44
  SPEAKER_03: Because you're just reading the results.
• 46:46
  SPEAKER_03: You might as well be a financial uh, I was gonna say analyst, but a recorder.
• 46:51
  SPEAKER_03: Just a reporter.
• 46:52
  SPEAKER_01: I mean, you know, going over that, that's just a reflection.
• 46:57
  SPEAKER_01: 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.
• 47:08
  SPEAKER_03: 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.
• 47:19
  SPEAKER_03: And so we ask about something, and someone quickly answered and was like, Oh, yeah, that's because of this, this, and this, this, and this, and this.
• 47:26
  SPEAKER_03: And so then we got to the well, they kept talking, and then Matt was like, let me base this off some stats.
• 47:31
  SPEAKER_03: So he does some stats real quickly, and he's like, I'm so glad you pointed that out.
• 47:34
  SPEAKER_03: Let me show you these stats.
• 47:36
  SPEAKER_03: Actually, you're within a couple percentage points of the amount of traffic versus this store versus this store, you know, and it was the amount of work being an oil change versus heavy duty work.
• 47:47
  SPEAKER_03: And uh they were saying, well, they don't do near the amount of oil changes.
• 47:51
  SPEAKER_03: And so I was like, so that was a response just on what they thought they knew, the reporter style, waiting for the obituary.
• 47:58
  SPEAKER_03: Then later on, there was another thing, and uh I said, hold on, that seems to be positive momentum.
• 48:05
  SPEAKER_03: Tell me what you think about this.
• 48:06
  SPEAKER_03: And he's like, Well, I didn't know.
• 48:10
  SPEAKER_03: And so what I did was I pulled the report.
• 48:13
  SPEAKER_03: I thought I knew, and I thought, hey, based on the the past, this is what happened.
• 48:18
  SPEAKER_03: He said, But I pulled the report, and here's what I have found.
• 48:21
  SPEAKER_03: That is two completely different styles of management.
• 48:25
  SPEAKER_03: And some people have the fear of that I don't have the answer.
• 48:28
  SPEAKER_03: I'm the director, I'm the manager, I should have the answer.
• 48:31
  SPEAKER_03: 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.
• 48:38
  SPEAKER_03: You need to dissect that, figure out what made it a good day, and repeat that.
• 48:41
  SPEAKER_03: But first was dissect it and figure out what made it a good day.
• 48:45
  SPEAKER_01: Don't just say, go get them, let's do it again.
• 48:47
  SPEAKER_01: Hey, that same manager you're talking about, I've managed multiple different ways.
• 48:53
  SPEAKER_01: Okay.
• 48:54
  SPEAKER_01: And I've also worked with that person, and they're a great employee of ours.
• 48:59
  SPEAKER_01: We're not talking bad about this for a long time.
• 49:03
  SPEAKER_01: So we've both earned the respect and the trust that I should be able to say something and they should take it for cart value.
• 49:12
  SPEAKER_01: Yeah, you shouldn't have to sell it.
• 49:13
  SPEAKER_01: And they should run.
• 49:14
  SPEAKER_01: I've worked with this individual for over 20 years.
• 49:17
  SPEAKER_01: Okay.
• 49:18
  SPEAKER_01: And a lot of time together.
• 49:20
  SPEAKER_01: 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.
• 49:26
  SPEAKER_01: Let me take it and run it.
• 49:27
  SPEAKER_01: I say something else to Taylor, and Taylor's like, just give me the ball and let me run.
• 49:30
  SPEAKER_01: I don't need to waste time arguing now.
• 49:33
  SPEAKER_01: This individual, however, is very passionate about what he does, which makes it great.
• 49:37
  SPEAKER_01: 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.
• 49:46
  SPEAKER_01: But I knew if I provided him with some facts, it was just a bridge and we kept rocking.
• 49:52
  SPEAKER_01: You you've been in the meeting before when it's the other way.
• 49:54
  SPEAKER_01: Then it's a 20-minute drag out of like, holy cow, shut up and listen.
• 49:59
  SPEAKER_01: Yeah.
• 50:00
  SPEAKER_01: So I think you great point there is you know, it's everybody just responds differently.
• 50:04
  SPEAKER_01: All right, I got to give a little credit to that quote while we were talking there.
• 50:07
  SPEAKER_01: So Keith Cunningham is the one that had that quote.
• 50:11
  SPEAKER_01: From his book, you know, like this The Road Less Stupid.
• 50:15
  SPEAKER_01: Uh listen to that one.
• 50:18
  SPEAKER_01: Right.
• 50:19
  SPEAKER_01: That's a good one.
• 50:19
  SPEAKER_01: Keith, thank you for giving that to us.
• 50:21
  SPEAKER_03: That's super solid.
• 50:22
  SPEAKER_03: All right, factor fiction time.
• 50:24
  SPEAKER_03: If your team is busy, your business is moving in the right direction.
• 50:28
  SPEAKER_03: Fiction.
• 50:29
  SPEAKER_03: Fiction.
• 50:30
  SPEAKER_03: Fiction.
• 50:31
  SPEAKER_03: You guys are correct.
• 50:32
  SPEAKER_03: That is fiction.
• 50:33
  SPEAKER_03: If your team is busy, that does not mean you're moving in the right direction.
• 50:37
  SPEAKER_03: They could be busy.
• 50:38
  SPEAKER_03: You think if you're in construction or if you're in site work and they're digging a hole, they're busy, right?
• 50:43
  SPEAKER_03: Yeah.
• 50:43
  SPEAKER_01: It could be the wrong location for the hole.
• 50:46
  SPEAKER_01: 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.
• 51:00
  unknown: Yeah.
• 51:01
  SPEAKER_01: That it's just as simple as that.
• 51:03
  SPEAKER_00: Yep.
• 51:03
  SPEAKER_00: Absolutely.
• 51:04
  SPEAKER_00: Diving into core two there.
• 51:06
  SPEAKER_00: So what gets measured gets done, the why of obviously you're going into.
• 51:10
  SPEAKER_00: So this is the why behind the problem.
• 51:12
  SPEAKER_00: Most businesses only see the outcome and not the activity, is because they were never measuring the activity in the first place.
• 51:19
  SPEAKER_01: 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.
• 51:31
  SPEAKER_01: We have.
• 51:33
  SPEAKER_01: We have to pause and make sure they're aligned with what the goals and direction of the business are.
• 51:39
  SPEAKER_01: And that changes.
• 51:41
  SPEAKER_01: That changes.
• 51:42
  SPEAKER_01: I want you to think about like a large, tell her you got cruise ships.
• 51:45
  SPEAKER_01: So let's talk about that.
• 51:47
  SPEAKER_01: 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.
• 51:56
  SPEAKER_00: Yes.
• 51:56
  SPEAKER_01: You know, but then what then once you're on path and the ship is actually turned at that degree or whatever, then the KPI is not that anymore.
• 52:04
  SPEAKER_00: It's whatever else it may be.
• 52:06
  SPEAKER_00: You know what I love talking about that?
• 52:08
  SPEAKER_00: And it can be in aircraft, it could be in boats, it could be anything else.
• 52:12
  SPEAKER_00: 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.
• 52:18
  SPEAKER_00: I'm not saying go left or right, forward or back.
• 52:22
  SPEAKER_00: I'm saying adjust your adjust your position two degrees, three degrees, four degrees, whatever it would be.
• 52:29
  SPEAKER_00: So I'm giving you one KPI to say, hey, change this in your daily activity to make this huge difference.
• 52:36
  SPEAKER_00: A cruise ship that's going very slow or a plane that's going very fast.
• 52:40
  SPEAKER_00: Shelby's talked about this in the meeting.
• 52:42
  SPEAKER_00: 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.
• 52:52
  SPEAKER_00: My business, I wasn't doing activities I was supposed to be doing daily, and I was doing the wrong activities, busy work.
• 53:00
  SPEAKER_00: I was in gear going, but I wasn't directed in the right direction.
• 53:04
  SPEAKER_00: That's why I love that.
• 53:05
  SPEAKER_03: About there's a there's a really good point about that.
• 53:08
  SPEAKER_03: And uh the bigger, the bigger the business, the more people, the bigger the problem can be.
• 53:14
  SPEAKER_03: So you think about those few degrees.
• 53:16
  SPEAKER_03: So think about this.
• 53:17
  SPEAKER_03: If you're a cruise ship versus if you're a 20-foot john boat, 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?
• 53:32
  SPEAKER_03: Yep, because of the time that they're supposed to be there, because of how much draw the ship has, can we go that way?
• 53:39
  SPEAKER_03: 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.
• 53:45
  SPEAKER_03: 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.
• 53:52
  SPEAKER_03: You can't do that.
• 53:52
  SPEAKER_03: 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.
• 54:01
  SPEAKER_03: Like, no, in your large business, you have to calculate today, tomorrow, manage those activities, and look at the 30-day, the six-day, the 90-day.
• 54:09
  SPEAKER_01: You got to make sure you're on course.
• 54:11
  SPEAKER_01: And in aviation, I want to make sure I was talking correctly here.
• 54:13
  SPEAKER_01: So thanks for setting that up.
• 54:15
  SPEAKER_01: It's called the one in 60 rule.
• 54:17
  SPEAKER_01: So what they state is is for every 60 miles you fly, if you're if you have a one-degree air, it'll take you one mile off course.
• 54:25
  SPEAKER_01: And that's just in 60 miles.
• 54:27
  SPEAKER_01: So for example, you'll miss the entire airport if you flew just 60 miles.
• 54:33
  SPEAKER_01: Okay, one degree off.
• 54:35
  SPEAKER_01: If if you go 300 miles, which is like to Dallas, yeah, okay, you're five miles off.
• 54:41
  SPEAKER_01: It's pretty large.
• 54:42
  SPEAKER_01: You made it a different town.
• 54:43
  SPEAKER_01: Okay.
• 54:44
  SPEAKER_01: 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.
• 54:54
  SPEAKER_03: Well, when I made that analogy up long ago, talked about people measuring the little things.
• 54:59
  SPEAKER_03: 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 elephant, and we're talking about just a little, and they're like, I'll get it tomorrow.
• 55:12
  SPEAKER_03: The factory can only produce X amount of items.
• 55:16
  SPEAKER_01: That's right.
• 55:16
  SPEAKER_03: So if something was missed, they're like, get it tomorrow.
• 55:18
  SPEAKER_03: What are you gonna get tomorrow?
• 55:20
  SPEAKER_03: If the factory could do more, they'd have already been doing more.
• 55:22
  SPEAKER_03: If your workers could do more, they'd have already been doing more.
• 55:26
  SPEAKER_01: I will tell you this.
• 55:27
  SPEAKER_01: Um, let's go the opposite side of it.
• 55:30
  SPEAKER_01: 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.
• 55:38
  SPEAKER_01: We we've always done a good job about having our different KPIs that we go over in meetings.
• 55:43
  SPEAKER_01: We've always had manager meetings and like what we're going over.
• 55:45
  SPEAKER_01: And then we're like, hey, a new metric comes out.
• 55:47
  SPEAKER_01: If that's if that's from the manufacturer on the CSI or a delivery or a fixed right first visit.
• 55:53
  SPEAKER_01: Do that offset.
• 55:55
  SPEAKER_01: They do.
• 55:55
  SPEAKER_01: So then we're adding that KPI in there because you got to track it.
• 55:58
  SPEAKER_01: If you want to achieve it, you need to track it.
• 56:00
  SPEAKER_01: Yep.
• 56:01
  SPEAKER_01: And we add it on to the report, and then all of a sudden the report gets this long.
• 56:05
  SPEAKER_01: 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.
• 56:11
  SPEAKER_01: Because it gets watered down.
• 56:12
  SPEAKER_01: It does get watered, 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.
• 56:21
  SPEAKER_01: Well, you know, what we used to measure here, we substituted now we measure this, it's a better KPI.
• 56:27
  SPEAKER_01: We remove this, but you got to communicate that with your team.
• 56:29
  SPEAKER_00: Yeah, absolutely.
• 56:31
  SPEAKER_00: That that's so big to be able to dive into there.
• 56:33
  SPEAKER_00: So, you know, of going in and seeing your team, I love this of being able to see the scoreboard in real time.
• 56:41
  SPEAKER_00: So to be able to see what activities are going on.
• 56:44
  SPEAKER_00: 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?
• 56:54
  SPEAKER_01: 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.
• 57:09
  SPEAKER_01: We've talked about that, that it has made us more money than anything else.
• 57:13
  SPEAKER_01: Just having.
• 57:14
  SPEAKER_01: And and from back in the day with with dad, it was the fax machine.
• 57:18
  SPEAKER_01: Everybody had a fax machine, and there were faxes coming out non-stop.
• 57:23
  SPEAKER_01: Before then, we had the green screens on the computers.
• 57:26
  SPEAKER_01: 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're writing up a ticket, and across the green screen comes a scoreboard update, and it locked your computer.
• 57:39
  SPEAKER_01: You couldn't do anything else at that time.
• 57:41
  SPEAKER_01: 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.
• 57:47
  SPEAKER_01: But it was those KPIs right in front of them.
• 57:49
  SPEAKER_01: What got lost a little bit was in email that people would send stuff out in the email.
• 57:55
  SPEAKER_01: Yeah.
• 57:55
  SPEAKER_01: With email, you got to open it and you got to look at it.
• 57:58
  SPEAKER_01: 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.
• 58:06
  SPEAKER_01: So like on their keyboard, yeah.
• 58:07
  SPEAKER_01: They at least, even when they're moving it, they're like, oh, okay, where was I at?
• 58:11
  SPEAKER_01: Or now on our confidence monitors of where, where are we?
• 58:14
  SPEAKER_03: You know, and that it has to interrupt their path that, you know, that says, hey, this is a level one I'm gonna be right in front of.
• 58:21
  SPEAKER_03: So that that's a thing that we do, 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.
• 58:30
  SPEAKER_03: 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.
• 58:34
  SPEAKER_03: So that in Slack that I'm constantly putting it there so people can reference it.
• 58:37
  SPEAKER_03: Yep, you know, so in a meeting that I, if I have no part of it, then 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.
• 58:46
  SPEAKER_03: And then in our confidence moder, sometimes I'll come in and the TVs will be off.
• 58:50
  SPEAKER_03: I'm like, let's get this thing on here, let's get these metrics up.
• 58:53
  SPEAKER_03: Hey, please update this because you create the urgency and importance, and then you let that fall down and they're like, hey, my number's off.
• 59:00
  SPEAKER_03: So they stop, it doesn't have the value that it has.
• 59:03
  SPEAKER_03: And I think that's a thing that I am not a I am not a group text person.
• 59:08
  SPEAKER_01: Sure.
• 59:08
  SPEAKER_03: You know, I I have plenty of them for what it be kids' sports or just funnies or this, that, and the other.
• 59:14
  SPEAKER_03: 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 finance managers that we communicate about different meetings, and it's not like there's not a ton of gifts and stuff coming across here.
• 59:27
  SPEAKER_03: Not everybody's heart and love and all this stuff that Matt loves so much.
• 59:31
  SPEAKER_03: But it will be one of those things that I see.
• 59:34
  SPEAKER_03: We're not at that activity level that that the day should bring.
• 59:38
  SPEAKER_03: Yeah, and that's where I would remember that a fax would come out.
• 59:41
  SPEAKER_01: Sure.
• 59:41
  SPEAKER_03: And I'm like, hey, activity checkup.
• 59:43
  SPEAKER_03: It's just a reminder.
• 59:44
  SPEAKER_03: Hey, is our ship pointed the right way?
• 59:47
  SPEAKER_03: Are we at the right speed?
• 59:48
  SPEAKER_03: Is this at the right pace?
• 59:50
  SPEAKER_03: Do we have, you know, all those things?
• 59:51
  SPEAKER_03: And so it's an activity checkup, and they're like, whoop.
• 59:54
  SPEAKER_03: And so that's at level one.
• 59:55
  SPEAKER_03: 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.
• 59:59
  SPEAKER_03: And so then you are measuring it and it is in front of them, and it is real time.
• 1:00:03
  SPEAKER_03: And they're like, okay, I'm not winning.
• 1:00:05
  SPEAKER_01: 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.
• 1:00:12
  SPEAKER_01: The reason that in the text group that it's effective is we don't have a machine gun going off all the time.
• 1:00:19
  SPEAKER_01: Yeah.
• 1:00:19
  SPEAKER_01: 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.
• 1:00:27
  SPEAKER_01: Then when it's actually time to take a shot, the boy that cried wool.
• 1:00:31
  SPEAKER_01: You know, and it's like, so that they know in our group text there, and yeah, there'll be some emojis, like we have a big month and a celebration, like okay, and that's fun, right?
• 1:00:39
  SPEAKER_01: That's okay.
• 1:00:40
  SPEAKER_01: You know, but it but it's not every single day, hey, I'm sorry, my dog got sick, and the tire fell off the vehicle out there.
• 1:00:46
  SPEAKER_01: Like, just go fix it, go fix it.
• 1:00:48
  SPEAKER_01: So then when you do get ready to ask for a checkup or this or that, it's relevant people pay attention because you haven't cried wolf.
• 1:00:56
  SPEAKER_03: Yep, 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.
• 1:01:05
  SPEAKER_03: Absolutely.
• 1:01:07
  SPEAKER_01: You guys hear us go off sometime, not on a tangent, but talking about the details.
• 1:01:12
  SPEAKER_01: And some of you are just shaking your head and going, What?
• 1:01:15
  SPEAKER_01: They're looking at this and that.
• 1:01:16
  SPEAKER_01: The details are what matters if you want somebody to take action and to take you seriously.
• 1:01:22
  SPEAKER_01: Yes.
• 1:01:23
  SPEAKER_00: And having the details in there, a visual scoreboard, I love 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?
• 1:01:36
  SPEAKER_00: They're like, What are you doing?
• 1:01:37
  SPEAKER_00: You get vendors that walk in there like, they'll say, Hey, good night, y'all are getting after it.
• 1:01:42
  SPEAKER_00: And the manager's like, Oh, yeah, we are.
• 1:01:44
  SPEAKER_00: And they don't even know for a second.
• 1:01:46
  SPEAKER_00: Well, they're reading whatever the scoreboard is, or are visual boards that have X's on there for what's sold.
• 1:01:53
  SPEAKER_00: 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.
• 1:01:59
  SPEAKER_00: So I got to make sure.
• 1:02:00
  SPEAKER_00: So visual scoreboards always, visual points of interest, whatever they are, are gonna always hold a higher accountability.
• 1:02:08
  SPEAKER_03: And the greatest thing is they hold accountability to a manager at the team level without you ever having to say a word.
• 1:02:13
  SPEAKER_01: It's yeah, it's it's just right from.
• 1:02:16
  SPEAKER_03: You know, so sometimes like Ultimate Challenge, I'll take over some of the TVs 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.
• 1:02:29
  SPEAKER_03: Yep.
• 1:02:29
  SPEAKER_03: And then as the month went, as we were trailing or ahead, 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.
• 1:02:39
  SPEAKER_03: So you wouldn't have to say a word.
• 1:02:40
  SPEAKER_03: There's like, oh, okay, we're rolling.
• 1:02:42
  SPEAKER_03: It's like, oh, we probably should do some more activities.
• 1:02:45
  SPEAKER_01: 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.
• 1:02:53
  SPEAKER_01: 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.
• 1:03:02
  SPEAKER_01: They might pin it in the, you know, in the apploy break room or whatever it may be.
• 1:03:06
  SPEAKER_01: Then it evolves, and my dad starts faxing it and it starts coming up on the green screen, but still KPIs.
• 1:03:13
  SPEAKER_01: 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.
• 1:03:23
  SPEAKER_01: Yep.
• 1:03:23
  SPEAKER_01: Okay.
• 1:03:24
  SPEAKER_01: Then it evolves and we start emailing it.
• 1:03:27
  SPEAKER_01: The emailing's coming out, the fax is kind of still going, the green screen's not there anymore.
• 1:03:32
  SPEAKER_01: Yep.
• 1:03:33
  SPEAKER_01: Well, then the email kind of gets watered down.
• 1:03:36
  SPEAKER_01: 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.
• 1:03:43
  SPEAKER_01: And then communication comes through apps and through text.
• 1:03:46
  SPEAKER_01: So how do we have a text message group thread?
• 1:03:48
  SPEAKER_01: And then how do we have an app so the text don't get overloaded that then have the different channels of communication in there?
• 1:03:55
  SPEAKER_01: So all of that is relevant and reporting on how you evolve with your business, but you keep the core things.
• 1:04:02
  SPEAKER_01: Remember to adapt to society and employees and how they're communicating today.
• 1:04:07
  SPEAKER_01: And don't think that like they're just going to adapt to you.
• 1:04:11
  SPEAKER_01: You know, you're not as big as the outside world.
• 1:04:14
  SPEAKER_01: No.
• 1:04:15
  SPEAKER_01: The outside world is training your employees and your customers how to communicate what channels to use.
• 1:04:19
  SPEAKER_01: It's your job to adapt.
• 1:04:25
  SPEAKER_03: It's one of those things that your team without very clear direction will say, What are we doing?
• 1:04:30
  SPEAKER_03: Yes.
• 1:04:30
  SPEAKER_03: You know, do you want us to sell the units or do you want us to not make the money?
• 1:04:34
  SPEAKER_03: And so then the answer is generally both.
• 1:04:38
  SPEAKER_03: And it's case by case, and it's one of those things.
• 1:04:40
  SPEAKER_03: Alex Hormozy says this when he asks uh businesses certain things like, hey, what's your game plan?
• 1:04:44
  SPEAKER_03: What's your game plan?
• 1:04:45
  SPEAKER_03: He said, you can have very large scale and appeal to the entire world at a very low margin, right?
• 1:04:53
  SPEAKER_03: Or you can have a very high margin and appeal to a very small crowd.
• 1:04:58
  SPEAKER_03: Right?
• 1:04:59
  SPEAKER_03: And so then how do you find that where you are?
• 1:05:02
  SPEAKER_03: And ours is that happy medium, right?
• 1:05:05
  SPEAKER_03: To say, okay, our customer acquisition and our units in operation means higher volume.
• 1:05:11
  SPEAKER_03: Yes.
• 1:05:12
  SPEAKER_03: And that means 80 years of sustainability because the volatility is less because you have more people in there that you can count on to come back to us.
• 1:05:23
  SPEAKER_03: And so that's where our culture comes in.
• 1:05:25
  SPEAKER_03: That's where the experience that we offer gets to be different than anyone else's.
• 1:05:29
  SPEAKER_03: So then when price becomes a war, it's like, okay, we can arrive at that price, maybe lose money when we sell the new car.
• 1:05:36
  SPEAKER_03: But then to say, here's where they'll come back to us.
• 1:05:38
  SPEAKER_03: And so then we can say, when you have an issue, you can come back to us.
• 1:05:42
  SPEAKER_03: And then there's a hang up here, you can come back to us.
• 1:05:45
  SPEAKER_03: So that becomes that long term sustainability.
• 1:05:48
  SPEAKER_01: You have to look you can't look at one without the other.
• 1:05:51
  SPEAKER_01: So if you want to be highly aggressive with volume, you're banking on all the rest of it.
• 1:05:57
  SPEAKER_01: So you can't have a high amount of volume.
• 1:06:00
  SPEAKER_01: I I don't I'll sell somebody a car in North Carolina or in California, but that's whatever.
• 1:06:06
  SPEAKER_01: Not our business.
• 1:06:07
  SPEAKER_01: It's not our business.
• 1:06:08
  SPEAKER_01: Because if I sell them a car at losing$500 and they never come to service, they never come to parks, they never tell anybody.
• 1:06:15
  SPEAKER_03: That was a bad investment, bad business sense.
• 1:06:17
  SPEAKER_03: So you have to look at that.
• 1:06:18
  SPEAKER_01: So if it's volume, and and our managers listen to this, I hope they are today.
• 1:06:23
  SPEAKER_01: If it if it's volume, we ask them three simple questions.
• 1:06:26
  SPEAKER_01: Hey, get highly aggressive on that deal, but here are the three questions I need to know.
• 1:06:32
  SPEAKER_01: Do they have a trade-in?
• 1:06:34
  SPEAKER_01: Because that trade-in is going to go through our entire system.
• 1:06:37
  SPEAKER_01: Part, service, sell a used vehicle, generate another used vehicle, so on and so forth.
• 1:06:42
  SPEAKER_01: Okay.
• 1:06:42
  SPEAKER_01: Are they financing with us?
• 1:06:44
  SPEAKER_01: If they're financing with us, we have it.
• 1:06:46
  SPEAKER_01: There's no hidden secret here.
• 1:06:48
  SPEAKER_01: We have relationships with all the banks.
• 1:06:50
  SPEAKER_01: Now we give our buy rate out, so we're not marking the rate up, but they do pay us a flat amount for processing that.
• 1:06:56
  SPEAKER_01: So that's additional income.
• 1:06:57
  SPEAKER_01: And then are they a local customer?
• 1:06:59
  SPEAKER_01: Why is that important?
• 1:07:00
  SPEAKER_01: Well, if they're a local customer, they're going to come service with us, buy parts from us, and then be an influence on other buyers out there in the market.
• 1:07:07
  SPEAKER_01: So that needs to check those boxes.
• 1:07:09
  SPEAKER_03: That also makes you feel better when a deal is just like awful.
• 1:07:13
  SPEAKER_03: Right.
• 1:07:14
  SPEAKER_03: And you're like, oh, this doesn't make sense.
• 1:07:16
  SPEAKER_03: Like, why should I do this?
• 1:07:17
  SPEAKER_03: If you're like, hey, local person, you have the ability to then have that outreach.
• 1:07:22
  SPEAKER_03: Because then their word of mouth of you giving a good experience and a fair deal hopefully continues to spread.
• 1:07:29
  SPEAKER_03: And then the next person, next in the North Carolina, if you sell that person, they don't finance, don't have a trade, you ship it to them so they never get to experience your culture.
• 1:07:37
  SPEAKER_04: Yeah.
• 1:07:38
  SPEAKER_03: You could have the most raving process ever, but the chances of their friends coming to buy you from you is little to none.
• 1:07:44
  SPEAKER_01: It really is.
• 1:07:45
  SPEAKER_01: Now I'm going to play the other side, and I'll go through this real quick.
• 1:07:48
  SPEAKER_01: We went through this exact exercise before we moved campuses.
• 1:07:54
  SPEAKER_01: And it came down to what do we want to do?
• 1:07:56
  SPEAKER_01: Do we want to stay about the size we are?
• 1:07:59
  SPEAKER_01: We've got it narrowed down.
• 1:08:01
  SPEAKER_01: We'll put some new paint on it, so on and so forth, or do we want to move forward with a big risk and up our volume?
• 1:08:07
  SPEAKER_01: Well, before you answer that question, you also have to look at the outside of the industry.
• 1:08:11
  SPEAKER_01: And when we look at Northwest Arkansas and we looked at all the automotive stores selling retail, okay, not talking about repair, but selling retail, what's happening?
• 1:08:20
  SPEAKER_01: The majority of privately owned automotive dealerships are being bought up by large groups.
• 1:08:27
  SPEAKER_01: And those large groups are all based upon volume.
• 1:08:31
  SPEAKER_01: They have the capital to do that too, to be able to try to erode market share from others.
• 1:08:36
  SPEAKER_01: So we said, if we stay in our current model, we're not going to stay the same.
• 1:08:42
  SPEAKER_01: There's going to be some erosion that happens to our market share because these large companies are going to come in.
• 1:08:48
  SPEAKER_01: So you got to decide which area you're going to play in, and then is that applicable in your market in your industry?
• 1:08:54
  SPEAKER_03: It's funny because we see that, let's say outside of our industry, local businesses that we do business with.
• 1:09:00
  SPEAKER_03: Uh-huh.
• 1:09:01
  SPEAKER_03: And you look at what their vehicle fleet looks like.
• 1:09:04
  SPEAKER_03: Yes.
• 1:09:05
  SPEAKER_03: And we've experienced this on all far scales.
• 1:09:08
  SPEAKER_03: And they have to make that same decision.
• 1:09:10
  SPEAKER_03: So if you do upgrade and you say, hey, I've got 20 vehicles in my fleet, five vehicles in my fleet, 100 in my fleet, do I want to buy new vehicles that all look the same, they're all symmetric, they're all brand new, they all have warranty.
• 1:09:24
  SPEAKER_03: That means more capital invested or more debt acquired, but I've got this, this, and this.
• 1:09:30
  SPEAKER_03: And some of them has said, no, I want to budget friendly this thing, and I want to get four-year-old vehicles with 100,000 miles because I can save 50% of the initial investment.
• 1:09:41
  SPEAKER_03: That keeps me out of debt less, right?
• 1:09:44
  SPEAKER_03: Uh, but then sometimes they don't completely weigh those options because now they're the used car factory, which there isn't such a thing, means now that you've got a RAM that's red, you've got a Tacoma that's gray, you've got an F-150 that's black, you've got a silver Sierra, right?
• 1:10:01
  SPEAKER_03: And your graphics aren't looking the same, you can't generally service them with warranty style stuff at the same place.
• 1:10:08
  SPEAKER_03: When your vehicle breaks, guess when people work on vehicles during your working hours.
• 1:10:14
  SPEAKER_03: So that means you can't be in front of customers.
• 1:10:17
  SPEAKER_03: So when you try to save a dollar, had we stayed across town trying to save some dollars, you become less and less relevant.
• 1:10:23
  SPEAKER_03: That's right.
• 1:10:24
  SPEAKER_03: So in that assumption, you need to look at that.
• 1:10:26
  SPEAKER_03: Like it's gonna take some money to make some money.
• 1:10:28
  SPEAKER_01: That's right.
• 1:10:29
  SPEAKER_01: That's right.
• 1:10:29
  SPEAKER_01: Now, those are all good things that you just gotta slow down and and you're probably going, how do I do that right now?
• 1:10:34
  SPEAKER_01: I'm too busy in my business.
• 1:10:36
  SPEAKER_01: You're gonna have to figure out a weekend or maybe even during the week that you take a day or even two days, or maybe even a couple half days, and just go somewhere by yourself.
• 1:10:46
  SPEAKER_01: You know, I don't care if you go camping out in Devil's Den, might be a little hot for that right now, but something like that where you can remove distractions and you think, well, I can't afford to do that.
• 1:10:56
  SPEAKER_01: Well, you can't afford not to do it.
• 1:10:58
  SPEAKER_01: Hey, thanks for joining us today, and we hope you enjoyed this episode.
• 1:11:01
  SPEAKER_01: Make sure to give it a like, share it with your friends and family, visit our website, and send us some questions.
• 1:11:06
  SPEAKER_01: We want to know what you'd like to hear, who you'd like to hear from, or what you want to see, or maybe even some questions for us to answer about either the automotive industry or just business in general.